Industrial and Organizational Psychology
Test Preparation
Course Introduction
Industrial and Organizational Psychology explores the application of psychological principles and research methods to understand human behavior in the workplace. This course examines topics such as personnel selection, employee motivation, job satisfaction, leadership, team dynamics, performance appraisal, and organizational development. Students learn how psychological theory and evidence can improve employee well-being, productivity, and the overall effectiveness of organizations. The course also discusses current issues and ethical considerations faced by I/O psychologists in both industrial and organizational settings.
Recommended Textbook
Organizational Behavior Managing People and Organizations 12th Edition by Ricky W. Griffin
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16 Chapters
2000 Verified Questions
2000 Flashcards
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Page 2
Chapter 1: An Overview of Organizational Behavior
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Sample Questions
Q1) Which of the following are examples of interpersonal skills? Select as many as apply.
A) designing a new logo for a major advertising client
B) figuring out why the number of quality applicants to a 5-star restaurant is decreasing
C) coming up with a new product idea that will help your organization dominate a competitive market
D) persuading an employee to take on additional work during a busy shift
E) writing software code for a new search engine
Answer: D
Q2) Under the systems perspective, a system is defined as
A) an interrelated set of elements that functions as a whole.
B) a procedure for fair and impartial performance appraisals.
C) a collection of independent organizations.
D) the central technology of the organization.
E) the ideal process for completing a particular job.
Answer: A
Q3) Discuss the four basic managerial functions and how they related to organizational behavior.
Answer: answer not provided.
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3
Chapter 2: The Changing Environment of Organizations
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Sample Questions
Q1) As the age diversity of work groups increases, it becomes increasingly likely that
A) a non-minority will be the supervisor of a minority
B) a minority will be the supervisor of a non-minority
C) there will be conflicts because of age differences
D) a younger employee will report to an older supervisor
E) an older employee will report to a younger supervisor
Answer: E
Q2) Differences in age, gender, ethnicity, and physical ability are all considered to be components of diversity.
A)True
B)False
Answer: True
Q3) What level of the corporate ladder is least diverse?
A) lowest level
B) assembly line workers
C) lower management
D) middle management
E) top management (i.e.CEO)
Answer: E
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Page 4
Chapter 3: Individual Differences
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Sample Questions
Q1) A/an ___________ locus of control is related to passivity and learned helplessness and a/an __________ locus of control has been positively related to confidence in one's ability to successfully perform tasks.
A) undefined, defined
B) negative, positive
C) positive, negative
D) internal, external
E) external, internal
Answer: E
Q2) People who are impatient, competitive, ambitious, and uptight are said to have what personality type?
A) Type A
B) Type B
C) Machiavellian
D) disagreeable
E) closed-minded
Answer: A
Q3) According to research, a plurality of Americans are ___________ learners. Answer: visual
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Page 5
Chapter 4: Individual Values, Perceptions, and Reactions
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Sample Questions
Q1) If a person feels some degree of panic and begins to wonder how to cope, that person has entered the ____________________ stage of GAS.
Q2) How people explain the causes of their own as well as other people's behaviors and achievements is called ___________.
A) projection
B) stereotyping
C) attribution
D) selective perception
E) indiscriminate perception
Q3) Better managing a daily schedule through effective time management can reduce stress on the job.
A)True
B)False
Q4) All of the following are signs of burnout except
A) Putting in long hours, but getting little accomplished
B) Dreading going to work
C) Metal exhaustion
D) Physical exhaustion
E) Strenuous exercise
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Chapter 5: Motivating Behavior
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Sample Questions
Q1) Esteem needs involve realizing our full potential.
A)True
B)False
Q2) A _________ reinforcement schedule is one in which the desired behavior is reinforced after a certain amount of time has passed.
A) variable-interval
B) variable-ratio
C) fixed-interval
D) fixed-ratio
E) continuous
Q3) No longer laughing at a coworker's inappropriate jokes so that he will stop telling them is an example of ____________.
A) positive reinforcement
B) negative reinforcement
C) punishment
D) extinction
E) classical conditioning
Q4) Requesting a pay raise is an attempt to reduce inequity by changing one's own
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Chapter 6: Motivating Behavior with Work and Rewards
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Sample Questions
Q1) job rotation
A)Joey takes the customers' orders, Kondrad makes their drinks, and Susan makes the sandwiches.
B)To break up the monotony of the long days, Joey, Konrad, and Susan switch jobs at regular intervals.
C)After Konrad leaves the company, Susan's job is modified so that she makes drinks as well as sandwiches.
D)Susan, the designated sandwich-maker, is given control over what sandwiches appear on the menu, where the café gets its ingredients, and how the café's food supplies are stocked.
Q2) Goal difficulty is the clarity and precision of a goal.
A)True
B)False
Q3) Describe, discuss, and give examples of and the pros and cons of job rotation.
Q4) Employers who allow their workers to choose "cafeteria-style" from a variety of benefits packages are following a(n) ___________________________________ system.
Q5) Appraisals with a(n) ____________________ orientation focus on the future and use information from evaluations to improve performance.
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Chapter 7: Groups and Teams
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Sample Questions
Q1) cross-functional team
A)In writing this book, much of the communication was done over the Internet and several team members have never actually met in person.
B)A gynecology clinic wants to replace its paper-based record-keeping system with an electronic one.The head of the clinic puts together a team of IT professionals to choose which software system to buy and then implement it.
C)Maxine is a technical writer, as is everyone on her team.
D)Ivan puts together a group of people to play a new Dungeons and Dragons campaign.Once the campaign is finished, the group will disband.
E)Helga is part of a semi-autonomous team that develops new technologies for her company.
F)Simon, a quality assurance expert, is a top manager who works closely with top managers in software development, documentation, and technical support.
G)Psyche and her companies meet regularly to drink whiskey and play the ukulele.
Q2) Cohesiveness is generally higher in small groups than it is in large groups.
A)True
B)False
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Page 9
Chapter 8: Decision Making and Problem Solving
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Sample Questions
Q1) A(n) ____________ plan is an alternative course of action that can be taken if the primary course of action is unexpectedly disrupted or rendered inappropriate.
Q2) Being able to see similarities between situations, phenomena, or events is a creative ability called ____ thinking.
A) referent
B) convergent
C) divergent
D) emergent
E) parallel
Q3) Programmed decisions are common at the higher levels of the organization.
A)True
B)False
Q4) An innate belief about something without conscious consideration is called A) escalation of commitment.
B) coalition.
C) intuition.
D) groupthink.
E) self-reaction.
Q5) ____________________ is knowingly accepting less than the best possible outcome.
10
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Chapter 9: Communication
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Sample Questions
Q1) Which type of task interdependence has the fewest communication requirements?
A) verbal interdependence
B) nonverbal interdependence
C) reciprocal interdependence
D) sequential interdependence
E) pooled interdependence
Q2) Which of the following is NOT a guideline for effective email use?
A) Avoid unprofessional email addresses.
B) Avoid using email for delivering personal news.
C) Avoid subject lines that render the rest of the email unnecessary.
D) Avoid using "reply all" and "cc" unless absolutely necessary.
E) Avoid criticizing others via email.
Q3) An employee providing feedback to upper management is an example of ____________________ communication.
Q4) Describe, discuss, and give examples of the various elements of nonverbal communication.
Q5) The word "soon"might mean "immediately" to one person and "in a few days or weeks" to another.This is an example of______________.
Q6) Explain what portals are and how a business might use a portal.Use examples.
Page 11
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Chapter 10: Managing Conflict and Negotiating
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Sample Questions
Q1) Which conflict resolution behavior entails attempting to put yourself in the other person's position and understand that person's point of view?
A) documenting
B) perspective taking
C) smoothing
D) reaching out
E) focusing on interests rather than positions
Q2) Saying, "Maybe we can meet in the middle" or "I'm willing to reconsider my initial position" reflects a ________ conflict management style.
Q3) Which of the following is NOT one of the worst conflict resolution behaviors?
A) retaliating
B) expressing emotions
C) meeting separately with the people in conflict
D) demeaning the other party
E) winning at all costs
Q4) When mediating a conflict, it is more effective to focus on ________ than on positions.
Q5) Define conflicts of interest.Discuss where they come from and how they can be resolved.
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Chapter 11: Traditional Leadership Approaches
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Sample Questions
Q1) Recent renewed interest in the trait approach to leadership has suggested all of the following are characteristics of leaders EXCEPT
A) emotional intelligence.
B) cognitive ability.
C) motivation.
D) honesty and integrity.
E) All of these are characteristics.
Q2) According to Vroom, a manager whoallows the group to define for itself the exact nature and parameters of the problem and then develop a solutionis using a _________ style of subordinate participation.
A) delegate
B) consult (group)
C) consult (individually)
D) facilitate
E) decide
Q3) Situational theories demonstrate that there are a number of leadership styles that can have a positive impact on an organization's effectiveness.
A)True
B)False
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Page 13
Chapter 12: Contemporary Views of Leadership in Organizations
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Sample Questions
Q1) What term refers to factors that make leadership impossible?
A) situational characteristics
B) leadership exacerbators
C) leadership diminishers
D) leadership neutralizers
E) leadership substitutes
Q2) According to Project GLOBE, which type of leadership includes behaviors intending to ensure the safety and security of the leader and the group?
A) participative
B) self-protective
C) humane-oriented
D) team-oriented
E) autonomous
Q3) Discuss the four styles in the Hersey and Blanchard leadership model.Which style is most effective?
Q4) Describe the leader-member exchange model.How does the model help managers be more effective?
Q5) Compare and contrast transactional and transformational leadership styles.
Page 14
Q6) ____________________ seem to be more autocratic when they make decisions.
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Page 15
Chapter 13: Power, Influence, and Politics
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Sample Questions
Q1) In general, legitimate power is exercised through a formal request that subordinates do what the leader wishes.
A)True
B)False
Q2) Power and influence are essentially interchangeable terms.
A)True
B)False
Q3) Which influence tactic entails enhancing one's formal authority to make a certain request by referring to rules, precedents, or official documents?
A) exchange
B) pressure
C) coalition tactics
D) ingratiation
E) legitimating tactics
Q4) Simply being aware of the causes and techniques of political behavior can help a manager check their effects.
A)True
B)False
Q5) What is impression management? Discuss its implications for managers.
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Chapter 14: Organizational Structure and Design
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Sample Questions
Q1) Which of the following is true about communities of practice?
A) they provide only qualitative, rather than quantitative, value
B) they can span multiple companies
C) they meet regularly
D) they meet in person
E) none of these
Q2) When a firm uses _________, it produces in small batches or makes one-of-a-kind custom products.
A) unit production
B) mass production
C) continuous production
D) a primary production system
E) a matrix structure
Q3) A mechanistic structure can be characterized by all of the following EXCEPT
A) it is primarily hierarchical.
B) communication is typically vertical.
C) knowledge is concentrated at the top.
D) instructions come from the boss.
E) a high focus on adaptability.
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Page 17
Chapter 15: Organizational Culture
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Sample Questions
Q1) ________________ is the process through which individuals become social beings.
Q2) _________ conflict management norms tend to avoid addressing conflict.
A) Active
B) Passive
C) Agreeable
D) Disagreeable
E) Strategic
Q3) Managers interested in changing cultures should attempt to substitute stories and myths that support old cultural values with stories and myths that support new ones.
A)True
B)False
Q4) In complex societies, the socialization process takes many A) days.
B) weeks.
C) months.
D) years.
E) centuries.
Q5) Discuss what it means to manage cultural symbols in an organization.Give an example of how a manager might do this.
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Chapter 16: Organization Change and Change Management
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Sample Questions
Q1) Which of the following is NOT a goal of team building?
A) setting team goals and priorities
B) analyzing how work is performed
C) examine how a group is working
D) examine relationships among the people doing the work
E) All of these are goals of team building.
Q2) In the continuous change process model, the final step is
A) measurement, evaluation, and control.
B) OB modeling.
C) a system audit and modification.
D) the change agent.
E) transition management.
Q3) The four popular types of people-oriented change techniques are training, management development programs, team building, and ___________________________________.
Q4) A _________ organization facilitates the learning of all its members and continuously transforms itself.
Q5) ___________________________________ ensures that a firm functions properly during the change process.
Q6) A(n) ______________ is a person who helps manage a change effort. Page 19
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Page 20