Organizational Behavior Exam Review
Course Introduction
Organizational Behavior explores the dynamics of human behavior within professional settings, examining how individuals, groups, and structures influence organizational effectiveness. The course covers key topics such as motivation, leadership, team dynamics, communication, organizational culture, decision-making, conflict resolution, and change management. Through theoretical frameworks, case studies, and interactive activities, students gain insights into the factors that drive workplace behavior and learn practical strategies for enhancing organizational performance and employee well-being.
Recommended Textbook
Organizational Behavior Improving Performance and Commitment in the Workplace 6th Edition
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16 Chapters
1931 Verified Questions
1931 Flashcards
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Chapter 1: What Is Organizational Behavior?
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105 Verified Questions
105 Flashcards
Source URL: https://quizplus.com/quiz/3903
Sample Questions
Q1) Which of the following scenarios would be the most invisible to competitors?
A) Mongo Films fires its CEO and hires a new one.
B) Sports Stuff, Ltd., lowers its prices on swimwear.
C) JTR, Ltd., opens a manufacturing plant in the Philippines.
D) Spotless, Inc., starts a new line of natural bathroom cleaners.
E) High Grade, Inc., hires a new middle-manager for its Boston office.
Answer: E
Q2) OB research on job performance and individual characteristics draws primarily from studies in
A) managerial and organizational psychology.
B) industrial and organizational psychology.
C) economic and organizational sociology.
D) economic and managerial sociology.
E) industrial and economic psychology.
Answer: B
Q3) Causal inferences means establishing that one variable really does cause another.
A)True
B)False
Answer: True
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Page 3
Chapter 2: Job Performance
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) Bradley may be only an entry-level fry cook at Danny Boy's, a fast-food restaurant, but he thinks and acts far beyond his pay grade. He continually offers the manager suggestions regarding how to improve efficiency in the kitchen, and more often than not, the manager adopts his ideas. Bradley was also the one who pointed out that the way they were disposing of used cooking grease presented an environmental hazard and a possible fire hazard. His behavior exemplifies A) courtesy.
B) boosterism.
C) sportsmanship.
D) civic virtue.
E) voice.
Answer: E
Q2) Property deviance behaviors include
A) sabotage and theft.
B) sabotage and harassment.
C) wasting resources and theft.
D) wasting resources and harassment.
E) wasting resources and substance abuse.
Answer: A
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Chapter 3: Organizational Commitment
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Employees in the category of apathetics demonstrate passive, destructive behavior. They exert the minimum level of effort required to keep their jobs.
A)True
B)False
Answer: True
Q2) Lone wolves are likely to respond to negative events with A) loyalty.
B) exit.
C) neglect.
D) voice.
E) ignorance.
Answer: B
Q3) Which of the following is one of the three types of organizational commitment?
A) reactive commitment
B) associative commitment
C) normative commitment
D) proactive commitment
E) distributive commitment
Answer: C
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Page 5
Chapter 4: Job Satisfaction
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Bert, Kiko, and Jamila have just finished their team's project and are waiting for their supervisor's feedback. Jamila had ensured that the project was completed on time and met all the requirements. She received good feedback on the part she worked on. She is elated and enthusiastic about her future projects. Her mood would be labeled as A) intense negative.
B) intense deactivated.
C) unpleasant deactivated.
D) intense positive.
E) pleasant deactivated.
Q2) The JDI includes a companion survey, the JIG scale that assesses A) altruism.
B) job significance.
C) overall job satisfaction.
D) mental well-being.
E) leadership potential.
Q3) Define emotions. Identify five positive and five negative emotions. Give examples of two strong emotions you felt recently. What caused these emotions? Who were they directed at? How did you handle these emotions?
Q4) How is job satisfaction related to life satisfaction? Provide two examples.
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Chapter 5: Stress
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116 Verified Questions
116 Flashcards
Source URL: https://quizplus.com/quiz/3907
Sample Questions
Q1) Which of these is a nonwork challenge stressor?
A) role overload
B) time pressure
C) role ambiguity
D) a positive life event
E) financial uncertainty
Q2) As an alternative to managing stressors, many organizations teach employees to use ________ to counteract the effects of stressors by engaging in activities that slow the heart rate, breathing rate, and blood pressure.
A) heuristics
B) relaxation techniques
C) emotional suppression
D) primary performance appraisal
E) transactional analysis
Q3) The transactional theory of stress deals with
A) motion-focused behavior coping.
B) primary and secondary appraisal of stress.
C) Type A behavior.
D) instrumental support.
E) presenteeism.
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Chapter 6: Motivation
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) Evander has been asked to lead a team of educators. He is afraid his employees will not take him seriously because he is a nice guy, and he is nervous that his supervisors will see him as weak and ineffective. He is also excited by some great ideas he has for how to improve educational delivery methods that he knows will work. Evander's efficacy is moderated by his fears and anxieties, as well as his pride and enthusiasm, which are all examples of
A) emotional cues.
B) instrumentality.
C) verbal persuasion.
D) vicarious experiences.
E) past accomplishments.
Q2) Research suggests that employees underestimate how powerful a motivator pay is to them.
A)True
B)False
Q3) How do employees make the choices that take them in the "right direction"? Justify your answer with the help of expectancy theory.
Q4) Define and explain motivation and its forces.
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8
Chapter 7: Trust, Justice, and Ethics
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) In 1989, Jeffrey Wigand was a scientist working for tobacco company Brown and Williamson. When he discovered that the company was adding carcinogenic substances to increase the impact of its tobacco, he was fired from his job. In 1996, he went on the TV news show 60 Minutes to reveal this information to the public. His allegations resulted in many state lawsuits that ultimately won $368 billion in settlements against the company, along with greater scrutiny of the tobacco industry. This scenario reflects Wigand's
A) preconventional moral reasoning.
B) whistleblowing.
C) bias suppression.
D) trust propensity.
E) abusive supervision.
Q2) Discuss how relationships based on the social exchange play an important role in employee-authority relationships.
Q3) Which of the following is True with regard to affect-based trust?
A) Affect-based trust depends completely on the trustor's propensity to trust.
B) Affect-based trust is more rational than emotional.
C) Affect-based trust relies on our feelings.
D) Affect-based trust is rooted in reason and analysis.
E) Affect-based trust is the most commonly seen type of trust.
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Chapter 8: Learning and Decision Making
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Jamarcus, a manager at the corporate headquarters of Shurway Shipping & Packing Supply, has just received a complaint about Wanda, a receptionist, having been rude a customer who called the office. After apologizing to the caller, Jamarcus asks Wanda to report to his office. Confronted with the situation, she says that she has been having a bad day and the caller was extremely rude to her. She apologizes and says she will not do it again. Jamarcus, knowing that Wanda has never had any negative interactions with clients in her ten years with the company, is inclined to believe that this particular caller was indeed rude, and he therefore takes no further action. This is an example of ________ attribution by Jamarcus.
A) high distinctiveness resulting in an internal
B) high consistency resulting in an internal
C) low consistency resulting in an external
D) low consistency resulting in an internal
E) low consensus resulting in an internal
Q2) Because of their tacit knowledge, experts sometimes cannot put into words why they know that a problem exists, why a solution will work, or how they accomplished a task.
A)True
B)False
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Chapter 9: Personality and Cultural Values
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) Conscientious people are dependable, organized, reliable, ambitious, hardworking, and persevering.
A)True
B)False
Q2) Which of the following is a dimension of the Big Five taxonomy?
A) integrity
B) motivation
C) extraversion
D) veiled purpose
E) locus of control
Q3) According to longitudinal studies, the two Big Five dimensions most dependent on genes are
A) conscientiousness and extraversion.
B) extraversion and openness.
C) agreeableness and openness.
D) openness and conscientiousness.
E) neuroticism and agreeableness.
Q4) Compare and contrast extraversion and neuroticism. Explain the negative implications of neuroticism.
Q5) What is personality? Explain how personality affects how others see us.
Page 11
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Chapter 10: Ability
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117 Verified Questions
117 Flashcards
Source URL: https://quizplus.com/quiz/3912
Sample Questions
Q1) Scores on cognitive ability tests have a strong negative correlation with measures of performance across different types of jobs.
A)True
B)False
Q2) Which of these is a type of cognitive ability?
A) sensory abilities
B) psychomotor abilities
C) spatial abilities
D) response orientation
E) coordination
Q3) People who have higher ________ ability tend to be better at learning and decision making.
A) general cognitive
B) emotional
C) interpersonal
D) physical
E) motivational
Q4) Explain how environment influences cognitive abilities, and provide an example of this.
Q5) What is quantitative ability? Describe its component abilities.
Page 12
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Chapter 11: Teams: Characteristics and Diversity
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117 Verified Questions
117 Flashcards
Source URL: https://quizplus.com/quiz/3913
Sample Questions
Q1) When Mia performs routine tasks needed to keep progress moving in her team, she is performing the role of a(n)
A) orienter.
B) energizer.
C) compromiser.
D) initiator-contributor.
E) procedural technician.
Q2) Steel Bar Metalworks is going to implement two new teams in their organization. One team will work on the routine tasks of the organization, such as ordering supplies, scheduling shifts, and inspecting facilities. The other team will be doing complex engineering work related to designing new equipment and products. Explain how task interdependence is likely to influence performance in each of these teams.
Q3) How does diversity improve the ability of groups to solve problems and be successful?
Q4) On a highly self-managed team, there are strict rules regarding goals, procedures, and roles.
A)True
B)False
Q5) Identify and briefly describe the five aspects of team composition.
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Chapter 12: Teams: Processes and Communication
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138 Verified Questions
138 Flashcards
Source URL: https://quizplus.com/quiz/3914
Sample Questions
Q1) Monitoring, evaluating, and providing performance-related feedback are associated with which of the following?
A) conflict resolution
B) collaborative problem solving
C) communications
D) planning and task coordination
E) goal setting and performance management
Q2) What synchronizes team members' activities in a way that makes them mesh effectively and seamlessly?
A) cohesion
B) groupthink
C) coordination
D) confidence building
E) affect management
Q3) Teamwork processes have a moderate negative effect on team performance.
A)True
B)False
Q4) Explain what is meant by the terms production blocking and motivational loss.
Q5) Differentiate between team cohesion and potency.
Q6) Explain how information richness influences the communication process.
Page 14
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Chapter 13: Leadership: Power and Negotiation
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161 Verified Questions
161 Flashcards
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Sample Questions
Q1) When management brought Julie in to run the creative department, they told her that, within reason, she could reorganize and direct its operations as she saw fit. This illustrates the ________ contingency of power.
A) power
B) visibility
C) centrality
D) discretion
E) substitutability
Q2) Noted for his flamboyant ties and his outspoken opinions, Billy is no ordinary vice president within the gigantic Mulray Corporation. Top management has identified him as one of the rising stars, and he has an enormously loyal following among the company's youngest and most energetic executives. Everyone, it seems, wants to be around Billy, who possesses a great deal of ________ power within the organization
A) reward
B) referent
C) coercive
D) structural
E) collaborative
Q3) Identify the five types of power and discuss each, with examples.
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Page 15
Chapter 14: Leadership: Styles and Behaviors
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) Transformational leadership is more strongly related to unit-focused measures of leadership effectiveness than most other leadership forms.
A)True
B)False
Q2) Increasing the time spent on training the leaders can help maximize their effectiveness.
A)True
B)False
Q3) With a consultative style of decision making, leaders do not make the ultimate decision.
A)True
B)False
Q4) ________ suggest that leaders are born, not made.
A) Leader-member exchange theories
B) Ohio State studies of leadership
C) Transformational theories of leadership
D) Contingent theory of leadership
E) Great person theories of leadership
Q5) Describe the training methods that can be used to create more effective leaders.
Page 16
Q6) What are the various ways in which leader effectiveness can be gauged?
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Chapter 15: Organizational Structure
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) Which of the following statements is True about functional organization structure?
A) Small companies experiencing rapid growth are the only organizations to benefit from a functional structure.
B) One of the main disadvantages of the functional structure is the lack of work specialization.
C) Functional structures are extremely efficient when the organization as a whole has a relatively wide focus.
D) One of the main advantages of the functional structure is that it encourages communication across functions.
E) Functional structures are extremely efficient when the organization has fewer product lines or services.
Q2) In a traditional organizational structure, every employee has one person to whom they report.
A)True
B)False
Q3) Briefly describe the effect of restructuring on job performance and organizational commitment.
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Chapter 16: Organizational Culture
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127 Verified Questions
127 Flashcards
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Sample Questions
Q1) Physical structures say a lot about a culture.
A)True
B)False
Q2) Which of the following culture types reduces treatment errors in medical settings?
A) creativity culture
B) service culture
C) safety culture
D) diversity culture
E) communal culture
Q3) The shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees refers to organizational A) study.
B) culture.
C) growth.
D) definition.
E) dynamics.
Q4) Briefly describe the three major components of culture. Provide an example of each.
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