Organizational Behavior Practice Exam
Course Introduction
Organizational Behavior explores the study of how individuals, groups, and structures affect and are affected by behavior within organizations. This course examines the psychological and sociological principles underlying workplace dynamics, motivation, leadership, team interaction, organizational culture, communication, decision-making, conflict management, and change processes. Students will learn how to analyze and influence behavior in order to improve organizational effectiveness and promote a productive work environment. Through theoretical frameworks, real-world case studies, and interactive exercises, the course prepares students to understand and address organizational challenges at both the individual and systemic levels.
Recommended Textbook
Management 1st Edition by Christopher P. Neck
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Page 2
Chapter 1: Management in the 21st Century
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Sample Questions
Q1) List and describe the four basic functions of management. Answer: <b>Planning</b> is the process of setting goals for the future, designing appropriate strategies, and deciding on the actions and resources needed to achieve success.<b>Organizing</b> is the process of orchestrating people, actions, resources, and decisions to achieve goals.<b>Leading </b>is the process of effectively motivating and communicating with people to achieve goals.<b>Controlling</b> is the process of monitoring activities, measuring results and comparing them with goals, and correcting performance when necessary.
Q2) Which skill set ismost important for a Top Manager?
A)Relational
B)Technical
C)Planning
D)Conceptual
Answer: D
Q3) It is in the organizing function that people are inspired and commitments are built to achieve the goals set in the planning function.
A)True
B)False
Answer: False
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Page 3
Chapter 2: The Evolution of Management
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Sample Questions
Q1) The __________ __________ concept is where positive outcomes for group conflicts emerge when individual ideals remain intact and become part of a "single whole."
Answer: constructive conflict
Q2) The ____________ management perspective relies on understanding individual behaviors, decisions, and attitudes to motivate employees.
Answer: behavioral
Q3) According to the text, the most notable contribution to the art of management in the 20<sup>th</sup> century was the:
A)Management Color Performance Table
B)Assembly line
C)Conflict Resolution Model
D)Gantt Progress Chart
Answer: D
Q4) Organizations with _______ systems have the power to change and be changed by external and internal forces.
Answer: open
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4
Chapter 3: Critical Thinking for Managers
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Sample Questions
Q1) Two gasoline stations engaging in a price war resulting in lowering theirs prices until both are unprofitable is a classic example of which of the following common system archetypes?
A)Escalation
B)Shifting the Burden
C)Eroding Goals
D)Limits to Growth
Answer: A
Q2) Feedback loops have levels of intensity, which if controllable, can be altered to achieve a desirable outcome.
A)True
B)False
Answer: True
Q3) A __________ encourages and amplifies change that increases or decreases a stock.
Answer: reinforcing loop
Q4) A __________loop occurs when feedback becomes self-multiplying or amplifying to the level of stock.
Answer: runaway or reinforcing
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Chapter 4: Organizations and Change Management
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Q1) Online retailers have a customer advantage over competitors, such as Wal-Mart, as it provides the company with a unique opportunity to address customers' needs and increase their satisfaction.
A)True
B)False
Q2) The U.S.Energy Information Administration stated that the world was expected to consume 49% more energy in 2035, compared to 2007 consumption levels.
A)True
B)False
Q3) An organization's _________ environment directly impacts an organization's operations and performance.
A)industrial
B)internal
C)external
D)specific
Q4) The paradox known as the _________ _________ is one in which there are millions of people out of work yet there are also millions of job openings in which companies cannot find qualified workers to fill.
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Chapter 5: Diversity in a Global Economy
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Sample Questions
Q1) Surface-level diversity is the degree to which individuals in a group represent differences that cannot be seen.
A)True
B)False
Q2) ________ is one primary concern for managers in the 21st century.
Q3) Which of the following countries has one of the highest rated cultures based on the dynamic of power distance?
A)Italy
B)Russia
C)United States
D)Sweden
Q4) The trade agreement between Canada, Mexico, and the U.S.is called
Q5) The management principles we use in the U.S.differ greatly from the management principles used in other countries.
A)True
B)False
Q6) Performance refers to the degree to which a company achieves its goals.
A)True
B)False
Page 7
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Chapter 6: Ethics and Social Responsibility
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Sample Questions
Q1) Which of the following should be included in training evaluations?
A)Skills tests
B)Trainee reactions
C)Organizational performance results
D)All of the above
Q2) A contract or verbal agreement is an example of a(n) _________ duty.
Q3) It is an employee's fiduciary duty to disclose material information in a timely manner.
A)True
B)False
Q4) This term, which is now a common pattern identified in economics and systems thinking, originally referred to cattle pastures in the 17th century.
A)Externality
B)Ethical Dilemma
C)Tragedy of the Commons
D)Impartial Visibility
Q5) Ethics is as simple as "doing the right thing."
A)True
B)False
Q6) Discuss the basic components of the ethical decision-making framework.
Page 8
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Chapter 7: Making Better Decisions
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Sample Questions
Q1) _______ are also referred to as "rules of thumb."
Q2) ____________ is a situation in which a decision-maker knows all alternatives and their outcomes.
A)Uncertainty
B)Rationality
C)Certainty
D)Heuristics
Q3) Good intuition can be an effective capacity for a manager to possess, but it can be a dangerous quality.
A)True
B)False
Q4) _________ is when information about the situation, goals, or criteria is incomplete or can be interpreted in many ways.
A)Bounded rationality
B)Risk
C)Uncertainty
D)Ambiguity
Q5) The acronym RevPAR, used in the hotel industry, stands for
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Chapter 8: Setting Goals
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Sample Questions
Q1) Goal Plan
A)Guides the day-to-day production or delivery of an organization's goods and services, and enacts a functional strategy
B)Used to educate employees as to where the organization is going and what it hopes to achieve in the future
C)Designed for repeated use in response to commonly occurring events
D)Usually short-term plans, which are plans that cover one year or less and are used to achieve short-term goals
E)Interprets an organizational strategy into a market- or community-based opportunity for division or departmental managers
F)An essential way of committing department, resources, and individuals to a future goal
Q2) If a goal is several months or even a year in the future, milestones must be set along the way to assess performance and allow room for feedback
A)True
B)False
Q3) Setting _________ is an essential part of achieving personal and professional success.
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Chapter 9: Designing Strategies
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Q1) Compare and contrast the cost-leadership, differentiation, and focus strategies.
Q2) List and explain the three levels of strategy.
Q3) It is the responsibility of managers to ________ strategies that will defend the company against the threat of competitors.
A)create
B)present
C)implement
D)All of the above
Q4) All business strategies seek to gain competitive advantage.
A)True
B)False
Q5) Apple has a competitive advantage over its competitors when its customers have an iPod, iPhone, and a Mac computer because of which barrier to entry?
A)Customer switching costs
B)Capital requirements
C)Unequal access to distribution channels
D)Restrictive Government Policy
Q6) ____________ is when a company reduces expenses to create financial stability.
Q7) A plan of action for achieving goals is known as a(n) __________.
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Chapter 10: Structuring Organizations
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Sample Questions
Q1) An organic organization has which of the following?
A)Vertical integration
B)Distributed decision making
C)Employees with low degree of generalization
D)All of the above
Q2) Decentralization
A)relies on all employees to collect and communicate information, in order to make decisions and recommend changes
B)a manager grants power and authority to another team member
C)synchronization of an organization's functions, in order to ensure efficient use of resources in pursuit of goals and objectives
D)groups together processes and jobs based on functions, products, or customers
E)degree to which policies and procedures determine specific jobs and functions
F)focusing a group or individual's activities based on their strengths, aptitude, or skills
G)performance context where policies and procedures seek to create uniform results
Q3) A __________ model facilitates horizontal integration and collaboration.
Q4) Explain the differences in the functional, divisional, and matrix organizations
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Chapter 11: The Human Side of Management
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Sample Questions
Q1) The 'Strength Finder' test measures three areas: inclusion, control, and affection.
A)True
B)False
Q2) What is the most common form of employee recognition for?
A)Years of service
B)Going above and beyond regular work assignments
C)Boosting the organization's financial bottom line
D)Being a "team player"
Q3) Which of the following is a reason why top talent employees may be inclined to seek new opportunities?
A)Lack of detailed performance reviews and feedback
B)Generational differences
C)Inadequate training
D)Being surrounding by people who do not suit the working environment
E)All of the Above
Q4) The ADDIE approach to training stands for __________, __________, __________, ___________, and ___________.
Q5) Compare and contrast training and development.
Q6) There is a direct link between __________ employees and retention.
Page 13
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Chapter 12: Managing Team Performance
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Sample Questions
Q1) List three symptoms of a poorly performing team:
1) _______________________
2) _______________________
3) _______________________
Q2) A functional team might include representatives from a company's design, marketing, and financial departments.
A)True
B)False
Q3) A group that is formed on the basis of accomplishing a common project, task, or goal, is known as a(n) __________.
Q4) If a role lacks clarity, employees are likely to experience:
A)Overload
B)Affiliation
C)Generalization
D)Role ambiguity
Q5) For most organizations, meetings should be held weekly, even if there is no defined purpose.
A)True
B)False
Q6) List and describe four different types of teams.
Page 14
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Chapter 13: Managing As Leaders
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Sample Questions
Q1) Fred Fiedler was the organizational psychologist who designed the contingency theory model.
A)True
B)False
Q2) Which of the following powers is NOT a type of positional power?
A)expert
B)legitimate
C)reward
D)coercive
Q3) Kelly Flatley and Brendan Synnott are the founders of the ______________ company.
Q4) The _________ leadership style is also sometimes called "SuperLeadership."
A)Directive
B)Transformational
C)Empowering
D)Transactional
Q5) __________ leaders uplift and inspire their followers to higher levels of motivation and commitment by creating and communicating a charismatic vision.
Q6) Transformational leadership is often contrasted with ___________ leadership.
Page 15
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Chapter 14: Understanding Individual Behavior
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Sample Questions
Q1) Daniel Goleman is known for his work with:
A)Gallup Strengths Finder
B)GAS
C)Emotional intelligence
D)Type A&B personalities
Q2) Two signs of a dysfunctional employee are _________________ and ____________________.
Q3) According to the chapter, the abbreviation for emotional intelligence is ____.
Q4) Which of the following is the degree to which an employee is psychologically devoted to an organization or team?
A)commitment
B)confidence
C)self-awareness
D)dedication
Q5) Anger, disgust, fear, and anxiety are all examples of positive affectivity.
A)True
B)False
Q6) The extent to which an individual relates to others by being trusting, forgiving, kind, affectionate, and cooperative is known as _____________.
Page 16
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Chapter 15: Communicating and Motivating Others
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Q1) Who were the researchers to study the relationship between goal-setting and motivation?
A)Locke and Latham
B)Maslow
C)Herzberg
D)Alderfer
Q2) List and describe the levels in Maslow's Hierarchy of Needs.
Q3) Positive reinforcement is the sharing of decisions, information, and responsibility with others.
A)True
B)False
Q4) The two needs that are the most important and relevant in today's fluid workplace are ____________________ and _____________.
Q5) Being aware of nuances in the environment and the behaviors of others is descriptive of which discipline for good communication?
A)Compassion
B)Conscientiousness
C)Grit
D)Gratitude
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Chapter 16: Information and Operations
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Q1) Which of the following is used to predict profits and spending for financing forecasts?
A)audit
B)budget
C)ratio analysis
D)ERP
Q2) A(n) _________ is a formal examination of a company, department or individual's accounts or financial standing.
Q3) The development, maintenance, and use of computer systems, software, and networks for the processing and distribution of data is:
A)IT
B)MIS
C)DSS
D)ESS
Q4) In an ESS, data can be displayed in various formats.
A)True
B)False
Q5) __________ is information gained by an individual or team that is internalized.
Q6) Differentiate among the three types of control.
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Chapter 17: Performance Development
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Sample Questions
Q1) Operational capacity is:
A)the facility or potential for an indicated use or deployment.
B)the ability of an operation to work at its maximum of potential and successful execution.
C)the ability to develop or come into existence.
D)having the potential to function or develop in a particular way.
Q2) ______________ is the extent to which a person has a perception of "oneness" or "belongingness" relative to an organization.
Q3) According to the text, one approach to translate a performance development vision into a reality involves a three-tier quality and innovation approach focused on:
A)facilities, process, and talent
B)early prevention, targeted intervention, intensive intervention
C)universal, selected, targeted
D)benchmark, strategic monitor, progress monitor
Q4) When manufacturing happens through an electronic device that does not need continual operations support it is known as _____________.
Q5) Managers employ _____________ to learn about how their competition carries out similar processes and activities.
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Chapter 18: Entrepreneurship and Innovation
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Q1) List and describe the stages of the innovation adoption curve.
Q2) Scaling is the degree to which a company or its business model can grow, given the necessary resources.
A)True
B)False
Q3) Angel investors are individuals that provide entrepreneurs with funding and mentorship.
A)True
B)False
Q4) In starting her business, entrepreneur Nesha Sanghavi made use of her passion for which of the following?
A)sports
B)fashion
C)investment analysis
D)a & b only
E)b & c only
Q5) A __________ venture strategy carries more risks, as its success depends on attracting a new segment of the market with a brand new product.
Q6) The eight conditions for flow in the workplace include______ and ________.
Page 20
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