Management and Organizational Theory
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Course Introduction
Management and Organizational Theory explores the foundational principles and contemporary approaches to understanding how organizations function and are managed. The course examines core management functions such as planning, organizing, leading, and controlling, alongside major theories of organization, including classical, human relations, systems, and contingency perspectives. Students will analyze how organizational structure, culture, power, and change influence employee behavior and organizational effectiveness. Through case studies and critical discussions, the course equips students with skills to assess management practices, understand organizational dynamics, and apply theoretical models to real-world business challenges.
Recommended Textbook
Organizational Behavior A Practical Problem Solving Approach 1st Edition by
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Page 2
Angelo Kinicki
Chapter 1: Making Ob Work for Me
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126 Verified Questions
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Sample Questions
Q1) What is the "interactional perspective" in OB? How can managers use this perspective?
Answer: The "interactional perspective" states that behavior is a function of interdependent person and environmental factors. Environments present various types of rewards and opportunities that people achieve or realize with diverse knowledge, skills, abilities, and motivations. Different people may perceive similar situations in different ways and similar people may perceive different situations in the same way. It is important to note that neither people nor environments are static. People change, situations change, and the two change each other. The bottom-line implication for OB and your work life is that knowledge of one without the other is insufficient. You need to understand the interplay between both person and environmental characteristics to be an effective employee, and especially an effective manager. The person-environment continuum therefore provides a means for classifying OB concepts and theories into causes of behavior.
Q2) Your potential for social capital lies in your relationships with other people.
A)True
B)False
Answer: True
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Chapter 2: Values and Attitudes
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Sample Questions
Q1) ________ are physiological or psychological deficiencies that arouse behavior.
A) Attitudes
B) Values
C) Cognitions
D) Needs
E) Expectations
Answer: D
Q2) OCB stands for:
A) Organizational cognitive behavior
B) Organizational counterproductive behavior
C) Organizational commitment behavior
D) Organizational citizenship behavior
E) Organizational contract behavior
Answer: D
Q3) Studies confirm that telecommuting enhances productivity and retention and decreases absenteeism.
A)True
B)False
Answer: True
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Chapter 3: Individual Differences and Emotions
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Sample Questions
Q1) Klaus works in a very stressful job, but maintains his "cool" even in the worst times. He is likely to score high on ________.
A) Extraversion
B) Agreeableness
C) Conscientiousness
D) Emotional stability
E) Openness to experience
Answer: D
Q2) The most potent of the causes of our self-efficacy beliefs is our prior experience.
A)True
B)False
Answer: True
Q3) Emotional intelligence is composed of two components: internal and external.
A)True
B)False
Answer: False
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Chapter 4: Social Perception and Managing Diversity
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Sample Questions
Q1) Describe the changes or trends taking place in the U.S. workforce in terms of gender, race, and age.
Q2) The negativity bias reflects the tendency to attribute another person's behavior to his or her personal characteristics as opposed to situational factors.
A)True
B)False
Q3) The millennial generation is described as:
A) Patriotic, loyal, and disciplined
B) Multitasking, communicate fast and online
C) Workaholic, idealistic, competitive
D) Entitled, civic-minded, closely involved with parents
E) Self-reliant, adaptable, cynical
Q4) A _________ represents a person's mental picture or summary of a particular event or type of stimulus.
A) Codification
B) Bias
C) Memory unit
D) Stereotype
E) Schema
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Chapter 5: Foundations of Employee Motivation
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Sample Questions
Q1) In applying Herzberg's theory to motivate employees, managers should first:
A) Build motivators into subordinates' jobs
B) Provide positive feedback
C) Increase subordinates' autonomy
D) Provide opportunities for self-actualization
E) Eliminate sources of dissatisfaction
Q2) Professor Jones learns that faculty members in another college with the same degree, years of teaching experience, and publication record are making significantly more money than he is. He considers this unfair. Which aspect of justice is he reacting to?
A) Institutional
B) Organizational
C) Distributive
D) Procedural
E) Interactional
Q3) Motivation can be viewed directly.
A)True
B)False
Q4) Explain how goal-setting theory works, and the mechanisms behind these processes.
Page 7
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Chapter 6: Performance Management
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Sample Questions
Q1) Avoiding extreme judgments and rating people and objects as average or neutral is known as the _______ perceptual error.
A) Halo
B) Leniency
C) Central tendency
D) Recency
E) Contrast effects
Q2) Allen used to make suggestions to his boss about how the department's performance could be improved. Although his boss always said they were great ideas, they were never acted upon. Allen then stopped making suggestions. This is an example of:
A) Punishment
B) Negative reinforcement
C) Positive reinforcement
D) Extinction
E) The law of effect
Q3) Intermittent reinforcement schedules are especially useful when employees are learning a new task or skill.
A)True
B)False
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Chapter 7: Positive Organizational Behavior
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Sample Questions
Q1) To develop hope, a person should:
A) Break a large goal into smaller sub-goals
B) Anticipate potential obstacles to success and plan to avoid them
C) Develop more extraversion
D) Generate an important goal that is attainable yet challenging
E) Not try to do anything; hope cannot be developed consciously
Q2) Positive businesses do well by being profitable, and do good by making the well-being of their stakeholders a priority.
A)True
B)False
Q3) Well-being is the combined impact of positive emotions, engagement, relationships, meaning, and achievement, pursued for their own sake.
A)True
B)False
Q4) Prosocial behaviors are positive acts performed without expecting anything in return.
A)True
B)False
Q5) What is Positive OB? How does understanding this concept help managers?
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Chapter 8: Groups and Teams
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Sample Questions
Q1) The roles of initiator, orienter, and energizer are particularly important to groups because they:
A) Are interpersonally oriented
B) Are goal-oriented
C) Keep the group operating together
D) Allow for effective record-keeping
E) Provide a way for leadership to emerge
Q2) What is trust? How should a manager develop trust?
Q3) A person in the gatekeeper role will:
A) Foster group solidarity by accepting and praising various points of view
B) Encourage all group members to participate
C) Serve as a passive audience
D) Mediate conflict through reconciliation or humor
E) Evaluate the quality of group processes
Q4) The first stage of the group development process is:
A) Forming
B) Storming
C) Norming
D) Performing
E) Conforming
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Chapter 9: Communication in the Digital Age
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Sample Questions
Q1) Some organizations block employees' access to social media sites. Which is the most frequently blocked?
A) Webmail (e.g., Gmail, Yahoo)
B) Twitter
C) YouTube
D) Facebook
E) LinkedIn
Q2) To be an effective listener, a person should try not to show nonverbal cues.
A)True
B)False
Q3) Crowdsourcing occurs when companies invite other employees to contribute to particular goals and manage that process via the Internet.
A)True
B)False
Q4) The age group that is most likely to utilize social media is:
A) 13-18
B) 19-29
C) 30-49
D) 50-64
E) 65+
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Chapter 10: Managing Conflict and Negotiation
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Sample Questions
Q1) When the demands or pressures from work and family domains are mutually incompatible, a person is experiencing:
A) Work-family conflict
B) Dysfunctional conflict
C) Functional conflict
D) Conflict handling issues
E) Incivility
Q2) The contact hypothesis states that the more that members of different groups interact, the more intergroup conflict they will experience.
A)True
B)False
Q3) All conflict ultimately threatens management's authority and thus has to be avoided or quickly resolved.
A)True
B)False
Q4) Lack of fairness is a minor source of conflict at work.
A)True
B)False
Q5) Describe what tends to happen when conflict escalates.
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Chapter 11: Decision Making and Creativity
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Sample Questions
Q1) Define "creativity." What causes creativity? What are the stages of the creative process?
Q2) Analyze the advantages and disadvantages of group decision making. For what types of decision should group decision making be used?
Q3) A person with a high tolerance for ambiguity who is oriented toward task and technical concerns when making a decision has which style?
A) Analytical
B) Conceptual
C) Directive
D) Behavioral
E) Consultative
Q4) In a simple environment, a manager should use the _______ model of decision making.
A) Heuristic
B) Rational
C) Satisficing
D) Nonrational
E) Intuition
Q5) Discuss what managers and organizations can do to increase creativity.
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Chapter 12: Power, Influence, and Politics
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Sample Questions
Q1) A person who is passive-aggressive in reaction to another's influence attempt is exhibiting:
A) Resistance
B) Rebellion
C) Compliance
D) Commitment
E) Coercion
Q2) Impression management is any attempt to control or manipulate the images related to a person, organization, or idea.
A)True
B)False
Q3) The highest level of empowerment is power sharing.
A)True
B)False
Q4) Organizational justice is the strongest organizational influence on politics.
A)True
B)False
Q5) What is impression management? What should a person do to create a positive first impression? Why are initial impressions important to managers?
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Chapter 13: Leadership Effectiveness
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Sample Questions
Q1) Although research and practitioners support the logic of situational leadership, the practical application of such theories has not been clearly developed.
A)True
B)False
Q2) Idealized influence by a leader entails behaviors associated with giving support, encouragement, empowerment, and coaching to employees.
A)True
B)False
Q3) Briefly discuss what leaders want from followers, and what followers want from leaders. What can an individual do to become a better follower?
Q4) Differentiate between "leaders" and "managers."
Q5) One of the employee characteristics in House's path-goal model is locus of control. A)True
B)False
Q6) Describe the behavioral styles approach to leadership effectiveness. Identify and define the major categories of leader behaviors that have been studied.
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Page 15
Chapter 14: Organizational Culture, Socialization, and Mentoring
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Sample Questions
Q1) Which of the following statements about organizational culture is true?
A) Artifacts are the most difficult aspect of organizational culture to change
B) Espoused values are the same as thing as enacted values
C) Espoused values are generally established by the founder or top management
D) Most companies have a long list of espoused values
E) Espoused values automatically influence employee behavior
Q2) Leaders are the architects and developers of organizational culture.
A)True
B)False
Q3) An organization can have the best vision and strategy in the world, but it won't be able to execute them unless its culture is aligned with its strategy.
A)True
B)False
Q4) Rites and rituals are the planned and unplanned activities and ceremonies that are used to celebrate important events or accomplishments in the organization.
A)True
B)False
Q5) What is organizational socialization? Why is this topic important for managers?
Page 16
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Chapter 15: Organizational Design, Effectiveness, and Innovation
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Sample Questions
Q1) When they need stronger horizontal alignment or cooperation to meet goals, functionally designed organizations should adopt a ________ structure.
A) Divisional
B) Hollow
C) Matrix
D) Functional
E) Horizontal
Q2) A hollow structure is also known as a network structure.
A)True
B)False
Q3) One of the seeds of innovation is hard work in a specific direction.
A)True
B)False
Q4) Revenue per employee and total output produced divided by number of employees are examples of measures of goal accomplishment.
A)True
B)False
Q5) What is a learning organization? Describe the process through which organizations effectively learn.
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Chapter 16: Managing Change and Stress
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Sample Questions
Q1) Identify the three general types of change and describe how they differ from each other.
Q2) The advantage of _________ as a means of overcoming change is that once persuaded, people will often help with the implementation of the change.
A) Facilitation and support
B) Explicit and implicit coercion
C) Negotiation and agreement
D) Participation and involvement
E) Education and communication
Q3) Perceptions of how able you are to deal or cope with a given demand are called:
A) Coping strategies
B) Primary appraisals
C) Secondary appraisals
D) Tertiary appraisals
E) Escape strategies
Q4) To cognitively restructure, one can follow the ABCDE approach.
A)True
B)False
Q5) Draw and describe the systems model of change.
Q6) Describe how to be a successful change agent.
Page 18
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