Management and Organizational Studies
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Course Introduction
Management and Organizational Studies explores the principles, concepts, and practices involved in managing organizations effectively. The course examines topics such as organizational structure, leadership, decision-making, motivation, communication, group dynamics, and change management. Students will analyze real-world case studies to understand how managers address challenges and leverage opportunities in diverse organizational contexts. Emphasis is placed on critical thinking, strategic planning, and ethical considerations, equipping students with the knowledge and skills needed to succeed in various management roles.
Recommended Textbook
Contemporary Organizational Behavior 1st Edition by Kimberly D. Elsbach
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14 Chapters
357 Verified Questions
357 Flashcards
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Page 2
Chapter 1: Introduction to Organizational Behavior
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Sample Questions
Q1) Organizational behavior can be described as a(n)________ discipline because the field of study is directed toward how to change and improve organizations and the people in them rather than solely focusing on theoretical issues.
A) Positive
B) Interdisciplinary
C) Applied
D) Qualitative
Answer: C
Q2) Which of the following is not one of the three levels of organizational behavior?
A) Individual
B) Interpersonal
C) Organizational
D) Group or team
Answer: B
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Page 3
Chapter 2: Individual Characteristics
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Sample Questions
Q1) Which of the following competencies is a skill?
A) Conscientiousness
B) Work history
C) Excel proficiency
D) Agreeableness
Answer: C
Q2) Which model would identify the groups of competencies needed for high performance by the employees at a sales firm?
A) Organization-wide competency model
B) Function-based competency model
C) Role-based competency model
D) Job-based competency model
Answer: A
Q3) Which of the following is not a result of the MBTI?
A) IMTP
B) ESTJ
C) INTP
D) ENFP
Answer: A
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Page 4
Chapter 3: Learning
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Sample Questions
Q1) Intelligence is ________ throughout life while learning is ________ throughout life.
A) Improved; diminished
B) A process that continues; relatively fixed
C) Relatively fixed; a process that continues
D) A process that continues; a process that continues
Answer: C
Q2) Research has shown that intelligence accounts for about ________ of success in management and leadership positions.
A) 25%
B) 50%
C) 75%
D) 95%
Answer: A
Q3) As children progress through grade levels at school, their ________ increases.
A) Intelligence
B) Cognitive complexity
C) Learning goal orientation
D) Performance goal orientation
Answer: B
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Chapter 4: Perception
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Sample Questions
Q1) What is the first step to using the self-fulfilling prophecy to improve your mentee's sales performance?
A) Attend training about sales and perceptions and tell your mentee about it
B) Dedicate more time to develop your mentee's professional image, focusing on their behavior and attire
C) You can't start a self-fulfilling prophecy to improve someone else's sales performance
D) Since your expectations of your mentee's sales skills will form your behavior toward them, you should increase your expectations about their sales capabilities and skills
Q2) What would result from a manager expecting high performance from his subordinates using the self-fulfilling prophecy?
A) Performance is objectively higher
B) Decision making is improved
C) The impact of perceptual biases is reduced
D) Eliminate the self-serving bias
Q3) As a manager, could you use the self-fulfilling prophecy to improve your subordinate's performance? Why or why not?
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Chapter 5: Leadership
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Sample Questions
Q1) Your team leader noticed that you have been really stressed lately. She took the time to provide detailed positive feedback on your performance, offered encouragement that raised your self-esteem, and extended an upcoming deadline. Your team leader is obviously a good ________, and because she responds differently according to the situation, she demonstrates the critical aspect of ________ leadership.
A) Leader; effective
B) Self-monitor; situational
C) Interpersonal leader; social
D) Staff manager; promising
Q2) Which of the following is a conclusion of the leadership research in cross-cultural settings?
A) Leadership traits that are effective in China are increasingly important because of China's economic growth
B) Leaders should specialize in the roles that make effective cross-cultural leaders
C) Effective leadership differs across different cultures
D) More experienced leaders are able to better manage multi-cultural organizations
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Chapter 6: Motivation
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Sample Questions
Q1) What is the common component driving equity theory and all dimensions of justice?
A) The organization's incentive program
B) The individual's perceptions
C) The referent other(s)
D) Equity theory is explained by the dimensions of justice
Q2) An organization gives a 1% raise to everyone annually, and many employees are upset by this practice, so they have no motivation to work hard. Why are employees upset and unmotivated?
A) The practice is not consistent with an optimal experience
B) The amount of the raise is too small; a raise of at least 3% is needed to motivate
C) Everyone is treated the same; no distinction is made based on performance
D) There is no communication about why everyone gets a 1% raise
Q3) While an organization expects performance to increase after a new rewards program begins, they may see performance decrements compared to pre-incentive levels. Why?
Q4) Can a manager increase an employee's intrinsic motivation? Why or why not? Explain.
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8
Chapter 7: Persuasion, Influence, and Impression Management
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Sample Questions
Q1) Alpha Manufacturing Inc. wants to increase demand for a certain product so they are printing "limited edition" on the packaging. Why might this influence more customers to buy their product?
A) Scarcity persuasion tactic
B) Limited edition
C) False advertising
D) Persuasive marketing
Q2) How can you use reciprocity to influence others in a way that benefits you most?
A) Engage in organizational citizenship behavior
B) Offer unsolicited help to others
C) Give priority to doing favors for those you like
D) Repay those who do favors for you
Q3) If you want to increase your ability to influence others, what type of power should you focus on improving?
A) Social power
B) Positional power
C) Personal power
D) Autonomic power
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Chapter 8: Decision Making
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Sample Questions
Q1) The last recommendation for improving naturalistic decision making is "decision makers should put less emphasis on organizational decision making structures and more emphasis on training decision makers who have expertise to look at a situation in its entirety." What should organizations do to implement this suggestion?
Q2) Which improvement has been suggested when addressing complex problems in naturalistic decision making?
A) Base your decision on factors you feel are most important
B) Focus on the context of the problem
C) Utilize others as a sounding board for your ideas
D) Don't eliminate variables to simplify the problem
Q3) Which model uses one's emotions, intuition, and past experiences when deciding the best course of action?
A) Rational
B) Naturalistic
C) Organizational psychology
D) Behavioral economics
Q4) Problem solving is meant to improve a situation, but errors can thwart success and possibly make it worse. Identify five errors, describe their impact and what you can do to avoid them.
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Chapter 9: Groups and Teams
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Sample Questions
Q1) The ability to function as a team member is a competency that is ________.
A) Innate
B) Natural
C) Learned
D) Emergent
Q2) Individuals change their behavior to conform to group norms because norms serve an important ________ and ________ function.
A) Group; social
B) Psychological; social
C) Interactive; influential
D) Physiological; belonging
Q3) Firefighters have to work together using their highly specialized skills to respond to each unique emergency situation effectively. Firefighters are an example of what type of team?
A) Project
B) Action and performance
C) Short-term
D) Parallel
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11
Chapter 10: Conflict and Negotiation
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Sample Questions
Q1) Employees are advised to use the subordinate negotiation strategy because it focuses on building the relationship between themselves and their supervisor.
A) True, employees should defer to the experience and decisions of the supervisor, so entering negotiations with the goal of preserving that relationship is a great idea for advancing in the company
B) False, they should use the competitive strategy that focuses only on the issues at hand and doesn't consider the relationship between the employer and employee
C) False, they should use the avoidance strategy so they can focus on their own work and leave the negotiations and decision making to their supervisor
D) False, a collaborative strategy would be the better choice because the issue and relationship are both considered during the negotiation process
Q2) Process conflict by definition affects the work process and results negatively. Does that mean that this type of conflict should be limited as much as possible in organizations? Explain and justify your answer.
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12
Chapter 11: Diversity and Communication
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Sample Questions
Q1) When might understanding generational differences in the workplace be useful?
A) Understanding others' perspectives
B) Deciding how and when to provide motivation and feedback
C) Forming teams or workgroups
D) All of the above
Q2) Which of the following is not a model of communication one can use in organizations?
A) Co-orienting
B) Sender-receiver
C) Conversational learning
D) Parochialism
Q3) Which of the following outcomes should organizations not expect after implementing a plan to value their employees' backgrounds, perspectives, and experiences?
A) Organizations will be better able to respond to dynamic change because the organization increases its ability to adapt
B) Organizations can consider a wider range of perspectives when making decisions
C) The shareholders' value will improve
D) Organizations can promote a culture of fairness
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Page 13
Chapter 12: Culture
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Sample Questions
Q1) In what way is culture motivational?
A) Helps to establish and meet goals at the individual and organizational levels
B) Establishes acceptable standards and behavior
C) Provides a shared identity and fulfills a need for belonging
D) Helps in understanding what to expect at first
Q2) What does a low score on the masculinity dimension (as defined by Hofstede)indicate about a culture?
A) There is more assertiveness and competitiveness
B) There is little difference between gender roles
C) There is a vast difference between gender roles
D) A conclusion can't be made without the additional dimensions
Q3) The competing values framework describes how organizations must choose between different cultural values along two dimensions. What are the two dimensions?
A) External and control
B) Flexibility and internal
C) Control and organizational focus
D) Dominant and secondary
Q4) Is it possible for two people working on the same team to have different perceptions of the organization's culture? Why or why not?
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Chapter 13: Change, Innovation, and Stress
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Sample Questions
Q1) Can organizations change more than one thing at a time?
A) Yes; internally and externally driven forces dictate that changes have to occur, not wait in a queue
B) No; the models can't work together or employees will get confused
C) Yes; they can only work on changes following one model at a time
D) No; managing one change is hard enough. More than one change would place undue stress on an already taxed management team
Q2) Provide an example that applies the steps of appreciative inquiry to yourself. First, explain what you seek to change and provide your rationale. For each of the four steps, explain what you will do and why.
Q3) ________ always requires ________ but creativity doesn't always result in innovation.
A) Creativity; innovation
B) Creativity; workplace expertise
C) Innovation; diffusion of innovation
D) Innovation; creativity
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15
Chapter 14: Corporate Social Responsibility, Ethics, and Sustainability
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Sample Questions
Q1) The ethical mandate for CSR is focused on ________.
A) A cost benefit analysis of the financial impact. Net loss means the initiative is not strategically serving the organization and they shouldn't engage in CSR. Net gain means the company will benefit financially from engaging in CSR and should proceed with their initiatives
B) The resulting benefits for the organization and whether it serves a strategic purpose and provides stability and sustainability
C) Providing evidence that the initiatives benefit the company in at least two ways. For example: installing solar panels to help power the organization shows environmental sustainability and an economic return on their investment by reduced electric costs, which will pay for the panels in a relatively short time
D) The belief that companies are ethically responsible for their communities and employees. These actions make a contribution to and reflect company values that CSR is their ethical responsibility and is prompted by their values and integrity to be a good steward
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