Leadership and Organizational Change Exam Preparation Guide
Course Introduction
This course explores the theories, principles, and practices of effective leadership in the context of organizational change. Students will analyze the challenges leaders face when driving transformation, develop strategies for managing resistance, and examine approaches for fostering a culture that embraces innovation and continuous improvement. Through case studies, group discussions, and practical projects, participants will enhance their ability to lead diverse teams, communicate vision, and implement successful change initiatives in dynamic business environments.
Recommended Textbook
Understanding and Managing Organizational Behavior 6th Edition by Jennifer M. George
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18 Chapters
3054 Verified Questions
3054 Flashcards
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Chapter 1: Introduction to Organizational Behavior
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160 Verified Questions
160 Flashcards
Source URL: https://quizplus.com/quiz/20781
Sample Questions
Q1) Discuss the role of information technology in creativity and innovation.
Answer: IT plays a major role in fostering creativity and innovation because it changes organizational behaviors and procedures. Innovation is an activity that requires the constant updating of knowledge and the constant search for new ideas and technological developments that can be used to improve a product over time. Typically, innovation takes place in small groups or teams, and IT can be used to create virtual teams that can enhance creativity and cooperation between employees. Developing an IT system that allows scientists and engineers from all parts of a company to cooperate via bulletin boards, chat rooms, or teleconferencing is also a way to use IT to speed creativity and innovation.
Q2) What is an organization?
Answer: An organization is defined as a collection of people who work together to achieve individual or organizational goals.
Q3) Which of the following is NOT a component of information technology (IT)?
A) computer and communications hardware
B) skills of programmers, designers, and managers
C) computer and communications software
D) skills of salespeople and sales managers.
Answer: D
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Page 3
Chapter 2: Individual Differences: Personality and Ability
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149 Verified Questions
149 Flashcards
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Sample Questions
Q1) High self-monitors want their behavior to be socially acceptable.
A)True
B)False
Answer: True
Q2) People who are low self-monitors are ________.
A) very concerned about what others think about them
B) guided by their own attitudes, beliefs, feelings, and principles
C) likely to attribute their performance to outside forces not within their control
D) apprehensive about their interpersonal communication skills
Answer: B
Q3) Individuals with an ________ believe that their own actions and behaviors have an impact on what happens to them.
A) external locus of control
B) internal locus of control
C) established self-image
D) extrasensory personality
Answer: B
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Chapter 3: Work Values Attitudes and Moods and Emotions
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176 Verified Questions
176 Flashcards
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Sample Questions
Q1) Job performance may contribute to employees being more satisfied with their jobs if they are fairly compensated for good performance.
A)True
B)False
Answer: True
Q2) Moods and emotions are personal convictions about what one should strive for and how one should behave in life.
A)True
B)False
Answer: False
Q3) The first step listed in Mobley's model of the turnover process is to ________.
A) evaluate the benefits of quitting
B) think of quitting
C) decide to quit
D) experience job dissatisfaction
Answer: D
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Chapter 4: Perception Attribution and the Management of Diversity
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186 Verified Questions
186 Flashcards
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Sample Questions
Q1) John Andrews believes that fate determines whether an individual will be a successful professional poker player. John has made an internal attribution.
A)True
B)False
Q2) Which of the following is an intended consequence of affirmative action programs?
A) Minorities and women end up with the social status they deserve.
B) White males choose to be unemployed rather than deal with such programs.
C) Minorities and women can be perceived as second-class citizens.
D) The expense and difficulty of implementation outweighs the benefits.
Q3) The salience of a target of perception does not affect how it is perceived.
A)True
B)False
Q4) When managers become aware of evidence of potential discrimination, they should do all of the following EXCEPT ________.
A) pay immediate attention to the problem
B) act proactively to address the potential problem
C) review the organization's policies and practices
D) treat the potential discriminator unfairly
Page 6
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Chapter 5: Learning and Creativity
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175 Verified Questions
175 Flashcards
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Sample Questions
Q1) The performance of low-probability behavior distinguishes individuals who are exhibiting self-control from those engaging in activities they enjoy.
A)True
B)False
Q2) The intended result of ________ is that once an undesired behavior ceases to be reinforced its frequency will diminish until it no longer occurs.
A) extinction
B) behavior modification
C) operational intervention
D) shaping
Q3) To use positive reinforcement to facilitate the learning of desired behaviors, managers need to determine what consequences are ________.
A) considered discriminatory and preferential treatment
B) considered positive by a given worker
C) the least expensive
D) unusual or extraordinary
Q4) Contrast continuous and partial reinforcement.
Q5) Define social cognitive theory.
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Chapter 6: The Nature of Work Motivation
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) Employees can be motivated in functional or dysfunctional ways.
A)True
B)False
Q2) ________ pertains to employees' perceptions of the extent to which managers explain their decisions, and the procedures used to make them, to employees.
A) Distributive justice
B) Procedural justice
C) Interpersonal justice
D) Informational justice
Q3) According to need theory, a manager first must ________ in order to determine what will motivate an employee the most.
A) determine the needs an employee is trying to satisfy on the job
B) determine appropriate rewards for performance
C) identify the employee's personality characteristics
D) specify nonperformance penalties
Q4) Perceptions of procedural justice are especially important when outcomes, such as pay or benefits, are relatively low.
A)True
B)False
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Chapter 7: Creating a Motivating Work Setting
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164 Verified Questions
164 Flashcards
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Sample Questions
Q1) Scientific management implicitly assumes that intrinsic motivation is the primary determinant of performance.
A)True
B)False
Q2) What are time and motion studies?
Q3) Which of the following statements on scientific management are FALSE?
A) It is intended to increase the performance of individual employees.
B) It embraces the principles of job enrichment.
C) It stresses job simplification.
D) It focuses on job specialization.
Q4) After employees are allowed to interact with customers or clients, and made responsible for managing these relationships and satisfying customers, which of the following core job dimensions would NOT increase?
A) task identity
B) skill variety
C) autonomy
D) feedback
Q5) How can managers enrich jobs?
Q6) Discuss the role of the social environment and past behavior on workers.
Q7) What is scientific management? What principles were stressed by Taylor?
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Chapter 8: Pay Careers and Changing Employment Relationships
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177 Verified Questions
177 Flashcards
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Sample Questions
Q1) For which of the following jobs would it be BEST to determine pay based on individual performance?
A) judge
B) teacher
C) salesperson
D) coach
Q2) Pay plans based solely on individual performance are called gain-sharing plans.
A)True
B)False
Q3) Informal performance appraisals are NOT beneficial since they are not formal and employees learn little about their behaviors.
A)True
B)False
Q4) The primacy effect occurs when perceptions of a person are influenced by an evaluator's knowledge of the person's standing on a predictor of performance.
A)True
B)False
Q5) Discuss the two types of psychological contracts. Provide an example of each.
Q6) What are the four general categories of careers?
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Chapter 9: Managing Stress and Work Life Balance
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139 Verified Questions
139 Flashcards
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Sample Questions
Q1) ________ occurs when the set of behaviors or tasks a person in an organization is expected to perform are at odds with each other.
A) Role ambiguity
B) Role conflict
C) Work-life linkage
D) Role dissension
Q2) ________ is the experience of opportunities or threats that people perceive as important and question their abilities to handle effectively.
A) Stress
B) Anticipation
C) Excitement
D) Expectancy
Q3) Psychological consequences of stress include all of the following EXCEPT ________.
A) burnout
B) heart palpitations
C) negative attitudes
D) stressful feelings and emotions
Q4) What are the five major sources of stress?
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Chapter 10: The Nature of Work Groups and Teams
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188 Verified Questions
188 Flashcards
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Sample Questions
Q1) Define the term role orientation. Compare and contrast an institutionalized role orientation with an individualized role orientation.
Q2) The new Boeing 777 aircraft was designed and engineered by Boeing employees from manufacturing, marketing, and engineering departments and by representatives of Boeing's customers-major airlines such as United and American Airlines-all working closely together in an intensive effort. This design and engineering group for the 777 can be classified as ________.
A) an interest group
B) a command group
C) a cross-functional team
D) a self-managed work team
Q3) Social facilitation is the effect that the physical presence of others has on an individual's performance.
A)True
B)False
Q4) Explain the difference between formal and informal work groups.
Q5) Group norms are formal written rules of conduct.
A)True
B)False
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Chapter 11: Effective Work Groups and Teams
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166 Verified Questions
166 Flashcards
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Sample Questions
Q1) What conditions must be present for self-managed work teams to be effective?
Q2) ________ between groups in an organization increases group cohesiveness when it motivates members of each group to band together to achieve its goals.
A) Synergy
B) Symbiosis
C) Cooperation
D) Competition
Q3) Managers and work groups need to strive to ensure that a group's actual performance comes as close as possible to its potential performance.
A)True
B)False
Q4) Assembly-line work in which each group member's performance affects other group members later in the work cycle is characterized by pooled interdependence.
A)True
B)False
Q5) Homogeneous groups tend to be the most cohesive.
A)True
B)False
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Chapter 12: Leaders and Leadership
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192 Verified Questions
192 Flashcards
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Sample Questions
Q1) The "Leadership Behavior Description Questionnaire" asks subordinates to indicate the extent to which their leader or supervisor engages in a number of different consideration and initiating-structure behaviors.
A)True
B)False
Q2) Although relationship-oriented leaders want to develop good working relationship with their followers, their first priority is task accomplishment.
A)True
B)False
Q3) When followers want to believe leaders have the ability to make a difference and attribute qualities to them they really don't possess, they are experiencing ________.
A) the leadership mystique
B) the romance of leadership
C) leadership substitutes
D) transformational leadership
Q4) Describe the Ohio State University leadership study, of the leader-behavior approach.
Q5) Distinguish between formal and informal leaders.
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Page 14
Chapter 13: Power, Politics, Conflict, and Negotiation
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166 Verified Questions
166 Flashcards
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Sample Questions
Q1) ________ is the style of handling conflict in which one party simply allows the other to achieve its goals.
A) Avoidance
B) Accommodation
C) Collaboration
D) Compromise
Q2) What is the difference between formal and informal individual power?
Q3) Jim Bosley is a corporate manager for a large corporation. He has the authority to approve projects of the organization's subsidiaries. He knows that his PRIMARY source of power is his ________.
A) irreplaceability
B) control over contingencies
C) control over resources
D) referent power
Q4) The first stage in Pondy's model of organizational conflict is ________.
A) felt conflict
B) latent conflict
C) perceived conflict
D) manifest conflict
Q5) What is formal individual power?
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Chapter 14: Communicating Effectively in Organizations
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169 Verified Questions
169 Flashcards
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Sample Questions
Q1) Good feedback focuses on the sender's personality, attitudes, and capabilities.
A)True
B)False
Q2) A message is clear ONLY when ________.
A) it contains information that is easily interpreted or understood
B) it has been agreed upon by both the sender and the receiver
C) it has been spoken in a voice that can be easily understood
D) it has been written in words that anybody can understand
Q3) Which statement BEST describes how jargon is related to decoding?
A) If the sender has a strong background in the subject, decoding will occur.
B) If the sender has a strong background in the subject, decoding will not occur.
C) If the receiver has a strong background in the subject, decoding will not occur.
D) If the receiver has a strong background in the subject, decoding will occur.
Q4) ________ is the medium with the highest level of information richness.
A) A telephone call
B) A face-to-face conversation
C) A personally addressed letter
D) A company's annual report
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Page 16
Chapter 15: Decision Making and Organizational Learning
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175 Verified Questions
175 Flashcards
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Sample Questions
Q1) Heuristics can lead to ________, or systematic errors in decision making.
A) biases
B) debacles
C) proclivities
D) bounded rationality
Q2) A ________ takes purposeful steps to enhance and maximize the potential for explorative and exploitative organizational behavior to take place.
A) global organization
B) learning organization
C) progressive organization
D) profit maximizing organization
Q3) The owner of a toy store wants a manager to make several decisions about the placement of certain toys in the store. The decisions need to be made very quickly, and the owner has been impressed with the manager's ability to make similar decisions in the past. The owner is MOST LIKELY to suggest that the manager ________.
A) bring in several people to help make the decisions
B) work alone
C) use nonprogrammed decision making
D) utilize the Delphi technique
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Page 17
Chapter 16: Organizational Design and Structure
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179 Verified Questions
179 Flashcards
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Sample Questions
Q1) The term ________ refers to the number of subordinates who report directly to a manager.
A) span of control
B) locus of control
C) sphere of influence
D) scope of authority
Q2) An advantage of a product structure is that it allows a company to increase its division of labor so that it can ________.
A) outsource noncritical functions
B) make and sell a wider range of products
C) increase work specialization
D) cross-train employees
Q3) In a ________ employees are linked to an organization's centralized databases via computers, faxes, and videoconferencing.
A) virtual organization
B) matrix organization
C) network organization
D) cross-functional organization
Q4) Explain the three types of divisional structure.
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Chapter 17: Organizational Culture and Ethical Behavior
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164 Verified Questions
164 Flashcards
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Sample Questions
Q1) ________ are the personal moral values that people use to structure their interactions with other people.
A) Societal ethics
B) Business ethics
C) Individual ethics
D) Professional ethics
Q2) To their dismay, company leaders have sometimes found that establishing terminal values of saving as much money as possible created too much ________.
A) focus on higher quality
B) spending on development
C) attention on financial issues
D) alienation amongst employees
Q3) Rites of enhancement give an organization the opportunity to acknowledge and reward employees' contributions, in public, and thereby enhance their commitment to its values.
A)True
B)False
Q4) Describe the ways in which an organization's culture is transmitted to its members.
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Chapter 18: Organization Change and Development
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178 Verified Questions
178 Flashcards
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Sample Questions
Q1) Most employees are excited when change occurs in an organization because they view the change as beneficial for the whole organization.
A)True
B)False
Q2) ________ structures are more resistant to change because the employees who work inside them are supposed to behave in predictable ways.
A) Matrix
B) Organic
C) Mechanistic
D) Decentralized
Q3) Explain the difference between evolutionary change and revolutionary change.
Q4) A specific country recently had a political revolution. A company within the country could have been forced to turn over it's privately owned equipment to the new government.
A)True
B)False
Q5) What are some of the global challenges organizations face?
Q6) List OD tactics that managers can use to reduce resistance to change.
Q7) What group characteristics can produce resistance to change?
Page 20
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