Management and Organizational Studies Exam Review
Course Introduction
Management and Organizational Studies explores the principles, theories, and practices that govern how organizations are structured and managed. The course examines topics such as organizational behavior, strategic planning, leadership, decision-making, and the impact of culture and ethics in the workplace. Students learn about the roles and responsibilities of managers, the dynamics of teams, communication strategies, and methods for motivating and leading employees. Through case studies and practical examples, the course prepares students to analyze organizational issues, develop solutions, and apply management concepts to real-world business challenges.
Recommended Textbook Organizational Behavior Managing People and Organizations 11th Edition by Ricky
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Page 2
W. Griffin
Chapter 1: An Overview of Organizational Behavior
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Q1) Whether a business is large or small, domestic or international, growing or stagnating, its managers perform their work within a(n) __________.
Answer: social context
Q2) Which of the following is not studied as a group-level outcome in organizational behavior?
A)Productivity
B)Absenteeism
C)Norms
D)Performance
E)Cohesiveness
Answer: B
Q3) Organizational behavior is a designated business function just like marketing and accounting.
A)True
B)False
Answer: False
Q4) A manager in the role of _________ might develop a new product and convince others that the idea will work.
Answer: entrepreneur
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Chapter 2: The Changing Environment of Organizations
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Sample Questions
Q1) The environment of all organizations is changing at an unprecedented rate.
A)True
B)False
Answer: True
Q2) Which of these defines the oversight of a public corporation by its board of directors?
A)Board isolation
B)Deontological overview
C)Corporate governance
D)Public policy
E)Profit maximization
Answer: C
Q3) Sweden has a culture that is low in masculinity. Such a culture is not aggressive and is not concerned with the acquisition of money and other possessions.
A)True
B)False
Answer: True
Q4) Orientation to authority is another name for the cultural value ___________. Answer: power distance
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Chapter 3: Foundations of Individual Behavior
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Sample Questions
Q1) Which of the following is an example of an inducement from the organization as part of the psychological contract?
A)Competencies
B)Skills
C)Loyalty
D)Time
E)Status
Answer: E
Q2) Ramona believes in her capabilities to perform tasks assigned to her at work. This refers to her self-efficacy.
A)True
B)False
Answer: True
Q3) Empathy, managing emotions, and social skill are components of emotional intelligence.
A)True
B)False
Answer: True
Q4) Because Mike is overqualified for his current job, his _______ fit is not ideal. Answer: person-job
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Chapter 4: Motivation in Organizations
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Sample Questions
Q1) ____________ are things that offer safety and security, such as adequate housing and clothing and freedom from worry and anxiety.
Q2) How would a manager use dual-structure theory to motivate employees?
Q3) __________ is the set of forces that cause people to engage in one behavior rather than some alternative behavior.
Q4) The human resources approach to motivation assumes
A)employees are economically motivated.
B)that employees will achieve their security needs.
C)that the contributions themselves are valuable to both the individuals and the organization.
D)individual differences.
E)that motivation is driven by compensation.
Q5) In its simplest form, reinforcement theory suggests that behavior is a function of A)equity perceptions.
B)emotional states.
C)attitudes.
D)subconscious perceptions.
E)consequences.
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Chapter 5: Motivating Employee Performance Through Work
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Sample Questions
Q1) Which of the following is an example of a job design technique?
A)Job enlargement
B)Job realization
C)Job creation
D)Job equity
E)Job expectancy
Q2) All of the following statements are true about the traditional work schedule, EXCEPT:
A)long days that start at 8:00 or 9:00 in the morning.
B)managers work many additional hours.
C)it is hard for employees to take care of personal business.
D)people can take off work when they need to.
E)people feel powerless because of their work schedules.
Q3) __________ involves how companies define and structure work.
Q4) Participation occurs when employees
A)work together in teams.
B)have a voice in decisions about their own work.
C)work closely with a mentor or supervisor.
D)join a labor union or other employee association.
E)become fully vested in a benefits program.
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Chapter 6: Motivating Employee Performance Through Rewards
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Sample Questions
Q1) Base pay includes such compensation as gain-sharing and profit-sharing programs.
A)True
B)False
Q2) Discuss the issues that arise when developing a compensation package for expatriate employees. What issues must managers be sure to address?
Q3) Plans in which employees can earn additional compensation in return for certain types of performance are called
A)performance management systems.
B)performance appraisal systems.
C)incentive systems.
D)compensation packages.
E)base pay.
Q4) An organizational policy that mandates pay __________ is illegal.
Q5) Organizations can usually benefit from conducting performance appraisals on an annual basis.
A)True
B)False
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Q6) Review the advantages and disadvantages of the MBO techniques. How would you promote their use in your organization?
Chapter 7: Managing Stress and the Work-Life Balance
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Sample Questions
Q1) 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.
Q2) _______ occurs when the messages and cues constituting a role are clear but contradictory or mutually exclusive.
Q3) _______ consequences of stress include ulcers, headaches, and acne.
Q4) Ruth was labeled as a typical Type A individual. This classification for Ruth could be based on all of these EXCEPT:
A)extremely competitive.
B)highly devoted to work.
C)being time urgent.
D)wanting to accomplish as much as possible.
E)relaxed approach to life.
Q5) Unpleasant stress that accompanies negative events is called _______.
Q6) _______ are interrelationships between a person's work life and personal life.
Page 9
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Chapter 8: Decision Making and Problem Solving
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Sample Questions
Q1) Contingency plans are a part of what phase of the decision-making process?
A)Stating the goal
B)Evaluating alternatives
C)Choosing an alternative
D)Implementation
E)Alternative generation
Q2) Under the condition of ______, the manager knows what the outcomes of each alternative.
A)certainty
B)estimation
C)risk
D)uncertainty
E)rationalization
Q3) According to the rational decision-making approach, evaluate the alternatives
A)puts the decision into action.
B)involves assessing all possible alternatives.
C)involves selecting an alternative with the highest payoff.
D)is the most crucial step.
E)diagnoses the problem.
Q4) ________ is knowingly accepting less than the best possible outcome.
Page 10
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Chapter 9: Foundations of Interpersonal and Group Behavior
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Sample Questions
Q1) The _________ technique is a decision-making method designed for groups that do not meet face to face.
Q2) With a _______, group members follow a generate-discussion-vote cycle until they reach a decision.
Q3) Highly cohesive groups will be more productive for the organization than groups with low cohesiveness.
A)True
B)False
Q4) The final stage of group development in which members work effectively towards accomplishing goals is called __________ and __________.
Q5) In which stage is the group considered to be mature?
A)Communication and decision making
B)Motivation
C)Productivity
D)Mutual acceptance
E)Control and organization
Q6) Group norms usually are established during the ________ stage of group development.
Q7) Informal groups consist of friendship and ________ groups.
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Chapter 10: Using Teams in Organizations
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Sample Questions
Q1) Tightly formed teams may become overconfident and reduce their communication with other teams in the organization.
A)True
B)False
Q2) Brooke is the senior manager at her company. Brooke made the choice to go to teams because she went to a seminar on teams, but she'll be on a two-year foreign assignment when teams are actually implemented. Which of the following is likely to occur?
A)The teams will be performing well by the time she returns.
B)The teams will be more broad spread than normal.
C)The teams will become self-managing more quickly than normal.
D)A complete organizational culture revolution is likely to occur.
E)The teams are likely to fail.
Q3) _______ teams may never actually meet together in the same room; their activities take place via computer.
Q4) Members, in both teams and groups, hold themselves mutually accountable.
A)True
B)False
Q5) The team performance curve shows that performance initially ______ as reality sets in.
Page 12
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Chapter 11: Communication in Organizations
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Sample Questions
Q1) Which network is often found in informal groups that have no formal leadership or structure?
A)Wheel
B)Star
C)All-channel
D)Chain
E)Circle
Q2) Which of these defines communication?
A)A technical process that involves the transmission of data
B)A social process that involves information exchange
C)One person talking to another
D)Organizational memos
E)Gathering meaning to gain a strategic advantage
Q3) In the ______ network, all individuals communicate with all others.
Q4) _______ is the process by which the receiver of the message interprets its meaning.
Q5) A follow-up phone call from a client about the purchase of a product is a good example of feedback.
A)True
B)False
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Chapter 12: Traditional Models for Understanding Leadership
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Sample Questions
Q1) A(n) _______ leader is appropriate for very favorable as well as very unfavorable situations.
Q2) Unfortunately, leadership usually involves some form of force and coercion.
A)True
B)False
Q3) Define leadership and briefly describe the three major approaches to studying leadership.
Q4) The definition of leadership includes all of the following EXCEPT:
A)the ability to affect the perceptions, believes and attitudes of others.
B)the effective use of force and/or coercion.
C)a set of characteristics attributed to certain people.
D)both a process and a property.
E)the use of noncoercive influence.
Q5) The LPC theory of leadership was developed by
A)Charles Greene.
B)Fred Fiedler.
C)Arthur Jago.
D)George Graen.
E)Victor Vroom.
Q6) Martin Evans and Robert House developed the ______ theory. Page 14
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Chapter 13: Contemporary Views of Leadership in Organizations
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Sample Questions
Q1) Which of the following is an accurate description of the leadership differences between men and women?
A)Male leaders are more controlling.
B)Male leaders are more task focused.
C)Female leaders are more democratic in making decisions.
D)Female leaders are more nurturing.
E)There are virtually no differences between male and female leaders.
Q2) Which of the following does NOT describe a behavior of charismatic leaders?
A)Envision future trends and patterns
B)Set high expectations for themselves and for others
C)Model behaviors consistent with meeting expectations
D)Initiate structured tasks and make assignments
E)Demonstrating personal excitement
Q3) Texas Instruments, Halliburton, and Yum! Brands have all developed successful training programs to help managers become better ____.
A)leaders
B)mentors
C)coaches
D)supervisors
E)directors
Page 16
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Chapter 14: Power, Politics, and Organizational Justice
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Sample Questions
Q1) The primary bases of positional power include all of the following EXCEPT:
A)referent power.
B)legitimate power.
C)expert power.
D)coercive power.
E)reward power
Q2) At a minimum, a(n) _______ leader will have position power.
Q3) Limiting the effects of political behavior include all of the following EXCEPT:
A)open communication.
B)reduce uncertainty.
C)being aware of the causes.
D)being aware of the techniques.
E)ambiguous goals.
Q4) Referent power is power through identification.
A)True
B)False
Q5) Describe the five bases of power identified in the framework developed by French and Raven. Give an example of each.
Q6) Political behavior can be limited if the manager can reduce _______.
Q7) _______ power is in many ways the most difficult form of power to exercise.
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Chapter 15: Conflict and Negotiation in Organizations
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Sample Questions
Q1) Conflict between a manufacturer and the Occupational Safety and Health Administration (OSHA) is an example of conflict between and organization and
Q2) At Hometown Hospital, a surgical team includes a surgeon, an anesthesiologist, and three technicians. Each member of the team needs information from the other members of the team to do his or her job. In this setting, which form of interdependence exists?
A)Pooled interdependence
B)Sequential interdependence
C)Reciprocal interdependence
D)Intergroup interdependence
E)Intrapersonal interdependence
Q3) Game theory includes all of the following EXCEPT:
A)every alternative and outcome must be analyzed.
B)the types of communication between negotiators.
C)the order in which different parties make choices.
D)it is a predictive model.
E)every possible move is predicted.
Q4) When there are differences of perceptions between organizations, ______ conflict may arise.
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Chapter 17: Organization Design
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Sample Questions
Q1) The term that is used to identify an organizational structure that is characterized by horizontal specialization by professional areas of expertise is
A)matrix design.
B)professional bureaucracy.
C)adhocracy design.
D)divisionalized form.
E)simple structure.
Q2) Dynamism and complexity combine to create
A)organizational structure.
B)uncertainty.
C)management.
D)the environment.
E)strategy.
Q3) The _______ organization has become a way to deal with the rapid changes brought about by evolving technology and global competition.
Q4) Organizational downsizing is a popular technique for reducing lower management in companies.
A)True
B)False
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Chapter 18: Organization Culture
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Sample Questions
Q1) How can a manager take advantage of the culture that already exists in an organization?
Q2) Researchers Rob Goffee and Gareth Jones have supported the idea that there is one best organization culture for a company.
A)True
B)False
Q3) Emile Durkheim was an early sociologist who studied myths and _______.
Q4) As an entrepreneur, Ajay is interested in developing the organizational culture in his company, AJ Services. Once he has formulated the strategic values, what should be his next step to focus on?
A)Reinforce cultural behaviors
B)Hire consultants
C)Create a vision of its direction
D)Initiate implementation strategies
E)Develop cultural values
Q5) Using Ouchi's framework, analyze the similarities and differences between typical Japanese firms and Type Z American firms.
Q6) Research on organization culture exploded onto the OB scene in the early _____.
Q7) Managing the organization culture requires attention to _______.
Page 20
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Chapter 19: Organization Change and Development
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Sample Questions
Q1) A structural change affects all of the following EXCEPT:
A)performance appraisals.
B)rewards.
C)communication.
D)decision-making.
E)industry standards.
Q2) Overdetermination is sometimes called
A)structural inertia.
B)organizational inertia.
C)group inertia.
D)group stability.
E)organizational stability.
Q3) Organization development
A)focuses on technological change.
B)has yet to emerge as a distinct field of study.
C)works best as a spontaneous process.
D)is designed to combat unwanted change.
E)is the process of planned change using scientific knowledge.
Q4) Describe, discuss, and give examples of the four basic forces for organization change.
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