Management of Public Service Organizations Final Exam
Course Introduction
This course examines the unique challenges and opportunities faced by public service organizations in an evolving socio-political environment. Students will explore fundamental management principles as applied within governmental, nonprofit, and quasi-governmental entities. Topics include organizational structure, leadership strategies, public accountability, performance measurement, resource allocation, and ethics in public administration. Through case studies and practical examples, the course emphasizes the development of effective managerial skills tailored to the public sector, highlighting ways to achieve organizational goals while serving the public interest.
Recommended Textbook
Managing Human Behavior in Public and Nonprofit Organizations Fourth Edition by Robert B. Denhardt
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14 Chapters
555 Verified Questions
555 Flashcards
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Page 2
Chapter 1: Organizational Behavior As a Way of Thinking
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40 Verified Questions
40 Flashcards
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Sample Questions
Q1) Evaluating whether resources are tracked and allocated to areas of high need is analysis on the ________ level.
A) Individual
B) Group
C) Organizational
D) Systems
Answer: C
Q2) One assumption that guides the exploration of organizational behavior in the public sector is that public service is about serving others.
A)True
B)False
Answer: True
Q3) Frederick Taylor was greatly concerned with employee motivation.
A)True
B)False
Answer: False
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Page 3
Chapter 2: Knowing and Managing Yourself
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Sample Questions
Q1) Brenda exhibits self-control,is trustworthy,adaptable,open to change,and has a strong desire to achieve.Which component of emotional intelligence is she exhibiting?
A) Self-management
B) Self-awareness
C) Social awareness
D) Social management
Answer: A
Q2) Which of the following is a competency of the self-management component of emotional intelligence?
A) Leadership
B) Integrity
C) Valuing diversity
D) Self-assessment
Answer: B
Q3) Social awareness is the ability to understand what one is feeling and how to direct those feelings.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Fostering Creativity and Innovation
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44 Verified Questions
44 Flashcards
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Sample Questions
Q1) It is relatively easy to kill creativity in an organization.
A)True
B)False
Answer: True
Q2) People are not likely to be creative when they love what they do as it removes the motivation to do anything else.
A)True
B)False
Answer: False
Q3) In the creative process,"preparation" is:
A) About conscious mental activity, but it is a matter of choice
B) Identification of issues to be dealt with at the concentration stage
C) The largely unconscious phase
D) About gathering ideas for addressing the problem
Answer: D
Q4) Creativity and innovation are considered to be the same phenomenon.
A)True
B)False Answer: False
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Chapter 4: Managing Stress
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Sample Questions
Q1) There are four stages in the General Adaptation Syndrome.
A)True
B)False
Q2) Which of the following is not a source of stress on the job?
A) Organizational justice
B) Organizational environment
C) Intrinsic nature of work
D) Extrinsic nature of work
Q3) Which of the following jobs can cause high levels of stress?
A) Jobs with great responsibility and little autonomy
B) Jobs with little responsibility and little autonomy
C) Jobs with great responsibility and great autonomy
D) Jobs with little responsibility and great autonomy
Q4) What is the estimated absenteeism linked to stress related issues?
A) Less than 10%
B) Roughly 50%
C) Roughly 60%
D) More than 70%
Q5) Describe the various stages in the General Adaptation Syndrome.
Q6) What are the causes and consequences of stress?
Page 6
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Chapter 5: Decision Making
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Sample Questions
Q1) Which of the following is not a part of the focus group process?
A) Planning
B) Recruiting
C) Training
D) Moderating
Q2) Street-level bureaucrats make no policy choices themselves in the exercise of their responsibility.
A)True
B)False
Q3) Under the organizational model of decision-making:
A) Decision makers are not constrained by standard operating procedures
B) Decision makers are constrained to be somewhat predictable but create unpredictable outcomes
C) Decision makers are constrained by standard operating procedures that tend to make decision outcomes somewhat predictable
D) Decision makers are constrained to be somewhat predictable and create predictable outcomes
Q4) Compare and contrast the organizational process model and the governmental politics model of decision making.
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Chapter 6: Motivation and Engagement
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Sample Questions
Q1) Goal setting and expectancy theories are compatible approaches to increasing motivation.
A)True
B)False
Q2) The "equity norm" suggests that those who contribute more to an organization should receive:
A) More rewards than their colleagues
B) Less rewards than their colleagues
C) Same rewards as their colleagues
D) Equitable relief
Q3) Porter and Lawler refined Vroom's model to suggest that,although employee effort is determined by both the value placed on certain outcomes and the degree to which people believe that their efforts will lead to these rewards,effort does not always lead to task accomplishment.They suggested that two other factors need to be considered:
A) Employee opportunity and employee growth
B) Organizational ability and structural role
C) Employee ability and role clarity
D) Employee ability and organizational clarity
Q4) Discuss Marcum's arguments on the flaws in motivational theories.
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Chapter 7: Leadership in Public Organizations
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Sample Questions
Q1) In earlier studies of leadership,factors such as age,height,weight,and appearance seemed to have everything to do with leadership.
A)True
B)False
Q2) Which of the following is NOT a dimension of emotional intelligence?
A) Managing emotions
B) Empathy
C) The ability to cry
D) Handling relationships
Q3) According to Gardner,what type of mind is able to bring together information and ideas from many different sources in a way that makes sense?
A) Disciplined
B) Ethical
C) Synthesizing
D) Creating
Q4) Describe the managerial grid.What types of leaders are represented in each square of the grid?
Q5) Explore the challenges of leading in a diverse organization.Discuss,providing relevant examples where appropriate.
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Chapter 8: Power and Organizational Politics
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Sample Questions
Q1) Which of the following is NOT a structural determinant of power?
A) Independence
B) Perceived political power
C) Numerical representation
D) Influence in garnering resources
Q2) Which of the following is part of the second stage in the process of moving from powerlessness to empowerment?
A) Feedback
B) Job enrichment
C) Feelings leading to powerlessness
D) Reinforcement
Q3) Come up with a scenario where a manager in a public organization might face a problem and develop a strategy that the manager should use to solve the problem.Be sure to discuss power in your solution.
Q4) The use of coercive power tends to increase referent power,whereas the use of reward power tends to diminish referent power.
A)True
B)False
Q5) Compare and contrast the different sources or bases of power.
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Chapter 9: Communicating Effectively With Others
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Sample Questions
Q1) Which of the following is NOT one of the "six C's" developed for effective managerial writing?
A) Courtesy
B) Clearness
C) Confidence
D) Correctness
Q2) Sandeep acknowledges cultural differences but trivializes them,believing that human similarities far outweigh any differences.Which of the following types of thinking does he have?
A) Ethnocentric
B) Geocentric
C) Ethnorelative
D) Polycentric
Q3) Body language is also known as:
A) Paralinguistics
B) Occulesics
C) Linguistics
D) Kinesics
Q4) Discuss some of the key issues to keep in mind when exploring the communication process.What are some potential pitfalls?
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Chapter 10: Working in Groups and Teams
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Sample Questions
Q1) Which of the following conditions does NOT need to be met in order for a team to be productive?
A) Commitment to goals on the part of the team and senior management
B) Opportunity for teamwork as created by senior management or other individuals
C) Clarity of goals as provided or developed by the team
D) Lack of challenges from customers and competitors
Q2) According to Gardenswartz and Rowe,what is the second level for examining the diversity that individuals bring to the organization?
A) Internal dimensions
B) External dimensions
C) Personality
D) Organizational dimensions
Q3) According to Parker (1990),there are four primary styles of team players.Define each of the styles and discuss the different ways each style contributes to the team.
Q4) Tensions among team members can be productive and help the performance of the team.
A)True
B)False
Q5) Compare and contrast groups and teams.How are they similar? How do they differ?
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Chapter 11: Managing Conflict
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43 Flashcards
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Sample Questions
Q1) ________ has been found to be an initial predictor of poor performance.
A) Satisfaction
B) Complacency
C) Contentment
D) Anxiety
Q2) What are approaches a manager can use in engaging in constructive conflict?
A) Reflect, get feedback, gradually correct the problem
B) Reflect, get feedback, immediately correct the problem
C) Conflict is normal but can only be addressed by punishing the initiators
D) None of the above
Q3) Jonathan is interested in his own position and views the world as a zero-sum game with winners and losers.What is most likely his approach to conflict?
A) Competition
B) Avoidance
C) Accommodation
D) Collaboration
Q4) The public administrator often is placed in the role of deciding among conflicting priorities and is drawn into the center of the conflict.Why is this so? What can an administrator do in these situations?
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Chapter 12: Organizational Change
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Sample Questions
Q1) Organic structures are highly formalized,specialized,standardized,and centralized.
A)True
B)False
Q2) Describe Latham's approach to behavior change.What are some limitations to instituting behavior change? Discuss,providing relevant examples where appropriate.
Q3) According to Golembiewski,OD philosophy includes which of the following values?
A) Responsibility only to oneself
B) Willingness to experiment
C) Closed communications
D) Private examination of conflicts
Q4) Which of the following types of change is initiated in times of crisis?
A) Crisis change
B) Organic change
C) Systematic change
D) Dramatic change
Q5) OD represents a particular philosophy.According to Golemniewski (1972)what values are included in this philosophy?
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Chapter 13: Representing the Organization on the Outside
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Sample Questions
Q1) Which of the following levels of organization is concerned with the relationship between the organization as a body and the wider social system of which it is a part?
A) Technical
B) Organizational
C) Managerial
D) Institutional
Q2) What technology might a public agency employ to create a "virtual" town meeting?
A) Cloud computing
B) Web cameras
C) Cell phones
D) None of the above
Q3) Public administrators do not need to practice effective media relations.
A)True
B)False
Q4) Involving citizens in the development and implementation of public policy is an important concern for public administrators.
A)True
B)False
Q5) What are networks? Why are they important in the delivery of services?
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Chapter 14: Managing Behavior in the Public Interest
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Sample Questions
Q1) In the context of the "new public service" what is the significance of serving citizens and not treating them as customers?
Q2) The public service should discourage creating processes and arenas in which citizens can engage with one another.
A)True
B)False
Q3) Productivity improvement,process reengineering,and performance measurement are seen as important tools in designing ________.
A) Democracy
B) Management systems
C) Constitution
D) Goals
Q4) The public interest is the result of a dialogue about shared values rather than the ________ of individual self-interests.
A) Assertion
B) Expansion
C) Reduction
D) Aggregation
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Page 16