Introduction to Organizational Behaviour
Exam Questions
Course Introduction
Introduction to Organizational Behaviour explores the dynamics of individuals and groups within organizational settings, focusing on concepts such as motivation, leadership, teamwork, communication, decision-making, and organizational culture. The course examines how human behavior impacts organizational effectiveness and success, drawing on theories from psychology, sociology, and management. Students will analyze case studies and real-life scenarios to understand the challenges and opportunities of managing people in workplaces, equipping them with the skills to contribute positively to organizational goals and adapt to changing work environments.
Recommended Textbook
Organizational Behaviour Concepts Controversies Applications 7th Canadian Edition by Nancy
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Page 2
Chapter 1: What Is Organizational Behaviour?
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Sample Questions
Q1) Withdrawal behaviours separate employees from the organization.
A)True
B)False
Answer: True
Q2) Whereas globalization focuses on differences between people from different countries, workforce diversity addresses differences among people within a country.
A)True
B)False
Answer: True
Q3) Everyone loves to work for Peter because he is respectful and a good listener; he is firm with goals and expectations, but gives support with training and flexible timelines. Peter has strong
A)motivational abilities.
B)similarities and demographics.
C)interpersonal skills.
D)quantitative skills.
E)ethics.
Answer: A
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Chapter 2: Perception, Personality, and Emotions
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Sample Questions
Q1) Affect is defined as those intense feelings that are directed at someone or something.
A)True
B)False
Answer: False
Q2) A proactive personality is easily dissuaded from meaningful change when they encounter obstacles.
A)True
B)False
Answer: False
Q3) Sally is also looking for an organized person who will be practical and realistic about timelines and budgets. She will probably pick
A)ESTJ.
B)ENTP.
C)ISFP.
D)STPE.
E)INTJ.
Answer: A
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Chapter 3: Values, Attitudes, and Diversity in the Workplace
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Sample Questions
Q1) Collectivism is the emphasis on care of self and immediate family rather than on others.
A)True
B)False
Answer: False
Q2) Dale is a person who values new experiences regardless of whether they turn out to be positive or negative. This is typical of a Baby Boomer.
A)True
B)False
Answer: False
Q3) According to John Meyer's research on organizational commitment, which of the following statements is TRUE?
A)Continuance commitment is based on the obligation and employee feels to stay.
B)Normative commitment is based on the economic harm of quitting.
C)Affective commitment is based on shared values.
D)Cognitive commitment is directly correlated to the mental ability of the employee to stay committed to organizational goals.
E)Normative commitment is loyalty to coworkers.
Answer: C
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Page 5
Chapter 4: Theories of Motivation
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Sample Questions
Q1) ________ is the belief that performance is related to rewards.
A)Valence
B)Expectancy
C)Self-esteem
D)Instrumentality
E)Perception
Q2) Which of the following set of four behaviours has Kenneth Thomas identified as ones that managers can use to build intrinsic rewards for employees?
A)leading for choice, leading for justice, leading for meaningfulness, and leading for progress
B)leading for choice, leading for competence, leading for meaningfulness, and leading for progress
C)leading for passion, leading for competence, leading for meaningfulness, and leading for progress
D)leading for choice, leading for competence, leading for meaningfulness, and leading for satisfaction
Q3) Using examples, compare and contrast Maslow's hierarchy of needs with McClelland's theory of needs.
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6
Chapter 5: Motivation in Action
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Sample Questions
Q1) Personally congratulating an employee in private for a good job is an example of A)managerial effectiveness.
B)Maslow's hierarchy theory.
C)employee recognition.
D)Herzberg's motivation-hygiene theory.
E)expectant behaviour.
Q2) Pay for performance means employees must
A)share only in the rewards of a company.
B)share in the risks as well as the rewards of their employer's business.
C)share in the risks at the expense of the rewards of their employer's business.
D)share all aspects of a company's business.
E)share very little yet gain from any success the company might achieve.
Q3) The major difficulty of job sharing is
A)finding a compatible pair of employees who can successfully coordinate the demands of the job.
B)finding a clear and concise job description to share.
C)finding enough employees to fill the position.
D)finding a job where the manager can deal with this recent phenomenon.
E)finding a job with a clear division of labour.
Q4) Using examples, contrast job rotation, job enlargement and job enrichment.
Page 7
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Chapter 6: Groups and Teamwork
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Sample Questions
Q1) How others believe you should act in a given situation is a A)norm.
B)stereo type.
C)role expectation.
D)role perception.
E)halo effect.
Q2) Identify and discuss the various ways that norms develop.
Q3) In designing work teams, management must keep in mind that cohesiveness is an important factor if high productivity is to be achieved. The relationship between cohesiveness, norms, and productivity is not very complex; however, each element must be recognized to facilitate appropriate development. If performance norms of a group are high and cohesiveness is high, it is likely productivity will be
A)high, resulting in good quality.
B)moderate.
C)moderate to low, but still showing good quality.
D)low.
E)impossible to predict.
Q4) What is meant by the term "reflexivity"? Create an example to explain its importance to an effective team.
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Chapter 7: Communication
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Sample Questions
Q1) A receiver who is experiencing depression may interpret a message differently from one who is experiencing jubilation.
A)True
B)False
Q2) The grapevine follows the which small-group network pattern?
A)chain
B)wheel
C)all channel
D)cluster
E)single strand
Q3) Filtering, selective perception, lying are all
A)potential barriers to effective communication.
B)communication techniques.
C)necessary for effective communication.
D)part of the channel richness.
E)part of one-to-one level of communication.
Q4) Information overload is a condition in which information inflow exceeds an individual's processing capacity.
A)True
B)False
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Chapter 8: Power and Politics
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Sample Questions
Q1) Resources in organizations are limited, which often turns potential conflict into real conflict.
A)True
B)False
Q2) If a team leader decides to utilize an expert base of power they would be most apt to
A)have the data or knowledge that you need.
B)have the right to expect you to comply with legitimate requests.
C)make things difficult for people.
D)give special benefits or rewards to people.
E)have your admiration and respect.
Q3) Alison is very happy with her job primarily because she has total decision-making power with respect to both the content and context of her job. When she makes a mistake, her supervisor discusses it with her. For Alison to be empowered, what steps must a manager ensure?
A)Alison is demoted if she makes a mistake.
B)Alison is encouraged to blame others for mistakes.
C)Alison is given relevant training to try to prevent such mistakes.
D)Alison discusses her mistake with a committee to ensure she doesn't repeat it.
E)Alison's mistake is discussed in the company newsletter.
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Page 10
Chapter 9: Conflict and Negotiation
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Sample Questions
Q1) The lowest value acceptable to you for a negotiated agreement is determined by your
A)best alternative to a negotiated agreement (BATNA).
B)margin of error.
C)bid price.
D)asking price.
E)negotiating stance.
Q2) Within the five identified conflict management strategies, 'accepting the will of the other party' is
A)forcing.
B)compromising.
C)yielding.
D)avoiding.
E)problem solving.
Q3) Distinguish between distributive and integrative bargaining, and highlight situations in which each would be most appropriately used.
Q4) Negotiating styles clearly vary across national cultures.
A)True
B)False
Q5) Compare functional and dysfunctional conflict.
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Chapter 10: Organizational Culture
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Sample Questions
Q1) In random socialization, role models are deliberately withheld.
A)True
B)False
Q2) Zelda was struck by just how fiercely goal-focused her new work group was and how intent it was on destroying the competition. Zelda is unsure whether she can agree with these beliefs and attitudes. Zelda is likely in which stage of the socialization process?
A)prearrival
B)encounter
C)metamorphosis
D)osmosis
E)disappointment
Q3) Culture helps members of the organization by guiding and shaping their attitudes and behaviours.
A)True
B)False
Q4) A personal parking space is an example of a ritual.
A)True
B)False
Q5) Using examples, identify and describe the three stages of socialization.
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Chapter 11: Leadership
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Sample Questions
Q1) Servant leadership focuses on developing followers.
A)True
B)False
Q2) Leaders of teams often find the role is one of A)autocrat.
B)follower.
C)high power.
D)facilitator.
E)director.
Q3) If a leader exhibits respect for employee's ideas and regard for their feelings, he or she can be said to have a high degree of consideration.
A)True
B)False
Q4) The path-goal theory proposes two classes of situational or contingency variables that moderate leadership behaviour. One variable is the environment, which is outside the control of the subordinate, and the other is the personal characteristics of the leader.
A)True
B)False
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Page 13
Chapter 12: Decision Making, Creativity, and Ethics
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Sample Questions
Q1) Identify and discuss four organizational factors that affect creativity. Use examples to illustrate your discussion.
Q2) Allocating weights to the decision criteria is unnecessary if A)all criteria are relevant.
B)all criteria are equally relevant.
C)there are only two.
D)there are three or more criteria.
E)a team is not making the decision.
Q3) Omar has noticed that a chronic problem facing the work team he is on is the is pressure to conform; when the team is discussing a situation, it seems there is pressure to move quickly to agreeing on a decision, which means that the group does not usually adequately consider other alternatives that are less popular and less well known. This phenomenon is known as A)groupshift.
B)perceptual bias.
C)randomness error.
D)availability bias.
E)groupthink.
Q4) List and explain the six steps of the rational decision-making model.
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Chapter 13: Organizational Structure
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Sample Questions
Q1) Bob works for a manufacturer that has separate departments for engineering, accounting, manufacturing, purchasing, and human resources. This is reflective of departmentalization by A)product.
B)osmosis.
C)function.
D)service.
E)process.
Q2) Luigi works for an advertising agency and the organizational structure is such that he has two bosses; his direct boss is the manager of the department he is assigned to and his other boss is the manager responsible for the new product that is his main focus. This is an example of what kind of structure?
A)organic
B)simple
C)matrix
D)bureaucratic
E)hybrid
Q3) Identify and describe, using examples, the six key questions managers need to answer in designing the proper organizational structure.
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Page 15
Chapter 14: Organizational Change
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Sample Questions
Q1) Steve is unable to get his employees' to discuss and plan the move to new offices; the staff are looking forward to the move, but say they are too busy and Steve should "look after it." Steve's staff is NOT engaging in A)refreezing.
B)moving.
C)driving.
D)restraining.
E)groupthink.
Q2) You meet with the production department and discuss the need for change; it is apparent that some individuals want to change, but the group norm seems to be "just do your job and go home." This type of organizational resistance to change is called A)structural inertia.
B)limited focus of change.
C)group inertia.
D)threat to resource allocations.
E)threat to power.
Q3) Idea champions must overcome resistance to change.
A)True
B)False
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Page 16