Introduction to Organizational Behaviour
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Course Introduction
Introduction to Organizational Behaviour explores the fundamental theories and concepts that explain how individuals and groups act within organizations. The course examines topics such as motivation, perception, decision-making, leadership, communication, team dynamics, organizational culture, and change management. Through real-world case studies and practical examples, students gain insights into the factors influencing workplace behavior, learn strategies to enhance both individual and organizational effectiveness, and develop skills for managing and working with people in diverse professional environments.
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Canadian Organizational Behaviour 9th Edition by Steven McShane
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15 Chapters
2919 Verified Questions
2919 Flashcards
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Page 2
Chapter 1: Introduction to the Field of Organizational Behaviour
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166 Verified Questions
166 Flashcards
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Sample Questions
Q1) Which of these statements is consistent with the four anchors of organizational behaviour?
A)Organizational behaviour theories must apply universally to every situation.
B)Organizations are like machines that operate independently of their external environment.
C)Each OB topic relates to only one level of analysis.
D)The field of organizational behaviour should rely on other disciplines for some of its theory development.
E)None of these statements is consistent with the OB anchors.
Answer: D
Q2) The major organizational effectiveness perspectives are considered detailed extensions of the closed systems model.
A)True
B)False
Answer: False
Q3) All organizations have a collective sense of purpose.
A)True
B)False
Answer: True
Page 3
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Chapter 2: Individual Behaviour, Personality, and Values
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206 Verified Questions
206 Flashcards
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Sample Questions
Q1) Which of the following is NOT a work-related behaviour?
A)Competencies
B)Absenteeism
C)Joining the organization
D)Showing up for work at scheduled times
E)Performing required tasks
Answer: A
Q2) Which moral intensity factor best relates to the question,"How many people are affected by this action?"
A)Immediacy of effect
B)Concentration of effect
C)Probability effect
D)Butterfly effect
E)Magnitude effect
Answer: B
Q3) Aptitudes are natural talents that help individuals learn specific tasks more quickly and perform them better than other people.
A)True
B)False Answer: True
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Chapter 3: Perceiving Ourselves and Others in Organizations
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198 Verified Questions
198 Flashcards
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Sample Questions
Q1) Social identity theory helps us to explain:
A)the attribution process.
B)stereotyping.
C)recency effect.
D)the 'Big Five' personality dimensions.
E)locus of control.
Answer: B
Q2) Self-enhancement causes managers to overestimate the probability of success in investment decisions.
A)True
B)False
Answer: True
Q3) Which of these questions is directly considered when making attributions?
A)Has the employee ever shown his or her true emotions in the workplace?
B)How often does the employee interact with people from different backgrounds?
C)How often did the employee act this way in the past?
D)All of the answers are correct.
E)None of the answers apply.
Answer: C
Page 5
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Chapter 4: Workplace Emotions, Attitudes, and Stress
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249 Verified Questions
249 Flashcards
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Sample Questions
Q1) Shawna is dissatisfied with her coworkers for not assisting her when she recently needed additional resources for a project,and is frustrated that her boss has not supported her work or recognized her job performance.In spite of these problems,Shawna does not complain and does not intend to move elsewhere.Instead,she maintains her level of work effort and hopes the company will eventually correct these problems.According to the EVLN model,Shawna is mainly engaging in:
A)exit.
B)voice.
C)employability.
D)loyalty.
E)neglect.
Q2) Attitudes represent a cluster of beliefs,motivation,and feelings about an attitude object.
A)True
B)False
Q3) Work overload is a stressor.
A)True
B)False
Q4) 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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250 Verified Questions
250 Flashcards
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Sample Questions
Q1) When employees want to improve their self-image,they seek out positive feedback from social sources.
A)True
B)False
Q2) Negative reinforcement occurs when the introduction of a consequence increases or maintains the frequency or future probability of a behaviour.
A)True
B)False
Q3) The optimal level of goal difficulty occurs where the goal has more than a low level,but less than a moderate level of goal difficulty.
A)True
B)False
Q4) The two types of need for power in learned needs theory are:
A)personalized and socialized.
B)individual and team.
C)corporate and political.
D)high and low.
E)monetary and non-monetary.
Q5) What are the A-B-Cs of behaviour modification?
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Chapter 6: Applied Performance Practices
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181 Flashcards
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Sample Questions
Q1) When jobs are highly interdependent,employers should:
A)avoid using any form of performance-based reward system.
B)use team-based rewards.
C)use an individual-based reward.
D)use an organizational-based reward system.
E)avoid a team-based rewards.
Q2) Which of the following is NOT explicitly identified as a component of self-leadership?
A)Constructive thought patterns
B)Self-monitoring
C)Personal goal setting
D)Task identity
E)Designing natural rewards
Q3) Job status-based rewards discourage employees from hoarding resources.
A)True
B)False
Q4) Empowerment flourishes in organizations that have a learning orientation culture.
A)True
B)False
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Chapter 7: Decision Making and Creativity
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174 Verified Questions
174 Flashcards
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Sample Questions
Q1) Satisficing occurs when people continue on a failing course of action.
A)True
B)False
Q2) What do impromptu storytelling,morphological analysis,and artwork have in common?
A)They are forms of cross-pollination.
B)They increase the risk of bounded rationality.
C)They are forms of associative play.
D)They significantly weaken the creative process.
E)They are mainly used to improve the rational choice process.
Q3) Bounded rationality adopts the main assumptions of the rational choice paradigm of decision making.
A)True
B)False
Q4) The first stage of the creative process is:
A)divergent thinking.
B)preparation.
C)experimentation.
D)insight.
E)intuition.
Page 9
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Chapter 8: Team Dynamics
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276 Flashcards
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Sample Questions
Q1) Globalization and knowledge management have made __________ necessary for organizations to remain competitive.
A)groupthink
B)virtual teams
C)command-and-control management
D)Delphi method
E)None of these are necessary as a result of globalization and knowledge management.
Q2) Team roles are typically negotiated among team members.
A)True
B)False
Q3) Teams with high levels of efficacy outperform teams with low levels of efficacy.
A)True
B)False
Q4) In a meeting,you have been espousing the benefits of virtual teams,when Alex,your supervisor,interrupts to offer his opinion that the concept of ''virtual teams'' is just a fad that doesn't deserve further discussion.In order to convince him that his opinion about virtual teams is misinformed,define what virtual teams are and discuss three reasons why the reliance on these types of teams will continue to grow in the future.
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Chapter 9: Communicating in Organizations Revised
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167 Flashcards
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Sample Questions
Q1) Active listeners constantly cycle through the three components of listening.
A)True
B)False
Q2) One of the main problems with social networking is that it is now a more popular medium than e-mail in work organizations.
A)True
B)False
Q3) Which communication medium is a poor choice to convey ambiguous,complex,or novel situations?
A)E-mail
B)Voice mail
C)Video conferencing
D)Face-to-face
E)None of these communication media are a poor choicE.
Q4) Interpersonal communication occurs as soon as a message is received by someone else.
A)True
B)False
Q5) Should companies try to eliminate grapevine communication? Explain your answer.
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Chapter 10: Power and Influence in the Workplace
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Sample Questions
Q1) When your boss requests that you complete a particular task,he is applying which form of influence?
A)Silent authority
B)Referent
C)Assertiveness
D)Exchange
E)Expert
Q2) Referent power is mainly developed through a person's interpersonal skills.
A)True
B)False
Q3) Locating oneself within social networks helps to increase a person's expert power and centrality.
A)True
B)False
Q4) Commitment typically results when people are influenced using which power bases?
A)Legitimate and coercive
B)Legitimate and expert
C)Reward and coercive
D)Expert and referent
E)Reward and referent
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Chapter 11: Conflict and Negotiation in the Workplace
Revised
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180 Verified Questions
180 Flashcards
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Sample Questions
Q1) A logical strategy for minimizing conflict due to different values and beliefs is to have employees move through different departments,regions and occupations of the company throughout their careers.
A)True
B)False
Q2) The yielding conflict management style is preferred when both parties have equal power and enough trust to share information.
A)True
B)False
Q3) Focusing employees on superordinate goals is particularly useful where conflict is caused by goal incompatibility and differentiation.
A)True
B)False
Q4) Managers should arbitrate decisions when employees cannot resolve their differences alone.
A)True
B)False
Q5) Briefly describe the five interpersonal conflict handling styles.
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Chapter 12: Leadership in Organizational Settings
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183 Verified Questions
183 Flashcards
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Sample Questions
Q1) Effective leaders are good at perceiving and expressing emotions,as well as regulating emotions in themselves and others.
A)True
B)False
Q2) Unlike earlier research on leadership characteristics,emerging research on personal attributes has:
A)identified several attributes that are consistent with effective leadership.
B)concluded that leadership cannot be determined from an individual's competencies.
C)taken a contingency approach to leadership traits.
D)focused mainly on the personality traits and physical appearance of great leaders. E)concluded that personal characteristics identify female leaders but not male leaders.
Q3) Reward systems and employees' skills may substitute for task-oriented leadership.
A)True
B)False
Q4) Are transformational leaders charismatic leaders?
Q5) Explain the concept of shared leadership.
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Chapter 13: Designing Organizational Structures
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Sample Questions
Q1) Mechanistic structures operate best in stable environments.
A)True
B)False
Q2) One problem with the divisional structure is that it increases the risk of duplication and underutilization of resources.
A)True
B)False
Q3) Functional structures tend to have higher dysfunctional conflict and poorer coordination across units than other forms of departmentalization.
A)True
B)False
Q4) An organization that wants to compete through innovation should:
A)adopt an organic structure and make extensive use of informal communication to coordinate work.
B)centralize and formalize its organizational structure.
C)coordinate employees by writing up formal rules and procedures.
D)switch to a cost leadership strategy as quickly as possible.
E)adopt a mechanistic structure with functional departmentalization.
Q5) What role does organizational strategy play in designing organizations?
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Chapter 14: Organizational Culture
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184 Flashcards
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Sample Questions
Q1) Many organizations like to think that they integrate organizational cultures when merging or acquiring other companies.What does this mean and under what conditions is this strategy most likely to succeed?
Q2) Organizations with an adaptive corporate culture:
A)are unlikely to survive in the long run.
B)has a strong learning orientation.
C)tend to be less ethical than organizations with non-adaptive cultures.
D)have no artifacts to keep their culture in place.
E)are focused inward to employee needs.
Q3) Which of these statements about shared assumptions is FALSE?
A)Shared assumptions are unconscious taken-for granted perceptions or beliefs.
B)Shared assumptions are so deeply embedded they probably cannot be discovered by surveying employees.
C)Shared assumptions include shared enacted values.
D)Shared assumptions are revealed through corporate value statements.
E)All of these are correct.
Q4) The two types of psychological contracts are transactional and reciprocal.
A)True
B)False
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Chapter 15: Organizational Change
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155 Verified Questions
155 Flashcards
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Sample Questions
Q1) One of the main problems with employee resistance is that:
A)it decreases environmental stability.
B)it undermines the authority of management.
C)it wastes valuable time and other precious organizational resources.
D)change agents sometimes interpret it as relationship conflict.
E)All of these apply.
Q2) According to a study of Canadian bank employees,______ resistance is much more common than ______ resistance.
A)explicit;implied
B)subtle;overt
C)systemic;localized
D)overt;subtle
E)individual;organizational
Q3) Action research is a problem-focused process of organizational change.
A)True
B)False
Q4) Some change experts claim that rapid change is usually better than incremental change.
A)True
B)False
Page 17
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