Industrial and Organizational Psychology
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Course Introduction
Industrial and Organizational Psychology is a field of study that applies psychological principles and research methods to understand human behavior in the workplace. This course explores key topics such as employee motivation, job satisfaction, leadership, team dynamics, personnel selection, performance appraisal, and organizational development. Students will examine how psychological theories are used to enhance productivity, improve employee well-being, and solve practical problems in diverse organizational settings. The course emphasizes both foundational concepts and current trends in the field, preparing students to analyze and address issues related to human behavior in various work environments.
Recommended Textbook
Contemporary Organizational Behavior 1st Edition by Kimberly D. Elsbach
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14 Chapters
357 Verified Questions
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Page 2
Chapter 1: Introduction to Organizational Behavior
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Q1) The Academy of Management established a division of organizational behavior in 1971. The division provided a forum for research and discussion about important outcomes in organizational behavior among researchers from many diverse fields, not just management. What type of contemporary organization best describes the Academy of Management?
A) Community of practice
B) Network
C) Professional
D) Since the division was established in 1971, it is not classified as a contemporary organization
Answer: A
Q2) You can apply your knowledge of organizational behavior when you are ________.
A) A CEO
B) A manager
C) A front line employee
D) All of the above
Answer: D
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Chapter 2: Individual Characteristics
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Q1) A manager in charge of hiring a new accountant should refer to which competency model to determine the skills needed by applicants to perform the job?
A) Organization-wide
B) Function-based
C) Role-based
D) Job-based
Answer: A
Q2) The traditional practice at work has been for employees to "leave your baggage at the door" which means when at work, don't bring any personal emotions or problems. By asking employees to divorce themselves from the emotions from events in their personal lives while at work, what are employers trying to minimize?
A) Emotional labor
B) Emotional contagion
C) Emotional spillover
D) Felt emotions
Answer: C
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4
Chapter 3: Learning
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Sample Questions
Q1) You are taking a public speaking course and have just been given your first assignment. The instructor gives an example of the presentation you have been assigned so that you can see what you are expected to do before you prepare your presentation. What process is at work in this situation?
A) Behavioral based learning
B) Imitation
C) Modeling
D) Repetition
Answer: C
Q2) Which approach to learning combines mental processes with behavioral changes to form a more complete picture of learning?
A) Behavioral learning
B) Cognitive learning
C) Social learning
D) Experiential learning
Answer: B
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5
Chapter 4: Perception
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Sample Questions
Q1) Which of the following can be used to more effectively manage the perceptual process?
A) Critical reflection process
B) Perception and attribution
C) Selective attention and perception
D) Self-serving bias
Q2) What is the similarity between perceptions and heuristics?
A) Their underlying purpose
B) They rely on incomplete information
C) They can be improved through training
D) They can be used interchangeably
Q3) What process in the second stage of the critical reflection process helps you to evaluate the validity of your perceptions?
A) Self-analysis
B) Self-reflection
C) Experiential analysis
D) Consultation
Q4) As a manager, could you use the self-fulfilling prophecy to improve your subordinate's performance? Why or why not?
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Chapter 5: Leadership
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Q1) Which of the following describes a responsibility of managers?
A) Helping others understand the "why" for their actions
B) Creating order and efficiency
C) Producing change
D) Inspiring others
Q2) Quid pro quo is a hallmark of which type of leadership?
A) Charismatic leadership
B) Bureaucratic leadership
C) Transactional leadership
D) Transformational leadership
Q3) Which of the following is true of the research on trait theory?
A) If you are not born with leadership traits, you can develop them
B) No one is born with leadership traits but everyone can develop them
C) Traits consist of task behaviors and interpersonal behaviors but you can only develop interpersonal traits
D) Possessing certain traits does not translate into leadership effectiveness
Q4) What are the four critical leadership issues and challenges facing contemporary organizations? Provide at least one reason why each of these issues are important to address.
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Chapter 6: Motivation
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Q1) Which theorist developed the theory of motivation based on internal needs?
A) McClelland
B) Herzberg
C) McGregor
D) All of the above are based on internal factors
Q2) Which theory of motivation is based in large part on the perception and evaluation of yourself and others?
A) Equity theory
B) Social exchange theory
C) Two factor theory
D) All of the above
Q3) When would your motivation for a task be the highest?
A) Working under a Theory X manager
B) Working under a Theory Y manager
C) You are in flow
D) You perceive equity
Q4) While an organization expects performance to increase after a new rewards program begins, they may see performance decrements compared to pre-incentive levels. Why?
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Chapter 7: Persuasion, Influence, and Impression Management
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Q1) How can you use reciprocity to influence others in a way that benefits you most?
A) Engage in organizational citizenship behavior
B) Offer unsolicited help to others
C) Give priority to doing favors for those you like
D) Repay those who do favors for you
Q2) Which of the following would not be a good combination of a persuasion tactic and source of power?
A) Experience/Social proof
B) Attractiveness/Liking
C) Relevance/Autonomy
D) Formal authority/Authority
Q3) Why would a company choose not to grow or expand despite great demand for their product?
A) Create greater perceived value for their product
B) Increase the cost of their product
C) Create greater demand for their product
D) All of the above
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Page 9
Chapter 8: Decision Making
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Sample Questions
Q1) Where might incorrect information impact the decision making process?
A) Problem identification
B) Solution evaluation
C) Plan implementation
D) All of the above
Q2) What is the behavioral economics approach?
A) The approach that represents behavior demonstrated when people decide economic problems
B) The approach that investigates why people predictably make irrational decisions
C) The approach that was named after the Nobel prize winning economic developers
D) The approach that measures behaviors economically and attempts to account for the way people actually make decisions
Q3) What is the hindsight bias?
A) Changing viewpoints based on new information but not admitting the change
B) Changing viewpoints based on new information
C) The ability to objectively assess what they should or would have done after the fact (also known as Monday morning quarterbacking)
D) Only occurs in situations that end in less than optimal outcomes
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10
Chapter 9: Groups and Teams
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Q1) If a team lead wants their group members to share ideas more freely and share in a sense that their teammates will follow through with their commitments, which interpersonal or maintenance norm should they develop within the team?
A) Task
B) Accountability
C) Creativity
D) Trust
Q2) Which effect predicts that you will make riskier or more conservative decisions in a group than you will on your own?
A) Polarization
B) Peer pressure
C) Groupthink
D) Majority rules
Q3) What kind of group is composed of members who differ on gender, education level, functional specialty, and age?
A) Analogous
B) Heterogeneous
C) Homologous
D) Homogenous
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Chapter 10: Conflict and Negotiation
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Q1) Removing the absolute need to resolve the focal conflict improves the negotiation ability for that party. This is known as the ________.
A) Prepared negotiation strategy
B) Best alternative to a negotiated agreement
C) Strategic planning
D) Outcome identification
Q2) The best conflict style is ________.
A) Competing
B) Compromising
C) Accommodating
D) None of the above
Q3) Organizations experience ________ conflict.
A) No
B) Functional
C) Dysfunctional
D) Functional and dysfunctional
Q4) In the conflict process, does "Stage 2: Awareness" occur simultaneously for both involved parties? Explain and justify your answer.
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Page 12
Chapter 11: Diversity and Communication
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Q1) Learning style, personality, and cognitive processes are examples of which type of diversity?
A) Demographics
B) Organization-based
C) Traits and characteristics
D) Beliefs and values
Q2) What factor creates differences between generations?
A) Work experiences
B) Type of education
C) Technological dependence
D) Environmental forces
Q3) Targeted messages are particularly important when trying to communicate to a
A) Coworker from a different generation
B) Struggling subordinate
C) Large and diverse group
D) Teammate with poor information literacy
Q4) Are the benefits from workplace diversity reserved for medium to large businesses or can small organizations also benefit? Provide at least three reasons to support your choice.
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Chapter 12: Culture
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Q1) When has an employee adapted to the organization's culture?
A) After orientation
B) Before socialization
C) After 90 days
D) After accepting culture
Q2) How does an organization maintain consistent values and beliefs over time?
A) Retaining a small workforce of 20 or fewer employees
B) Effective socialization
C) Rewarding employees who maintain consistent values and beliefs
D) Utilizing a role model or mentor program
Q3) While some cultural concepts apply in both national and organizational settings, some don't. In what context should the competing values framework be utilized?
A) National
B) Social
C) Cultural
D) Organizational
Q4) Is it possible for two people working on the same team to have different perceptions of the organization's culture? Why or why not?
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Chapter 13: Change, Innovation, and Stress
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Q1) You have probably used a process similar to the force field model in your personal life. How might you have done this?
A) To change your beliefs or culture to fit in with a group
B) When you make a list of pros and cons to help you decide
C) Every time you decide on a certain course of action
D) When you are making complex decisions
Q2) Stress originates from an individual's ________. This is part of the reason we experience stress differently.
A) Perceptions
B) Ability to cope
C) Support network
D) Complexity of job
Q3) ________ always requires ________ but creativity doesn't always result in innovation.
A) Creativity; innovation
B) Creativity; workplace expertise
C) Innovation; diffusion of innovation
D) Innovation; creativity
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15
Chapter 14: Corporate Social Responsibility, Ethics, and Sustainability
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Q1) As U.S.-based organizations move into developing countries, they are no longer subject to U.S. employment law and the strict standards that would be required for the equivalent operation in the States and overhead and operating expenses are a fraction of what a State-side location's would be. Even with low pay and harsh working conditions, they find workers eager to fill positions, and that doesn't incentivize improvements in the working conditions. With competition driving down prices in the U.S. while costs are holding steady or rising, the trend has been to relocate manufacturing facilities and even some service centers from the US. to developing countries. There are obvious economic incentives in the reduced operating and labor costs, and the potential for tax breaks and incentives from the host country's government can make offshoring more attractive. Despite the economic benefits, there is evidence that should serve as a cautionary tale. What provides a warning that this is not a good practice to continue?
A) Economic sustainability
B) It is unethical
C) Countries are mandating work standards
D) Tragedy of the commons
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Page 16