Industrial and Organizational Psychology
Pre-Test Questions
Course Introduction
Industrial and Organizational Psychology explores the application of psychological theories and principles to the workplace. The course examines topics such as personnel selection, training and development, performance appraisal, motivation, job satisfaction, leadership, work group dynamics, occupational health, and organizational culture. Students will learn how psychological research and methods can be utilized to improve employee well-being and productivity, address workplace challenges, and enhance organizational performance. Emphasis is placed on both individual and organizational levels of analysis, with consideration of ethical and diversity issues within the field.
Recommended Textbook
Canadian Organizational Behaviour 8th Edition by Steven L. McShane
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15 Chapters
2830 Verified Questions
2830 Flashcards
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Page 2
Chapter 1: Introduction to the Field of Organizational Behaviour
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161 Verified Questions
161 Flashcards
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Sample Questions
Q1) The study of OB wasn't formally organized until the 1970s.
A)True
B)False
Answer: False
Q2) Which of the following is included in the open systems perspective of organizations?
A) Inputs
B) Subsystems
C) Outputs
D) Feedback from the environment
E) All of the answers are correct.
Answer: E
Q3) The contingency anchor in organizational behaviour suggests that a particular action may have different consequences in different situations.
A)True
B)False
Answer: True
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Page 3
Chapter 2: Individual Behaviour, Personality, and Values
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193 Verified Questions
193 Flashcards
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Sample Questions
Q1) Senior executives at CyberForm must make a decision that will affect many people,and where the decision may produce good or bad consequences for those affected.This decision:
A) has a high degree of ethical sensitivity.
B) is one in which decision makers should rely only on the utilitarianism rule of ethics.
C) has a low degree of ethical sensitivity.
D) has a high degree of moral intensity.
E) requires a low duty to care.
Answer: D
Q2) Which of the following statements about ethical codes of conducts is FALSE?
A) They establish the organization's ethical standards and inform employees.
B) They signal how seriously the organization views the issue of ethics.
C) Written ethical codes prevent unethical behaviour.
D) Most large and medium-size organizations in Canada have such codes.
E) Many organizations provide ethics training.
Answer: C
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4
Chapter 3: Perceiving Ourselves and Others in Organizations
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197 Verified Questions
197 Flashcards
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Sample Questions
Q1) Self-fulfilling prophecy tends to have a stronger effect on employees who are new to the job than on employees who have worked in that job for a few years.
A)True
B)False
Answer: True
Q2) Systemic discrimination is often unintentional.
A)True
B)False
Answer: True
Q3) Self-enhancement causes managers to overestimate the probability of success in investment decisions.
A)True
B)False
Answer: True
Q4) Clarity of self-concept refers to the degree or realism one attaches to his or her self-image.
A)True
B)False
Answer: False
Page 5
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Chapter 4: Workplace Emotions, Attitudes, and Stress
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248 Verified Questions
248 Flashcards
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Sample Questions
Q1) Keeping employees informed about and involved in the organization tends to:
A) increase affective commitment.
B) reduce job satisfaction.
C) produce cognitive dissonance.
D) reduce emotional intelligence.
E) have no effect on work attitudes.
Q2) Employees experience task control stressors when they work in a job that:
A) has a clear description of tasks.
B) is paced by a machine.
C) has low responsibility.
D) has all of these conditions.
E) are not paced by a machine.
Q3) The difference between emotions and attitudes is comparable to the difference between:
A) eating something versus drinking something.
B) experiencing something versus judging something.
C) perceiving something versus behaving toward something.
D) knowing about something versus doing something.
E) there is no difference between emotions and attitudes; they are the same thing.
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Page 6
Chapter 5: Foundations of Employee Motivation
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250 Verified Questions
250 Flashcards
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Sample Questions
Q1) Expectancy theory mainly helps us to predict an individual's:
A) effort.
B) need for achievement.
C) distributive justice.
D) job satisfaction.
E) rewards.
Q2) Giving employees an explanation for a negative decision has no effect on procedural justice.
A)True
B)False
Q3) Young employees aged 25 to 34 are more likely to feel disengaged at work.
A)True
B)False
Q4) Expectancy theory is a useful model that explains motivation.
A)True
B)False
Q5) The main problem with behavioural modelling is that it transfers explicit knowledge,but not tacit knowledge.
A)True
B)False
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Chapter 6: Applied Performance Practices
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180 Verified Questions
180 Flashcards
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Sample Questions
Q1) ___________ are often "golden handcuffs" that potentially increase continuance commitment.
A) Gainsharing rewards
B) Job status rewards
C) Team-based rewards
D) Competency-based rewards
E) Membership/seniority rewards.
Q2) Motivator-hygiene theory highlights the idea that job content is an important source of employee motivation.
A)True
B)False
Q3) Which of the following explicitly measures a composite of financial,customer,internal processes,and employee factors to reward executive performance?
A) Profit sharing plans.
B) ESOPs
C) Gainsharing plans
D) Share options
E) None of the answers apply.
Q4) Compare and contrast gainsharing with employee share ownership plans.
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Chapter 7: Decision Making and Creativity
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173 Verified Questions
173 Flashcards
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Sample Questions
Q1) The first stage of the creative process is:
A) divergent thinking
B) preparation
C) experimentation
D) insight
E) intuition
Q2) According to almost all organizational behaviour research,intuitive decision making causes us to make wrong decisions.
A)True
B)False
Q3) Incubation and verification are:
A) stages of the creative process
B) elements of bounded rationality
C) elements of the MARS model.
D) problems with team decision making.
E) two forms of influence in organizations.
Q4) Employees tend to be less creative in organizations that punish failure.
A)True
B)False
Q5) Describe the rational choice paradigm of decision making.
Page 9
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Chapter 8: Team Dynamics
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257 Verified Questions
257 Flashcards
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Sample Questions
Q1) The team effectiveness model does not apply to virtual teams.
A)True
B)False
Q2) You have been asked to lead a complex software project over the next year that requires the full-time involvement of approximately 100 people with diverse skills and backgrounds.Using your knowledge of team size,how can you develop an effective team under these conditions?
Q3) Keeping the team size sufficiently small and designing tasks such that each team member's performance is measurable are two ways to:
A) minimize team cohesiveness.
B) add more roles to the team.
C) increase the risk of forming dysfunctional norms.
D) minimize social loafing.
E) do all of these things to the team.
Q4) A symptom of groupthink is that the team feels comfortable with risky decisions because possible weaknesses are suppressed or glossed over.
A)True
B)False
Q5) reasons why employees join informal groups in organizational settings.
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Chapter 9: Communicating in Teams and Organizations
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167 Verified Questions
167 Flashcards
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Sample Questions
Q1) The level of information overload is a function of:
A) the sender's use of jargon and the receiver's perceptual biases.
B) the receiver's information-processing capacity and the actual information load received.
C) the sender's ability to filter out negative information and the receiver's ability to get that information from other sources.
D) the percentage of noise in the communication network that the receiver understands.
E) the amount of information actually sent as a percentage of total organizational knowledge.
Q2) Management by walking around potentially minimizes the problem of filtering in the communication process.
A)True
B)False
Q3) According to the communication process model,communication begins with encoding the message,then sending it.
A)True
B)False
Q4) Should companies try to eliminate grapevine communication? Explain your answer.
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11
Chapter 10: Power and Influence in the Workplace
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178 Verified Questions
178 Flashcards
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Sample Questions
Q1) In organizational settings,power is defined as:
A) the practice of trying to influence another person.
B) the capacity to influence others.
C) the act of changing another person's attitudes and behaviours.
D) the extent to which one person is required to follow another person's commands even though he or she does not want to follow those commands.
E) any situation where one person is dependent on another person, who is not at all dependent on the first person.
Q2) By going on strike at a critical time in the company's business cycle,unions are mainly applying which contingency of power?
A) Visibility
B) Discretion
C) Centrality
D) Indiscretion
E) Coercive
Q3) Exchange,ingratiation,and persuasion are considered hard influence tactics.
A)True
B)False
Q4) Which types of people are more likely to engage in organizational politics?
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Chapter 11: Understanding and Managing Workplace
Conflict
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164 Verified Questions
164 Flashcards
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Sample Questions
Q1) Increasing inventories between sequential work units tends to reduce potential conflict by:
A) reducing resource scarcity
B) reducing differentiation
C) increasing the required level of communication between employees in sequential units
D) reducing ambiguity in resource allocation
E) creating a buffer that decouples the relationship between work units
Q2) Negotiators implicitly or explicitly consider three bargaining positions,including:
A) win-win, win-lose, lose-lose
B) resistance, concessions, time
C) win-win, timely, target
D) initial, concessions, final
E) initial, target, resistance
Q3) Poor communication skills partly explain why conflict occurs in the workplace.
A)True
B)False
Q4) Why should leaders of culturally diverse teams be more mindful about which conflict handling style they use?
Page 13
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Chapter 12: Leadership in Organizational Settings
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157 Verified Questions
157 Flashcards
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Sample Questions
Q1) Why do people tend to give leaders too much credit or blame for organizational outcomes?
Q2) Charismatic leadership refers to:
A) the same thing as transformational leadership.
B) the same features as transactional leadership.
C) personal traits that provide referent power over others.
D) an over-exaggerated estimation of a leader's competencies.
E) any situation where followers attribute positive things to leaders who do not really deserve this credit.
Q3) People tend to evaluate female leaders slightly less favourably than male leaders because:
A) women aren't as skilled at leading people.
B) they tend to rely on gender stereotypes and prototypes of leaders.
C) people don't have many examples of women in leadership roles.
D) women tend to use one leadership style whereas effective leaders use many styles.
E) of all of these reasons.
Q4) What leadership styles does the behavioural perspective identify and what is the hypothesized relationship(s)between these styles?
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Page 14
Chapter 13: Designing Organizational Structures
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167 Verified Questions
167 Flashcards
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Sample Questions
Q1) Informal communication as a coordinating mechanism is ineffective in nonroutine situations.
A)True
B)False
Q2) Organic structures are better suited to hostile environments.
A)True
B)False
Q3) Creative Advertising Ltd.wants its 100 employees to work together around specific clients,yet maintain an equal emphasis on alignment with their skill specializations (advertising,graphics,copywriting and public relations).Which of the following organizational structures would work best for Creative Advertising?
A) Matrix structure that overlays a geographic and client structure
B) Simple structure
C) Network structure
D) Client-based divisionalized form
E) Matrix structure that overlays project teams with a functional structure
Q4) What role does organizational strategy play in designing organizations?
Q5) What must senior executives,functional managers,and project leaders do to make a matrix structure more effective?
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Chapter 14: Organizational Culture
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183 Verified Questions
183 Flashcards
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Sample Questions
Q1) Realistic job previews improve organizational socialization by ensuring that applicants develop more accurate pre-employment expectations.
A)True
B)False
Q2) Reality shock occurs on or before the first day of work then quickly subsides.
A)True
B)False
Q3) The president of CJD Consulting would like to change his organization's culture to reflect new realities in the external environment.He has heard positive things about adaptive cultures and would like to know more about them. Explain to the president what adaptable cultures are by describing the four characteristics of this type of culture.
Q4) Organizational culture can sometimes be reshaped by applying transformational leadership and organizational change practices.
A)True
B)False
Q5) conditions or events that potentially weaken an organization's dominant culture. To view all questions and flashcards with answers, click on the resource link above.
Page 16
Chapter 15: Organizational Change Additional Cases
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155 Verified Questions
155 Flashcards
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Sample Questions
Q1) Coaching and other forms of learning reduce resistance to change mainly by helping employees break previous routines and develop new role patterns.
A)True
B)False
Q2) The best way to manage resistance to change among those who will clearly lose out from the change is to introduce coercion practices.
A)True
B)False
Q3) Parallel learning structures are structures that primarily help employees learn on the job rather than in the classroom.
A)True
B)False
Q4) The constructionist principle of appreciative inquiry takes the position that conversations don't describe reality.
A)True
B)False
Q5) Describe the stages of appreciative inquiry and explain how it differs from traditional organizational change interventions.
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