Applied Psychology in Organizations
Chapter Exam Questions
Course Introduction
Applied Psychology in Organizations explores how psychological principles, theories, and research are used to address practical issues in workplace settings. The course covers topics such as motivation, leadership, team dynamics, decision-making, organizational culture, and employee well-being. Students will examine how psychological assessment, training, performance appraisal, and organizational development strategies can enhance productivity and job satisfaction. Through case studies and real-world examples, the course emphasizes evidence-based approaches for improving individual and group outcomes in diverse organizational environments.
Recommended Textbook Essentials of Organizational Behavior 2nd Edition by Terri A. Scandura
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Page 2
Chapter 1: What Is Organizational Behavior?
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Sample Questions
Q1) With regard to EBM, leaders are encouraged to emphasize drawbacks as well as ______.
A) failures
B) hindrances
C) virtues
D) deal breakers
Answer: C
Q2) EBM stands for evidence-based management.
A)True
B)False
Answer: TRUE
Q3) Define hypothesis and explain how it can be used in OB research.
Answer: A hypothesis is a proposed explanation made on the basis of evidence as a starting point for further investigation. A hypothesis can help an organization define what its main issues are and steer leaders in the right direction for researching the issues and collecting data.
Q4) A primary research area for OB scholars is biology.
A)True
B)False
Answer: FALSE
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Chapter 2: Personality and Person Environment Fit
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Sample Questions
Q1) John Holland's personality-job fit theory assesses how many personality characteristics?
A) five
B) eight
C) ten
D) six
Answer: D
Q2) When a leader is faced with a difficult personality behaving inappropriately at work, which technique might help neutralize the situation?
A) confronting the employee
B) asking the employee for a solution
C) yelling loudly at the employee
D) being physically aggressive
Answer: B
Q3) What is one of the outcomes we know about psychological capital?
A) predicts job performance
B) can increase stress
C) predicts wage increases
D) increases work-life balance
Answer: A
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Chapter 3: Emotions and Moods
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Sample Questions
Q1) Research has demonstrated that the contagion of positive emotions is associated with ______.
A) happier teams
B) higher team performance
C) higher teamwork engagement
D) increased team satisfaction
Answer: C
Q2) Valerie's bad mood has spread to her group members. This phenomenon is known as ______.
A) emotional contagion
B) emotional labor
C) emotional intelligence
D) affect
Answer: A
Q3) Affect is structured as emotions and moods.
A)True
B)False
Answer: TRUE
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Page 5
Chapter 4: Attitudes and Job Satisfaction
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Q1) Competence can also be referred to as ______.
A) self-efficacy
B) self-esteem
C) self-determination
D) self-confidence
Q2) Which of the following is not a component of attitudes?
A) cognitive
B) affective
C) relational
D) behavioral
Q3) Which of the following is defined as an employee's emotional attachment to an organization?
A) job commitment
B) continuance commitment
C) affective commitment
D) normative commitment
Q4) Describe how cognitive dissonance can be used to change employee attitudes.
Q5) Why have attitudes during job searches been likened to a roller coaster?
Q6) How is attitude related to job search?
Q7) Why is it important to understand employees' job satisfaction?
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Chapter 5: Perception, Decision Making, and Problem
Solving
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Sample Questions
Q1) How can you use knowledge of prospect theory to improve your chances of getting a good deal in negotiations?
Q2) Ruth believes the statement "You never get a second chance to make a good first impression." Ruth may be subject to which perceptual bias?
A) hindsight bias
B) primacy effect
C) belief updating
D) stereotype
Q3) Which of the following characterizes decision-making for leaders?
A) Decision-making is an innate skill and cannot be improved with training.
B) Decisions are often made under pressure and with incomplete information.
C) Decision-making is relatively unimportant to overall organizational effectiveness.
D) Decisions are always straightforward and lack complexity.
Q4) How can you use your knowledge of employability to increase your chance of getting hired?
Q5) Compare and contrast the rational decision-making model and bounded rationality.
Q6) How can you try to change a bad or incorrect first impression?
Q7) Describe Levy's strategies for how to remember every name, every time.
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Chapter 6: Leadership
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Q1) The expectancy theory of motivation is employed to explain the motivation process in ______.
A) supportive leadership
B) participative leadership
C) achievement-oriented leadership
D) path-goal theory
Q2) Which of the following is an outcome of being in a leader's in-group according to LMX theory?
A) less challenging work
B) decreased salaries
C) more promotions
D) lower organizational citizenship behaviors
Q3) Showing consideration, being friendly and approachable, and paying attention to the well-being of followers is known as _____.
A) directive leadership
B) supportive leadership
C) participative leadership
D) achievement-oriented leadership
Q4) Is LMX fair? Should leaders treat all followers alike?
Q5) Describe the differences between leaders and managers.
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Chapter 7: Power and Politics
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Q1) Describe the relationship between the "will" and "skill" for politics.
Q2) Impression management strategies have been found to be based on three areas including ______.
A) intimidation
B) supplication
C) organization focused
D) supervisor focused
Q3) Research has found potential causes of POP including ______.
A) enhanced job security
B) low procedural justice
C) ample resources
D) job satisfaction
Q4) High perceptions of organizational politics leads to ______.
A) strong negative relationships with job satisfaction
B) high positive relationships with organizational commitment
C) pay and promotion
D) reduced stress
Q5) Compare and contrast "minimizing bad" and "maximizing good" impression management strategies.
Page 9
Q6) Identify the differences between individual and organizational sources of power.
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Chapter 8: Motivation: Core Concepts
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Q1) ______ refers to the extent to which individuals can demonstrate initiative in designing their own work.
A) Job enrichment
B) Job crafting
C) Job rotation
D) Organizational justice
Q2) Which of the following forms of organizational justice refers to how employees are treated by their leaders (e.g., level of respect and propriety)?
A) procedural justice
B) interpersonal justice
C) distributive justice
D) informational justice
Q3) Which of the following is one of the levels of needs on Maslow's hierarchy of needs?
A) drive
B) mental
C) grit
D) esteem
Q4) Identify and describe the four types of organizational justice.
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Page 10
Chapter 9: Motivation: Applications
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Q1) Which of the following is when the input from a number of sources is included to provide a more comprehensive review of an employee's performance?
A) 180-degree performance appraisal
B) 360-degree performance appraisal
C) self-rating performance appraisal
D) supervisory performance appraisal
Q2) Cletus manages a research and development team in charge of creating new products for his organization. He recently read about the motivation-work cycle. Which of the following would be a good suggestion for him to properly motivate the employees on his development team?
A) provide intrinsic rewards toward the end of the development process
B) provide extrinsic rewards during the implementation phase of the process
C) provide extrinsic rewards during the idea generation phase
D) do not worry about motivation for the team as it is unimportant for innovation
Q3) Explain the principles of reinforcement theory.
Q4) Reinforcement theory was initially studied with experiments on rats.
A)True
B)False
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Chapter 10: Group Processes and Teams
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Q1) Team mental models are related to effective team processes and performance because they serve a number of functions, including ______.
A) allowing team members to interpret information differently
B) sharing experiences from the past
C) developing similar reasoning as to why something happens
D) experiencing a variety of views of how the team functions
Q2) Direct pressure from leaders increases the symptoms of ______.
A) groupthink
B) suppression
C) rationalization
D) pressure
Q3) Which of the following refers to the individual characteristics of team members and the resources they have at their disposal?
A) output
B) input
C) process
D) synergy
Q4) Explain the relationship between team purpose and performance by using a team charter.
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Chapter 11: Managing Conflict and Negotiation
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Q1) The dominating conflict style is the best in all situations.
A)True
B)False
Q2) Which of the following conflict-handling styles is when one party gives in to the demands of others and may neglect his own concerns?
A) obliging
B) avoiding
C) compromising
D) integrating
Q3) Which of the following is not true regarding mediators and arbitrators?
A) They are neutral third parties.
B) Arbitrators make the decision, while mediators help the two parties come to a solution.
C) They are generally brought in when conflict has become so complex that a more formalized dispute resolution method is needed.
D) They are generally less expensive than an ombudsman or peer review.
Q4) Distributive bargaining is approached as a zero-sum game.
A)True
B)False
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Chapter 12: Organizational Communication
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Q1) Which of the following is one of the nine levels of differences on which cross-cultural communication can falter?
A) how loud to talk
B) listenership
C) incoherence
D) directness
Q2) Olive is the dean of the business school, and she is meeting with all of the business faculty to discuss redesign of the School of Business, to implement some decisions, and to coordinate day-to-day activities going forward. This communication that Gail is engaging in is best described as ______.
A) upward communication
B) lateral communication
C) internal communication
D) external communication
Q3) The grapevine is always negative.
A)True
B)False
Q4) Explain the advantages and disadvantages of e-mail as a form of communication.
Q5) Identify and describe barriers to effective communication.
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Chapter 13: Diversity and Cross-Cultural Adjustments
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Q1) According to the GLOBE research program, there are no leadership behaviors that are universally accepted across all cultures.
A)True
B)False
Q2) It has been estimated that what percentage of expatriates leaves their firm within 3 years of their return?
A) 10%
B) 34%
C) 14%
D) 24%
Q3) Which of the following is not one of the individual attributes related to diversity in the workplace?
A) gender
B) emotions
C) race
D) sexual orientation
Q4) Identify and describe the four phases of third culture emergence.
Q5) Describe cultural tightness and looseness and provide an example of each.
Q6) Describe how to cope with the symptoms of culture shock.
Page 15
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Chapter 14: Organizational Culture
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Q1) The organizational culture norm about the importance of the norm (e.g., are people willing to sanction others for violating culture norms) is known as:
A) the content
B) the consensus
C) the intensity
D) the artifact
Q2) Leaders influence an organization's ethical climate and employee attitudes. Leader moral development (i.e., the capacity for ethical reasoning) influences ______.
A) employee work-life balance
B) toxicity
C) employee job satisfaction
D) safety
Q3) According to research on service industry companies, which of the following types of organizations rated highest in innovation and risk taking?
A) consulting firms
B) all service industry companies scored about average
C) transportation companies
D) accounting firms
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Chapter 15: Leading Change and Stress Management
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Q1) Survey feedback is one of the most commonly employed organizational development techniques.
A)True
B)False
Q2) The combination of greater psychological job demands and lower job control is the definition of ______.
A) cognitive dissonance
B) change uncertainty
C) psychological job strain
D) organizational stress
Q3) A set of methods that promote health at the workplace and avoid distress is known as ______.
A) cognitive coping
B) behavioral coping
C) buffering coping
D) preventive stress management
Q4) Describe the action Yum! Brands, Inc., took to implement a proactive and radical cultural change.
Q5) Explain the concept of organizational development.
Q6) Describe the reactions a person might have to a stress episode.
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