IIA IIA Certifications IIA-CIA-PART3 Questions & Answers

• Question 641:

  Which of the following actions can management take to build trust with groups?

  A. Disclose information, emotions, and opinions.

  B. Engaging in timely and accurate communication.

  C. Showing respect to the group.

  D. All of the answers are correct.

  Correct Answer: D

  The three factors that show that management desires to build a trusting relationship between the group and management.

• Question 642:

  The sharing of important financial information with employees based upon a foundation of trust and commitment to training is known as

  A. Self-managed teams.

  B. Open-book management.

  C. Quality circles.

  D. Impression management.

  Correct Answer: B

  Open-book management involves sharing important financial information with trained and empowered employees. This approach is founded on trusting employees, commitment to their training, and waiting patiently for results.

• Question 643:

  Which of the following is false with regard to quality circles and self-managed teams?

  A. Managerial acceptance by tradition-oriented managers.

  B. Self-managed teams are assigned by management, and quality circle teams are voluntary.

  C. Self-managed teams and quality circles often have better cohesion among members.

  D. Self-managed teams and quality circles are often able to help the organization operate more efficiently and effectively.

  Correct Answer: A

  Managerial acceptance is the primary obstacle to adoption of self-managed teams.Tradition orientedmanagers often perceive the loss of authority to a self-managed team as a threat to their status.

• Question 644:

  Which of the following is key to any plan to empower teams?

  A. Give structure to team members.

  B. Monitor progress and offer timely feedback on performance.

  C. Reduce authority of the team when mistakes are made.

  D. Avoid tension and conflict within the team.

  Correct Answer: B

  Members of a team are empowered when they are properly trained and equipped, have the relevant information they need, are fully involved in decision making, and receive fair compensation for their work. Monitoring and feedback are keys to maintaining empowerment because they are necessary to team effectiveness. Team effectiveness is reflected in achievement of objectives, innovation, adaptability, commitment, and favorable evaluations by senior management.

• Question 645:

  Which of the following is not one of the advantages of self-managed teams?

  A. Motivation is improved because decision making is decentralized.

  B. Improved processes of production if the teams are supported properly.

  C. Managerial acceptance by tradition-oriented managers.

  D. Improved communication because all members understand the team's activities better.

  Correct Answer: C

  Managerial resistance is often the primary obstacle of self-managed teams. Organizational change is difficult and tradition-oriented managers tend to regard self-managed teams as a threat to their status.

• Question 646:

  The organizational culture may encourage politics by creating unreasonable obstacles to group and individual advancement. Which type of political tactic involves taking credit for another person's work?

  A. Loyalty cliques.

  B. Destructive competition.

  C. Empire building.

  D. Posturing.

  Correct Answer: D

  Posturing is an attempt to make a good impression, for example, by taking credit for others' work or seeking to stay one jump ahead of a rival.

• Question 647:

  In which of the following situations will organizational politics most likely have a significant impact?

  A. When space allocations are made according to objective criteria.

  B. When the budget allows for generous salary increases for all employees.

  C. When promotions are based on an employee's attitude.

  D. When performance outcomes are clearly stated and objective.

  Correct Answer: C

  Organizational politics, or impression management, is defined by Andrew Durbin as the pursuit of self-interest at work in the face of real or imagined opposition." Also, employees tend to believe that pursuit of self-interest at work in the form of career advancement is aided by playing politics. Hence, employees will try to, among other things, manage the impression of their attitudes held by superiors.

• Question 648:

  Which one of the following is least likely to contribute to group cohesiveness in an organization?

  A. Goal consensus.

  B. Subgroup formation.

  C. Leadership acceptance.

  D. Interpersonal trust.

  Correct Answer: B

  People naturally seek association and group acceptance. Members of groups react to pressures of the group. Groups are often complex, develop their own leaders, exist to fill the needs of the members, and result from the frequent interaction among individuals in the course of their work. In a sense, group members typically have an experience of togetherness. Members develop interpersonal trust for other group members. The formation of small subgroups, however, can splinter the harmony of the large group.

• Question 649:

  Which of the following tactics may employees use when feeling that employees' individual power is insignificant?

  A. Employees may engage in posturing by taking credit for the work of a coworker.

  B. Employees may engage in destructive competition by spreading false rumors.

  C. Employees may engage in creating power and loyalty cliques with other coworkers.

  D. Employees may attempt to conceal errors made by a supervisor in order to aid theemployees' own future advancement within the corporation.

  Correct Answer: C

  Employees will often form groups when they feel their collective bargaining power is greater than the power of an individual.

• Question 650:

  During which stages do the primary issues among group members involve uncertainty about power and authority relationships?

  A. Yes Yes

  B. Yes No

  C. No Yes

  D. No No

  Correct Answer: B

  According to Jewell and Reill, the principal issue in the early stages in uncertainty about power and authority relationships. The principal issue in the later stages is uncertainty about interpersonal relationships.