Organizational Behavior
Chapter Exam Questions
Course Introduction
Organizational Behavior examines the impact of individual, group, and organizational dynamics on workplace effectiveness. This course explores key concepts such as motivation, leadership, communication, decision-making, organizational culture, and change management. Through case studies and collaborative activities, students learn how to analyze behavior in organizations, enhance teamwork, resolve conflicts, and foster a positive work environment. The aim is to equip students with practical skills and theoretical knowledge to understand and influence behavior in various organizational settings.
Recommended Textbook
Essentials of Organizational Behavior 2nd Edition by Terri A. Scandura
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Page 2
Chapter 1: What Is Organizational Behavior?
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Sample Questions
Q1) Mitroff says that the following question should be asked, ______.
A) What country are we in?
B) What is our organization?
C) Are our products and services unethical?
D) How will the outside world perceive our actions?
Answer: D
Q2) Ricky has learned about EBM and decided to start using it within his department. The first thing he should do is to ______.
A) implement ideas from "breakthrough" studies without hesitation
B) work on the development of collective brilliance
C) realize that old ideas are old ideas and should be treated that way
D) show favoritism to new ideas and theories
Answer: C
Q3) Goals of science are ______.
A) description, analysis, explanation, control
B) description, prediction, explanation, control
C) analysis, prediction, explanation, control
D) explanation, control, evidence, description
Answer: B
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Page 3
Chapter 2: Personality and Person Environment Fit
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Sample Questions
Q1) The best uses for Myers-Briggs type indicator (MBTI) in organizations seems to be for
A) judging which trait makes the best employee
B) conflict resolution and team building
C) providing leaders with the knowledge they need to pick the best team
D) labeling employees
Answer: B
Q2) Frank is concerned about the potential health consequences related to the personality traits of his employees. He can do which of the following to offset the detrimental effects of personality on the health of his employees?
A) provide social support from friends, family, and coworkers
B) hang on to stress
C) increase psychological risk factors
D) work longer hours
Answer: A
Q3) Individual differences are easily changed by management interventions.
A)True
B)False
Answer: FALSE
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Page 4
Chapter 3: Emotions and Moods
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Sample Questions
Q1) The deepest level of understanding emotions and moods comes from ______.
A) affective events theory
B) neuroscience
C) organizational behavior studies
D) mirror neurons
Answer: B
Q2) Begin the coaching session by ______.
A) starting with an empty mind
B) establishing a rapport
C) making the employee feel comfortable
D) reacting positively to what they say
Answer: A
Q3) The spread of negative emotions in groups has a "ripple effect," and can cause ______.
A) reduced team cooperation
B) reduced conflict
C) reduced customer care
D) reduced relabeling
Answer: A
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Page 5
Chapter 4: Attitudes and Job Satisfaction
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Sample Questions
Q1) Describe how cognitive dissonance can be used to change employee attitudes.
Q2) Which of the following is a response to job dissatisfaction?
A) reduced absenteeism
B) increased performance
C) sabotage
D) neglect
Q3) Which of the following characterizes those high in organizational commitment and high in job involvement?
A) Institutional Stars
B) Corporate Citizens
C) Lone Wolves
D) Apathetics
Q4) Describe which component of organizational commitment is most important.
Q5) Which of the following is defined by employees paying attention to whether the organization values their contributions and cares about their well-being?
A) perceived organizational support
B) employee engagement
C) job involvement
D) organizational commitment
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Chapter 5: Perception, Decision Making, and Problem
Solving
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Sample Questions
Q1) Bounded rationality is also the result of the decision maker guessing about:
A) uncertain future information
B) certain future consequences
C) uncertain future consequences
D) certain future information
Q2) Which of the following is defined as the repetition of information?
A) rehearsal
B) coding
C) imaging
D) availability bias
Q3) Describe common perceptual biases with examples.
Q4) The personality trait of ______ was found to be most related to creativity.
A) agreeableness
B) extraversion
C) neuroticism
D) openness to experience
Q5) Order effects research indicates that the sequence in which information is presented can influence subsequent judgments based on that information.
A)True
B)False
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Chapter 6: Leadership
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Sample Questions
Q1) In order to "manage your boss," it is important to ______.
A) become a 'pet' employee
B) flatter your boss
C) focus on your own expectations
D) develop a compatible working relationship
Q2) Which of the following leadership theories emphasizes adaptability of the leader to change their behavior depending on the follower's ability to perform a specific task?
A) situational leadership
B) transactional leadership
C) authentic leadership
D) humble leadership
Q3) Mentors in the workplace provide which type of support for their mentees?
A) academic support
B) defensive support
C) career support
D) financial support
Q4) Illustrate the leader-member exchange (LMX) model with an example.
Q5) What traits matter for leadership?
Q6) Describe the four I's of transformational leadership.
Page 8
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Chapter 7: Power and Politics
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Sample Questions
Q1) The form of power that comes with a person's position in the hierarchy is known as ______.
A) personal power
B) position power
C) legitimate power
D) reward power
Q2) Sheila wants to influence her followers. She should know that the source of influence is ______.
A) agreeableness
B) intelligence
C) power
D) desire
Q3) Individuals who signal their power or potential to punish in order to be seen as dangerous by observers are engaging in ______.
A) self-promotion
B) intimidation
C) supplication
D) faking
Q4) Describe the three lines of power in organizations and provide examples.
Q5) Identify the differences between individual and organizational sources of power.
Page 9
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Chapter 8: Motivation: Core Concepts
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Sample Questions
Q1) Jamele has inherited a team of low performers. She is eager to change their performance levels, so she will most likely begin by changing ______.
A) self-esteem
B) self-efficacy
C) self-fulfilling prophecy
D) low expectations to high expectations
Q2) Which of the following is one of the levels of needs on Maslow's hierarchy of needs?
A) drive
B) mental
C) grit
D) esteem
Q3) The type of job loading in which one adds more decision-making responsibility is known as ______.
A) rotation
B) enrichment
C) vertical
D) horizontal
Q4) Describe how the expectancy theory of motivation predicts effort.
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Page 10
Chapter 9: Motivation: Applications
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Sample Questions
Q1) Describe the challenges with the 360-degree performance appraisal.
Q2) Tran is interested in incorporating research-based recommendations on how to use monetary rewards effectively. Which of the following is an implementation guideline for the principle of "make rewards contingent on performance"?
A) ensure pay levels vary significantly based on performance levels
B) distribute fake currencies or reward points that can later be traded for cash, goods, or services
C) only promise rewards that are available
D) specify what employees are expected to do, as well as what they should refrain from doing
Q3) Which of the following is a source for 360-degree performance appraisal?
A) former employers
B) peers
C) family
D) industry partners
Q4) Reinforcement theory was initially studied with experiments on rats.
A)True
B)False
Q5) Describe the steps in the modeling process of social learning theory.
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Chapter 10: Group Processes and Teams
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Sample Questions
Q1) Direct pressure from leaders increases the symptoms of ______.
A) groupthink
B) suppression
C) rationalization
D) pressure
Q2) Organizational behavior research has demonstrated that team behaviors relate to team outcomes such as ______.
A) norms
B) cognitions
C) turnover intentions
D) job performance
Q3) A meta-analysis of team diversity and team performance found having members with diverse skill sets and backgrounds enhances ______.
A) groupthink
B) team projects
C) team creativity
D) team cohesion
Q4) Explain why cohesion may not always be a good thing.
Q5) Explain the importance of team norms.
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Chapter 11: Managing Conflict and Negotiation
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Sample Questions
Q1) Which of the following is not true regarding Chinese individuals and conflict?
A) Well-managed conflict contributes significantly to successful leadership in China.
B) Chinese are more competitive and individualistic.
C) Chinese are more likely to value harmony over discord.
D) Chinese place an emphasis on openness and collaboration.
Q2) Which of the following steps in the negotiation process occurs when offers and counteroffers are extended until a mutually agreeable solution is attained?
A) building the relationship
B) preparation
C) bidding
D) gathering information
Q3) Which of the following is defined as calling in a neutral third party to attempt to resolve the conflict?
A) conciliation
B) ombudsman
C) peer review
D) facilitation
Q4) Compare and contrast the five conflict resolution styles.
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Page 13
Chapter 12: Organizational Communication
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Sample Questions
Q1) Which of the following statements is true about communication apprehension?
A) People with high communication apprehension are likely to seek more advice or assistance from their managers.
B) People with high communication apprehension may seek jobs with lower communication requirements.
C) Communication apprehension is positively associated with individuals' perceptions of their adaptability.
D) Communication apprehension is positively related to the quantity and quality of communication.
Q2) Which of the following is one of the nine levels of differences on which cross-cultural communication can falter?
A) directness
B) when to talk
C) rushing
D) nonverbal
Q3) Compare and contrast the significance of verbal versus nonverbal communication.
Q4) Compare and contrast different forms of communication networks.
Q5) Describe the concept of thin slicing a conversation.
Q6) Identify and describe sources of noise in the communication process.
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Chapter 13: Diversity and Cross-Cultural Adjustments
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Sample Questions
Q1) Identify and describe Hofstede's five dimensions of national culture.
Q2) Another way to conceptualize relationship orientation is ______.
A) collectivism-individualism
B) uncertainty avoidance
C) power distance
D) masculinity-femininity
Q3) Which of the following is not one of the individual attributes related to diversity in the workplace?
A) gender
B) emotions
C) race
D) sexual orientation
Q4) Relinquishing cultural heritage and adopting the beliefs and behaviors of the new culture is known as ______.
A) avoidance
B) marginalization
C) assimilation
D) separation
Q5) Discuss key findings from the GLOBE project.
Q6) Describe some of the cultural "universals'"identified from the GLOBE studies.
Page 15
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Chapter 14: Organizational Culture
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Sample Questions
Q1) Explain the concept of climcult.
Q2) Which of the following is defined as the ability to transfer the demands of the market into organizational actions?
A) involvement
B) adaptability
C) mission
D) consistency
Q3) Culture is ______.
A) an evolved context
B) a situation
C) a permanent state
D) a combination of shared perceptions
Q4) When prices determine how social interactions between people are formed it is known as ______.
A) market control
B) clan control
C) performance ambiguity
D) bureaucratic control
Q5) Compare and contrast organizational culture and climate.
Q6) Identify and describe the four ways that employees learn organizational culture.
Page 16
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Chapter 15: Leading Change and Stress Management
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Sample Questions
Q1) Which of the following is the first step in Kotter's eight-step model for leading change?
A) Establish a sense of urgency.
B) Form a powerful coalition.
C) Create a vision for change.
D) Empower action.
Q2) Preventive stress management is a set of methods that promote health at the workplace and avoid distress.
A)True
B)False
Q3) Describe the action Yum! Brands, Inc., took to implement a proactive and radical cultural change.
Q4) The combination of greater psychological job demands and lower job control is the definition of ______.
A) cognitive dissonance
B) change uncertainty
C) psychological job strain
D) organizational stress
Q5) Describe the reasons why people resist organizational change.
Q6) Describe the forces driving organizational change.
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