Organizational Behavior Practice Exam
Course Introduction
Organizational Behavior examines how individuals, groups, and structures affect behavior within organizations. This course explores key topics such as motivation, leadership, team dynamics, decision-making, power, organizational culture, and communication. Through the analysis of real-world cases and contemporary theories, students will develop a deeper understanding of how to improve organizational effectiveness, foster positive work environments, and address challenges arising from diversity and change. Practical application of concepts is emphasized, equipping students with the skills needed to succeed as both team members and organizational leaders.
Recommended Textbook
Contemporary Organizational Behavior 1st Edition by Kimberly
D. Elsbach
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14 Chapters
357 Verified Questions
357 Flashcards
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Chapter 1: Introduction to Organizational Behavior
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Sample Questions
Q1) Which of the following behaviors does organizational behavior seek to understand, solve, or prevent?
A) Absenteeism
B) Effectiveness
C) Job satisfaction
D) Organizational citizenship behaviors
Answer: A
Q2) One aspect that is present in all organizations is ________.
A) Working toward achieving a goal
B) People interacting with each other
C) An organizational structure
D) Shared responsibility
Answer: B
Q3) Which of the following is not one of the four organizational processes?
A) Individual
B) Interpersonal
C) Organizational
D) Corporate
Answer: D
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Page 3
Chapter 2: Individual Characteristics
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Sample Questions
Q1) The traditional practice at work has been for employees to "leave your baggage at the door" which means when at work, don't bring any personal emotions or problems. By asking employees to divorce themselves from the emotions from events in their personal lives while at work, what are employers trying to minimize?
A) Emotional labor
B) Emotional contagion
C) Emotional spillover
D) Felt emotions
Answer: C
Q2) The best description of emotional contagion is ________.
A) Spreading positive emotions to others
B) Spreading negative emotions to others
C) Spreading positive or negative emotions to others
D) Impossible to measure because it's not readily displayed
Answer: C
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4
Chapter 3: Learning
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Sample Questions
Q1) Adam is an entrepreneur and is always trying out new inventions and exploring new ideas. He isn't always successful, and when a project fails, he learns from the experience and uses what he learns to continue developing and creating. Which orientation does Adam have?
A) Learning goal orientation
B) Performance goal orientation
C) Flexible goal orientation
D) Consistent goal orientation
Answer: A
Q2) One of your teammates, Mary, seems to thrive on problem solving and really likes to be the one who "solves" the problem for the team. Mary likely has a(n)________ learning style.
A) Creating
B) Planning
C) Deciding
D) Acting
Answer: C
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Page 5
Chapter 4: Perception
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Sample Questions
Q1) Which of the following is not a stage in the critical reflection process?
A) Identifying the influence of values and beliefs
B) Aligning new behaviors with values
C) Determining different possibilities
D) Considering behaviors needed to achieve future goals
Q2) What is the similarity between perceptions and heuristics?
A) Their underlying purpose
B) They rely on incomplete information
C) They can be improved through training
D) They can be used interchangeably
Q3) One of your coworkers is chronically late arriving at work, returning from lunch, and coming to meetings, but interestingly they are never late to leave at the end of the workday. What attribution will you make?
A) Internal
B) External
C) Consistency
D) Consensus
Q4) As a manager, could you use the self-fulfilling prophecy to improve your subordinate's performance? Why or why not?
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Chapter 5: Leadership
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Sample Questions
Q1) What are the four critical leadership issues and challenges facing contemporary organizations? Provide at least one reason why each of these issues are important to address.
Q2) Which factor does path-goal theory suggest is more important than the capability of the individual leader when determining leadership success?
A) Ability to set goals
B) Ability to influence followers to reach goals
C) Access to external resources
D) Being intrinsically motivated
Q3) All of the following are skills involved in transformational leadership except
A) Effective communication
B) Legitimate power
C) Assuming personal risk
D) Innovating new methods
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Chapter 6: Motivation
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Q1) Upon graduation, you get your dream job at a firm making $500k annually which is highly motivating and extraordinarily satisfying to you. Basing your prediction entirely on your maintaining your current salary level, what will happen to your satisfaction and motivation in 5 years' time? Explain.
Q2) Which theory of motivation is based in large part on the perception and evaluation of yourself and others?
A) Equity theory
B) Social exchange theory
C) Two factor theory
D) All of the above
Q3) When motivation changes from intrinsic to extrinsic, performance ________.
A) Increases
B) Decreases
C) Remains constant
D) Becomes inconsistent
Q4) While an organization expects performance to increase after a new rewards program begins, they may see performance decrements compared to pre-incentive levels. Why?
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Chapter 7: Persuasion, Influence, and Impression Management
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Sample Questions
Q1) How can you use reciprocity to influence others in a way that benefits you most?
A) Engage in organizational citizenship behavior
B) Offer unsolicited help to others
C) Give priority to doing favors for those you like
D) Repay those who do favors for you
Q2) Which of the following would not be a good combination of a persuasion tactic and source of power?
A) Experience/Social proof
B) Attractiveness/Liking
C) Relevance/Autonomy
D) Formal authority/Authority
Q3) How can you successfully claim your bags and get a taxi after getting off a flight in a foreign country where you don't know the language?
A) Persuasion of officials
B) Commitment to consistent actions
C) Use social proof and follow the actions of other travelers
D) Direction by those you assume have authority
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Page 9
Chapter 8: Decision Making
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Sample Questions
Q1) When you begin your new job, you are soaking in all types of information about your new work environment: some good, some bad. Mentally, you emphasize the number and importance of the good aspects and discount those of the bad as you go through your first week. What are you doing?
A) Managing your impression that you like the job
B) Maintaining a healthy outlook
C) Confirming to yourself that you made the right decision
D) Gathering information about the organization's culture
Q2) How is prototyping helpful for making decisions?
A) By looking for context and that can more fully inform your decision making
B) By going with what your mind automatically jumped to, prototypes speed up decision making
C) By categorizing the situation you can draw on similar experiences in the past to more accurately predict the consequences of your decision choices
D) All of the above
Q3) Problem solving is meant to improve a situation, but errors can thwart success and possibly make it worse. Identify five errors, describe their impact and what you can do to avoid them.
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10
Chapter 9: Groups and Teams
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Sample Questions
Q1) A group that embraces the individual diversity of its members and encourages each member to contribute their own ideas is least likely to experience which effect?
A) Peer pressure effect
B) Polarization effect
C) Common-knowledge effect
D) Groupthink effect
Q2) The ability to function as a team member is a competency that is ________.
A) Innate
B) Natural
C) Learned
D) Emergent
Q3) Which of the following is a major criticism of Tuckman's five-stage model of group development?
A) It only explains the psychological factors that impact group development
B) It doesn't describe how psychological norms develop in groups
C) Group development doesn't conform to a specified timeline
D) Groups may get stuck at the Storming stage
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11
Chapter 10: Conflict and Negotiation
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Sample Questions
Q1) Removing the absolute need to resolve the focal conflict improves the negotiation ability for that party. This is known as the ________.
A) Prepared negotiation strategy
B) Best alternative to a negotiated agreement
C) Strategic planning
D) Outcome identification
Q2) A retail location's employees are suffering from poor morale and low motivation. The store manager knows that many changes must be made and the changes will likely be met with resistance from employees who are disengaged and not committed to their jobs. What conflict management style would best help the store manager make the changes necessary to improve the morale and engagement of the store's employees?
A) Avoiding
B) Competing
C) Accommodating
D) Collaborating
Q3) In the conflict process, does "Stage 2: Awareness" occur simultaneously for both involved parties? Explain and justify your answer.
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Chapter 11: Diversity and Communication
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Sample Questions
Q1) Which of the following outcomes should organizations not expect after implementing a plan to value their employees' backgrounds, perspectives, and experiences?
A) Organizations will be better able to respond to dynamic change because the organization increases its ability to adapt
B) Organizations can consider a wider range of perspectives when making decisions
C) The shareholders' value will improve
D) Organizations can promote a culture of fairness
Q2) The preferred method of communication differs between generations. Which generation favors face-to-face communication?
A) Generation Y
B) Generation X
C) Millennials
D) All of the above
Q3) Are the benefits from workplace diversity reserved for medium to large businesses or can small organizations also benefit? Provide at least three reasons to support your choice.
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Chapter 12: Culture
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Sample Questions
Q1) The competing values framework describes how organizations must choose between different cultural values along two dimensions. What are the two dimensions?
A) External and control
B) Flexibility and internal
C) Control and organizational focus
D) Dominant and secondary
Q2) As an expatriate getting ready for your first assignment, understanding as much as possible about the host country's culture is essential. Why? Provide at least two examples based on different cultural dimensions.
Q3) Which is true of an organization's culture?
A) It is explicitly stated in the organization's mission statement
B) It is more pronounced in publicly traded companies
C) New employees learn it during their orientation
D) It underlies the values, beliefs, and assumptions that are shared by individuals in an organization
Q4) Is it possible for two people working on the same team to have different perceptions of the organization's culture? Why or why not?
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14
Chapter 13: Change, Innovation, and Stress
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Sample Questions
Q1) What is the difference between Lewin's models and Kotter's model?
A) Kotter looked at strategic change and Lewin looked at change in general
B) Lewin focused on psychological and cultural aspects of change and Kotter focused on applying managed change in organizations
C) Lewin proposed models that are easy for untrained managers to follow unlike Kotter's more complex model
D) Kotter's model results in strategy but Lewin's models don't
Q2) Stress originates from an individual's ________. This is part of the reason we experience stress differently.
A) Perceptions
B) Ability to cope
C) Support network
D) Complexity of job
Q3) When implementing Lewin's three-step model, when do you tell employees the purpose and goal of the change?
A) Step 1
B) Step 2
C) Step 3
D) Step 4
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Page 15
Chapter 14: Corporate Social Responsibility, Ethics, and Sustainability
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Sample Questions
Q1) When your manager explains the company motivation for beginning CSR initiatives, she includes aspects from the business case approach and from the ethical mandate approach in her rationale. Is this possible?
A) No; the organization can't do both at the same time
B) No; one has to be the deciding factor
C) Yes; ultimately companies develop their rationale based on their values and their future in mind so they can incorporate aspects from both strategies into their reason for adopting these initiatives
D) Yes; the aspect of the two approaches are similar and neither approach may have driven their decision to engage in CSR. It just worked out that way
Q2) What is the difference between terminal and instrumental values?
A) Terminal values are what you do and instrumental values are what you want
B) Terminal values are what you do and instrumental values are what you value
C) Terminal values are what you want and instrumental values how you reach your terminal values
D) Instrumental values are what you want and terminal values are how you reach your instrumental values
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Page 16