Management and Organizational Theory Exam
Review
Course Introduction
Management and Organizational Theory explores the fundamental principles and practices of managing individuals, groups, and organizations. The course covers classical and contemporary management theories, organizational structure and design, motivation, leadership, decision-making, communication, and change management. By examining how organizations operate and adapt in dynamic environments, students will develop analytical and practical skills to understand and influence organizational effectiveness, culture, and performance. Emphasis is placed on real-world case studies and the application of theoretical concepts to today's complex organizational challenges.
Recommended Textbook
Organizational Behavior Improving Performance and Commitment in the Workplace 6th Edition
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16 Chapters
1931 Verified Questions
1931 Flashcards
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Page 2
Chapter 1: What Is Organizational Behavior?
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) Which of the following examples shows an effective way of dealing with the international element of OB?
A) Nancy adjusted her approach with an employee from South Korea because he had different motivations than U.S. employees.
B) Hinata felt ashamed about discussing with her manager the difficulties of adjusting to American business practices.
C) Larry assumed the policies he used for his Chicago office would work equally as well in the new Tokyo branch.
D) Sean decided to ignore the international aspect of his work team because he did not want to play favorites.
E) Mario believes the principles of OB management are consistent in countries throughout the world.
Answer: A
Q2) Strategic management focuses on the product choices and industry characteristics that affect an organization's profitability.
A)True
B)False
Answer: True
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Page 3
Chapter 2: Job Performance
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) The MBO approach involves collecting performance information not just from the supervisor but from anyone else who might have firsthand knowledge about the employee's performance behaviors.
A)True
B)False
Answer: False
Q2) Employee behaviors that intentionally hinder organizational goal accomplishment are referred to as ________ behaviors.
A) negative
B) aggressive
C) deviant
D) counterproductive
E) assaultive
Answer: D
Q3) Wasting resources is the most common form of production deviance.
A)True
B)False
Answer: True
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Page 4
Chapter 3: Organizational Commitment
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115 Verified Questions
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Sample Questions
Q1) Which of the following terms refers to the work and nonwork forces that bind us to our current employer?
A) normative impact
B) affective influence
C) industry regulations
D) embeddedness
E) social influence
Answer: D
Q2) Sanjita is rather quiet at her workplace. Her only friend at work, Marisol, quit the company a month ago. The ________ model suggests that Sanjita is more likely to quit her job because Marisol is no longer working in the same organization.
A) social identity
B) continuance
C) progression
D) embedded
E) social influence
Answer: E
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Chapter 4: Job Satisfaction
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Sample Questions
Q1) Jamie, Patrick, and Lori have just finished their team's project and are waiting for their supervisor's feedback. Patrick has been mostly unengaged and quiet ever since the project started. While this was not his best work, neither was his work bad. His mood would be categorized as
A) intense negative.
B) intense positive.
C) deactivated.
D) negative activated.
E) positive activated.
Q2) Which of the following scenarios demonstrates the core job characteristic of variety?
A) Dmitri has to constantly perform before an audience that lets him know how he is doing.
B) Anastasia has to spend most of her time out of the office, during which she supervises herself.
C) Mariya has to formulate policies that affect thousands of her constituents.
D) Ivan has to track a project all the way from conception to implementation.
E) Maxim has to answer the phone, provides tours, write reports, and make appointments.
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Chapter 5: Stress
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Sample Questions
Q1) In general, relaxation techniques to reduce strain attempt to help people appraise and cope with stressors in a more rational manner.
A)True
B)False
Q2) The process by which managers evaluate the nature of the jobs in their organization to determine if high stress levels are an issue is known as a(n)
A) stress audit.
B) health check.
C) time pressure test.
D) transactional study.
E) organizational assessment.
Q3) Distinguish between a stressor and a strain, and give one example of each.
Q4) Most people appraise situations with high time pressure as rather stressful, and they also tend to appraise these situations as more hindering than challenging.
A)True
B)False
Q5) Describe the practices that organizations use to reduce employee strains.
Q6) Explain the four broad categories of coping, and give an example of each.
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Chapter 6: Motivation
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Sample Questions
Q1) ________ captures the value of a work goal or purpose, relative to a person's own ideals and passions.
A) Meaningfulness
B) Self-determination
C) Competence
D) Impact
E) Integrity
Q2) Extrinsic theory acknowledges that motivation depends not only on a person's beliefs and circumstances, but also on what happens to other people.
A)True
B)False
Q3) Meaningfulness reflects energy rooted in the belief that work tasks contribute to some larger purpose.
A)True
B)False
Q4) Task strategy reflects how complicated the information and actions involved in a task are, as well as how much the task changes.
A)True
B)False
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Chapter 7: Trust, Justice, and Ethics
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Sample Questions
Q1) Cognition-based trust is driven by the trustor's faith in human nature.
A)True
B)False
Q2) In some ways, Colin is not a very good manager. He can be disorganized and flaky, and he often foists his own job responsibilities off onto others. However, his staff love him because he has a lot of personal charm and lets them do things like bring their pets to work. Colin's staff displays ________-based trust in him.
A) affect
B) integrity
C) disposition
D) cognition
E) reputation
Q3) Which of the following is not a factor in the four-component model of ethical decision making?
A) moral sensitivity
B) moral awareness
C) moral intent
D) ethical behavior
E) moral judgment
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Page 9
Chapter 8: Learning and Decision Making
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Sample Questions
Q1) ________ is when we attribute our failures to external factors and our successes to internal factors.
A) The ratio bias effect
B) The self-serving bias
C) The gambler's fallacy
D) Escalation of commitment
E) The fundamental attribution error
Q2) Discuss the steps an organization can take to foster learning. Provide an example of each.
Q3) The first step in the behavioral modeling process involves ________ processes.
A) heuristic
B) retention
C) production
D) attentional
E) reinforcement
Q4) The rational decision-making model offers a step-by-step approach to making decisions that maximizes outcomes by examining all available alternatives.
A)True
B)False
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Chapter 9: Personality and Cultural Values
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Sample Questions
Q1) Arney has been retained by Fluffy Soft Programmers to hire a new worker because he is an expert at personality types and their effect on job performance. Which one of the following interviewees should Arney hire?
A) Joy, who likes to work hard until a task is completely finished
B) Theresa, who has very complex ideas and constantly seeks answers
C) Linda, who goes out of her way to help others and show them respect
D) Barbara, who talks to everyone and likes to be in the middle of the action
E) Andrea, who gets easily jealous and worries that she is not good enough to do her job
Q2) Volkwear Ltd., a German clothing manufacturer, is known as a company that focuses on improving its customers' quality of life. In the context of Hofstede's dimensions, the cultural values dimension of ________ best describes Volkwear Ltd.
A) femininity
B) individualism
C) high power distance
D) short-term orientation
E) uncertainty avoidance
Q3) What is personality? Explain how personality affects how others see us.
Q4) Explain the principle of situational strength and principle of trait activation.
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Page 11
Chapter 10: Ability
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Sample Questions
Q1) ________ refers to the ability of a person's lungs and circulatory system to work efficiently while that person is engaging in prolonged physical activity.
A) Homeostasis
B) Gross body equilibrium
C) Stamina
D) Flexibility
E) Response orientation
Q2) The natural level of a given ability generally limits how much a person can improve that ability.
A)True
B)False
Q3) Differentiate among the three types of strength. Explain what types of jobs may require these strengths.
Q4) Which of these refers to the capability to do simple math operations?
A) response orientation
B) number facility
C) problem sensitivity
D) originality
E) perceptual speed
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Chapter 11: Teams: Characteristics and Diversity
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Sample Questions
Q1) Cognitive ability is more important to teams when team members have to learn from one another to adapt to unexpected changes, compared with contexts in which team members perform their assigned tasks in a routine fashion.
A)True
B)False
Q2) According to the value in diversity problem-solving approach
A) diversity in teams is beneficial because it provides for a larger pool of knowledge from which a team can draw as it carries out its work.
B) diversity in teams is not beneficial if the problems to be solved are unfamiliar to the team members.
C) surface-level diversity is less likely to lead to team cohesion than deep-level diversity is.
D) deep-level diversity in teams is less likely to lead to productive outcomes than surface-level diversity is.
E) diversity in teams is beneficial because it allows the individual team members to accept differences between people and work together.
Q3) Summarize the five-stage progression model of team development.
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Page 13
Chapter 12: Teams: Processes and Communication
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Sample Questions
Q1) Kelly has thought a lot about how to explain why she is quitting her job. Now that she has her thoughts in order, she is writing them down in a formal letter of resignation. Kelly is engaged in the decoding part of the communication process.
A)True
B)False
Q2) Which of the following activities are boundary-spanning activities?
A) groupthink, social loafing, and staff validity
B) decision informity, staff validity, and hierarchical sensitivity
C) transactive memory, transformative memory, and social loafing
D) ambassador, task coordinator, and scout
E) decision informity, social loafing, and transactive memory
Q3) ________ involves keeping track of things that the team needs to accomplish its work.
A) Goal specification
B) Systems monitoring
C) Coordination
D) Helping behavior
E) Strategy formulation
Q4) Define team process, and differentiate between process gain and process loss.
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Chapter 13: Leadership: Power and Negotiation
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Sample Questions
Q1) Discretion is the degree to which
A) a person's job has an impact on others.
B) others are aware a leader's power and position.
C) people have alternatives in accessing resources.
D) managers have the right to make decisions on their own.
E) favors, compliments, and friendly behavior can influence a situation.
Q2) Wendy has developed a reputation in her industry for her key involvement in several high-profile negotiations where she has used a distributive framework. Now, she likely finds that
A) she has to use integrative techniques next time.
B) she has difficulty negotiating in any other way.
C) her level of emotional intelligence has increased.
D) it is impossible to use inspirational appeals with colleagues.
E) other managers in her company are shunning the same technique.
Q3) For a leader, internalization is the best outcome of influence tactics.
A)True
B)False
Q4) Identify and discuss the types of influence tactics that are either moderately effective or least effective, and explain when and how each are used.
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Chapter 14: Leadership: Styles and Behaviors
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Sample Questions
Q1) With a delegative style, a leader plays no role in the deliberations unless asked.
A)True
B)False
Q2) Which leader behavior, according to the life cycle theory of leadership, comprises high initiating structure and high consideration?
A) telling
B) selling
C) participating
D) delegating E) performing
Q3) Situational leadership theory is well supported by many scientific studies.
A)True
B)False
Q4) Idealized influence involves behaving in ways that earn the admiration, trust, and respect of followers.
A)True
B)False
Q5) Differentiate between initiating structure and consideration.
Q6) Describe the four leader decision-making styles with examples.
Page 16
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Chapter 15: Organizational Structure
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Sample Questions
Q1) Organic organizations are typified by a structure that relies on
A) a rigid and hierarchical chain of command.
B) high degree of work specialization.
C) centralization of decision making.
D) high levels of formalization.
E) weak chains of command.
Q2) At Pleasant Pools Inc., there is a total focus on providing care and satisfaction to each customer. In the Prominent Clients division, each manager is assigned 3 employees to supervise, whereas in the Component Assembly division, each manager supervises about 15 employees. The Prominent Clients division managers can be described as having ________ as opposed to ________ for the Component Assembly division managers.
A) a narrow span of control; a wide span of control
B) a wide span of control; a narrow span of control
C) narrow centralization; tall centralization
D) tall formalization; flat formalization
E) flat formalization; tall formalization
Q3) Define organizational structure. What is an organizational chart, and how does it affect an organization?
Q4) Differentiate between mechanistic and organic structures.
Page 17
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Chapter 16: Organizational Culture
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Sample Questions
Q1) At Delta Diamonds, Inc., managers start every week with a two-hour meeting, focusing on the company's goals for that week and how employees can achieve the goals. This routine describes
A) a ritual.
B) a story.
C) the company's values.
D) the company's language.
E) a symbol.
Q2) Umberto has recently been hired by Petabyte Partners Data Storage. Today is his first day. Umberto can be described as being in which stage of the socialization process? A) encounter
B) attrition
C) anticipatory
D) adaptation and understanding
E) selection
Q3) Briefly define each of the following culture types, and choose two to describe in detail: customer service culture, safety culture, diversity culture, sustainability culture, and creativity culture.
Q4) Identify and describe the six major types of observable artifacts.
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