Management and Organizational Behavior Exam
Bank
Course Introduction
This course explores the fundamental principles of management and the dynamics of organizational behavior within modern business settings. Students will examine key management functions including planning, organizing, leading, and controlling, while analyzing how individual, group, and organizational factors influence workplace behavior and performance. Through case studies and real-world examples, the course highlights effective leadership styles, motivation techniques, decision-making processes, communication strategies, and approaches to organizational change, providing students with practical tools to enhance team collaboration and drive organizational success.
Recommended Textbook
Organizational Behavior V. 2.0 by Talya Bauer and Berrin Erdogan
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15 Chapters
2346 Verified Questions
2346 Flashcards
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Page 2
Chapter 1: Organizational Behavior
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143 Verified Questions
143 Flashcards
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Sample Questions
Q1) What are some of the key trends that produce challenges and opportunities for organizational behavior?
Answer: In light of the scandals of Enron,Tyco and WorldCom,a judgment has to be made on the ethical behavior exhibited in the American workplace.The seemingly endless announcements of unethical behavior represent a challenge to firms as to how to encourage and sustain ethical behavior. Technology has transformed the way that work is completed and represents a challenge because of the speed with which that technology advances.The opportunity from this trend,however,is the fact that access to information is very open now and the playing field has been leveled. Companies are beginning to examine their practices not just for greater profitability,but also for greater sustainability.It is of great interest to many firms that the environment is turned over to our future generations in a condition that will not only sustain our children but allow them to grow and prosper. The workforce in America is an aging one.While that represents many work opportunities for young people who will replace retirees,it also threatens many firms as the retirees take with them knowledge which is so vital to the continued growth and development of the firm. The increasing globalization of business,with the regular practice of outsourcing and offshoring to address labor costs,represents challenges of culture integration and acceptance.
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Page 3
Chapter 2: Managing Demographic and Cultural Diversity
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171 Verified Questions
171 Flashcards
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Sample Questions
Q1) When discrimination complaints are filed,the Equal Employment Opportunity Commission (EEOC)acts as a mediator between the company and the complainant.
A)True
B)False
Answer: True
Q2) Briefly describe the similarity/attraction phenomenon.
Answer: The similarity/attraction phenomenon is the tendency for individuals to be attracted to similar individuals.So,individuals are more likely to have conflict with those who differ from them with regard to demographic characteristics like race,color,gender,etc.The phenomenon may explain some of the unfair treatment individuals experience.For example,women tend not to be hired into higher-level positions in the firm.To progress to those levels,they may need to have a mentor to "show them the ropes".But if only men are in those positions,they would,according to the phenomenon,pick others like them,so they would choose men.Hence,women never get the chance to be promoted.
Q3) ______________ is the belief that one's own culture is superior to other cultures.
Answer: Ethnocentrism
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Chapter 3: Understanding People at Work: Individual
Differences and Perception
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155 Verified Questions
155 Flashcards
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Sample Questions
Q1) People from Europe and the United States have higher levels of ___________ than that of Asia and Africa.
A)introversion
B)extraversion
C)consensus
D)agreeableness
Answer: B
Q2) Values change over the generations,evolving in response to historical contexts.Which of the following statements is true regarding values of different generations?
A)Generation Xers (born between 1965 and 1979)are very group-oriented.
B)Generation Xers (born between 1965 and 1979)see work as central in their lives.
C)Generation Xers (born between 1965 and 1979)don't care what they do for work,they just want money.
D)Generation Xers (born between 1965 and 1979)have to see a congruence between personal goals and organizational ones before they work toward company goals.
Answer: D
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5
Chapter 4: Individual Attitudes and Behaviors
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141 Verified Questions
141 Flashcards
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Sample Questions
Q1) Research shows that all of the following impact the employee's satisfaction with the job and commitment to the organization EXCEPT
A)how he or she is treated in the firm.
B)the actual work the employee performs.
C)the firm's competitiveness.
D)the relationships formed with colleagues and managers.
Q2) What influence does general mental ability have on job performance?
Q3) Jobs with high complexity need to have employees with high ___________.
Q4) SAS Institute's commitment to its employees is demonstrated through which of the following practices?
A)Results-oriented pay structures.
B)Regular administration of employee satisfaction surveys in which employees provide important feedback.
C)Matching perks for employees offered by other similar organizations.
D)Paying employees below market salaries but offering additional perks.
Q5) Based on the number of studies conducted,job satisfaction is the most important job attitude.
A)True
B)False
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Chapter 5: Theories of Motivation
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Sample Questions
Q1) Bill is a successful pharmaceutical salesman.His company has developed a new drug and has provided him the option of staying with his previous products or adding the new product to his account.Using expectancy theory,describe the thought process Bill would go through to decide which option to take.
Q2) To influence instrumentality,managers can A)ensure that the environment facilitates performance.
B)give employees choice over rewards.
C)consistently reward high performers.
D)encourage people to believe their effort makes a difference.
Q3) Alderfer's existence needs correspond to Maslow's A)social needs.
B)esteem needs.
C)self-actualization needs.
D)safety needs.
Q4) You worked really hard on your paper and were very proud to get an A on it.Then you found out that everyone who wrote ten pages or more got an A and now you are upset.You are experiencing high distributive justice.
A)True
B)False
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Chapter 6: Designing a Motivating Work Environment
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Sample Questions
Q1) Structural empowerment
A)refers to making a person powerless.
B)is the degree to which a person has higher order needs such as esteem and self-actualization.
C)refers to the aspects of the work environment that give employees discretion,autonomy and the ability to do jobs effectively.
D)is the degree to which a person has the freedom to decide how to perform his tasks.
Q2) Which of the following is an advantage of job rotation?
A)employees become cross-trained due to their movement between jobs.
B)managers have greater scheduling flexibility in a job rotation system.
C)employees experience less boredom in a job rotation system.
D)all of the above.
Q3) Brett has been a manager of the accounting department for eight months now.He will be holding his first performance appraisal meetings in the next few days.Describe some ways in which he could enhance the effectiveness of those performance appraisal meetings.
Q4) Describe the process of job rotation as it applies to an employee in your college's photocopying center.
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Page 8
Chapter 7: Managing Stress and Emotions
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Sample Questions
Q1) Mary is experiencing a(n)______________ stressor when her supervisor comes to work in a bad mood and yells at her.
Q2) Which of the following is an example of anticipatory stress?
A)Anna's coworker Julie was just let go due to downsizing.Anna worries about whether she will get to keep her job.
B)Reuben feels anxious every time he thinks back to what his supervisor said during his recent performance evaluation.
C)Sam is upset because he just lost an important sale that he has been working toward for a month now.
D)Carlos' son is home alone and has called Carlos at work three times in the past hour.
Q3) Describe the Affective Events Theory and illustrate how it operates in organizations.
Q4) Flexible scheduling is one approach to addressing _________-______ conflict.
Q5) Define stress and briefly discuss its prevalence in the workplace.
Q6) Discuss research findings that support the value of an organization's attention to stress management programming?
Q7) Describe Affective Events Theory.
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Page 9
Chapter 8: Communication
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Sample Questions
Q1) Though employees seem more satisfied when their company communicates with them about issues that impact them,effective communication does little to improve the firm's market value.
A)True
B)False
Q2) Verbal communication is largely asynchronous.
A)True
B)False
Q3) Listening
A)is an art,not a skill,and cannot be learned.
B)does not require close attention to the sender so multitasking is possible.
C)can be demonstrated to the sender by nonverbal signals like establishing eye contact.
D)creates a bond between communicators,but does not increase communication flow or accuracy.
Q4) Communication usually travels diagonally to A)supervisors.
B)coworkers.
C)subordinates.
D)other departments.
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Chapter 9: Managing Groups and Teams
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163 Flashcards
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Sample Questions
Q1) Teams vary in the manner in which they are led.Choose one type of team leadership and briefly describe it.
Traditional manager led teams have a manager who is outside the team.The manager assigns work to team members and has the power to hire and fire team members.Manager led teams have little potential for autonomy. Self-managed teams are those that manage themselves and do not report directly to a supervisor.Team members select their own leader and can even take turns in the leadership role.A self-managed team has the potential for low,medium or high autonomy.
Self-directed teams are a special form of self managed teams where members determine who will lead them with no external oversight.Thus,the team makes all decisions internally about how work is done.There is the potential for high autonomy in this team.
Q2) Social loafing
A)declines as group size increases.
B)develops when a perception of inequity in regard to rewards and/or blame arises in a group.
C)is relatively rare within groups.
D)is more frequent in the United States.
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Page 11
Chapter 10: Conflict and Negotiations
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Sample Questions
Q1) Angelo is the new superintendent of the school district.In his first two weeks on the job he makes it a point to talk to every staff and faculty member as well as key stakeholders in the community and those who interact with the district on a regular basis.His assessment after those interviews is that the district is conflict-ridden.Seemingly everywhere he turns intrapersonal,interpersonal and intergroup conflicts are found.Discuss how he can get his arms around this situation and begin to manage some of the conflicts he is encountering.
Q2) Which of the following statements regarding negotiation strategies is correct?
A)An adversarial stance is needed to begin integrative negotiation.
B)Focusing on a "fixed pie" in negotiations is a good approach because it controls the number of options to be considered.
C)Reviews of negotiation experiments indicate that in almost all those situations where an integrative approach to negotiations could be adopted,such an approach was utilized.
D)Listening is a key element in the integrative approach to negotiation.
Q3) If your job involves caring for others in a nursing home,you have an increased risk of experiencing workplace violence.
A)True
B)False
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Page 12
Chapter 11: Making Decisions
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Sample Questions
Q1) One of the pros of group decision making is the potential for greater commitment to the decision.
A)True
B)False
Q2) The type of decision Mark is making about restocking shrimp is a A)strategic decision.
B)nonprogrammed decision.
C)programmed decision.
D)tactical decision.
Q3) Which of the following would be a good piece of advice to offer a company that is trying to enhance organizational creativity?
A)Ensure team stability by keeping team membership intact for extended periods of time.
B)Reduce task significance.
C)Increase task conflict from moderate to high.
D)Incorporate creative behavior into the performance appraisal process.
Q4) _________ _________ is making choices among alternative courses of action including inaction.
Q5) Give an example of an operational decision and indicate who makes it.
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Chapter 12: Leading People Within Organizations
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162 Flashcards
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Sample Questions
Q1) ___________ is the act of influencing others to work toward a goal.
Q2) Bob meets with his subordinates on a regular basis to share concerns and information with the group.He takes their feedback but makes decisions on his own.According to the leadership decision tree,Bob has a(n)_____________ decision-making style.
A)laissez-faire
B)consultative
C)group
D)autocratic
Q3) A ______ ______ score from Fiedler's contingency theory means that an individual has a people-oriented personality and can separate his liking of a person from his ability to work with that person.
Q4) Which of the following factors contribute to building high-quality leader-member exchange?
A)leader fairness
B)member support
C)employee job satisfaction
D)personality differences
Q5) Why would some employees not want to have a high quality relationship with their leader?
14
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Chapter 13: Power and Politics
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165 Verified Questions
165 Flashcards
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Sample Questions
Q1) The Asch experiments showed that a dissenting minority does not have much power.
A)True
B)False
Q2) Upward influence includes appealing to a higher authority or citing a firm's goals as a reason for others to follow your suggestion.
A)True
B)False
Q3) Professor Lamb is a fabulous speaker-funny,topical,and very knowledgeable about his subject.His classes are always filled as soon as they open for scheduling and the waiting list to get into them is long.Students never miss his class and they highly recommend him to their friends.Graduate students want to study with him to learn his techniques.Professor Lamb has ___________ power.
A)coercive
B)legitimate
C)referent
D)reward
Q4) What are three individual antecedents of political behavior?
Q5) Choose a leader from entertainment,business or government.Describe the kinds of power that leader possesses.
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Chapter 14: Organizational Structure and Change
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146 Verified Questions
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Sample Questions
Q1) Georgio just returned from a meeting where his boss informed everyone of the new procedures to use in requesting reimbursement for travel.Georgio says,"I just figured out how to fill the other one out and now they are changing things.Oh,well,what are you going to do?" This is what kind of a reaction to change?
A)enthusiastic support
B)active resistance
C)compliance
D)passive resistance
Q2) The degree to which decision-making authority is concentrated at higher levels in an organization is _____________.
Q3) ___________ structures are highly formalized and centralized.
Q4) Employees working in dynamic environments depend on their general mental abilities for good performance.
A)True
B)False
Q5) What impact might technology have on an organization?
Q6) A flexible,decentralized structure with low levels of formalization where communication lines are more fluid is a(n)__________ structure.
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Chapter 15: Organizational Culture
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Sample Questions
Q1) ___________ refers to the process where new employees learn the attitudes,knowledge,skills and behaviors required to function effectively within the organization.
Q2) A strong culture always outperforms a weak culture because of the consistency of expectations.
A)True
B)False
Q3) Those who emphasize achievement,results and action create a(n)_________ __________ culture in their organizations.
A)outcome-oriented
B)team-oriented
C)detail-oriented
D)people-oriented
Q4) What is a counterculture and what is an example of it?
Q5) During onboarding activities,successful employees are more likely to A)seek feedback.
B)network.
C)be proactive.
D)all of the above
Q6) What is employee onboarding?
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