Organizational Behavior Review Questions
Course Introduction
Organizational Behavior explores the study of how individuals and groups act within organizations and how these behaviors impact the overall effectiveness of a business. The course examines key concepts such as motivation, leadership, communication, group dynamics, organizational culture, decision-making, and conflict management. By integrating psychological and sociological theories with real-world business practices, students gain insights into managing and improving workplace relationships, enhancing team performance, and fostering a positive organizational environment. This foundational knowledge prepares students to analyze human behavior in business settings and develop strategies for achieving organizational goals.
Recommended Textbook
Understanding Management 11th Edition by
Richard L. Daft
15 Chapters
1498 Verified Questions
1498 Flashcards
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Page 2
Chapter 1: The World of Innovative Management
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109 Flashcards
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Sample Questions
Q1) A group of 10 people get together with the purpose of raising awareness about the environment in their community.They hold weekly meetings to decide on what kinds of activities to do and whose responsibility it is to implement them.Not everyone shows up every week, and two of the members end up doing all of the work.What aspect of an organization does this group fail to fulfill?
A)Being goal directed
B)Being deliberately structured
C)Meeting the requirements of a social entity
D)Making profits
E)Achieving efficiency
Answer: B
Q2) The earliest focus of management was on the humanity of production.
A)True
B)False
Answer: False
Q3) Social business is one of the most recent approaches in the evolution of management thinking.
A)True
B)False
Answer: True
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Chapter 2: The Environment and Corporate Culture
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Sample Questions
Q1) __________ culture places high value on meeting the needs of employees, and the organization may be characterized by a caring, family-like atmosphere.
Answer: Involvement
Q2) If Johnson Lumber provides trees for Westvaco Paper Manufacturing, then Johnson Lumber is considered a supplier for Westvaco.
A)True
B)False
Answer: True
Q3) The __________ environment includes the sectors that conduct day-to-day transactions with the organization and directly influence its basic operations and performance.
Answer: task
Q4) When an organization is results oriented and values competitiveness and personal initiative, its culture is known as ________.
Answer: achievement culture
Q5) An object, act, or event that conveys meaning to others is known as a
Answer: symbol
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Chapter 3: Managing in a Global Environment
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Sample Questions
Q1) The management of business operations in more than one country is conducted by _____ managers.
A)universal
B)international
C)outsourcing
D)planning
E)domestic
Answer: B
Q2) Which of the following countries possesses a high-performance orientation?
A)Israel
B)Sweden
C)Taiwan
D)Russia
E)Venezuela
Answer: C
Q3) According to the GLOBE Project, gender differentiation refers to the extent to which a society maximizes gender role differences.
A)True
B)False
Answer: True
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Chapter 4: Managing Ethics and Social Responsibility
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Sample Questions
Q1) At the __________ level of personal moral development, individuals are most concerned with external rewards and punishments.
Q2) The term triple bottom line refers to measuring an organization's social performance, its environmental performance, and its financial performance.
A)True
B)False
Q3) According to Adam Grant of the Wharton School of Business, changes in society and organizations make self-sacrifice for the sake of a larger purpose an increasingly inappropriate and even dangerous characteristic.
A)True
B)False
Q4) All of the following are examples of special interest groups, EXCEPT ______.
A)professional associations
B)trade associations
C)political action committees
D)courts
E)consumerists
Q5) A __________ is an individual responsible for making an ethical choice.
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Chapter 5: Planning and Goal Setting
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Sample Questions
Q1) The two stages of crisis planning are crisis prevention and crisis preparation.
A)True
B)False
Q2) Crowdsourcing generally results in fewer meaningful opportunities for participation by employees in strategy formulation and execution.
A)True
B)False
Q3) Define key performance indicators.
Q4) Consider Porter's competitive strategies.Which strategy is most likely to include rewarding employee innovation?
A)Cost leadership
B)Differentiation
C)Focused differentiation
D)Internal growth
E)Focused cost leadership
Q5) __________ assess what is important to the organization and how well the organization is progressing toward attaining its strategic goals.
Q6) Compare the four levels of goals and plans.
Q7) In what ways do plans and goals benefit an organization?
Page 7
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Chapter 6: Managerial Decision Making
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Sample Questions
Q1) The tendency to put too much value on evidence that is consistent with a favored belief or viewpoint and too little on evidence that contradicts a favored position is called
Q2) The tendency to continue investing in a failing project in the hope of turning it around is called the __________
Q3) Why do effective managers often use multiple styles of decision making?
Q4) What is the sunk cost effect?
Q5) When managers base decisions on what has worked in the past and fail to explore new options, they are ______.
A)perpetuating the status quo
B)being influenced by emotions
C)being overconfident
D)justifying past decisions
E)seeing what they want to see
Q6) __________ combines intuitive and analytical thought.
Q7) The __________ is a question-asking technique that can help diagnose the root cause of a specific problem.
Q8) What is confirmation bias?
Q9) What is risk propensity, and why is it important in decision making?
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Chapter 7: Designing Organization Structure
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Sample Questions
Q1) The visual representation of an organization's structure is called the __________.
Q2) __________ departments include all of those that provide specialized skills in support of __________ departments.
A)Line; staff
B)Staff; line
C)Primary; functional
D)Functional; primary
E)Line; functional
Q3) Continuous process production is characterized by organic structure.
A)True
B)False
Q4) The matrix structure violates which of the following principles of management?
A)Unity of direction
B)Unity of command
C)Work specialization
D)Division of labor
E)Span of management
Q5) List three advantages of the team structure.
Q6) Describe the two-boss problem and explain who the "two bosses" are.
Page 9
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Chapter 8: Managing Change and Innovation
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Sample Questions
Q1) What does it mean for an organization to be ambidextrous? Why is this important?
Q2) A(n) __________ approach means incorporating structures and processes that are appropriate for both the creative impulse and the systematic implementation of innovations.
Q3) List at least three characteristics of companies that successfully innovate.
Q4) What is organizational change, and what are two major areas of change in organizations?
Q5) When used following mergers or acquisitions, organizational development often addresses _____, a major cause of strife and even failure.
A)lack of trust
B)poor morale
C)differences in corporate culture
D)lack of innovation
E)high turnover
Q6) The large-group intervention approach to culture change leads to incremental changes.
A)True
B)False
Q7) Explain the concept of force-field analysis.
Q8) Describe the refreezing stage of organizational development.
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Chapter 9: Managing Human Talent and Diversity
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Sample Questions
Q1) Explain what employee affinity groups are and the role they play in today's diverse corporations.
Q2) A diverse workforce is typically better able to anticipate and respond to changing consumer needs.
A)True
B)False
Q3) Colby is a new HR manager who just finished an interview with Renee.Her professional style and her flawless grooming immediately struck him.Colby gave Renee a very good evaluation although her previous work experience and educational background were not that exceptional.To which of the following rating errors did Colby succumb?
A)Halo effect
B)Central tendency
C)Homogeneity
D)Leniency
E)General tendency
Q4) What was the employer expected to provide under the old social contract? What is the employer expected to provide under the new social contract?
Q5) List and describe the five forms of sexual harassment.
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Chapter 10: Understanding Individual Behavior
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Sample Questions
Q1) Research suggests that people with an external locus of control are ______.
A)more achievement oriented
B)better able to handle complex information and problem solving
C)more independent
D)easier to motivate
E)easier to manage
Q2) Discuss relationship management as the term is used with respect to emotional intelligence.
Q3) Outline the step-by-step time management system described in the text, including a brief description of each step.
Q4) According to Jung, __________-type people would rather work with known facts and hard data and prefer routine and order in gathering information.
A)feeling
B)thinking
C)intuitive
D)sensation
E)perceiving
Q5) Define organizational commitment and describe how it is seen in the workplace.
Q6) Loyalty to and heavy involvement in one's organization is called ___________.
Page 12
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Chapter 11: Leadership
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Sample Questions
Q1) In the Level 5 Leadership approach, the leader who stimulates high standards and champions dedication to vision is a(n) __________ leader
A)capable
B)contributing
C)competent
D)effective
E)Level 5
Q2) __________ is the potential ability to influence the behavior of others.
Q3) The qualities, values, and attitudes associated with management and leadership are largely identical.
A)True
B)False
Q4) Leadership is the ability to influence people toward the attainment of organizational goals.
A)True
B)False
Q5) __________ is the extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust.
Q6) Describe interactive leadership.
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Chapter 12: Motivating Employees
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Sample Questions
Q1) Samuel, a sales associate at an electronics store, learns that his base pay is higher than any other sales associate in the store.He justifies his higher salary with the idea that he must be a top sales associate, generating more revenue than anyone else.This example demonstrates which of the following methods for reducing perceived inequity?
A)Working harder, not smarter
B)Changing outcomes
C)Changing work effort
D)Changing perceptions
E)Leaving the job
Q2) Organizations that empower employees often reward them based on the results shown in the company's bottom line.
A)True
B)False
Q3) Rewards can be classified as extrinsic or monetary.
A)True
B)False
Q4) __________ occurs when an individual sees others perform certain behaviors and get rewarded for them.
Q5) List and briefly discuss the key components of goal-setting theory.
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Chapter 13: Managing Communication
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Sample Questions
Q1) The receiver usually gives more weight to nonverbal messages than to verbal messages when the two are contradictory
A)True
B)False
Q2) Selina is meeting with her subordinate Mike for his annual performance review.At the end of the review, Mike tells Selina that he is confused about some things she said.By asking Selina to explain certain things in more detail, Mike is engaging in which component of the communication process?
A)Selecting a channel
B)Sifting through noise
C)Providing feedback
D)Encoding the message
E)Decoding the message
Q3) __________ messages typically are ambiguous, concern novel events, and involve great potential for misunderstanding; __________ messages are simple and straightforward.
Q4) A formal communication channel flows within the chain of command.
A)True
B)False
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Chapter 14: Leading Teams
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Sample Questions
Q1) A competitive and adversarial negotiation approach in which each party strives to get as much as it can, usually at the expense of the other party is called distributive negotiation.
A)True
B)False
Q2) All of the following are common dysfunctions of teams, EXCEPT _______.
A)lack of trust
B)avoidance of accountability
C)fear of conflict
D)lack of commitment
E)results orientation
Q3) List three things a leader can do in advance to ensure that a meeting will be productive.
Q4) What are the three key components of a team?
Q5) Demands create yes-or-no obstacles to effective negotiation whereas interests present problems that can be solved creatively.
A)True
B)False
Q6) List the three primary reasons that teams present a dilemma for many people.
Q7) List five behaviors associated with the socioemotional role.
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Chapter 15: Managing Quality and Performance
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Sample Questions
Q1) Actions associated with hierarchical control include ________.
A)relying on flexible authority, flat structure, expert power; everyone monitors quality
B)using detailed rules and procedures, formal control systems
C)relying on results-based job descriptions; emphasizes goals to be achieved
D)emphasizing extrinsic and intrinsic rewards (meaningful work, opportunities for growth)
E)recognizing culture as means for uniting individual, team, and organizational goals for overall control
Q2) Which of the following is characteristic of a decentralized control system?
A)Decentralized control system emphasizes extrinsic rewards.
B)In a decentralized control system, employees follow instructions, and do exactly as they are told.
C)Decentralized control system has a rigid organizational culture.
D)Decentralized control system relies on task-related job descriptions.
E)Decentralized control system is based on the belief that people work best when they are committed to their organization.
Q3) A __________ ratio indicates an organization's ability to meet its current debt obligations.
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