Management and Organizational Theory
Mock Exam
Course Introduction
Management and Organizational Theory explores the foundational concepts, principles, and frameworks that shape how organizations are structured and operated. This course examines both classical and contemporary management theories, focusing on topics such as organizational behavior, leadership styles, decision-making processes, motivation, group dynamics, and change management. Through case studies and real-world examples, students gain insights into how effective management strategies can enhance organizational performance, foster positive workplace cultures, and enable adaptability to dynamic business environments. The course also addresses the impact of globalization, technology, and ethical considerations on modern organizational practices.
Recommended Textbook
Organizational Behavior 8th Edition by
Steven McShane
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2830 Verified Questions
2830 Flashcards
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Page 2
Chapter 1: Introduction to the Field of Organizational Behavior
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161 Verified Questions
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Sample Questions
Q1) According to recent surveys about one-third of Canadians would take a pay cut to improve their work-life balance.
A)True
B)False
Answer: True
Q2) Ethics refers to the study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad.
A)True
B)False
Answer: True
Q3) The emerging employment relationship in Canada is that people must give up their legal rights regarding employment discrimination in return for long-term employment.
A)True
B)False
Answer: False
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Chapter 2: Individual Behavior, Personality, and Values
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Sample Questions
Q1) The utilitarian principle advises us to seek the greatest good for the greatest number of people.
A)True
B)False
Answer: True
Q2) Contrast organizational citizenship behaviour with task performance.
Answer: Task performance refers to goal-directed activities that are under the individual's control.As goals,job performance standards and objectives are explicitly required by the organization for employees in those jobs.Organizational citizenship behaviours,on the other hand,are activities that extend beyond the tasks normally required by the organization.They include avoiding unnecessary conflicts,helping others without selfish intent,gracefully tolerating occasional impositions,being involved in organizational activities and performing tasks that extend beyond normal role requirements
Q3) Two countries with low collectivism are Japan and Canada.
A)True
B)False
Answer: True
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4
Chapter 3: Perceiving Ourselves and Others in Organizations
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Sample Questions
Q1) The primacy effect occurs because we have a strong need to quickly make sense of other people.
A)True
B)False
Answer: True
Q2) A supervisor's negative self-fulfilling prophecy of an employee is more likely to influence that employee's behaviour and performance when:
A)the employee has a history of low achievement.
B)the employee has been working in that job for at least one year.
C)the employee's co-workers have confidence in the employee's potential.
D)All of the answers are correct.
E)the employee has a history of low achievement and the employee has been working in that job for at least one year.
Answer: A
Q3) Self-concept clarity increases as they get older.
A)True
B)False
Answer: True
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Chapter 4: Workplace Emotions, Attitudes, and Stress
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Sample Questions
Q1) The relationship between job satisfaction and job performance would likely be stronger if more organizations provided valued rewards for good performance.
A)True
B)False
Q2) Which of the following statements about job satisfaction and job performance is TRUE?
A)Employees who are dissatisfied with their jobs never have high job performance. B)Job satisfaction has almost no effect on job performance.
C)Employees who are satisfied with their jobs tend to have somewhat higher job performance.
D)Happy workers are less productive workers.
E)High-performing employees have higher job satisfaction only after they have received a financial reward for performing their jobs well.
Q3) People who are extroverts tend to experience lower stress than do introverts. A)True B)False
Q4) Explain how an employee's attitudes might be affected by cognitive dissonance.
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6
Chapter 5: Foundations of Employee Motivation
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Sample Questions
Q1) Which of these occurs when a consequence that is introduced decreases the frequency or future probability of a behaviour?
A)Negative reinforcement
B)Positive reinforcement
C)Punishment
D)Extinction
E)None of these
Q2) Explain why behaviour modelling is often more effective than direct reinforcement for helping employees to learn new behaviours.
Q3) Feedback can be more frequent when employees perform short rather than long job cycles.
A)True
B)False
Q4) Which of these is found in the expectancy theory model?
A)P-to-O expectancy
B)E-to-F expectancy
C)V-to-E expectancy
D)P-to-E expectancy
E)O-to-P expectancy
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Chapter 6: Applied Performance Practices
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Sample Questions
Q1) Motivator-hygiene theory highlights the idea that job content is an important source of employee motivation.
A)True
B)False
Q2) Motivator-hygiene theory suggests that people are mainly motivated by characteristics of the job itself,not by working conditions and other factors external to the job.
A)True
B)False
Q3) Which of the following explicitly considers the work unit's cost savings and productivity improvement?
A)Profit sharing plans.
B)Share options
C)Gainsharing plans
D)Balanced scorecard
E)All of the answers are correct.
Q4) The level of work quality tends to increase with the level of job specialization.
A)True
B)False
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Chapter 7: Decision Making and Creativity
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Sample Questions
Q1) Our mental models of the world can prevent us from recognizing emerging problems in the workplace.
A)True
B)False
Q2) Ensuring that the person who makes the decision is different from the person who evaluates that decision is recommended mainly to:
A)minimize escalation of commitment.
B)avoid making decisions in the future.
C)increase the incidence of an implicit favourite.
D)minimize reliance on an implicit favourite.
E)increase the incidence of satisficing.
Q3) Decision makers have a need to reduce uncertainty,so they tend to focus on solutions before fully understanding the problem.
A)True
B)False
Q4) Creativity occurs only in a few types of decisions.
A)True
B)False
Q5) Describe the four stages of the creative process.
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Chapter 8: Team Dynamics
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Sample Questions
Q1) What generally occurs during the 'storming' stage of team development?
A)Members learn about each other and evaluate the benefits and costs of continued membership.
B)Members shift their attention away from task orientation to a socioemotional focus as they realize their relationship is coming to an end.
C)Members have learned to coordinate their actions and now become more task-oriented.
D)Members develop their first real sense of cohesion and,through disclosure and feedback,make an effort to understand and accept each other.
E)Members try to assume specific responsibilities and influence the team's goals and means of goal attainment.
Q2) Diverse teams take longer to become high performance teams.
A)True
B)False
Q3) Team cohesiveness increases when entry into the group is very difficult and humiliates the new team member.
A)True
B)False
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10
Chapter 9: Communicating in Teams and Organizations
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Sample Questions
Q1) According to the authors,the social presence effect occurs when:
A)employees are distracted by their socializing behaviours at work.
B)expensive communication channels contribute to their social status.
C)the cost of a communication channel excludes the non rich.
D)the sender and receiver focus on their relative status instead of processing the message content.
E)None of these describe social distraction.
Q2) When sending a message,the choice of medium also communicates information from the sender to receiver.
A)True
B)False
Q3) A problem with email is that:
A)it contributes to information overload.
B)it increases the frequency of flaming.
C)it is difficult to interpret emotion in email messages.
D)it lacks the warmth of human interaction.
E)All of these are problems with email.
Q4) Active listeners constantly cycle through the three components of listening.
A)True
B)False
11
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Chapter 10: Power and Influence in the Workplace
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Sample Questions
Q1) Complex and ambiguous rules in resource allocation decisions cause employees affected by those decisions:
A)to disown their Machiavellian values.
B)to engage in more organizational politics.
C)to disband their politically motivated networks.
D)to find resources elsewhere.
E)None of these are outcomes of complex and ambiguous rules in resource allocation decisions.
Q2) Social networks exist everywhere because people have a drive to protect themselves.
A)True
B)False
Q3) People have more power when their actions quickly affect many other people throughout the organization.
A)True
B)False
Q4) People who feel powerful usually are more likely to rely on stereotypes.
A)True
B)False
Q5) Which types of people are more likely to engage in organizational politics?
Page 12
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Chapter 11: Conflict and Negotiation in the Workplace
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Sample Questions
Q1) The process in which one party perceives that its interests are being opposed or negatively affected by another party is called:
A)politics
B)conflict
C)negotiation
D)dialogue
E)negative delusion
Q2) GlobalCo formed a task force consisting of eight employees from four culturally diverse countries who have not previously met.The task force must work closely together for a month to solve a troublesome customer problem.These employees have similar technical training,but they have different religious beliefs,different languages,and different standards of living.If these employees experience conflict,this conflict might be caused by:
A)task interdependence.
B)differentiation.
C)communication problems.
D)all of these factors.
E)differentiation and communication problems,but not task interdependence
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Chapter 12: Leadership in Organizational Settings
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Sample Questions
Q1) Attribution theory is a major component of which of these leadership perspectives?
A)Trait perspective.
B)Implicit leadership theory.
C)Contingency perspective.
D)Transformational perspective.
E)Behaviour perspective.
Q2) Which of the following is an example of the effect of culture on leadership?
A)In some cultures leadership is discouraged.
B)Cultural values shape the expectations that followers have of their leaders.
C)Culture shapes the leader's values and norms,which in turn influence his or her decisions and actions.
D)All of above are examples of the effect of culture on leadership.
E)'B' and 'C' only.
Q3) Path-goal theory states that leaders should apply the participative style when:
A)the employee has an external locus of control.
B)the employee lacks job experience.
C)the task is routine.
D)all of these conditions exist.
E)none of these conditions exist.
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Page 14
Chapter 13: Designing Organizational Structures
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Sample Questions
Q1) Concurrent engineering can be used to encourage informal communication as a coordinating mechanism.
A)True
B)False
Q2) Divisional structures may be formed around products,geography,or functional specializations.
A)True
B)False
Q3) Informal communication is a coordination mechanism only in small and a few medium-sized organizations.
A)True
B)False
Q4) The two fundamental requirements of all organizational structures are divisionalization and decentralization.
A)True
B)False
Q5) Standardizing processes is less effective in nonroutine and complex work.
A)True
B)False
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Chapter 14: Organizational Culture
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Sample Questions
Q1) In what way do founders influence their organization's culture?
A)They are often visionaries who provide a powerful role model for others to follow.
B)They are instrumental in starting up the organization.
C)They typically avoid direct contact with lower-level employees.
D)They tend to be entrepreneurial rather than transformational.
E)They have little if any influence.
Q2) Studies suggest that only 30 to 50 percent of corporate acquisitions produce any financial gains.
A)True
B)False
Q3) Most employees at United FiberTech support the idea that the company's success depends on their willingness to continually change and improve customer service.United FiberTech probably has:
A)an adaptive culture.
B)many countercultures.
C)more subcultures than employees.
D)a market-driven culture.
E)no corporate culture.
Q4) conditions or events that potentially weaken an organization's dominant culture.
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Chapter 15: Organizational Change
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155 Flashcards
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Sample Questions
Q1) Change agents are:
A)management consultants.
B)transformational leaders.
C)employees who are committed to change.
D)anyone who posses enough knowledge and power to guide and facilitate the change effort.
E)Anyone who is not opposed to change.
Q2) A minimalist communication strategy should always be used to facilitate organizational change,because it minimizes the potential for misunderstandings.
A)True
B)False
Q3) Action research is a problem-focused process of organizational change.
A)True
B)False
Q4) In Lewin's force field analysis model,refreezing involves producing a disequilibrium between the current and unfrozen state.
A)True
B)False
Q5) Outline the organizational change process based on the action research approach.
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