Industrial Relations
Exam Materials
Course Introduction
Industrial Relations explores the complex and dynamic relationships between employers, employees, trade unions, and government within the workplace. The course examines the historical development and foundational theories of industrial relations, collective bargaining, conflict resolution, labor legislation, and management strategies. Students will analyze case studies from various industries to understand issues such as wage negotiations, workplace safety, employee rights, and industrial action. Emphasis is placed on current trends, globalization, and the impact of technology on labor relations, preparing students to navigate and manage the evolving world of work effectively.
Recommended Textbook
Canadian Organizational Behaviour 7th Edition by Steven McShane
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15 Chapters
2716 Verified Questions
2716 Flashcards
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Page 2
Chapter 1: Introduction to the Field of Organizational Behaviour
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156 Verified Questions
156 Flashcards
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Sample Questions
Q1) Stable,long-lasting beliefs about what is important in a variety of situations are:
A) called intellectual capital.
B) the foundations of the open systems anchor.
C) the main reason why organizations fail to adapt.
D) rarely studied in the field of organizational behaviour.
E) called values.
Answer: E
Q2) At present there is only one organizational behaviour perspective which adequately defines organizational effectiveness.
A)True
B)False
Answer: False
Q3) Workforce diversity potentially improves decision making and team performance on complex tasks.
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) The distributive justice principle of ethical decision making is based largely on a cost-benefit analysis of each decision alternative.
A)True
B)False
Answer: False
Q2) _______ represents the forces within a person that affect the direction,intensity,and persistence of voluntary behaviour.
A) Motivation
B) Personality
C) Values
D) Ethics
E) Ability
Answer: A
Q3) Competencies refer to the complete set of motivations,abilities,role perceptions and situational factors that contribute to job performance.
A)True
B)False
Answer: False
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4
Chapter 3: Perceiving Ourselves and Others in Organizations
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208 Verified Questions
208 Flashcards
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Sample Questions
Q1) Mental models are mainly related to:
A) Perceptual organization and interpretation.
B) Learning orientation.
C) Attribution.
D) Self-fulfilling prophecy.
E) Selective attention.
Answer: A
Q2) The objective of the Johari Window is to:
A) improve our awareness of ourselves.
B) help others to understand the reasons behind our actions.
C) improve our perceptual process.
D) All of the answers are correct.
E) improve our awareness of ourselves and improve our perceptual process.
Answer: D
Q3) One of the most effective ways to minimize negative self-fulfilling prophecy is to make managers aware of the power of positive expectations.
A)True
B)False
Answer: False
Page 5
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Chapter 4: Workplace Emotions,attitudes,and Stress
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245 Verified Questions
245 Flashcards
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Sample Questions
Q1) Continuance commitment is a calculative decision to remain with the organization,rather than an emotional attachment to the firm.
A)True
B)False
Q2) Recent evidence indicates that:
A) few Canadians experience work-related stress.
B) Japanese employees report less anxiety and stress today than two decades ago.
C) work-related stress is almost non-existent in India and the United Kingdom.
D) All of these statements are correct.
E) None of these statements are correct.
Q3) Less than 10 percent of complaints received by human rights commissions across Canada involve sexual harassment.
A)True B)False
Q4) Stress refers mainly to environmental conditions that cause people to experience fear.
A)True
B)False
Q5) Explain how an employee's attitudes might be affected by cognitive dissonance.
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Chapter 5: Foundations of Employee Motivation
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201 Verified Questions
201 Flashcards
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Sample Questions
Q1) Which of the following needs is NOT explicitly stated in Maslow's needs hierarchy theory?
A) Physiological needs
B) Growth needs
C) Need for safety
D) Self-actualization
E) Esteem needs
Q2) Four-drive theory offers a contemporary view of how individual drives influence behaviour.The first part of the theory explains how drives generate emotions.Explain how these emotions are translated into employee behaviour.Your answer should identify the three factors that people consider in this translation process.
Q3) Which of the following theories suggests that employee motivation is influenced by what other people contribute to and receive from the organization?
A) Expectancy theory
B) Equity theory
C) Needs-based theory
D) Need theory
E) Goal setting
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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178 Verified Questions
178 Flashcards
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Sample Questions
Q1) Job evaluation mainly supports the competency approach to rewards.
A)True
B)False
Q2) Task identity is the main job characteristic related to job enrichment.
A)True
B)False
Q3) Which of these performance-based rewards tends to create the lowest E-to-P expectancy?
A) Share options
B) Individual piece rates
C) Gainsharing
D) Individual commissions
E) Team bonuses
Q4) Which of the following does NOT occur at very high levels of job specialization?
A) Product quality increases while the quantity of output decreases.
B) Worker alienation increases.
C) Employee turnover increases.
D) Employees are less motivated to perform their jobs well.
E) Employers are often forced to pay higher wages to attract job applicants to the tedious work.
Page 8
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Chapter 7: Decision Making and Creativity
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169 Verified Questions
169 Flashcards
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Sample Questions
Q1) The highest level of employee involvement occurs when employees are asked to make recommendations to managers,who then decide whether to implement them.
A)True
B)False
Q2) Divergent thinking mainly contributes to which of the following?
A) Bounded rationality
B) The rationality choice decision model
C) Groupthink
D) Organizational politics
E) Creativity
Q3) Decision makers typically look at alternatives sequentially and compare each alternative to an implicit favourite.
A)True
B)False
Q4) Decision makers can discover blind spots in problem identification by discussing the situation with other people.
A)True
B)False
Q5) Describe the four stages of the creative process.
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Chapter 8: Team Dynamics
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256 Verified Questions
256 Flashcards
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Sample Questions
Q1) One problem with team building is that:
A) organizations rarely provide any team building to employees any more.
B) team building tends to slow down the team development process.
C) corporate leaders incorrectly assume team building is a broad-brush solution to general team problems.
D) none of the known team building interventions has any effect on teams.
E) all of these are problems with team building.
Q2) Which of these statements is TRUE?
A) All groups are teams.
B) Groups are teams with a high level of task interdependence.
C) Unlike teams, groups are associated with an organizational objective.
D) Some groups are just people assembled together in the same physical area.
E) Group are teams that have no purpose for their members.
Q3) Identification-based trust is the most robust or sturdy form of trust in work relationships.
A)True
B)False
Q4) Diversity among team members tends to undermine cohesion.
A)True
B)False
Page 10
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Chapter 9: Communicating in Teams and Organizations
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165 Verified Questions
165 Flashcards
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Sample Questions
Q1) E-zines should have longer stories than are typically found in hard-copy company magazines.
A)True
B)False
Q2) Emotional contagion fulfils our drive to bond with others.
A)True
B)False
Q3) One limitation of email is that both sender and receiver need to coordinate the communication session.
A)True
B)False
Q4) Information overload occurs when a person's information-processing capacity exceeds the job's information load.
A)True
B)False
Q5) One dilemma in workspace design is the requirement to balance the need to encourage social interaction with the employees' need for privacy.
A)True
B)False
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Chapter 10: Power and Influence in the Workplace
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170 Verified Questions
170 Flashcards
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Sample Questions
Q1) The all-channels information flow structure is difficult to maintain because it conflicts with knowledge management.
A)True
B)False
Q2) Organizational politics refers to any use of power to influence others.
A)True
B)False
Q3) Playing the "face game" instead of working productively behind closed doors is a strategy for gaining increased visibility at work.
A)True
B)False
Q4) Organizational politics can result in lower job satisfaction,and high levels of work-related stress.
A)True
B)False
Q5) Influence is an essential process in organizations through which people coordinate their effort.
A)True
B)False
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Chapter 11: Conflict and Negotiation in the Workplace
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158 Verified Questions
158 Flashcards
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Sample Questions
Q1) Approximately 42 percent of a manager's time is spent dealing with workplace conflict.
A)True
B)False
Q2) A few years ago,a clothing manufacturer was expanding rapidly,so the CEO hired several executives from large corporations.Unfortunately,the new executives clashed with the current executives regarding business strategy.The CEO explained: 'We ended up with an old team and a new team and they weren't on the same wavelength.' Identify the source(s)of conflict in this situation and identify two strategies to minimize this conflict in the future.
Q3) Which of the following sources of conflict is typically associated with mergers and acquisitions?
A) Task interdependence
B) Differentiation
C) Goal incompatibility
D) Scarce resources
E) Ambiguity
Q4) Two employees with divergent goals are less likely to experience conflict.
A)True
B)False
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Chapter 12: Leadership in Organizational Settings
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150 Verified Questions
150 Flashcards
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Sample Questions
Q1) According to Fiedler's contingency model of leadership:
A) everyone has the same capacity to become an effective leader.
B) effective leaders are able to change their style to fit the situation.
C) the best leadership style depends on the availability of leadership substitutes.
D) Fiedler's theory states all of these.
E) Fiedler's theory states none of these.
Q2) According to the behavioural perspective of leadership,people-oriented leadership is associated with higher employee performance and better team dynamics.
A)True
B)False
Q3) Which of the following would NOT be considered transformational leadership?
A) Do things that are consistent with the new corporate vision.
B) Show employees how to perform the job more efficiently.
C) Use metaphors and unique language to symbolize the new vision.
D) Create a new setting or arrangement to mark a change in direction for the organization.
E) Work with employees to develop a common mental model of the organization's desired future.
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Chapter 13: Designing Organizational Structures
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163 Verified Questions
163 Flashcards
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Sample Questions
Q1) Formalization in organizational structures tends to:
A) reduce organizational flexibility.
B) undermine organizational learning and creativity.
C) make rules and procedures the focus of attention rather than serving stakeholders.
D) have all of these outcomes
E) reduce organizational flexibility AND make some employees feel alienated and powerless, but doesn't usually make rules and procedures the focus of attention.
Q2) One of the main advantages of network structures is that they ensure the core organization has a high degree of control over production,marketing and other functions.
A)True
B)False
Q3) Organizations with fewer layers in the organizational hierarchy are described as having flat structures
A)True
B)False
Q4) What type of departmentalization should a large multinational organization adopt?
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Chapter 14: Organizational Culture
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163 Verified Questions
163 Flashcards
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Sample Questions
Q1) In order to be effective,organizational stories must describe real people and recount true past events.
A)True
B)False
Q2) The assumptions and values shared most widely by employees represent:
A) the organization's dominant culture.
B) the organization's deculturation process.
C) the organization's counterculture.
D) artifacts held mainly by senior executives in the organization.
E) organizational rituals.
Q3) Rituals represent the organization's deliberate and usually dramatic displays of its dominant culture.
A)True
B)False
Q4) Organizational culture is a deeply embedded form of social control that influences the thoughts and actions of organizational members.
A)True
B)False
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Page 16
Chapter 15: Organizational Change
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141 Verified Questions
141 Flashcards
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Sample Questions
Q1) The concepts of unfreezing and refreezing the system are mainly represented in:
A) Lewis's reaction research model.
B) Lewin's force field model.
C) appreciative inquiry.
D) customer-driven change.
E) the diffusion of change process.
Q2) Action research is a problem-focused process of organizational change.
A)True
B)False
Q3) Which of the following types of resistance to change is often a deliberate strategy to 'prove' that the decision is wrong or that the change agent is incompetent?
A) Direct costs
B) Saving face
C) Fear of the unknown
D) Breaking routines
E) Incongruent organizational systems
Q4) People sometimes resist change to prove that the change agent is incompetent.
A)True
B)False
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