Advanced Organizational Behaviour Test
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Course Introduction
Advanced Organizational Behaviour delves into the complex dynamics that drive individual and group behavior within organizations. Building upon foundational theories, this course examines topics such as motivation, leadership, power and politics, team dynamics, organizational culture, change management, and decision-making processes. Emphasis is placed on applying behavioral science concepts to real-world organizational challenges, using case studies and empirical research to explore the impact of organizational structures, communication patterns, and external environments on performance and effectiveness. Students will develop critical thinking skills and strategic insights necessary for leading and managing diverse teams in todays dynamic organizational landscapes.
Recommended Textbook
Organizational Behaviour Understanding and Managing Life at Work 10th Edition by Gary Johns
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Page 2
Chapter 1: Organizational Behaviour and Management
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Sample Questions
Q1) The human relations movement of the 1920s and 30s was originally concerned with the impact of fatigue,rest pauses,and lighting on productivity.Researchers began seeing the additional effects on productivity of A)wage rates and profit sharing.
B)ethnicity and culture.
C)psychological and social processes.
D)flex-work programs.
E)product quality.
Answer: C
Q2) The manager who ________ is likely to move up the ranks of the organization quickly.
Answer: networks
Q3) Diversity can be defined in terms of A)age.
B)gender.
C)race.
D)ethnic background.
E)all of the above.
Answer: E
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Page 3
Chapter 2: Personality and Learning
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Sample Questions
Q1) Which of the following are associated with workplace deviance?
A)conscientiousness, agreeableness, and emotional stability
B)conscientiousness, agreeableness, and openness to experience
C)extraversion, agreeableness, and emotional stability
D)conscientiousness, extraversion, and agreeableness
E)extraversion, agreeableness, and openness to experience
Answer: A
Q2) ________ decreases the probability of a behaviour by the application of a negative stimulus after that behaviour occurs.
A)Punishment
B)Extinction
C)Negative reinforcement
D)Positive reinforcement
E)Modelling
Answer: A
Q3) Extinction is accomplished by terminating reinforcement.
A)True
B)False
Answer: True
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Page 4
Chapter 3: Perception, Attribution, and Diversity
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Sample Questions
Q1) Male managers today hold the same dysfunctional stereotypes about women and management that they held in the early 1970s.
A)True
B)False
Answer: True
Q2) The detrimental effects of gender stereotypes are NOT likely to be reduced or removed when
A)decision makers have experience and training.
B)decision makers are held accountable for their decision.
C)decision makers have job-related information about the qualifications of women.
D)the decision maker is a woman.
E)decision makers have an accurate picture of the job.
Answer: D
Q3) Most small and medium-sized organizations across Canada are not likely to fill a job opening with someone older than 65 now or in the future.
A)True
B)False
Answer: True
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Chapter 4: Values,Attitudes,and Work Behaviour
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Sample Questions
Q1) Which of the following statements about the cultural value of power distance is FALSE?
A)High power distance cultures tend to also be individualistic, rather than collective, cultures.
B)Superiors tend to be accessible in low power distance cultures.
C)In high power distance cultures the unequal distribution of power is acceptable to members of the culture.
D)Denmark has lower power distance than Mexico.
E)Japan has higher power distance than Canada.
Q2) More collective cultures tend to de-emphasize differences in power among their members.
A)True
B)False
Q3) Certain socialization practices that emphasize loyalty to the organization can stimulate ________ commitment.
Q4) Employees are more likely to be satisfied when good performance is followed by ________.
Q5) Dissatisfaction is most likely to result in ________ when jobs are plentiful.
Q6) All forms of commitment reduce ________.
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Chapter 5: Theories of Work Motivation
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Sample Questions
Q1) All three basic psychological needs are related to autonomous motivation in different countries,however,the size of the relationships varies across countries for ________ and autonomy.
Q2) McClelland's need for affiliation is most closely related to Alderfer's ________ need.
A)resistance
B)existence
C)growth
D)relatedness
E)esteem
Q3) Which of the following theories proposes that individuals have basic needs,which are associated with extrinsic motivation,and higher-order needs,which are associated with intrinsic motivation?
A)Maslow's Hierarchy of Needs
B)Expectancy theory
C)Equity theory
D)Goal setting theory
E)Valence theory
Q4) Autonomous motivation is related to more effective job performance,especially on ________ tasks.
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Chapter 6: Motivation in Practice
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Sample Questions
Q1) Piece rate pay systems
A)usually increase cooperation among workers on peripheral, nonproduction tasks (for example, keeping the shop clean).
B)have generally been supported by unions.
C)are especially useful when few objective performance criteria exist.
D)generally lead to increased productivity unless restriction occurs.
E)are most effective when applied to white-collar jobs.
Q2) What is the motivating potential score (MPS)for a job in which all five core characteristics are scored "4" on the Job Diagnostic Survey?
A)20
B)48
C)64
D)80
E)96
Q3) Telecommuting is an example of a flexible work arrangement that provides flexibility in terms of where employees can perform their job.
A)True
B)False
Q4) All of the ________ have been found to be positively related to job involvement.
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Chapter 7: Groups and Teamwork
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Sample Questions
Q1) Instilling shared mental models in many cross-functional teams can often be challenging because of the
A)reluctance to agree on what the project is.
B)avoidance of revealing that each person has an opinion.
C)slow moving process of working in a cross-functional team.
D)resistance to cross-functional teams in organizations.
E)divergent backgrounds of the team members.
Q2) The task force is large,successful,and experiencing moderate threat.Which factor would most likely prevent the task force from being cohesive?
A)Its size
B)Its success
C)The threat
D)Its homogeneous makeup
E)Its tough initiation procedures
Q3) An important characteristic of virtual teams is that the members do not need to get to know each other.
A)True
B)False
Q4) One's rank or social position in a group is called ________.
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Chapter 8: Social Influence, Socialization, and Organizational Culture
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Sample Questions
Q1) Kamal has begun a new job and his boss has told him what he can expect to happen during his first year on the job including when he will attend training,when he will be assigned a mentor,when he will be given various assignments,and so on.What is this called?
A)Individual socialization
B)Formal socialization
C)Fixed socialization
D)Serial socialization
E)Investiture socialization
Q2) When HBC acquired 50 Towers department stores almost every Towers store manager quit because of differences in the way employees are treated.
A)True
B)False
Q3) Describe the career and psychosocial functions of mentoring.
Q4) Google Canada is a good example of the benefits of a strong culture in terms of coordination.
A)True
B)False
Q5) Describe the socialization process model as presented in the text.
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Chapter 9: Leadership
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Sample Questions
Q1) Which of the following is NOT one of the key characteristics of servant leader behaviour?
A)Empowering and developing people
B)Personal character
C)Stewardship
D)Authenticity
E)Providing direction
Q2) What theory suggests that prejudice against female leaders is the result of a difference between the perceived characteristics of women and the perceived requirements of leadership?
A)leader categorization theory
B)role congruity theory
C)implicit leadership theory
D)contingency theory
E)social exchange theory
Q3) ________ leadership is a form of leadership that involves going beyond one's own self-interests and having a genuine concern to serve others and a motivation to lead.
Q4) Men engage in more ________ leadership than women.
Q5) What are some of the key characteristics of successful global leaders?
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Chapter 10: Communication
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Sample Questions
Q1) Which of the following is NOT a characteristic of cyberloafers?
A)better-educated
B)young
C)extraverted
D)male
E)low self-esteem
Q2) The essential feature of an enterprise social media platform is the capacity to record,store,and share ideas that can be accessed by the general public.
A)True
B)False
Q3) ________ employees with skills in both relevant languages help ease communication problems between headquarters and subsidiaries of multinational firms.
Q4) Computer-mediated groups perform more ________ than face-to-face groups.
Q5) Men are more likely to blow their own horn about something good they have done. A)True
B)False
Q6) As a form of communication,Arabs are more likely than Canadians to favour touch. A)True
B)False
Page 12
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Chapter 11: Decision Making
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Sample Questions
Q1) Low-cost information technology and the rise of ________ media have contributed to the growth of crowdsourcing as a decision aid.
Q2) Escalation of commitment
A)involves committing more and more resources to a failing course of action.
B)illustrates how decision makers often ignore sunk costs.
C)only occurs when the decision maker is responsible for beginning a course of action.
D)runs counter to the general tendency for decision makers to try to justify their actions.
E)is the most common outcome of information overload.
Q3) Crowdsourcing is meant to capitalize on the merits of group decision making.
A)True
B)False
Q4) What is a strong cause of groupthink?
A)The group contains a devil's advocate.
B)Conflict exists within the group.
C)The group leader favours a particular decision.
D)Group members feel too free to speak their minds.
E)The absence of mindguards.
Q5) One company strongly identified with the use of ________ is General Electric.
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Chapter 12: Power, Politics, and Ethics
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Sample Questions
Q1) What is Dr.Jeffrey Wigand known for?
A)Networking
B)Whistle-blowing
C)Unethical behaviour
D)High need for power
E)Sexual harassment
Q2) The following are aspects to networking EXCEPT
A)maintaining contacts.
B)socializing.
C)engaging in professional activities.
D)participating in community activities.
E)upward appeal.
Q3) When it comes to performance,politics take a toll on ________ workers.
Q4) Political activity can be self-conscious and unconscious.
A)True
B)False
Q5) ________ power corresponds to the difficulty of replacement.
Q6) Political skill is positively related to job performance,job satisfaction,and ________ success.
Q7) ________ are often the victims of considerable retaliation for their efforts.
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Chapter 13: Conflict and Stress
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Sample Questions
Q1) Men are more likely to report emotional exhaustion and depersonalization than women.
A)True
B)False
Q2) Attending work when ill is called
A)Type A behaviour pattern.
B)burnout.
C)work engagement.
D)presenteeism.
E)workaholism.
Q3) People have remarkably similar levels of toleration for stress.
A)True
B)False
Q4) The three stages of a stress episode are,in order
A)stress, stressor, and stress reactions.
B)frustration, stress, and conflict.
C)stress reactions, stressor, and stress.
D)stressor, stress, and stress reactions.
E)stress, anxiety, and conflict.
Q5) ________ and harassment are related to presenteeism.
Page 15
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Chapter 14: Organizational Structure
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Sample Questions
Q1) The least formal means by which divided labour is coordinated is A)mutual adjustment.
B)with an integrator.
C)standardization of work processes.
D)standardization of outputs.
E)direct supervision.
Q2) The most cited advantage of functional departmentation is ________.
Q3) Integrating business in multiple geographic regions is a common stimulus for
A)geographic departmentation.
B)matrix departmentation.
C)customer departmentation.
D)hybrid departmentation.
E)product departmentation.
Q4) Resource dependence is dependent on environmental uncertainty.
A)True
B)False
Q5) Mutual adjustment is an informal means by which divided labour is coordinated.
A)True
B)False
Q6) Very complex tasks dictate high ________.
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Chapter 15: Organizational Change,Development,and Innovation
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Sample Questions
Q1) ________ organizations have established systems and structures to acquire,code,store,and distribute important information and knowledge.
Q2) An OD intervention would be an example of a managerial innovation. A)True
B)False
Q3) Learning organizations are better able to retain employees than other organizations. A)True B)False
Q4) Telly is an expert at applying behavioural science knowledge to organizational change.In other words,he's a(n)________.
Q5) Idea champions are sometimes compelled to engage in creative deviance. A)True B)False
Q6) Reengineering examines and changes ________ in order to streamline the organization.
Q7) Discuss the effect of the perception of threat on change and the likelihood of inertia.
Q8) ________ is the production of novel but potentially useful ideas.
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