Organisational Behaviour Final Exam
Course Introduction
Organisational Behaviour explores the theories and principles that govern individuals' and groups actions within workplace settings. This course examines key concepts such as motivation, perception, team dynamics, leadership, communication, organisational culture, and change management. Students will analyse real-world business scenarios to understand how human behaviour affects organisational effectiveness, decision-making, conflict resolution, and overall productivity. By applying psychological and sociological perspectives, learners will develop practical skills for improving workplace relationships and fostering a positive organisational climate.
Recommended Textbook Management 8th Australia Edition by Stephen Robbins
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Page 2
Chapter 1: Managers in the Workplace
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139 Verified Questions
139 Flashcards
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Sample Questions
Q1) According to the Gallup Organization survey, the relationship between employees and their colleagues is more important to their success than any other factor.
A)True
B)False
Answer: False
Q2) 'Effectiveness' refers to the relationship between inputs and outputs.
A)True
B)False
Answer: False
Q3) The primary reason to study management is to be well prepared for career advancement.
A)True
B)False Answer: False
Q4) Resource allocation and disturbance handling are both considered decisional roles. A)True
B)False
Answer: True
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Page 3
Chapter 2: Management History
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121 Verified Questions
121 Flashcards
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Sample Questions
Q1) According to the textbook, the term 'knowledge management' refers to an organisation that ________.
A)has cultivated a learning culture where organisational members systematically gather knowledge to share with others
B)is involved mainly in work that uses the intellectual capacity of their staff
C)has developed the capacity to learn, adapt and change continuously
D)has a program to encourage staff to undertake higher level education
E)is usually a high technology organisation that owns or uses new intellectual property
Answer: A
Q2) What scientist is most closely associated with the Hawthorne Studies?
A)Adams
B)Mayo
C)Lawler
D)Barnard
E)Follett
Answer: B
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Chapter 3: Managing the External Environment and Organisational Culture
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Sample Questions
Q1) Which of the following is an effect of globalisation on managers and organisations?
A)Expanded competition
B)Increased labour cost
C)Greater emphasis on business boundaries
D)Expanded reliance on home country markets
E)Increased cross-nation trade barriers
Answer: A
Q2) Compensation is mentioned in the textbook as a dimension of organisation culture.
A)True
B)False
Answer: False
Q3) When a firm is involved in a disaster or scandal and their CEO typically resigns, this would be an example of the CEO taking an omnipotent view of their management role.
A)True
B)False
Answer: True
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Page 5
Chapter 4: Managing in a Global Environment
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Sample Questions
Q1) Which of the following is NOT a feature of a multidomestic corporation?
A)Decision making takes place at the local level.
B)Nationals are typically hired to run operations in each country.
C)Marketing strategies are tailored to each country's culture.
D)Product strategies are tailored to each country's culture.
E)Products are manufactured only in the local country.
Q2) Which of the following would you consider to be a true statement?
A)Creating a foreign subsidiary usually occurs at an early stage of an organisation's global evolution.
B)A joint venture is a specific type of strategic alliance.
C)Strategic alliances and foreign subsidiaries are essentially the same.
D)Licensing is primarily used by service organisations.
E)'Global sourcing' is another term for 'importing'.
Q3) Australia is strongly individualistic but low on power distance.Which of the following countries does NOT demonstrate the same pattern?
A)Great Britain
B)the Unites States
C)Canada
D)Singapore
E)Sweden
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Chapter 5: Social Responsibility and Managerial Ethics
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Sample Questions
Q1) The term 'values' refers to the rules and principles that define right and wrong conduct.
A)True
B)False
Q2) Refer to The Environmental Study (Scenario).Under what approach does the organisation look for ways to respect and preserve the earth and its natural resources?
A)stakeholder approach
B)market approach
C)legal approach
D)minimalist approach
E)activist approach
Q3) The socioeconomic view of the responsibility of management states that a manager should pursue profits at all times.
A)True
B)False
Q4) In a short essay, explain the four approaches that organisations can take to being 'green'.
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Chapter 6: Managers As Decision Makers
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Sample Questions
Q1) When a decision maker chooses an alternative under perfect rationality, she chooses a ________ decision, whereas under bounded rationality, she chooses a ________ decision.
A)minimising; satisfying
B)satisficing; maximising
C)maximising; satisficing
D)maximising; minimising
E)minimising; maximising
Q2) Which thinking and decision-making style is superior to the others?
A)linear thinking because it relies on strong, hard facts
B)non-linear thinking because it is quick and easy
C)linear thinking because it is quick and easy
D)non-linear thinking because it relies on strong, hard facts
E)none of them is superior to the others, they are simply different ways of thinking
Q3) The start-up costs of a franchise purchase is a possible decision criterion.
A)True
B)False
Q4) In a short essay, discuss bounded rationality and satisficing.
Q5) In a short essay, list and discuss five different aspects of 'intuition'.
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Chapter 7: Managing Change and Innovation
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Sample Questions
Q1) As ________, managers should be motivated to initiate change because they are committed to improving their organisation's effectiveness.
A)process consultants
B)manipulators
C)efficiency experts
D)change agents
E)reengineering specialists
Q2) Refer to Changing Culture (Scenario).Of the following, which is an advantage that Mandy has to implement cultural change?
A)her managerial level
B)her new leadership skills
C)the recent purchase of her company
D)her change agent power
E)previous stable leadership
Q3) The 'calm waters' approach to change would be consistent with Lewin's concept of unfreezing, changing and refreezing.
A)True
B)False
Q4) In a short essay, list and discuss six characteristics of an innovative culture.
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Chapter 8: Foundations of Planning
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Sample Questions
Q1) In a short essay, discuss 'traditional goal setting' and the problems associated with this type of planning.
Q2) In a short essay, list and discuss the five steps in the goal-setting process.
Q3) According to the textbook, ________ are documents that outline how goals are going to be met and which typically describe resource allocations, schedules and other necessary actions to accomplish the goals.
A)strategies
B)goals
C)plans
D)policies
E)procedures
Q4) Competitor intelligence allows managers to do which of the following?
A)react to competitor actions
B)cut cost below the competition
C)increase market diversification
D)anticipate competitor actions
E)set equitable employee pay levels
Q5) Managers must be able to follow through with plans even if conditions change.
A)True
B)False
10
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Chapter 9: Strategic Management
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Sample Questions
Q1) Which of the following is one of the drawbacks to a strong organisational culture that a manager should consider when completing the strategic management process?
A)It can be more difficult to change.
B)Employees have less understanding of the planning process.
C)Employee attitudes tend to be strong but their organisational values are weak.
D)It cancels out any organisational distinctive competence.
E)It makes new strategies too easy and simplistic.
Q2) An internet-based knowledge-management system that resulted in shorter response times to customers would be one e-business technique that contributes to the competitive advantage of a ________.
A)cost leader
B)differentiator
C)focuser
D)star
E)dog
Q3) If McDonald's was to buy out KFC, McDonald's would be growing by vertical consolidation.
A)True
B)False
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Page 11
Chapter 10: Managerial Controls
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Sample Questions
Q1) The Fortune 500 companies are determined by ________.
A)answers of randomly selected employees
B)biggest listed enterprises
C)financial results
D)fastest-growing small and medium-size businesses
E)top 15 franchise companies based on an annual survey of franchisees
Q2) The easiest way to increase the ratio of outputs to inputs would be to ________.
A)decrease the selling price of outputs
B)increase the selling price of outputs
C)decrease the amount of inputs
D)increase the cost of the input
E)hire additional employees
Q3) In a short essay, discuss the reasons that 'control' is important in the planning process.
Q4) Revising unrealistically high standards is one method of managerial action in the control process.
A)True
B)False
Q5) In a short essay, discuss the common measures of organisational performance.
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Chapter 11: Managing Operations
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Sample Questions
Q1) 'Value chain management' is externally oriented and focuses on both incoming materials and outgoing products and services.
A)True
B)False
Q2) Deming believed which of the following about productivity?
A)High productivity comes from good people management.
B)Employees should learn movement efficiency, not statistical methods.
C)Managers are the primary source of increased productivity.
D)Training is generally wasted time.
E)Zero defects should be the ultimate quality goal.
Q3) According to the textbook, the ability of a product or service to reliably do what it is supposed to do and to satisfy customer expectations is called ________.
A)quantity
B)efficiency
C)quality
D)effectiveness
E)service
Q4) List and summarise six product quality and six service quality dimensions.
Q5) In a short essay, discuss technology's role in manufacturing.
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Chapter 12: Organisational Structure and Design
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Sample Questions
Q1) The ________ principle (one of Fayol's 14 principles of management)helps preserve the concept of a continuous line of authority.
A)unity of demand
B)unity of command
C)unity of direction
D)demand structure
E)continuous demand
Q2) To whom a worker reports concerns which aspect of organisational structure?
A)chain of command
B)departmentalisation
C)pay structure
D)line of command
E)authority framework
Q3) Which of the following factors describes an environment in which a high degree of decentralisation is desired?
A)The environment is complex and uncertain.
B)Lower-level managers do not want to have a say in decisions.
C)Decisions are significant.
D)The company is large.
E)The organisation is facing a crisis or the risk of company failure.
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Chapter 13: Managing Teams
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Sample Questions
Q1) Refer to Strato Engineering (Scenario).The team (2)that is working on the adhesive problem is a ________ team.
A)problem-solving
B)self-managed
C)virtual
D)command
E)cross-functional
Q2) The pressure to conform in groups is known by which of the following terms?
A)group freeloading effect
B)TQM
C)shirking
D)groupthink
E)management by objectives
Q3) Education, age, skill and experience are examples of which of the following?
A)formal status categories
B)individual status categories
C)in-group status categories
D)informal status categories
E)out-group status categories
Q4) In a short essay, list and discuss the five stages of group development.
Page 15
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Chapter 14: Managing Human Resources
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Sample Questions
Q1) ________ is the process of locating, identifying and attracting capable applicants.
A)Selection
B)Jobbing
C)Recruitment
D)Contracting
E)Decruitment
Q2) Employees working with an experienced worker who provides information, support and encouragement is known as 'on-the-job' training.
A)True
B)False
Q3) Refer to Recruitment (Scenario).Another source of employees, ________, has a large, centralised pool of candidates, but tends to only be good for entry-level positions.
A)university and college recruitment
B)advertisements
C)internal search
D)public employment agencies
E)temporary help services
Q4) In a short essay, discuss job analysis, job description and job specification.
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Page 16
Chapter 15: Understanding and Managing Individual Behaviour
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Sample Questions
Q1) Refer to An Interesting Group (Scenario).Sarah, the floor supervisor, seems to be a different person depending on whom she is with and what the situation demands.The tests were consistent with this observation, indicating her ability to adjust her behaviour.This is consistent with her being described as having ________.
A)high self-monitoring
B)high self-esteem
C)low cognitive dissonance
D)low Machiavellianism
E)high risk taking
Q2) Organisational behaviour is primarily concerned with group interactions.
A)True
B)False
Q3) ________ refers to any inconsistency that an individual might perceive between two or more of his/her attitudes or between his/her behaviour and attitudes.
A)Cognitive dissonance
B)Behavioural inconsistency
C)Affective dissonance
D)Emotive dysfunction
E)Attitude adjustment
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Chapter 16: Managers and Communication
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Sample Questions
Q1) According to your textbook, when non-verbal cues are inconsistent with the oral message ________.
A)the non-verbal cues will take precedence
B)the receiver becomes confused and the clarity of the message suffers
C)the spoken message will be seen as more important
D)the listener should ignore the non-verbal cues
E)in some cultures non-verbal cues are less important than in other cultures
Q2) How many employees typically hear about organisational matters through the grapevine first?
A)less than 25 per cent
B)less than 50 per cent
C)about 50 per cent
D)more than 50 per cent
E)almost 100 per cent
Q3) What do today's managers need to do with the organisation's knowledge resources?
A)learn from employees
B)make it easy for employees to communicate and share their knowledge
C)provide information to employees on a 'need to know' basis
D)protect it from employees
E)share their knowledge with employees
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Chapter 17: Motivating Employees
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Sample Questions
Q1) A ________ is any consequence immediately following a response that increases the probability that the behaviour will be repeated.
A)job characteristics model
B)conclusion
C)goal
D)reinforcer
E)valence
Q2) Refer to Angie's Subordinates (Scenario).The employees begin to compare their pay and work conditions to the pay and work conditions of friends and relatives who work in other companies in the local area.This process falls under ________ theory.
A)reinforcement
B)expectancy
C)goal-setting
D)equity
E)three needs theory
Q3) Adding vertical depth to a job is called job enlargement.
A)True
B)False
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Chapter 18: Managers As Leaders
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Sample Questions
Q1) A leader, such as the late Anita Roddick of the Body Shop, who can inspire followers above their own self-interests and can have a profound effect on their performance are known as ________.
A)transformational leaders
B)directive leaders
C)emotional leaders
D)informational leaders
E)transactional leaders
Q2) Fiedler assumed a person's leadership style was ________.
A)relative
B)contingent
C)fixed
D)team oriented
E)dimensional
Q3) Charisma is the ability to create and articulate a realistic, credible and attractive vision of the future that improves on the present situation.
A)True
B)False
Q4) In a short essay, list and discuss the seven traits associated with leadership.
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