Industrial and Organizational Psychology
Final Exam Questions
Course Introduction
Industrial and Organizational Psychology explores the application of psychological principles and research methods to the workplace and organizations. This course examines topics such as personnel selection, training and development, motivation, job satisfaction, leadership, teamwork, performance appraisal, occupational health, and organizational culture. Students will learn how psychological theories and practices can enhance productivity, well-being, and the overall effectiveness of individuals and groups within professional settings, while also addressing ethical and legal considerations relevant to the field.
Recommended Textbook
Organizational Behavior 7th Edition by Steven McShane
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15 Chapters
1994 Verified Questions
1994 Flashcards
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Chapter 1: Introduction to the Field of Organizational Behavior
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Sample Questions
Q1) The field of organizational behavior relies on qualitative rather than quantitative research to understand organizational phenomena.
A)True
B)False
Answer: False
Q2) Which of the following statements is true about organizational behavior?
A)OB researchers systematically study various topics at a single level rather than at multiple levels.
B)It is concerned with the study of people who work independently.
C)It does not include the study of collective entities.
D)It is less effective in studying people who interact in highly organized fashion.
E)It includes team, individual, and organizational level analyses.
Answer: E
Q3) Intellectual capital represents the stock of knowledge held by an organization.
A)True
B)False
Answer: True
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Page 3
Chapter 2: Individual Behavior, Personality, and Values
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Sample Questions
Q1) Americans tend to have high:
A)power distance.
B)nurturing-orientation.
C)long-term orientation.
D)individualism.
E)uncertainty avoidance.
Answer: D
Q2) Motivation affects a person's _____ of voluntary behavior.
A)direction, intensity, and persistence
B)antecedents, consequences, and reinforcers
C)size, shape, and weight
D)aptitudes, abilities, and competencies
E)agreeableness, locus of control, and ethical sensitivity
Answer: A
Q3) Values are stable, evaluative beliefs about what is important in a variety of situations.
A)True
B)False
Answer: True
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Page 4
Chapter 3: Perceiving Ourselves and Others in Organizations
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129 Verified Questions
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Sample Questions
Q1) Someone who is new to the job and has a low expectancy is:
A)less likely to engage in stereotyping.
B)more likely to engage in the fundamental attribution error.
C)more likely to have a strong learning orientation.
D)more vulnerable to the supervisor's self-fulfilling prophecies of that employee.
E)more likely to engage in behavior modification.
Answer: D
Q2) A global mindset can be developed through better knowledge of people and cultures solely by formal training.
A)True
B)False
Answer: False
Q3) The self-fulfilling prophecy effect is stronger:
A)at the beginning of a relationship.
B)for experienced employees.
C)when a relationship is saturated.
D)when a relationship is extremely complex.
E)when a relationship is very strong.
Answer: A
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Chapter 4: Workplace Emotions, Attitudes, and Stress
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Sample Questions
Q1) Work practices such as flexible and restricted work hours increase work-related stress.
A)True
B)False
Q2) Which of the following statements about job satisfaction and job performance is true?
A)Employees who are dissatisfied with their jobs do not have high job performance.
B)Job satisfaction has almost no effect on job performance.
C)Employees who are satisfied with their jobs have higher job performance.
D)Happy workers are less productive workers.
E)Employees have higher job satisfaction only after they have received a financial reward.
Q3) Which of the following is an effect of emotions?
A)They represent the cluster of beliefs and behavioral intentions toward a person.
B)They put us into a state of readiness.
C)They help us involve in conscious logical reasoning.
D)They enable us to have established perceptions about the attitude object.
E)They represent one's motivation to engage in a particular behavior.
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6
Chapter 5: Foundations of Employee Motivation
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Sample Questions
Q1) With respect to procedural justice, the "value-expressive" function that "voice" provides refers to the:
A)feeling employees get when they feel valued at work.
B)way employees feel after voicing their opinions.
C)cathartic benefits of shouting at each other.
D)sense of pride employees derive when they are eloquent during presentations.
E)the stand-off situation that arises as a consequence of the collective voice of the employees.
Q2) When people experience procedural injustice, they tend to:
A)focus on organizational citizenship acts.
B)engage in counterproductive work behaviors.
C)be more likely to comply with higher authorities in the future.
D)change the selection process of comparison others.
E)engage in comparative injustice towards others.
Q3) A need for achievement is when people want to accomplish extremely challenging goals and do not want any feedback outside of recognition for their success.
A)True
B)False
Q4) Why is it difficult to maintain feelings of equity among employees?
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Chapter 6: Applied Performance Practices
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Sample Questions
Q1) Money is the only thing that motivates people to join an organization and perform effectively.
A)True
B)False
Q2) The chief executive officer of a mid-sized manufacturing company has hired you to design the work site and to make any other changes necessary for employees to feel more empowered.Briefly define empowerment and describe three important conditions you would ensure to improve empowerment among the employees.
Q3) In repetitive jobs, the positive effect of higher proficiency is easily offset by the negative effect of lower attentiveness and motivation caused by:
A)poor management.
B)inefficient reward systems.
C)tedious work patterns.
D)disassociated job incumbents.
E)competition between co-workers for status.
Q4) Job enlargement increases skill variety.
A)True
B)False
Q5) Briefly explain the benefits and problems of job specialization.
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Chapter 7: Decision Making and Creativity
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Sample Questions
Q1) Decision making is a nonconscious process of moving toward a desirable state of affairs.
A)True
B)False
Q2) Cross-pollination is recommended to encourage creativity in organizations.
A)True
B)False
Q3) The view that people should and typically do use logic and all available information to choose the alternative with the highest value is known as:
A)subjective expected utility maximization.
B)the rational choice paradigm.
C)bounded rationality.
D)decision making.
E)intuition.
Q4) What is intuition? What are its major implications in decision making?
Q5) Employees are more committed to implementing a solution when they are involved in making the decision.
A)True
B)False
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Chapter 8: Team Dynamics
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Sample
Questions
Q1) Barry's Software Development Team Barry was assigned recently to a large team working on a major software release that was taking longer than expected.Barry and the other latecomers into the project spent a month partnered with a senior programmer who went over the project in detail with them and got them up to speed.Unfortunately, this training put the project even farther behind schedule.After a few months of working on the project with so many other programmers, Barry's work output becomes noticeably lower than it was before when he was working independently.The loss of work time on the project because of the training is known as:
A)process gain.
B)the cost of doing business.
C)Brook's law.
D)mythical man-hours.
E)immeasurable results.
Q2) High-cohesion teams perform poorer than low-cohesion teams when:
A)the team faces external competition.
B)the team has more than fifteen members.
C)the team leader has less knowledge and skills than the team members.
D)team norms undermine the organization's performance.
E)teams have tight deadlines.
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Page 10
Chapter 9: Communicating in Teams and Organizations
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Sample Questions
Q1) Active listeners improve their sensing activities by:
A)forming an opinion early in the process.
B)postponing evaluation of the message.
C)clarifying the message during presentation.
D)estimating the learning often.
E)maintaining a casual posture when listening.
Q2) Effective communication is of vital importance to organizations because employees work interdependently, and interdependence requires communication.
A)True
B)False
Q3) Briefly explain the problem of information overload.
Q4) According to the communication process model:
A)information flows through channels between the sender and receiver.
B)the sender and receiver are at different levels and communicate only when the levels match.
C)communication is a free-flowing conduit.
D)information transmission is minimal in a formal communicative process.
E)the sender is the dominant and more important partner.
Q5) Briefly explain the communication process model and its components.
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Chapter 10: Power and Influence in the Workplace
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Sample Questions
Q1) The four contingencies of power are prevention, forecasting, coercion, and distribution.
A)True
B)False
Q2) Which of the following is a "hard" influence tactic?
A)Ingratiation
B)Upward appeal
C)Persuasion
D)Visibility
E)Exchange
Q3) Silent authority is also known as deference to authority.
A)True
B)False
Q4) ________ is called a ________ influence tactic.
A)Persuasion; hard
B)Coalition formation; soft
C)Information control; soft
D)Silent authority; soft
E)Exchange; soft
Q5) Describe how people react to influence attempts.
Page 12
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Chapter 11: Conflict and Negotiation in the Workplace
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Sample Questions
Q1) Which of the following immediately follows conflict perceptions and emotions in the conflict process?
A)Sources of conflict
B)Manifest conflict
C)Conflict outcomes
D)Conflict management
E)Conflict beliefs
Q2) Poor communication is a part of manifest conflict.
A)True
B)False
Q3) When conflict reduces each side's motivation to communicate, they rely more on stereotypes to reinforce their perceptions of the other side.
A)True
B)False
Q4) Negotiators tend to be more competitive and less willing to give concessions when their audience directly observes the negotiations.
A)True
B)False
Q5) List the various structural approaches to conflict management.
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Chapter 12: Leadership in Organizational Settings
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Sample Questions
Q1) Briefly explain the four leadership styles prescribed in the path-goal leadership styles.
Q2) Organizational behavior takes the view that only people in management and other positions of formal authority in organizations can be leaders.
A)True
B)False
Q3) Research indicates that male and female leaders widely differ in their levels of task-oriented and people-oriented leadership.
A)True
B)False
Q4) List the various elements of transformational leadership.
Q5) The situational leadership model states that a person's leadership style cannot be changed and leaders should be placed in situations that match their natural style.
A)True
B)False
Q6) Transformational and managerial leadership are opposite leadership perspectives.
A)True
B)False
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Chapter 13: Designing Organizational Structures
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Sample Questions
Q1) What is a network structure? Explain.
Q2) When work activities are too complex to standardize through procedures or goals, companies often coordinate work effort:
A)through direct supervision.
B)by extensively training employees.
C)by giving one employee most of the tasks previously divided among many people.
D)through further division of labor.
E)through formal hierarchy.
Q3) The conflict and ambiguity associated with the matrix structure causes some employees to experience more stress.
A)True
B)False
Q4) Which of the following fundamental requirements do all organizational structures have?
A)Flatter span of control and decentralization
B)Division of labor and coordination
C)Decentralization and divisionalization
D)Coordination and decentralization
E)Centralization and outsourcing
Q5) Explain the statement, "Structure follows strategy."
Page 15
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Chapter 14: Organizational Culture
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Sample Questions
Q1) _____ is the third stage of organizational socialization that is most active as employees make the transition from newcomers to insiders.
A)Role management
B)Preemployment socialization
C)Encounter
D)Gathering information
E)Job interview
Q2) The first step in a bicultural audit is to identify strategies and prepare action plans to bridge the two organizations' cultures.
A)True
B)False
Q3) Implicit mental models are part of an organization's culture.
A)True
B)False
Q4) Corporate culture makes it harder for employees to understand what is expected of them.
A)True
B)False
Q5) What does organizational culture consist of? Briefly describe its components.
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Chapter 15: Organizational Change
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Sample Questions
Q1) Information systems and reward systems can both help to refreeze the desired conditions in organizational change.
A)True
B)False
Q2) Increasing the driving forces alone will not bring about change.
A)True
B)False
Q3) Resistance is a form of conflict that should be viewed as relationship conflict.
A)True
B)False
Q4) ABC Corp.selected employees and managers from across the organization to find new ways to serve its customers.The team operated independently of the main organization and experimented with new service delivery approaches.This team is most similar to:
A)the sequential approach to organizational change.
B)a parallel learning structure.
C)the appreciative inquiry approach to organizational change.
D)the process of diffusing organizational change.
E)the process of creating an urgency to change.
Q5) Describe the ethical issues that arise from organizational change activities.
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