Industrial and Organizational Psychology Exam Practice
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Course Introduction
Industrial and Organizational Psychology explores the application of psychological principles and research methods to understand and solve problems related to human behavior in the workplace. This course examines topics such as personnel selection, employee motivation, leadership, job satisfaction, performance appraisal, work group dynamics, and organizational development. Students will gain insights into how psychological theories are utilized to enhance productivity, improve employee well-being, foster collaboration, and shape organizational culture, preparing them to contribute effectively in diverse professional environments.
Recommended Textbook
Organizational Behavior and Management 11th Edition by Robert Konopaske
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Page 2
Chapter 1: Effective Managers Understand Organizational Behavior
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Sample Questions
Q1) A(n)___________ is an unwritten agreement between an employee and the organization that specifies what each expects to give to and receive from the other.
A) understanding
B) employment contract
C) psychological contract
D) commitment
Answer: C
Q2) The formal and modern study of management started around ______.
A) 1750
B) 1300
C) 1900
D) 1940
Answer: C
Q3) Mary Parker Follett was one of the first management theorists to promote participatory decision making and decentralization.
A)True
B)False
Answer: True
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Chapter 2: International and Organizational Culture
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101 Flashcards
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Sample Questions
Q1) One impact of culture on employees indicate that it provides and encourages a form of stability.
A)True
B)False
Answer: True
Q2) Southwest Airlines has established a strong culture in part due to its hiring practices.Their approach is to hire candidate if they possess the company's core values.
A)True
B)False
Answer: True
Q3) All of the following practices are found during the accommodation socialization stage except:
A) Professional counseling
B) Social skills training
C) Demanding but fair supervisors
D) Supportive and accurate feedback
Answer: A
Q4) What is the best way to learn how to be a mentor?
Answer: The best way to learn how to be a mentor is to be mentored yourself.
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Chapter 3: Individual Differences at Work
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Sample Questions
Q1) Sexual/affectional orientation is not considered a primary dimension of diversity.
A)True
B)False
Answer: False
Q2) Describe the seven factors that have been associated satisfaction.
Answer: A number of factors have been associated with job satisfaction.Among the more important ones are these: Pay-the amount of pay received and the perceived fairness of that pay.Work itself-the extent to which job tasks are considered interesting and provide opportunities for learning and accepting responsibility.Promotion opportunities-the availability of opportunities for advancement.Supervision-the technical competence and the interpersonal skills of one's immediate boss.Co-workers-the extent to which co-workers are friendly,competent,and supportive.Working conditions-the extent to which the physical work environment is comfortable and supportive of productivity.Job security-the belief that one's position is relatively secure and continued employment with the organization is a reasonable expectation.
Q3) What are the six core dimensions of diversity?
Answer: Six core dimensions of diversity exist: age,ethnicity,gender,physical attributes,race,and sexual/affectional orientation.
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Page 5
Chapter 4: Perceptions and Attributions
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Sample Questions
Q1) Employees who _______________ capture a manager's attention more quickly. A) are superior performers
B) are more respected
C) make forceful requests
D) All of the choices are correct.
Q2) What is the halo effect?
Q3) Can stereotypes and prejudice be helpful?
Q4) Jack is completing Mike's annual performance evaluation.Mike always is in the office first and has the coffee ready for Jack when he comes in.Jack smiles thinking what a great employee Mike is for going to the extra effort and getting in early.With little thought,Jack ranks Mike high on all performance categories.Jack's rankings may have been impacted by the _______ effect.
A) Golem
B) kinesics
C) coffee
D) halo
Q5) Stereotyping is never productive.
A)True
B)False
Q6) What are schemas? Identify four common schemas used by managers.
Page 6
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Chapter 5: Motivation
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Sample Questions
Q1) Organizational justice is the perceived fairness of how resources and rewards are distributed throughout an organization.
A)True
B)False
Q2) _______________ refers to the perceived equity or fairness of the organizational processes and procedures used to make resource and allocation decisions.
A) Distributive justice
B) Organizational justice
C) Inequity
D) Procedural justice
Q3) In a very general sense,____________ theory suggests that members of an organization engage in reasonably predictable give-and-take relationships (exchanges)with each other the organization.
A) equity
B) exchange
C) distribution
D) relationship
Q4) How do Alderfer's ERG theory and Maslow's need hierarchy differ?
Q5) Should organizations manage the psychological contract?
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Chapter 6: Job Design and Performance
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Sample Questions
Q1) An employee with the same job title,who is at the same organizational level as another employee,may possess more,less,or the same job depth.
A)True
B)False
Q2) What actions would you suggest to management in order to facilitate greater opportunities for employee discretion?
Q3) Describe the primary differences between and relative advantages of job enlargement and job enrichment.
Q4) It's generally held that extrinsic rewards reinforce intrinsic rewards in a positive direction when the individual can attribute the source of the extrinsic reward to her own efforts.
A)True B)False
Q5) Job enlargement strategies focus on dividing work into more specialized tasks. A)True B)False
Q6) Describe the concept of QWL.
Q7) Describe the background and the significance of QWL.
Q8) Why is job design sometimes resisted by labor unions?
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Chapter 7: Evaluation and Rewards Influence Behavior
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Sample Questions
Q1) It is difficult to create tasks that lead to a feeling of autonomy in jobs that are highly structured and controlled by management.
A)True
B)False
Q2) While the relationship between rewards and satisfaction is not perfectly understood,it is generally recognized that reward packages satisfy three criteria.What are these criteria?
Q3) By law,there has to be no differential in the reward system that discriminates between high and low performers.
A)True
B)False
Q4) What are gain-sharing plans,and what is the best-known example of these plans?
Q5) The Society for Human Resource Management's 2015 Benefits Survey found that __________ employers report that they offer concierge services. A) only 3 percent of B) 31 percent of C) most D) typically only Fortune 100
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Chapter 8: Managing Employee Behavior
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Sample Questions
Q1) When an individual perceives that he or she is being mistreated by a manager,the preference for misbehaving _______________.
A) may increase
B) decreases
C) is unaffected
D) spreads to other employees
Q2) What is the difference between occupational crime and organizational crime?
Q3) The intention to misbehave is posited to ________ the relationship between antecedents and the outcomes that are expressions of the misbehavior.
A) validate
B) moderate
C) mediate
D) surprisingly have no impact on
Q4) According to recent research,employees who are the recipients of uncivil behavior experience all of the following except:
A) Increased job stress and dissatisfaction
B) Lower levels of creativity
C) Higher commitment to the organization
D) Higher turnover
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Chapter 9: Managing Individual Stress
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Sample Questions
Q1) Stress is the result of dealing with something placing special demands on us.In this context,what does special mean?
Q2) Stress is the result of dealing with something placing a special demand on us.Special means a(n)_______________ experience.
A) physically threatening
B) psychologically threatening
C) unusual
D) All of the choices are correct.
Q3) Some people are predisposed to stress.
A)True
B)False
Q4) How is job commitment related to burnout?
Q5) Explain the typical workweek of a eurocommuter.
Q6) How do organizations contribute to employee job burnout?
Q7) Employee assistance programs were originally conceived as stress reduction programs.
A)True
B)False
Q8) How can P-E fit impact stress?
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Chapter 10: Groups and Teams
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Sample Questions
Q1) In work groups,the most common norm relates to _______________.
A) personality
B) relationships
C) productivity
D) quality
Q2) Once implemented,the success of self-managed teams depends on all of the following except:
A) management commitment
B) receptivity to change
C) employee trust in management
D) team member diversity
Q3) What is the relationship between group composition and performance?
Q4) The person who becomes an informal group leader generally is viewed as _______________.
A) a respected and high-status member
B) someone who embodies the values of the group
C) someone who helps the group accomplish its goals
D) All of the choices are correct.
Q5) What is the relationship between cohesiveness of a work group and conformity to group norms?
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Chapter 11: Managing Conflict and Negotiations
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Sample Questions
Q1) A traditional assembly line would most likely create a high degree of ___________ interdependence.
A) Pooled
B) Reciprocal
C) Sequential
D) All of the choices are correct.
Q2) In a conflict situation,what would an external focus cause the group to concentrate on?
Q3) Tough negotiators use _______________ to make opponents think they don't need them.
A) the power of competition
B) joint problem-solving
C) splitting the difference
D) a good-guy/bad-guy approach
Q4) A lack of disagreement can lead to suboptimum performance and inferior decision making.
A)True
B)False
Q5) The text presented seven recommendations for improving negotiations.List five of them.
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Chapter 12: Power and Politics
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Sample Questions
Q1) One must be in a position of authority to possess coercive power.
A)True
B)False
Q2) Assume that your supervisor stopped by to say,"We're really losing money using that Beal stamping machine,so I want you to do me a favor.I want you to come in this weekend and break the machine,so we can get a new one.But be sure to make it look like and accident.I don't trust anyone but you to do it,and it will really help us out." Would you comply with his request? Why or why not?
Q3) John French and Bertram Raven suggested that all of the following are interpersonal sources of power except:
A) Legitimate
B) Expert
C) Coercive
D) Relevant
Q4) A manager is powerful because he or she does or has all of the following except:
A) Allocates required resources
B) Makes crucial decisions
C) Access to important information
D) Extensive training
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Chapter 13: Communicating Effectively
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Sample Questions
Q1) In an organizational framework,the communicator is an employee,manager,or customer with ______________.
A) ideas, intentions, information
B) ideas, intentions, information and a purpose for communicating C) a higher status than the receiver
D) ideas, intention and status
Q2) In many organizations,downward communication is often _____.
A) incomplete
B) inadequate
C) inaccurate
D) All of the above.
Q3) Nonverbal behavior can enhance or contradict the message the communicator is sending.
A)True
B)False
Q4) Winking one eye most often signals _______________.
A) disbelief
B) intimacy
C) impatience
D) confusion
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Chapter 14: Decision Making
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Sample Questions
Q1) _______________ describes the seriousness of a problem's effects.
A) Impact
B) Urgency
C) Immediacy
D) Growth tendency
Q2) According to the text,all of the following contribute to decision-making anxiety except:
A) The decision is psychologically or financially important
B) There are a number of alternatives
C) The alternatives have many favorable features
D) One of the alternatives has been successful in the past
Q3) Problems usually are of three types; what are they?
Q4) Problems can be expected to arise in organizations where top management expends too much time and effort on nonprogrammed decisions.
A)True
B)False
Q5) The decision itself is always more important than the implementation.
A)True
B)False
Q6) Describe the influence of values on the decision-making process.
Page 16
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Chapter 15: Leadership
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Sample Questions
Q1) There is no right or "universal" way to lead.
A)True
B)False
Q2) The participative management approaches that are highly recommended by many American researchers can be counterproductive in many cultures.
A)True
B)False
Q3) A person who is considered high in job readiness has the self-motivation and desire to do high-quality work.
A)True
B)False
Q4) Individuals with an internal locus of control are generally more satisfied with a directive leadership style.
A)True
B)False
Q5) What is typically thought of as the first requirement for exercising charismatic leadership?
Q6) How is intelligence related to leadership?
Q7) Within SLT,what is denoted by the terms maturity and readiness?
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Chapter 16: Organizational Structure and Design
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Sample Questions
Q1) Identify the major advantages of matrix organizational design.
Q2) The critical issue in determining a manager's span of control is the number of potential relationships in the unit.
A)True
B)False
Q3) The viability of a virtual organization as the proper design approach is centered on two major issues.The first is the conclusion that the virtual arrangement results in economic gains of acquiring goals and services from specialized firms.What is the second issue?
Q4) Are the right to "extract obedience" and the "right to make decisions" associated with a particular type or class of job?
Q5) Wide spans of control ___________ one-on-one supervision. A) necessitate B) discourage C) promote D) None of the above, there is no established relation between the two.
Q6) Delegation of authority refers specifically to doing work. A)True B)False
18
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Chapter 17: Managing Organizational Change
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Sample Questions
Q1) A coach is a knowledgeable individual who is committed to providing support to other,usually junior,organizational members.
A)True
B)False
Q2) What does being "egoless" mean,as it relates to business concerns?
Q3) If an organization is considering task and technological approaches to organizational change,what types of changes are they likely to make?
Q4) _______________ is a symptom of a behavioral problem that must be diagnosed.
A) A high level of absenteeism
B) High turnover
C) Low morale
D) All of the choices are correct.
Q5) A _________ is a person who acts as the initiator of change activities.
A) change leader
B) change agent
C) cheerleader
D) mediator
Q6) List five of the characteristics of learning organizations.
Q7) Name four different approaches for collecting data on employee problems.
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