Management and Organizational Theory
Midterm Exam
Course Introduction
This course explores foundational and contemporary theories of management and organization, examining how individuals, groups, and structures influence behavior within organizations. Students will analyze key concepts such as planning, leadership, motivation, decision-making, and organizational culture. The course integrates classical theories with modern perspectives, emphasizing the dynamic nature of organizations in a global context. Through case studies and real-world applications, students will develop critical thinking and problem-solving skills essential for effective management in diverse organizational settings.
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
Source URL: https://quizplus.com/quiz/3903
Sample Questions
Q1) OB research suggests that there are several OB practices that each can increase profitability; that is, they serve as "magic bullets" for organizations.
A)True
B)False
Answer: False
Q2) Identify the key individual outcomes in the studies of organizational behavior and describe the factors that affect these key outcomes-that is, describe the integrative model of OB.
Answer: The key individual outcomes in studies of organizational behavior are job performance and organizational commitment. The factors that affect these outcomes are individual mechanisms (job satisfaction; stress; motivation; trust, justice, and ethics; and learning and decision making). Individual mechanisms, in turn, are driven by organizational mechanisms (organizational culture and structure), group mechanisms (leadership: styles and behaviors, and power and negotiation; and team processes and team characteristics), and individual characteristics (personality and cultural values and ability).
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Chapter 2: Job Performance
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) Sometimes the best task performers engage in counterproductive behavior.
A)True
B)False
Answer: True
Q2) Historically, research on organizational behavior has focused on the ________ aspects of job performance.
A) educational
B) political
C) interpersonal
D) physical
E) theoretical
Answer: D
Q3) Creative task performance is a behavior that is only valuable in jobs such as artist and inventor.
A)True
B)False
Answer: False
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Chapter 3: Organizational Commitment
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) A desire to remain a member of an organization due to a feeling of obligation is called ________ commitment.
A) continuance
B) affective
C) associative
D) normative
E) evaluative
Answer: D
Q2) ________ possess low levels of organizational commitment but high levels of task performance and are motivated to achieve work goals for themselves, not necessarily for their company.
A) Stars
B) Citizens
C) Dogs
D) Apathetics
E) Lone wolves
Answer: E
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Page 5
Chapter 4: Job Satisfaction
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Managers at PopLit, a company that produces comic books and graphic novels, believe in providing continuous feedback to employees regarding their work. Newly hired employees are assigned an established employee to shadow for six weeks. The established employee also reviews the shadow's work and provides tips on improving productivity. In this example, the firm is addressing which of the following critical psychological states that make work satisfying for employees?
A) responsibility for outcomes
B) identity
C) meaningfulness of work
D) variety
E) knowledge of results
Q2) Shari works at a fast-food restaurant, which requires her always to be cheerful even when customers are rude or impatient. Shari's job involves a large amount of A) emotional labor.
B) deactivated moods.
C) emotional contagion.
D) mood swings.
E) flow immersion.
Q3) Describe the effects of job satisfaction on performance and commitment.
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Page 6
Chapter 5: Stress
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) The particular demands that cause people to experience stress are called strains.
A)True
B)False
Q2) ________ are stressful demands that are perceived as hindering progress toward personal accomplishments or goal attainment.
A) Role stressors
B) Time pressures
C) Psychological stressors
D) Hindrance stressors
E) Work complexities
Q3) Which of these is a nonwork challenge stressor?
A) role overload
B) time pressure
C) role ambiguity
D) a positive life event
E) financial uncertainty
Q4) Describe the practices that organizations use to reduce employee strains.
Q5) Describe the nature of hindrance stressors, and give one example each of three different hindrance stressors.
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Chapter 6: Motivation
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) Wallace just got a new batch of articles to edit. He is enthused about starting something new. He decides to put all other distractions aside and focus on this task. He gets a great deal done, but after three hours, he is ready for something else. Deciding to quit after a few hours demonstrates the effect of Wallace's motivation on his ________ of effort.
A) sincerity
B) direction
C) intensity
D) persistence
E) expectancy
Q2) A sense of self-determination is a strong driver of extrinsic motivation.
A)True
B)False
Q3) The "R" in the S.M.A.R.T. goals acronym stands for
A) robust.
B) resolved.
C) requirements.
D) results-based.
E) realist.
Q4) Define and explain motivation and its forces.
Page 8
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Chapter 7: Trust, Justice, and Ethics
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) The final step in the four-component model of ethical decision making is
A) ethical behavior.
B) ethical identity.
C) moral intent.
D) moral awareness.
Q2) An individual could argue that smashing a window to save a dog trapped in a hot car is defensible and ethical. This rationale is based on which of the following principles?
A) the ethics of rights
B) the ethics of duties
C) egoism
D) utilitarianism
E) virtue ethics
Q3) ________ is the willingness to be vulnerable to an authority based on positive expectations about the authority's actions and intentions.
A) Trust
B) Credence
C) Consensus
D) Ethics
E) Proximity
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Page 9
Chapter 8: Learning and Decision Making
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) How important is learning? Discuss the relationships among learning, job performance, and organizational commitment.
Q2) In ________ a specific consequence follows each and every occurrence of a desired behavior.
A) a fixed ratio schedule
B) a fixed interval schedule
C) a variable ratio schedule
D) continuous reinforcement
E) a variable interval schedule
Q3) Thanks to donations from merchants in the community, an after-school club for disadvantaged children has introduced a new promotion: those who maintain a B average for the school year will each receive $100 in gift certificates from local businesses, such as an ice-cream parlor and a clothing store. This is an example of
A) learning orientation.
B) behavioral modeling.
C) positive reinforcement.
D) continuous reinforcement.
E) performance-prove orientation.
Q4) Discuss the relationships among learning, experience, and decision making.
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Chapter 9: Personality and Cultural Values
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) Describe the personality types from Holland's RIASEC model.
Q2) The Source, an engineering company, introduced a 360-degree feedback system. Lou, who was being considered for a promotion, was described as eager to learn and innovate. Isaac was appreciated for his meticulous and organized work and was the one the team could depend on during crunch time. Gloria's ability to be cooperative, accommodating, and sociable to customers who had grievances was well acknowledged in the feedback. In the context of the Big Five taxonomy, the personality dimension ________ best describes Gloria.
A) intuition
B) neuroticism
C) extraversion
D) conscientiousness
E) openness to experience
Q3) The Big Five personality dimension that has the biggest influence on job performance is
A) conscientiousness.
B) extraversion.
C) agreeableness.
D) openness to experience.
E) neuroticism.
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Chapter 10: Ability
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) Benson is the head of security for a large government facility covering several square miles. He has to screen people entering and leaving the facility, watch for wild animals entering areas where they could pose a risk, and monitor the weather. Describe the role of sensory ability in task performance, and explain how it applies to Benson's job.
Q2) Malnutrition, exposure to toxins such as lead, and prenatal exposure to alcohol are some risk factors related to low cognitive abilities.
A)True
B)False
Q3) Which of the following scenarios depicts someone using other awareness?
A) Gabby scores higher than anyone in her class on the SAT exam.
B) Hannah pretends to be angry to motivate her team to work faster.
C) Forest feels himself losing his temper and walks outside to take a deep breath.
D) Angie can tell that Lewis is overwhelmed and lets him switch places with another worker.
E) Edmund gets fired from a job he loves, but he immediately goes out and finds a new one by the end of the day.
Q4) Explain the effects of general cognitive ability on performance and commitment.
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Page 12
Chapter 11: Teams: Characteristics and Diversity
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) Sandy, Lori, and Piper work on different teams at Martin Manufactured Homes. Sandy's team ensures that all the raw materials, machinery, tools, and other production equipment are available to employees around the clock. Any procurement needs have to be addressed to Sandy, who also takes part in high-level decisions regarding the number of units to be produced, exported, and so on. Lori works as part of a team of eight members who concentrate on the day-to-day production; they also ensure that quality checks are done and inspect each other's work. Piper is the operations manager, who works for five hours in the production department and spends the rest of her time assisting management as an internal consultant on manufacturing issues. Her input is crucial in improving the production process. Piper is part of the ________ team.
A) work
B) action
C) project
D) parallel
E) management
Q2) In the storming stage of team development, feelings of solidarity develop as members work toward team goals.
A)True
B)False
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Page 13
Chapter 12: Teams: Processes and Communication
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138 Verified Questions
138 Flashcards
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Sample Questions
Q1) Rebecca and her students from the drama class have been asked to conduct a play to raise funds for the school library. To make the play a success, Rebecca consults and enlists the help of the headmaster and senior teachers, while her students meet a few theater artists. They also consult a costume designer and a dance choreographer who have agreed to help the team with the play. Such activities involving individuals and groups who are not part of the team are termed as A) social loafing.
B) nominal group technique.
C) staff validity.
D) boundary spanning.
E) hierarchical sensitivity.
Q2) In a boundary-spanning process, the marketing team member who meets with an engineer to seek information about new materials is engaging in A) groupthink activities.
B) decision informity activities.
C) social loafing activities.
D) action processes.
E) scout activities.
Q3) Explain how information richness influences the communication process.
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Page 14
Chapter 13: Leadership: Power and Negotiation
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161 Verified Questions
161 Flashcards
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Sample Questions
Q1) In the context of the contingency factor of visibility, a leader's ability to influence others increases when
A) the leader's role is important and interdependent with others in the organization.
B) the leader has the freedom to make decisions without being restrained by rules.
C) there are no substitutes for the rewards or resources the leader controls.
D) others know about the leader and the resources he or she can provide.
E) they can give and withhold rewards as they see fit.
Q2) Noted for his flamboyant ties and his outspoken opinions, Billy is no ordinary vice president within the gigantic Mulray Corporation. Top management has identified him as one of the rising stars, and he has an enormously loyal following among the company's youngest and most energetic executives. Everyone, it seems, wants to be around Billy, who possesses a great deal of ________ power within the organization
A) reward
B) referent
C) coercive
D) structural
E) collaborative
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Chapter 14: Leadership: Styles and Behaviors
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) There are many factors to consider when leaders choose a decision-making style. The most obvious consideration is the
A) number of people involved in decision making.
B) quality of the resulting decision.
C) number of opinions obtained for making the decision.
D) the style of decision-making.
E) the number of different ideas generated during the process.
Q2) Which type of structure reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment?
A) initiating structure
B) delegative structure
C) consideration structure
D) participative structure
E) transformational structure
Q3) Describe the training methods that can be used to create more effective leaders.
Q4) Many of the correlations between traits and leadership are strong in magnitude when leader effectiveness serves as the outcome.
A)True
B)False
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Chapter 15: Organizational Structure
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) Eileen is the leader of a small compost facility that caters to organic farmers. She has to decide how many employees each supervisor will oversee, and how closely they will watch over them. This is an example of Eileen shaping her company's
A) supply chain.
B) profit margin.
C) cultural values.
D) mission statement.
E) organizational structure.
Q2) Mazie heads Grass Roots Diversified, a company that started making garden rakes in Oregon and has now diversified into a huge range of areas totally unrelated to gardening. Grass Roots has become impossible to run under its current configuration. How should Mazie redesign the organization?
A) create complete business units in Oregon, Kansas, and Alabama
B) group business units by rakes, furniture, shelving, and kitchen goods
C) group employees by accounting, marketing, design, production, and so on
D) structure business units according to the technology used to create products
E) organize the business units around serving the government, gardening stores, and kitchen stores
Q3) Differentiate between mechanistic and organic structures.
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Page 17
Chapter 16: Organizational Culture
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127 Verified Questions
127 Flashcards
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Sample Questions
Q1) A couple of days after starting her new job as a logistics manager at Recycled Steel Products, Florence is heard commenting that "Working at Recycled Steel Products is not nearly what I expected it to be." This is an example of ________, which occurs in the ________ stage of the socialization process.
A) counterculture; encounter
B) reverse adaptation; attrition
C) culture shock; anticipatory
D) reality shock; encounter
E) reverse adaptation; understanding
Q2) Why are mergers and acquisitions not considered one of the best methods to change an organization's culture?
Q3) 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.
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Page 18