Managing People in Organizations Exam Practice Tests
Course Introduction
Managing People in Organizations explores the fundamental principles and practices involved in effectively leading and managing individuals within contemporary organizational settings. The course examines key topics such as motivation, team dynamics, leadership styles, conflict resolution, diversity and inclusion, performance management, and organizational culture. Students will develop a deep understanding of how individual and group behavior impacts organizational performance and learn strategic approaches for fostering engagement, collaboration, and productivity. Through case studies, discussions, and practical exercises, students will gain the tools needed to address real-world human resource challenges and become effective managers of people.
Recommended Textbook
Organizational Behavior Managing People and Organizations 11th Edition by Ricky
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Page 2
W. Griffin
Chapter 1: An Overview of Organizational Behavior
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Sample Questions
Q1) Compare and contrast the universal and situational perspectives in organizational behavior.
Answer: Answers will vary.
Q2) In organizations, most situations and outcomes are contingent; this is, the precise relationship between any two variables is likely to be situational, dependent on other variables.
A)True
B)False
Answer: True
Q3) Identify, discuss, and give examples of the contextual perspectives on Organizational Behavior.
Answer: Answers will vary.
Q4) A system is an interrelated set of elements that function as a whole.
A)True
B)False
Answer: True
Q5) Using the model presented in your text, briefly define systems theory. Give an example of each component of systems theory as it exists in an organization.
Answer: Answers will vary.
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Chapter 2: The Changing Environment of Organizations
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Q1) Cultural diversity can be an important source of ___________ in enhancing organizational effectiveness.
Answer: synergy
Q2) ______ is characterized by tight social frameworks in which people tend to base their identities on the group or organization to which they belong.
A)Collectivism
B)Individualism
C)Power distance
D)Uncertainty avoidance
E)Masculinity
Answer: A
Q3) Sweden has a culture that is low in masculinity. Such a culture is not aggressive and is not concerned with the acquisition of money and other possessions.
A)True
B)False
Answer: True
Q4) Orientation to authority is another name for the cultural value ___________.
Answer: power distance
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Chapter 3: Foundations of Individual Behavior
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Q1) Research finds that more conscientious people tend to be highly neurotic and therefore tend to be poor performers in organizations.
A)True
B)False
Answer: False
Q2) A(n) ________ is the overall set of expectations held by an individual about what he or she will contribute to the organization and what the organization will provide to the individual.
Answer: psychological contract
Q3) If you like your job because you are given good benefits, this is a(n) ____ component of your attitude.
A)affect
B)intention
C)intellect
D)behavior
E)cognition
Answer: E
Q4) __________ are those that detract from organizational performance. Answer: Dysfunctional behaviors
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Chapter 4: Motivation in Organizations
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Sample Questions
Q1) How would a manager use dual-structure theory to motivate employees?
Q2) In order for social learning to work, an employee must possess the physical _________ to imitate the behavior.
Q3) At its most elementary level, reinforcement theory suggests that behavior is a function of its _________.
Q4) Porter and Lawler's extension of the expectancy model argues that
A)only extrinsic rewards are important.
B)reward equity replaces valence.
C)ability, traits, and role perceptions are removed from the original model.
D)rewards are less important than originally thought.
E)high levels of performance may lead to satisfaction.
Q5) According to the dual-structure theory of motivation, all of these are hygiene factors EXCEPT:
A)working conditions.
B)supervision.
C)company policies.
D)the work itself.
E)interpersonal relationships.
Q6) The highest need in Maslow's hierarchy is the need for __________.
Q7) ___________ is learning through observing others.
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Chapter 5: Motivating Employee Performance Through Work
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Sample Questions
Q1) Quality circles are an example of organizational attempts at A)applying reinforcement theory.
B)OB modification.
C)behavior modification.
D)empowerment.
E)motivational training.
Q2) Describe, discuss, compare and contrast job enlargement and job enrichment. Give examples for each.
Q3) Maytag was one of the first companies to use ________ in the assembly of washing machine pumps.
Q4) In the job characteristics theory, skill variety, task identity, and task significance affect which critical psychological state?
A)Knowledge of results
B)High internal work motivation
C)Experienced meaningfulness of the work
D)Individual perceptions of accountability and responsibility
E)Recognition for work outcomes
Q5) A worker numbed by _______ and _______ may be less motivated to work hard and more inclined to do poor-quality work or to complain about the job
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Chapter 6: Motivating Employee Performance Through Rewards
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Sample Questions
Q1) Which of the following statements about goal difficulty is NOT true?
A)The goal should be challenging.
B)The goal should require effort.
C)The goals must be set by top management.
D)The goal should not be too difficult.
E)The goal should be attainable.
Q2) Employers who allow their workers to choose "cafeteria-style" from a variety of benefits packages are following a(n) _____________ system.
Q3) A performance management system in which people receive feedback from those on all "sides" of them is called ____________.
Q4) Which of the following ties a worker's earnings to the number of units produced?
A)Merit pay plan
B)Gain-sharing program
C)Profit-sharing program
D)Employee stock option plan
E)Piecework program
Q5) Review the advantages and disadvantages of the MBO techniques. How would you promote their use in your organization?
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Q6) In most appraisal systems, the employee's primary evaluator is the _________.
Chapter 7: Managing Stress and the Work-Life Balance
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Q1) The exhaustion stage of the general adaptation syndrome occurs as a result of prolonged exposure to a stressor without resolution.
A)True
B)False
Q2) ________ management techniques include making a list every morning.
Q3) _______ consequences of stress include ulcers, headaches, and acne.
Q4) If Jennifer is facing stress in her daily life, psychological consequences could include all of the following EXCEPT:
A)depression.
B)sleeping too much.
C)not sleeping enough.
D)headaches.
E)family problems.
Q5) Task demands and physical demands are types of ______ stressors.
Q6) If a person feels some degree of panic and begins to wonder how to cope, that person has entered the _______ stage of GAS.
Q7) Describe and give examples of how burnout develops and address the consequences of burnout.
Q8) Anything that induces stress is classified as a(n) _______.
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Chapter 8: Decision Making and Problem Solving
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Sample Questions
Q1) An innate belief about something without conscious consideration is called
A)escalation of commitment.
B)coalition.
C)intuition.
D)groupthink.
E)self-reaction.
Q2) Characteristics of nonprogrammed decisions include all but which of the following?
A)The decisions are poorly structured.
B)Time for solution is relatively long.
C)The consequences of decision making are far reaching.
D)The decisions are a primary responsibility of top management.
E)Goals are often vague.
Q3) Under ______ conditions, little information about the outcomes is available, but the decision maker is able to estimate the probability of occurrence of each alternative.
Q4) Discuss the various steps of the rational decision-making process, then apply the steps to a either a personal or professional decision that you had to make.
Q5) ________ is knowingly accepting less than the best possible outcome.
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Chapter 9: Foundations of Interpersonal and Group Behavior
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Q1) Describe the relationship between group composition and performance.
Q2) Group _________ describes the degree of similarity or difference among group members.
Q3) The concept of ____ is essential to the definition of groups presented in your text.
A)interaction
B)coordination
C)cohesion
D)member personality
E)proximity
Q4) Some groups fail to complete certain stages of development before moving on to later stages.
A)True
B)False
Q5) The Delphi technique is designed for use by groups
A)that are very large.
B)that are very small.
C)that do not meet face-to-face.
D)that have suffered from groupthink in the past.
E)that are familiar with the rules of brainstorming.
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Chapter 10: Using Teams in Organizations
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Q1) Product-development teams are similar to _______ teams because when the product is fully developed and in production, the team may be disbanded.
Q2) Lower turnover is a specific benefit of ______ benefit of teams in organizations.
A)enhanced performance
B)employee benefits
C)reduced costs
D)increased innovation
E)organizational enhancements
Q3) Compare and contrast problem-solving teams and management teams.
Q4) What is (are) the new role(s) of managers in teams?
A)Supervisors and evaluators
B)Top managers
C)Team members
D)Technical specialists
E)Coaches and facilitators
Q5) Teams can reduce the degree of stress that employees experience on the job.
A)True
B)False
Q6) _______ are teams that make recommendations.
Page 12
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Chapter 11: Communication in Organizations
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Q1) The source encodes an idea or thought into _____ and transmits it.
Q2) _______ is the social process in which two or more parties exchange information and share meaning.
Q3) The liaison has a strategic position in the network that allows him or her to control information moving in either direction through a channel.
A)True
B)False
Q4) _______ is a specialized or technical language of a trade, field, or profession.
Q5) ______ is probably the most common form of written communication in organizations.
Q6) Rohan generally serves as a bridge between groups in his division at ABC Manufacturing, tying groups together and facilitating the communication flow needed to integrate group activities. Rohan can be described as which of these?
A)Isolate
B)Cosmopolite
C)Gatekeeper
D)Liaison
E)Bridge
Q7) In the ______ network, all individuals communicate with all others.
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Chapter 12: Traditional Models for Understanding Leadership
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Sample Questions
Q1) Martin Evans and Robert House developed the ______ theory.
Q2) In Fiedler's theory, the degree of task or relationship motivation is measured by the expectancy scale.
A)True
B)False
Q3) The LPC theory indicates that a relationship-oriented leader is appropriate for very favorable and very unfavorable situations.
A)True
B)False
Q4) The Ohio State studies and the Leadership Grid are associated with the ____ approach to leadership.
A)interactive
B)contemporary
C)trait
D)contingency
E)behavioral
Q5) Describe, discuss, and give specific examples of the Least Preferred Coworker (LPC) scale.
Q6) According to the Leadership Grid, the ideal leadership style is _______.
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Chapter 13: Contemporary Views of Leadership in Organizations
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Q1) Why may some leadership theories be less applicable in today's diverse workforce?
A)Most past leadership research involved only white males.
B)Past leadership theories have been shown to lead to discrimination.
C)Leaders today work in a less educated workforce.
D)Current civil rights laws require the development of modern theories and practices.
E)Researchers have moved away from studying leaders and are now studying followers.
Q2) All of the following describe transactional leaders EXCEPT:
A)assigns work.
B)executes change.
C)evaluates performance.
D)makes decisions.
E)oversees routine work.
Q3) _______ leaders recognize the need for change and create a vision to guide that change.
Q4) Discuss the role of the leader in behaving ethically in his or her organization. Has the importance of behaving ethically increased in recent years? If so, explain why it has.
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Chapter 14: Power, Politics, and Organizational Justice
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Q1) A manager might enhance his or her expert power by not threatening subordinates' self-esteem.
A)True
B)False
Q2) People may engage in _______ to boost their own self-esteem.
Q3) The threat to transfer someone to a branch office in an undesirable location can be interpreted as a form of ________ power.
Q4) Roger at XYZ International has the ability to given bonuses to employees as part of a corporate compensation program. This is an example of ____ power.
A)referent
B)legitimate
C)reward
D)expert
E)coercive
Q5) Game playing is a type of a technique of _______.
Q6) Discuss the ethics of political behavior as outlined in the political behavior alternative model. Illustrate how the model works by using an example.
Q7) _______ power usually surfaces as imitation.
Page 16
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Chapter 15: Conflict and Negotiation in Organizations
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Q1) Conflict can arise between a company and parts of its environment such as suppliers and regulators.
A)True
B)False
Q2) The ______ approach does not treat negotiation as a game in which there are winners and losers.
Q3) Compromise includes all of the following EXCEPT:
A)the parties goals are not completely compatible.
B)the parties interact with others to achieve goals.
C)it can lead to new and innovative ideas.
D)goals are not aggressively pursued.
E)interactions are not that important to goal attainment.
Q4) Describe the PRAM model of negotiation. How are win-win outcomes different than other negotiation outcomes?
Q5) Conflict regarding the goals and content of work refers to legal conflict. A)True
B)False
Q6) Competition for scarce ______ can lead to intergroup conflict.
Q7) Contract negotiations between union and management are usually examples of ________.
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Chapter 17: Organization Design
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Q1) Organizational _______ consists of the mechanical and intellectual processes that transform inputs into outputs.
Q2) Which of the following is NOT a method for assessing the size of an organization?
A)Physical capacity
B)Average stock value in the previous year
C)Value of assets
D)Total number of employees
E)Total sales in the previous year
Q3) Describe, discuss and give examples of at least two contemporary approaches to organization design.
Q4) A(n) ____ relies on standardization of skills as the primary means of coordination.
A)mechanistic structure
B)professional bureaucracy
C)open system
D)virtual organization
E)adhocracy structure
Q5) Typically, large companies create _______ organizations.
Q6) ______ of scale are an advantage of large organizations.
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Chapter 18: Organization Culture
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Q1) Economists seek to understand the causes and consequences of culture.
A)True
B)False
Q2) All definitions of organization culture, in the text, refer to some set of values held by individuals in a firm.
A)True
B)False
Q3) After developing its strategic values and cultural values, the organization must establish a(n) _______ of its direction, or a picture of what the organization will be like at some point in the future.
Q4) Anthropologists frequently adopt the "native's point of view" when studying culture.
A)True
B)False
Q5) The meaning of organization values is perhaps best communicated through _______.
Q6) Researchers Rob Goffee and Gareth Jones have supported the idea that there is one best organization culture for a company.
A)True
B)False
Page 19
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Chapter 19: Organization Change and Development
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Q1) Describe, discuss, and give examples of the four basic forces for organization change.
Q2) The second step in the integrative framework for the implementation of task redesign is
A)appointment of a change agent.
B)recognition of a need for a change.
C)diagnosis of the work system and context.
D)creation of a collateral organization.
E)selection of task redesign as a potential intervention.
Q3) The most comprehensive type of organization change involves a major ______ or ______.
Q4) ______ is important and those who contribute to the change effort should be rewarded.
Q5) _______ is the process of planned change and improvement of the organization through application of scientific knowledge.
Q6) The direct alteration of jobs usually is called ______.
Q7) ______ involve gathering data, analyzing and summarizing them, and returning them to employees and groups for discussion and to identify and solve problems.
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Q8) Resistance to change may arise from several ______ and organizational sources.