Management and Organizational Development Exam
Review
Course Introduction
Management and Organizational Development explores the principles, strategies, and practices necessary for effective management and the continual improvement of organizations. The course examines key concepts such as organizational culture, change management, leadership styles, team dynamics, and the development of human capital. Students will analyze case studies to understand how successful organizations adapt to change, foster innovation, and implement development initiatives. Emphasis is placed on the role of managers in shaping organizational effectiveness and ensuring sustainable growth through alignment of people, processes, and strategy.
Recommended Textbook
Organizational Behavior Emerging Knowledge 5th Edition by Steven L. McShane
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15 Chapters
2246 Verified Questions
2246 Flashcards
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Page 2
Chapter 1: Introduction to the Field of Organizational Behavior
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148 Verified Questions
148 Flashcards
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Sample Questions
Q1) All organizations have a collective sense of purpose, whether it's producing oil or creating the fastest Internet search engine.
A)True
B)False
Answer: True
Q2) Companies thrive when employees with talent and potential leave the company.
A)True
B)False
Answer: False
Q3) Bob has been interested in this trend of globalization.He should know that globalization occurs when an organization:
A)increases its connectivity with people and organizations in other parts of the world.
B)serves diverse customers within the firm's home country.
C)has a diverse workforce within the firm's home country.
D)does all of the above.
E)does only 'B' and 'C'.
Answer: A
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Page 3
Chapter 2: Individual Behavior, Personality, and Values
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139 Verified Questions
139 Flashcards
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Sample Questions
Q1) ______ is the extent to which people tolerate ambiguity or feel threatened by ambiguity.
A)Individualism
B)Collectivism
C)Power distance
D)Uncertainty avoidance
E)Achievement orientation
Answer: D
Q2) Companies can improve employee performance through situational factors by:
A)asking employees about the things that motivate them.
B)testing employee skills and knowledge before they are hired.
C)providing training so employees learn the required competencies.
D)redesigning the job so employees are only given tasks within their capabilities.
E)asking employees to identify problems they experience with time and resources, then removing those obstacles to job performance.
Answer: E
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4
Chapter 3: Perception and Learning in Organizations
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150 Verified Questions
150 Flashcards
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Sample Questions
Q1) Social learning theory states that:
A)we learn the consequences of behavior by observing the experiences of other people.
B)we learn through self-reinforcement.
C)we learn by modeling the behavior of other people.
D)employees cannot learn in social settings.
E)All of the above are correct.
Answer: E
Q2) According to the A-B-C model of behavior modification, antecedents:
A)have no effect on behavior.
B)cause people to act more randomly.
C)inform employees that certain behaviors will have particular consequences.
D)represent an older perspective of behavior modification that is no longer relevant.
E)are both 'B' and 'C'.
Answer: C
Q3) Tacit knowledge is best learned through formal classroom instruction.
A)True
B)False
Answer: False
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5
Chapter 4: Workplace Emotions, Attitudes and Stress
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149 Verified Questions
149 Flashcards
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Sample Questions
Q1) Job satisfaction is higher in Nordic countries.
A)True
B)False
Q2) Trust is a reciprocal activity; to receive trust from employees, corporate leaders must demonstrate their trust in those employees.
A)True
B)False
Q3) People are consciously aware of most emotions they experience.
A)True
B)False
Q4) Employees with very high loyalty tend to have high conformity, which results in lower creativity.
A)True
B)False
Q5) Research concludes that when our emotions and logical analysis of a situation conflict with each other, we should follow our emotions.
A)True
B)False
Q6) Explain how an employee's attitudes might be affected by cognitive dissonance.
Page 6
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Chapter 5: Foundations of Employee Motivation
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150 Verified Questions
150 Flashcards
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Sample Questions
Q1) According to Expectancy Theory, employee motivation will remain high when the P-to-O expectancy falls to zero.
A)True
B)False
Q2) According to Equity Theory, employees feel inequity only when other people receive higher salaries than they do.
A)True
B)False
Q3) McClelland's Learned Needs Theory does NOT include which of these needs?
A)Safety need
B)Achievement need
C)Socialized power need
D)Personalized power need
E)Affiliation need
Q4) Maslow's Needs Hierarchy Theory incorporates only five basic categories.
A)True
B)False
Q5) The stronger your needs, the less motivated you are to fulfill them.
A)True
B)False
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Chapter 6: Applied Performance Practices
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150 Flashcards
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Sample Questions
Q1) Gainsharing plans tend to:
A)increase efficiency without paying employees any financial reward.
B)the employee pay directly to company profits.
C)create a reasonably strong effort-to-performance expectancy.
D)reward individuals for their own personal performance rather than team or organizational performance.
E)increase efficiency without paying employees any financial reward creating a reasonably strong effort-to-performance expectancy.
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) Gainsharing and share-ownership reward plans create an "ownership culture" that is good for owners, but bad for employees.
A)True
B)False
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8
Chapter 7: Decision Making and Creativity
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) Divergent thinking mainly contributes to which of the following?
A)Bounded rationality
B)The rationality choice decision model
C)Groupthink
D)Organizational politics
E)Creativity
Q2) Convergent thinking mainly improves what stage of the creative process?
A)Incubation.
B)Insight.
C)Preparation.
D)All of these are correct.
E)Convergent thinking does not improve any part of the creative process.
Q3) People are creative because they work in creative environments, not because of any differences in their ability or personality.
A)True
B)False
Q4) The higher the level of employee involvement, the more influence people have over the decision process.
A)True
B)False
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Chapter 8: Team Dynamics
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160 Verified Questions
160 Flashcards
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Sample Questions
Q1) Which of these statements is TRUE?
A)All groups are teams.
B)Groups are teams with a high level of task interdependence.
C)Unlike teams, groups are associated with an organizational objective.
D)Some groups are just people assembled together in the same physical area.
E)Groups are teams without a unifying relationship.
Q2) Of what importance is task interdependence to teams or team dynamics?
A)Task interdependence is not important for teams or team dynamics.
B)Low task interdependence motivates employees to work together as a team.
C)Jobs with high task interdependence are usually completed more effectively by teams than by individuals working alone.
D)Low task interdependence is necessary to prevent the team from breaking apart.
E)High task interdependence weakens team cohesiveness.
Q3) ______ is one explanation of why people belong to informal groups.
A)Rewards
B)Social identity theory
C)Stages of team development
D)Social loafing
E)None of these factors explains why people belong to informal groups.
Q4) reasons why employees join informal groups in organizational settings.
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Chapter 9: Communicating in Teams and Organizations
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143 Verified Questions
143 Flashcards
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Sample Questions
Q1) One social acceptance factor is the symbolic meaning of a channel to convey a message.
A)True
B)False
Q2) Empathy, emotional contagion, and anger are three types of noise in the communication process.
A)True B)False
Q3) Which of the following is NOT a feature of active listening?
A)Develop an opinion about the sender's message as soon as possible to guide you through the rest of the sender's message.
B)Show interest by maintaining eye contact and giving verbal acknowledgments.
C)Empathize with the sender's background and point of view when interpreting the sender's message.
D)Provide feedback by rephrasing the sender's main points at appropriate conversational breaks.
E)Even when the sender's message seems trivial, take the view that there may be something of value in the conversation.
Q4) 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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158 Verified Questions
158 Flashcards
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Sample Questions
Q1) Which of the following are forms of impression management?
A)Blaming others for problems that would otherwise look like your fault.
B)Preventing negative information about your job performance from reaching senior management.
C)Hanging your awards and educational diplomas on the wall of your office.
D)All of the above are forms of impression management.
E)None of the above are forms of impression management.
Q2) Professions gain power in the marketplace by reducing their substitutability through the control of tasks and knowledge.
A)True
B)False
Q3) Employees with low power distance are more likely to comply with legitimate power.
A)True
B)False
Q4) Employees are losing their expert power as society moves from an industrial to a knowledge-based economy.
A)True
B)False
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Chapter 11: Conflict and Negotiation in the Workplace
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149 Verified Questions
149 Flashcards
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Sample Questions
Q1) Jane has just been appointed as purchasing manager of Tacoma Technologies Corp.The previous purchasing manager, who recently retired, was known for his "winner-take-all" approach to suppliers.He continually fought for more discounts and was skeptical about any special deals that suppliers would propose.A few suppliers refused to do business with Tacoma Technologies, but senior management was confident that the former purchasing manager's approach minimized the company's costs.Jane wants to try a more problem-solving approach to working with suppliers.Contrast Jane's and her predecessor's approaches to negotiating in terms of the dimensions of interpersonal conflict management styles.Further, explain why Jane's approach will be effective or not.
Q2) Mergers and acquisitions tend to increase conflict due to different values and beliefs.
A)True
B)False
Q3) The two main forms of conflict are:
A)manifest and hidden.
B)constructive and socioemotional.
C)pooled and sequential.
D)problem-solving and forcing.
E)superordinate and subordinate.
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Chapter 12: Leadership in Organizational Settings
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150 Flashcards
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Sample Questions
Q1) Which of these statements about people-oriented and task-oriented leadership styles is FALSE?
A)The two dimensions of the Leadership Grid® are similar to the people-oriented and task-oriented leadership styles.
B)People-oriented and task-oriented leadership styles are at opposite ends of a behavioral continuum.
C)Task-oriented leaders tend to devote more energy towards defining and structuring work roles.
D)Task-oriented leadership is associated with lower job satisfaction.
E)People-oriented leaders show more mutual trust and respect for subordinates than do task-oriented leaders.
Q2) According to the implicit leadership perspective, we are more likely to believe that a leader is effective if the leader looks and acts consistently with our prototype.
A)True
B)False
Q3) Women tend to use the participative leadership style less readily than do men.
A)True
B)False
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14
Chapter 13: Organizational Structure
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) To increase work efficiency and make it easier to match employee competencies with job requirements, companies tend to:
A)divide work into more specialized jobs.
B)rely on formal hierarchy as a coordinating mechanism.
C)rely on a narrow span of control.
D)centralize decision making.
E)rely on formal hierarchy AND a narrow span of control.
Q2) Mechanistic structures operate best:
A)in stable environments.
B)where employees dislike hierarchy and status.
C)in rapidly changing environments.
D)where knowledge management is a competitive advantage to the organization.
E)where employees perform tasks with high variety and low analyzability.
Q3) Organizational size, technology, and environment are:
A)three dimensions of span of control.
B)three of the four ways to avoid using coordinating mechanisms.
C)three conditions that do not influence a simple structure.
D)three factors that distinguish a virtual corporation from a network structure.
E)three contingencies of organizational design.
Q4) What role does organizational strategy play in designing organizations?
Page 15
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Chapter 14: Organizational Culture
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) Which of the following happens during the pre-employment stage of organizational socialization?
A)Conflicts are resolved between work and nonwork activities.
B)Employees form expectations (a psychological contract) about working at that organization.
C)Reality shock is experienced.
D)All of these occur.
E)None of these occur.
Q2) An organizations' culture is usually quite fuzzy and difficult to define using simple models and surveys.
A)True
B)False
Q3) Companies with strong corporate cultures invariably have much higher performance than companies with weak cultures.
A)True
B)False
Q4) Values represent an important invisible part of an organization's culture.
A)True
B)False
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Chapter 15: Organizational Change
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147 Verified Questions
147 Flashcards
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Sample Questions
Q1) Compared with quantum change, incremental change interventions involve less risk to the organization and tend to produce less resistance among affected employees.
A)True
B)False
Q2) In organizational change, employee involvement should be used:
A)when other strategies are ineffective and the company needs to change quickly.
B)when employees need to break old routines and learn new role patterns.
C)every time the organization needs to change.
D)when employees will clearly lose something of value and the company must change quickly.
E)when the company needs more employee commitment to the change and has sufficient time.
Q3) Quantum change is most commonly applied in conjunction with employee involvement.
A)True
B)False
Q4) Most change agents are external consultants rather than corporate executives.
A)True
B)False
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