Management and Organizational Theory
Exam Preparation Guide
Course Introduction
Management and Organizational Theory explores the fundamental principles and practices that govern how organizations are structured and managed. The course examines key theories of management, from classical to contemporary approaches, focusing on topics such as organizational behavior, leadership, motivation, decision-making, and change management. Students will analyze the roles and functions of managers, the impact of organizational culture, and the ways in which effective management can improve performance and achieve strategic goals. Through case studies and real-world examples, learners gain a practical understanding of how theoretical concepts are applied within various types of organizations.
Recommended Textbook
Managing Organizational Behavior What Great Managers Know and Do 2nd Edition by Timothy
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Chapter 1: Organizational Behavior and Your Personal Effectiveness
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Q1) Which of the following refers to generalizable knowledge regarding cause and effect connections derived from scientific methods?
A)Statistical evidence
B)Big E evidence
C)Little s evidence
D)Little e evidence
E)Big S evidence
Answer: B
Q2) List the five key practices involved in evidence-based management.
Answer: Evidence-based management includes the following five key practices: Learning about cause and effect connections. Isolating variations that affect desired outcomes.
Reducing the overuse,underuse,and misuse of specific practices. Building decision supports to promote practices that evidence validates. Creating a culture of evidence-based decision making and research participation.
Q3) Self-awareness is essential to learning and growth in a management role.
A)True
B)False
Answer: True
Page 3
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Chapter 2: Managing Stress and Time
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Q1) Which of the following observations about strains is true?
A)Strain is defined as a controlled or nonproductive stress.
B)Strain occurs when people are experiencing both high work demands and high control over the task.
C)Strain is a personal,non-work issue and should not be a concern in a work organization.
D)Strains are often more long-term consequences of chronic stress that have not been alleviated.
E)There is no clear evidence of the impact of sustained stress in strains.
Answer: D
Q2) In general,having an external locus of control is more beneficial than having an internal locus of control with regard to job performance and stress.
A)True
B)False
Answer: False
Q3) Stressful events by themselves generate stress in individuals.
A)True
B)False
Answer: False
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Chapter 3: Solving Problems
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Q1) In which step of PADIL are alternatives tables and weighted rankings used?
A)Problem
B)Alternatives
C)Decide
D)Implement
E)Learn
Answer: C
Q2) Francesca Bailey,a hospital administrator,needs to tell the facilities manager what color to paint the break room.The color does not really matter to anyone;staff will use the room no matter what color is used.What should Francesca do?
A)Facilitate
B)Delegate
C)Consult individual
D)Consult group
E)Decide
Answer: E
Q3) A productive failure is one that is regarded as an opportunity to learn.
A)True
B)False
Answer: True
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Chapter 4: Making Ethical Decisions
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Q1) People should act in ways meant to better the world.This is an example of which major ethical theory?
A)Universalism.
B)Utilitarianism.
C)Virtue ethics.
D)Situational ethics.
E)Cultural relativism.
Q2) Which of the following types of justice judgments is considered a little "soft" or "touchy feely" to handle?
A)Normative justice
B)Interactional justice
C)Economic justice
D)Procedural justice
E)Distributive justice
Q3) In a reward situation,people are likely to examine the outcome of a decision's impact based on equality.
A)True
B)False
Q4) Identify a few reasons why the law may not align with ethics in organizations.
Q5) Describe the three important dimensions of ethical behavior.
Page 6
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Chapter 5: Communication
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Q1) The first and most important rule of effective communication is to analyze your audience.
A)True
B)False
Q2) According to Aristotle,what are the three fundamental elements of persuasion? What do each of those elements represent?
Q3) The first step in an effective presentation is developing a clear structure.
A)True
B)False
Q4) The ______________ organizing strategy for persuasive messages develops the topic in steps,the same way information was acquired to solve the topic problem.
A)question-answer
B)causal
C)inquiry order
D)familiarity-acceptance
E)elimination
Q5) What are anti-authorities? Give examples of how anti-authorities can be used to make messages sticky.
Q6) Identify a few of the common communication myths.
Page 7
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Chapter 6: Motivating Others
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Q1) A hospital administrator assigns the worst shift to a nurse who talks too much on the phone during the day.This action is an example of:
A)positive reinforcement.
B)extinction.
C)punishment.
D)negative reinforcement.
E)generalized reinforcement.
Q2) A sense of outside pressure is increased when goals are made public.
A)True
B)False
Q3) Which of the following is a motivational myth?
A)Money is a motivator.
B)Employees are motivated by a variety of things.
C)Punishment can be an effective motivator.
D)Low performance may be due to low motivation or ability to perform the task.
E)Lack of motivation stems largely from apathetic and lazy people.
Q4) Behavior extinction occurs when an aversive consequence is added.
A)True
B)False
Q5) Describe a few of the common motivational myths.
Page 8
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Chapter 7: Managing Employee Performance
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Q1) Dr.Ruben gave feedback to MBA presentation teams in his course.Which of the following statements provided feedback most effectively?
A)"You guys are great! That was an awesome presentation."
B)"That was so confusing.Where did you get your undergraduate degrees?"
C)"You need to handle questions more professionally."
D)"Your presentation looked disorganized.Use the same slide format throughout."
E)"I especially liked your esprit de corps."
Q2) Which of the following statements should be part of a problem employee termination meeting?
A)"I know this is probably hard for you.It is hard for me too."
B)"Are the kids doing well in school?"
C)"Did you receive that shipment from the overseas supplier yesterday? Not having that part holds up the whole production process.We will have a really hard time making our number this quarter if it has not arrived."
D)"After we finish our meeting here,you may use the outplacement center in Building B for the next three months to make phone calls,prepare résumés,whatever you need."
E)"Hey,how about that basketball game?"
Q3) Identify a few myths of performance management.
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Chapter 8: Using Power and Influence
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Q1) Referent power is often sufficient to gain compliance behavior.
A)True
B)False
Q2) According to research,three kinds of symbols are most dangerous in creating artificial authority: They are:
A)coercion,reward,and reference.
B)titles,clothing,and automobiles.
C)scarcity,reciprocity,pressure.
D)hair,height,and age.
E)money,name,and fame.
Q3) Building good relationships at work includes regularly talking a little about your personal life.
A)True
B)False
Q4) Julie is very active on Facebook and has many "Facebook friends." She is a recent college grad and is about to actively start job hunting.Of late,she has become alarmed with the rising number of candidates not being hired because of their Facebook profiles.Julie fears she might have to quit Facebook altogether.Advise her.
Q5) Describe any four of the nine most common influence tactics.
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Chapter 9: Leading Others
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Q1) "Organizational citizenship behavior" is a term used to describe the behaviors required to perform one's job.
A)True
B)False
Q2) Supervising the liquidation of products is an example of a job assignment that involves creating change.
A)True
B)False
Q3) Which transformational leadership behavior has been shown to be associated with increased employee citizenship behavior,increased employee job satisfaction,enhanced organizational commitment,increased employee organizational citizenship behavior,and improved performance?
A)Providing individualized support
B)Intellectual stimulation
C)Providing a role model
D)Delegating major decisions
E)Articulating a vision
Q4) Your friend Chris believes that leaders are more capable and possess a different set of traits than followers.Do you agree with him? Explain.
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Chapter 10: Team Effectiveness
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Q1) Is virtual team management different from traditional team management?
A)Yes.People work in remote locations and have no sense of mutual accountability for team outcomes.
B)No.The five fundamental disciplines of high team performance remain the same.
C)Yes.Because virtual teams accommodate personal lives,no team norms are established.
D)No.Goals and roles remain the only important parts of team management.
E)Yes.There is no emotion,no enthusiasm,or eagerness in a virtual team.
Q2) A team should meet face-to-face when:
A)generating new ideas.
B)conflicts must be resolved.
C)dealing with the least sensitive issues.
D)solving problems that have one right answer.
E)attempting to reduce groupthink.
Q3) A climate of trust,open communication,and risk taking is a critical success factor that promotes more creativity in teams.
A)True
B)False
Q4) How do teams that recommend things differ from teams that make or do things?
Q5) Explain in brief the five disciplines of high-performing teams.
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Chapter 11: Resolving Conflict Through Negotiation and Mediation
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Q1) Research shows that people in conflict with a co-worker are most likely to:
A)try to convince.
B)listen carefully.
C)discuss with outsiders.
D)discuss the issue.
E)discuss with a co-worker.
Q2) The negotiation process begins with:
A)understanding the needs of other parties.
B)negotiation preparation.
C)evaluation of processes employed.
D)employing process tactics.
E)listing and discussing the possible options.
Q3) The mocker unnerves others by making nasty comments about their previous performance or other remarks to belittle the opponent.
A)True
B)False
Q4) When negotiating,an agreement worse than your BATNA should not be accepted. A)True
B)False
Q5) Draw the differences between task and relationship conflicts.
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Chapter 12: Recruiting, Selecting, and Retaining Talent
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Q1) Recruiters are able to provide applicants more accurate information in determining fit and reduce future turnover.
A)True
B)False
Q2) An experienced applicant with lower cognitive ability may perform as well as one with higher cognitive ability.
A)True
B)False
Q3) Northlake Inc. ,is facing a voluntary employee turnover with many high performers quitting.What are the possible reasons for high performers quitting the company?
Q4) _____ turnover occurs when separation is initiated by the organization due to poor performance or downsizing.
A)Dysfunctional
B)Unavoidable
C)Involuntary
D)Functional
E)Avoidable
Q5) Characterize a good job description.
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Chapter 13: Culture and Diversity
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Q1) In a market culture,an employee's current contribution or performance is the most important factor for employee payment or promotion.
A)True
B)False
Q2) Sheldon has been offered employment by two equally superior and competitive companies.What procedure of assessment will help Sheldon overcome his dilemma of choosing between the companies?
Q3) Which generation places more value on global awareness and heroism?
A)Traditionalists
B)Busters
C)Xers
D)Millennials
E)Boomers
Q4) The elements of culture that are unseen and not identified or realized in everyday interactions between organizational members are called values.
A)True
B)False
Q5) Making the business case for inclusiveness often references metrics.Explain.
Q6) Elucidate any four characteristics of an inclusive culture.
Page 15
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Chapter 14: Making Change
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Q1) The _____ approach to overcoming resistance is commonly used when people are resisting because of adjustment problems.
A)education and communication
B)manipulation and co-optation
C)facilitation and support
D)implicit and explicit coercion
E)negotiation and agreement
Q2) According to William Bridges,change is the same as transition.
A)True
B)False
Q3) Real change in an organization involves considerable overlap and skipping among various phases.
A)True
B)False
Q4) List the five fatal flaws identified by Robert Schaffer that lead to change relationship failures.
Q5) Social interventions deal with culture and teamwork.
A)True
B)False
Q6) What guidelines surround the setting of an agenda in an appreciative enquiry?
Page 16
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