Management and Organizational Development
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Course Introduction
Management and Organizational Development explores the principles, processes, and strategies essential for effective management and the continuous improvement of organizational systems. The course examines theories of management, leadership styles, and change management, alongside practical approaches to fostering innovation, learning, and adaptability within organizations. Students learn how to assess organizational structures, address resistance to change, and implement development interventions that align with strategic goals, ultimately equipping them with the skills to lead teams and drive sustainable organizational growth in dynamic business environments.
Recommended Textbook
Organizational Behavior Managing People and Organizations 11th Edition by Ricky W. Griffin
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Page 2
Chapter 1: An Overview of Organizational Behavior
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Sample Questions
Q1) A manager in the role of negotiator would primarily
A)deal with others outside the organization.
B)resolve disputes between various parties.
C)settle labor contracts.
D)serve as a representative of the organization.
E)seek information for strategic decisions.
Answer: C
Q2) Conceptual skills
A)are the skills necessary to accomplish specific tasks within the organization.
B)are used by managers to communicate with, understand, and motivate individuals and groups.
C)are used by managers to think in the abstract.
D)are used by managers to understand cause-and -affect relationships and to recognize the optimal solutions to problems.
E)are used by managers to resolve interpersonal conflicts.
Answer: C
Q3) Discuss the four basic managerial functions and how they related to organizational behavior.
Answer: Answers will vary.
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Page 3
Chapter 2: The Changing Environment of Organizations
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Sample Questions
Q1) Roger is interested in learning more about valuing diversity in his company, Toddler Toys, Inc. (TTI). Which of these would NOT be a benefit of valuing diversity at TTI?
A)Access to more perspectives on a problem
B)Fresh perspectives
C)Less interpersonal conflict
D)Greater homogeneity
E)Richer ideas
Answer: D
Q2) The environment of all organizations is changing at an unprecedented rate.
A)True
B)False
Answer: True
Q3) The cultural dimensions identified by Hofstede include all of these EXCEPT:
A)individualism.
B)uncertainty avoidance.
C)power distance.
D)locus of control.
E)masculinity.
Answer: D
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Page 4
Chapter 3: Foundations of Individual Behavior
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Sample Questions
Q1) Pay, career opportunities, and tangible rewards are all _______ that organizations give to workers.
Answer: inducements
Q2) Individual differences are personal attributes that vary from one person to another person.
A)True
B)False
Answer: True
Q3) Which of the following statements regarding assessing employees' "Big Five" personality traits is true?
A)The "Big Five" personality traits are based primarily on research conducted in the United States.
B)Managers are basically uninterested in the "Big Five" personality traits.
C)Rigorous and valid measures of personality allow for their accurate assessment.
D)Managers should be very confident about their assessment of employees' personality traits.
E)Personality traits are poor predictors of virtually all employee behaviors.
Answer: A
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Chapter 4: Motivation in Organizations
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Sample Questions
Q1) According to Herzberg's dual-structure theory, motivation factors were often cited as the primary causes of
A)job enrichment and motivation.
B)satisfaction and motivation.
C)dissatisfaction and lack of motivation.
D)loyalty and commitment.
E)higher performance and pay.
Q2) OB modification is the application of _________ to people in organizational settings.
Q3) Why do high-need achievers tend not to make good top managers?
A)Top managers are required to have too much formal education.
B)High-need achievers tend to make decisions that are too risky.
C)Top managers seldom receive immediate feedback.
D)High-need achievers delegate too many responsibilities.
E)Top managers have too high a need for affiliation.
Q4) One ethical criticism of OB modification is that it involves _________.
Q5) According to Herzberg, motivation factors include factors such as achievement, recognition, and responsibility.
A)True
B)False
Page 6
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Chapter 5: Motivating Employee Performance Through Work
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Sample Questions
Q1) In what areas is it appropriate to elicit employee participation? What outcomes should a manager expect from participation?
Q2) Justine is highly concerned about monotony and boredom plaguing his employees at work. If he starts to systematically move workers from one job to another in an attempt to minimize monotony and boredom, it refers to which of these?
A)Job enrichment
B)Job rotation
C)Job enlargement
D)Motivational design
E)Job specialization
Q3) Vertical job loading differs from job enlargement in that
A)the employee has more control over the job.
B)the employee's job satisfaction receives more attention.
C)more tasks are added to a job.
D)workers feel as though they are doing something worthwhile.
E)managers strive to motivate employees by maximizing intrinsic factors.
Q4) An employee working a traditional work schedule one week and a compressed schedule the next week, getting every other Friday off is working a(n) _______ work schedule.
Page 7
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Chapter 6: Motivating Employee Performance Through Rewards
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Sample Questions
Q1) For difficult goals to motivate behavior, they must be set at a highest unachievable level so that employees work really hard and improve their performance and in turn organizational outcomes.
A)True
B)False
Q2) Analyze the factors that influence the decisions regarding who does the performance appraisal and at what frequency the appraisal is conducted.
Q3) Employers who allow their workers to choose "cafeteria-style" from a variety of benefits packages are following a(n) _____________ system.
Q4) Which of the following statements about goal difficulty is NOT true?
A)The goal should be challenging.
B)The goal should require effort.
C)The goals must be set by top management.
D)The goal should not be too difficult.
E)The goal should be attainable.
Q5) A performance management system in which people receive feedback from those on all "sides" of them is called ____________.
Page 8
Q6) In most appraisal systems, the employee's primary evaluator is the _________.
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Chapter 7: Managing Stress and the Work-Life Balance
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Sample Questions
Q1) Anything that induces stress is classified as a(n) _______.
Q2) Sara just started work at ABC Manufacturing. During the first week, she saw poor job description and vague cues from her coworkers. This can cause role
A)ambiguity.
B)reversal.
C)overload.
D)underload.
E)conflict.
Q3) Role conflict and role ambiguity can be reduced by which individual strategy for stress management?
A)Job enrichment
B)Time management
C)Participation
D)Support groups
E)Learning to say no
Q4) Discuss two ways in which individuals differ in response to stress.
Q5) _______ is an individual's adaptive response to a stimulus that places excess demands on that individual.
Q6) _______ are interrelationships between a person's work life and personal life.
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Chapter 8: Decision Making and Problem Solving
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Sample Questions
Q1) _____ is the extent to which a decision maker is willing to gamble when making a decision.
A)Individual ethics
B)Risk propensity
C)Individual stressors
D)Organizational culture
E)Leadership style
Q2) The creative process normally begins with a period of _____.
A)verification
B)insight
C)incubation
D)preparation
E)application
Q3) A programmed decision occurs frequently enough for a(n) _______ to be developed.
Q4) _______ is a skill that allows people to see differences between situations, phenomena, or events.
Q5) Describe the creativity process. How might managers increase creativity in organizations?
Q6) The ______ of decision recurrence can help determine whether the decision is programmed or nonprogrammed.
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Chapter 9: Foundations of Interpersonal and Group Behavior
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Sample Questions
Q1) The Delphi technique is a method of systematically ________ for use in developing forecasts.
Q2) Group _________ describes the degree of similarity or difference among group members.
Q3) A heterogeneous group is more likely to be productive when the task is complex, requires a collective effort, and demands creativity.
A)True
B)False
Q4) A(n) ________ group is more likely to be productive in situations where the task requires creativity.
Q5) Cohesiveness, leadership promotion of their preferred solution, and insulation of the group from experts' opinions are all symptoms of _________.
Q6) Command groups are usually indicated in the _________ chart.
Q7) A group is two or more persons who _________ with one another in such a way that each person is influenced by or influences another person.
Q8) Interpersonal relations at work may result in conflict.
Page 11
A)True
B)False
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Chapter 10: Using Teams in Organizations
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Sample Questions
Q1) High-performing problem-solving teams are often _______, meaning that team members come from many different functional areas.
Q2) During the ____ phase of team implementation, managers have withdrawn from the daily operations and are counseling teams.
A)tightly formed teams
B)start-up
C)leader-centered teams
D)self-managing teams
E)reality and unrest
Q3) How does having common performance goals affect teams? It affects teams by
A)selecting the defining purpose of the team.
B)lowering commitment to the team's purpose.
C)increasing team-based compensation.
D)setting the tone and direction of the team.
E)making the team similar to other groups and teams.
Q4) Describe the three essential issues in promoting team success: top management support, understanding the time frames, and changing organizational reward.
Q5) In a team, all team members are committed to a common _______.
Q6) _______ are teams that make recommendations.
Page 12
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Chapter 11: Communication in Organizations
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Sample Questions
Q1) Fortunately for retailers, brand names translate across cultures without difficulty.
A)True
B)False
Q2) The real increases in organizational productivity due to information technology come from
A)the increased speed of message transfer.
B)the increased volume of messages.
C)the heightened awareness of cultural diversity.
D)the ability to communicate in new and different ways.
E)the reduction in paperwork.
Q3) All of the following are forms of nonverbal communication EXCEPT:
A)a pat on the shoulder.
B)giving a speech.
C)frowning.
D)plush carpeting.
E)the layout of office furniture.
Q4) Describe, discuss, and give examples of the various elements of nonverbal communication.
Q5) The ______ are the most expressive component of the face.
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Chapter 12: Traditional Models for Understanding Leadership
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Sample Questions
Q1) The end result of using the Vroom-Yetton-Jago model is a recommended decision style based on the situation.
A)True
B)False
Q2) Compare and discuss the Ohio State and University of Michigan leadership studies.
Q3) According to years of research, a person is usually both a manager and a leader.
A)True
B)False
Q4) Susan's position power would be considered to be low if
A)her subordinate is a member of the out-group.
B)her subordinate is a member of the in-group.
C)her subordinate's position is more powerful than Susan's position.
D)Susan must get job assignments approved by someone else.
E)Susan can assign work and recommend promotions.
Q5) The path-goal theory has its roots in the expectancy theory of motivation.
A)True
B)False
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Q6) The LPC theory attempts to explain and reconcile both the leader's _______ and the complexities of the _______.
Chapter 13: Contemporary Views of Leadership in Organizations
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Sample Questions
Q1) Discuss the role of the leader in behaving ethically in his or her organization. Has the importance of behaving ethically increased in recent years? If so, explain why it has.
Q2) Individual characteristics that may render leader behavior unnecessary include all of the following EXCEPT:
A)experience.
B)training. C)norms.
D)professionalism. E)motivation.
Q3) Individual experience, training, motivation, and professional orientation are among the group characteristics that may substitute for leadership. A)True
B)False
Q4) _______ is a form of interpersonal attraction that inspires support and acceptance.
Q5) An extension of the transactional leadership role is strategic leadership. A)True B)False
15
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Chapter 14: Power, Politics, and Organizational Justice
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Sample Questions
Q1) When a worker is willing to carry out a manager's work request because an issue is important to the manager, he or she is exhibiting
A)acceptance.
B)commitment.
C)compliance.
D)accordance.
E)loyalty.
Q2) Describe, discuss and give examples of the effective use of personal power.
Q3) Expert power involves the control over informational resources.
A)True
B)False
Q4) A guideline for using legitimate power is
A)engaging in role modeling.
B)maintaining credibility.
C)explaining reasons for a request.
D)verifying compliance.
E)revealing accomplishments and awards.
Q5) Define power as detailed in your text. Discuss the facets of this definition that warrant additional clarification.
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Chapter 15: Conflict and Negotiation in Organizations
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Sample Questions
Q1) Negotiation includes all of the following EXCEPT:
A)has two or more parties.
B)the parties have different preferences regarding an issue.
C)it can only be interpersonal.
D)the parties need to reach agreement.
E)the parties can be groups or individuals.
Q2) Differentiate between task, process, relationship, and legal conflict. Which form is most common in organizations?
Q3) Accommodation, as a reaction to conflict, occurs when
A)goals are incompatible and interaction is important to meeting goals.
B)goals are neither completely compatible nor incompatible and interaction is moderately important for goal attainment.
C)goals are compatible and interaction is important to meet goals.
D)goals are compatible and interaction is not important to goal attainment.
E)goals are incompatible and interaction is relatively unimportant to either party.
Q4) ________ decision analytic approach focuses on providing advice to negotiators actively involved in negotiation.
Q5) The Win-Win approach is a four-step approach illustrated in ______ model.
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Chapter 17: Organization Design
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Sample Questions
Q1) Organizational downsizing is a popular technique for reducing lower management in companies.
A)True
B)False
Q2) Economies of scale are an advantage of larger organizations.
A)True
B)False
Q3) The matrix organizational design attempts to combine four different disparate designs to gain the benefits of each design.
A)True
B)False
Q4) Discuss when a matrix design most appropriate? Discuss and give examples of the advantages and disadvantages of this design.
Q5) Mintzberg believed that fit among parts is the least important consideration in designing an organization.
A)True
B)False
Q6) ______ of scale are an advantage of large organizations.
Q7) Chandler observed that structure follows _______.
Page 18
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Chapter 18: Organization Culture
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Sample Questions
Q1) All of the following are true of the sociological study of culture EXCEPT:
A)it sometimes involves studying rituals.
B)it is the study of people in social systems.
C)it is the basis of certain popular business press depictions of culture, such as Peters and Waterman's In Search of Excellence.
D)it often results in typology of cultural attributes, which then is used to analyze the culture of a relatively large number of firms.
E)it attempts to link the cultural attributes of firms with their performance.
Q2) Describe, discuss, and give examples of the difference between culture and climate of an organization.
Q3) Ouchi's research suggests Type Z American firms outperform typical American firms. A)True
B)False
Q4) Organization culture is based on what some authors call "myths" and "fairy tales."
A)True
B)False
Q5) Managing the organization culture requires attention to _______.
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Page 19
Chapter 19: Organization Change and Development
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Sample Questions
Q1) When introducing job changes, managers must consider all of the following EXCEPT:
A)the total work environment within which the job exists.
B)whether the job changes require adjustments in other organizational components.
C)how to limit what employees know about the changes.
D)whether workers have, or can easily obtain, the newly required skills.
E)who will design the changes.
Q2) Describe the steps you would take in conducting a survey feedback process.
Q3) The direct alteration of jobs usually is called ______.
Q4) Describe, discuss, and give examples of Lewin's Process Model of planned changed.
Q5) Which of the following is NOT an individual source of resistance to change?
A)Habit
B)Threatened expertise
C)Fear of the unknown
D)Security
E)Social factors
Q6) The most comprehensive type of organization change involves a major ______ or ______.
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Page 20