Organizational Behavior Exam Questions
Course Introduction
Organizational Behavior explores the study of human behavior within organizational settings, examining how individuals, groups, and structures impact performance, motivation, and organizational effectiveness. The course covers topics such as perception, personality, group dynamics, leadership, power, culture, decision-making, and change management. Through case studies, group projects, and practical applications, students will develop a deeper understanding of the factors that influence workplace behavior, strategies to improve employee satisfaction and productivity, and methods to foster positive organizational change.
Recommended Textbook Management 3rd Edition by Michael A. Hitt
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Page 2
Chapter 1: The Nature of Management
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Sample Questions
Q1) According to Rosemary Stewart,________ involve(s)activities or duties that must be accomplished and standards or levels of minimum performance that must be met.
A) constraints
B) planning
C) demands
D) choices
Answer: C
Q2) In his capacity as the regional production manager,Mark Brown is required to address the regional heads from across the country in a quarterly meeting organized by his company.At this meeting,Mark presents the detailed production figures of his region and also outlines the changes he plans to implement in order to improve productivity.Mark is playing the role of a ________.
A) monitor
B) disturbance handler
C) spokesperson
D) negotiator
Answer: C
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Page 3
Chapter 2: Social Responsibility and Managerial Ethics
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Sample Questions
Q1) Employees are unlikely to conform to a corporate code of ethics unless other actions taken by the organization reinforce the code.
A)True
B)False
Answer: True
Q2) What is the strategic corporate social responsibility perspective? Explain the "inside-out" approach with examples.
Answer: A recent approach to corporate social responsibility tries to address the balancing act managers must engage in when responding to the concerns of all their stakeholders.It is called the strategic corporate social responsibility perspective,and it argues that three fundamental criteria can guide managers.They are the "inside-out" approach,the "outside-in" approach,and the "outside-out" approach. In the "inside-out" approach,managers can look inside the company at issues that are more rather than less important as a function of the company's strategy and business activities.For example,as a manager at a retail store,the labor-intensive nature of one's business places a heavy emphasis on workers.In contrast,the capital-intensive nature of an aerospace corporation places a heavy emphasis on technology.
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Page 4
Chapter 3: International Management and Globalization
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Sample Questions
Q1) Citizens in nations high in uncertainty avoidance prefer to have fewer rules and tend to be more comfortable in ambiguous situations.
A)True
B)False
Answer: False
Q2) In an organization using a region-country focus,the primary authority to determine competitive strategy rests with the ________.
A) corporate stockholders
B) corporate board of directors
C) home office management team
D) management of the international subsidiary
Answer: D
Q3) In high-context cultures,the situation has a ________ on what is considered appropriate behavior.
A) minimal influence
B) marginal influence
C) significant influence
D) negligible influence
Answer: C
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Page 5
Chapter 4: Strategic Management
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Sample Questions
Q1) ________ typically relate to alterations in how to make products or how to manage enterprises.
A) Economic changes
B) Process technological changes
C) Product technological changes
D) Sociocultural changes
Q2) In Albany,Georgia,the bars and restaurants built outdoor seating areas after the city passed laws banning indoor smoking to accommodate customers who smoked.To what dimension of the general environment were the bar and restaurant owners reacting?
A) political-legal forces
B) economic forces
C) institutional forces
D) sociocultural forces
Q3) ________ strategies focus on the operations of each function and their contribution to help the firm achieve a competitive advantage.
A) Competitive
B) Corporate-level
C) Unit-level
D) Business-level
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Page 6
Chapter 5: Planning
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Sample Questions
Q1) What are the primary organizational levels of a corporation?
A) production, marketing, and sales
B) corporate, business, and functional
C) finance, human resources, and operations
D) production, marketing, and administration
Q2) What is the focus of executives at the business level?
Q3) Business-level managers typically are not involved in developing operational plans.
A)True
B)False
Q4) Which of the following statements regarding objectives is true?
A) Managers need to assign equal importance to all of the objectives.
B) Determining priorities for objectives is usually the final stage associated with setting objectives.
C) The importance of some objectives varies with time.
D) A clear understanding of the sequence of priorities has no significant impact on employee performance.
Q5) What tactical plans are evident in this scenario?
Q6) What are the key planning issues that managers at the corporate level focus on?
Q7) What strategic plans are evident in this scenario?
Page 7
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Chapter 6: Organizational Structure and Design
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Sample Questions
Q1) A ________ facilitates the use of modular products,each of which is different but which contain some of the same parts.Thus,modular parts are produced and assembled in different ways to produce several different products.
A) regional structure
B) customer structure
C) matrix structure
D) division structure
Q2) Describe the concept of "differentiation" in an organization.
Q3) Japanese multinational firms tend to operate as ________,announcing decisions from home offices to subsidiaries.European multinational operations tend to operate as ________,pushing decision-making authority to the lowest possible level.
A) centralized organizations; decentralized organizations
B) decentralized organizations; centralized organizations
C) functional organizations; geographic organizations
D) geographic organizations; functional organizations
Q4) Compare organizational structure and organizational design.
Q5) Organizational charts illustrate an organization's complete structure.
A)True
B)False
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Chapter 7: Managing Diverse Human Resources
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Sample Questions
Q1) The ________ requires affirmative action in hiring women and minorities.
A) Fourteenth Amendment
B) Equal Pay Act of 1963
C) Executive Order 11246
D) Rehabilitation Act of 1973
Q2) Which of the following is true for interviews?
A) In unstructured interviews, interviewers ask all candidates the same set of questions.
B) The validity of unstructured interviews is lower than that for structured interviews.
C) Structured interviews involve asking each candidate to answer different questions based on their individual qualifications.
D) Recording interview responses on a standardized form decreases the validity of the interview.
Q3) Name and briefly explain the various methods of recruiting candidates for a job opening.
Q4) Why might a school principal rely on "critical incidents" to provide feedback to teachers during appraisals?
Q5) How might hiring a part-time teacher for this position be advantageous?
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9
Chapter 8: Leadership
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Sample Questions
Q1) How does leadership differ across cultures?
Q2) Relatively enduring characteristics of a person are called ________.
A) attitudes
B) traits
C) skills
D) experiences
Q3) Which of the following statements is consistent with the path-goal theory of leadership?
A) Directive leadership behaviors are counterproductive and should be avoided.
B) Supportive leadership style is suitable if subordinates are inexperienced.
C) Leaders' job is to increase subordinates' satisfaction and effort.
D) Leaders' styles cannot be changed and the situation has to be changed to fit the leader.
Q4) Use of referent power is a cost-free way to influence other people.
A)True
B)False
Q5) Explain any three types of influence tactics that managers can use to influence employees.
Q6) Briefly differentiate between transactional leadership and transformational leadership.
Page 10
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Chapter 9: Motivation
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Sample Questions
Q1) ________ involves increasing the complexity of a job to provide a greater sense of responsibility,accomplishment,and achievement.
A) Job rotation
B) Job enrichment
C) Job evaluation
D) Positive reinforcement
Q2) Within the context of McClelland's acquired needs theory,even though Coyle and Sandoz vary widely in their motivational tactics,is it possible that both supervisors could possess the same predominant need?
Q3) Which of the following categories is included in the Maslow's hierarchy of needs?
A) existence
B) relatedness
C) physiological needs
D) growth
Q4) What is the difference between positive reinforcement and negative reinforcement?
Q5) Discuss the potential impact on employee motivation of Coyle and Sandoz accepting co-supervisory duties of the assembly line.
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Page 11
Chapter 10: Groups and Teams
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Sample Questions
Q1) Write a short note on norms.
Q2) Which of the following is knowledge that competent teams must possess?
A) team orientation
B) shared vision
C) task sequencing
D) adaptability and flexibility
Q3) A highly cohesive group is more likely to reject any deviance from its norms,even if it represents creative ideas that could ultimately be useful to the group.
A)True
B)False
Q4) During the forming stage of group development,group members build consensus on basic issues.
A)True
B)False
Q5) Global teams known as "equalizers" accept and build upon their differences and use them to enhance their creativity.
A)True
B)False
Q6) What are the three types of group conflict?
Page 12
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Chapter 11: Communication and Negotiation
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Sample Questions
Q1) A manager is considering three staff members as possible candidates for a new position.One morning she asks each of them,in private,whether they might be interested in the new position.She also asks them not to discuss the new position with anyone.At a function after work,she is approached by several staff members.They ask her about the new position they have heard about "on the grapevine." What important feature of informal communication channels does this scenario illustrate?
A) They only carry work-related information.
B) They often transfer information rapidly.
C) They often transfer inaccurate information.
D) They tend to follow the organizational hierarchy.
Q2) Lateral communication is oriented toward ________ -both formal and informal-that assist or affect coordination and joint problem solving.
A) asking questions
B) exchanging information
C) reporting problems
D) establishing goals
Q3) Assuming that the e-mail message did involve a major strategic change,comment on the communication medium chosen by Kevin's boss.
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Chapter 12: Individual and Group Decision Making
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Sample Questions
Q1) Groups suffering from groupthink tend to minimize the seriousness of the doubts members raise and put tremendous pressure on them to agree to the group's consensus.This symptom of groupthink is known as ________.
A) self-censorship
B) illusion of invulnerability
C) illusion of morality
D) illusion of unanimity
Q2) Conducting a dialectical inquiry can be a particularly good way to overcome groupthink and escalation-of-commitment pitfalls.
A)True
B)False
Q3) The Delphi technique is used to improve problem formulation.
A)True
B)False
Q4) Standard operating procedures (SOP)are often used for nonprogrammed decisions.
A)True
B)False
Q5) List and explain strategies to improve the problem-solution process.
Q6) List the steps of the rational model.
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Chapter 13: Operations Management
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Sample Questions
Q1) The fundamental notion of process reengineering is that form influences function.
A)True
B)False
Q2) As the complexity of managing supply chains has increased,its potential strategic importance has decreased.
A)True
B)False
Q3) ________ is a system of getting the right materials to the right place at the right time.
A) Flexible manufacturing
B) Total quality management
C) Computer-assisted delivery
D) Materials requirement planning
Q4) Continuous process improvement in an organization involves both incremental and breakthrough improvements in the way it does business.
A)True
B)False
Q5) Could continuous process improvement be used in this scenario?
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Chapter 14: Control
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Q1) Which of the following represents the narrowest scope of control for a bank branch manager?
A) ensuring that there is an adequate ratio of deposits relative to loans
B) ensuring proper credit checking before a loan is granted to any individual or organization
C) ensuring that the bank gets enough publicity to attract new clientele
D) ensuring that there is a fair ratio of human tellers to automated tellers present
Q2) Research on goal setting related to the budgetary process suggests that the ideal budget is one that is not challenging and is easily attainable.
A)True
B)False
Q3) Extensive control measures almost always deflate employee morale and lower profitability,irrespective of the situation.
A)True
B)False
Q4) What determines the focus of control in an organization?
Q5) Explain how human resources work as a tactical control system.
Q6) Differentiate between precontrol and postcontrol of operations.
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Chapter 15: Organizational Change and Development
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Sample Questions
Q1) Which of the following is the idea behind organizational renewal?
A) People's emotions are as important as their thoughts.
B) Systematically collected data is better than any assumption.
C) Many companies have structures involving more people than necessary.
D) In a fast-changing world, new habits and patterns rapidly become outdated.
Q2) As a reason for resistance to change,the term inertia means ________.
A) lacking adequate information about the need for change
B) being comfortable with the present way of doing things
C) mistrusting those who are communicating the need for change
D) refusing to believe that change is necessary or helpful
Q3) Which of the following is true of a successful process redesign effort?
A) It can shorten cycle times.
B) It has a low chaos factor.
C) It creates low resistance.
D) It gives good results with little effort.
Q4) Which of the following is an example of process consultation?
A) responsibility charting
B) diagnostic meetings
C) coaching and counseling
D) behavior modeling
Page 17
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