Organizational Behavior Review Questions
Course Introduction
Organizational Behavior explores the theories and concepts related to human behavior within organizations, examining how individuals, groups, and structures impact workplace dynamics and effectiveness. This course covers topics such as motivation, communication, leadership, decision-making, group dynamics, organizational culture, and change management. By integrating psychological and sociological perspectives, students gain a comprehensive understanding of how to analyze, predict, and influence behavior in professional settings, equipping them with skills to enhance organizational performance and employee well-being.
Recommended Textbook
Management Leading and Collaborating in the Competitive World 10th edition by Thomas Bateman
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18 Chapters
2478 Verified Questions
2478 Flashcards
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Page 2
Chapter 1: Managing and Performing
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137 Verified Questions
137 Flashcards
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Sample Questions
Q1) Operational managers play a crucial role in an organization because they provide
A) The link between managerial and nonmanagerial personnel.
B) Discipline for problem managers.
C) The key plans for an organization's success.
D) Feedback on top management performance.
E) Direction and strategy for the organization.
Answer: A
Q2) The need for interpersonal and communication skills fades as a manager moves from the lower levels of an organization into the upper management arena.
A)True
B)False
Answer: False
Q3) Management is the process of working with people and resources to make a profit under any circumstances.
A)True
B)False
Answer: False
Q4) Differentiate between the various management levels in an organization. Answer: Answers will vary.
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Chapter 2: The External and Internal Environments
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144 Verified Questions
144 Flashcards
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Sample Questions
Q1) Firms that develop strategies that do not include technological advances will realize obsolescence and extinction.
A)True
B)False
Answer: True
Q2) When new employees are told of the organization's great accomplishments and history, it is an example of a(n)
A) Mission statement.
B) Official goal.
C) Story.
D) Ceremony.
E) Rite.
Answer: C
Q3) Input chain management is the managing of the network of facilities and people that obtain materials from outside the organization, transform them into products, and distribute them to customers.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Managerial Decision Making
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144 Flashcards
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Sample Questions
Q1) Of the possibilities here, the most constructive type of conflict is __________ conflict.
A) the absence of
B) emotional
C) cognitive
D) affective
E) dialectic
Answer: C
Q2) The manager of the Capitol Restaurant noted that the restaurant had experienced a decreased number of evening customers. The manager promptly ordered the chef to rewrite the evening menu. Customer feedback later indicated that the problem had not been the menu but poor service from the wait staff. The manager's decision to have the menu revised suggests that he failed to
A) Challenge the status quo.
B) Evaluate the alternatives and consequences.
C) Properly diagnose the cause of the problem.
D) Evaluate the decision and its consequences.
E) Identify a solution.
Answer: C
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Chapter 4: Planning and Strategic Management
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142 Verified Questions
142 Flashcards
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Sample Questions
Q1) Goals established during the planning process are most directly based on the A) Probability of success.
B) Needs of management personnel.
C) Competition's plans.
D) Situational analysis.
E) Likelihood of government intervention.
Q2) The final component of the strategic management process is strategic
A) Implementation.
B) Visioning.
C) Formulation.
D) Control.
E) Culture balancing.
Q3) Stakeholders are
A) Those who are affected by the organization.
B) Those who might affect the organization.
C) Those who own the organization.
D) Those who work in the organization.
E) All of these.
Q4) Provide two examples of businesses that practice low-cost strategies and two examples of businesses that practice differentiation strategies.
Page 6
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Chapter 5: Ethics, Corporate Responsibility, and Sustainability
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130 Verified Questions
130 Flashcards
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Sample Questions
Q1) Telling others, inside or outside the organization, about wrongdoing is called
A) Ethical shadowing.
B) Whistleblowing.
C) Egoism.
D) Ethical interference.
E) Moral consequences.
Q2) The first stage of Kohlberg's model of cognitive moral development is known as
A) Emotional.
B) Conventional.
C) Primary.
D) Preconventional.
E) Normative.
Q3) A situation, problem, or opportunity in which an individual must choose among several actions that must be evaluated as morally right or wrong is called a(n)
A) Responsibility issue.
B) Ethical issue.
C) Moral business issue.
D) Legal issue.
E) Moral rights issue.
Q4) Discuss ecocentric management. How can it be beneficial to organizations?
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Chapter 6: International Management
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142 Flashcards
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Sample Questions
Q1) Which of the following is a consequence of an increasingly integrated global economy?
A) World output and trade have decreased to a dramatically low level.
B) Many companies find their home markets under attack from foreign competition.
C) Companies are making foreign direct investments at home.
D) Imports are failing to penetrate deeper into the world's largest economies.
E) There are reduced opportunities for global trade.
Q2) On Hofstede's power distance and individualism scales, the United States is very similar to France.
A)True
B)False
Q3) Summarize the skills and knowledge managers need to manage globally.
Q4) Mexico has quickly emerged as the third-largest trading partner of the United States as a result of NAFTA.
A)True B)False
Q5) Describe how the global economy is becoming more integrated than ever before. Include a discussion of the European Union, China, and NAFTA in your answer.
Q6) Explain the consequences of the increasing integration of the global economy.
Page 8
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Chapter 7: Entrepreneurship
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123 Verified Questions
123 Flashcards
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Sample Questions
Q1) Entrepreneurs often exhibit creativity, self-reliance, and the ability to adapt.
A)True
B)False
Q2) An example of the intermediary model of e-commerce is eBay.
A)True
B)False
Q3) Economic forces that may favor the formation of new businesses include all but which one of the following?
A) Increases in the money supply.
B) Rising interest rates.
C) Real economic growth.
D) Improved stock market performance.
E) Increased supply of bank loans.
Q4) IPO is an acronym that stands for
A) Instant public obligation.
B) Initial public obligation.
C) Initial public stock offering.
D) Immediate principal obligation.
E) Intermediate public stock offering.
Q5) Why would an individual want to become an entrepreneur? Explain.
Page 9
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Chapter 8: Organization Structure
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143 Verified Questions
143 Flashcards
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Sample Questions
Q1) The process by which different individuals and units perform specific parts of the larger task is called
A) Accountability.
B) Authority.
C) Responsibility.
D) Specialization.
E) Differentiation.
Q2) When an person is assigned a task that he or she is supposed to carry out, that person has been given
A) Responsibility for it.
B) Authority over it.
C) Coordination power.
D) Accountability for it.
E) Span of control.
Q3) Integration is achieved through division of labor.
A)True
B)False
Q4) There are three coordination methods used for organizational integration. Describe and give examples of each.
Q5) Compare and contrast centralized and decentralized organizations.
Page 10
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Chapter 9: Organizational Agility
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127 Flashcards
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Sample Questions
Q1) The use of computer-aided design and computer-aided manufacturing to sequence and optimize a number of production processes is called
A) Computer-integrated manufacturing (CIM).
B) Continuous process.
C) Just-in-time (JIT).
D) Flexible factories.
E) Flexible manufacturing.
Q2) Learning organizations are good at A) Problem diagnosis.
B) Coming to consensus based on gut feelings.
C) Containing knowledge.
D) Discouraging new approaches.
E) Shamelessly stealing ideas from other organizations.
Q3) Explain how organizing around core competencies increases organizational agility.
Q4) Companies meet the increasing demand for mass customization by creating "modules" that perform a certain task or process.
A)True
B)False
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Chapter 10: Human Resources Management
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154 Verified Questions
154 Flashcards
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Sample Questions
Q1) In statement 3, which of the following laws is the organization most likely violating?
A) The Americans with Disabilities Act.
B) The Pregnancy Discrimination Act.
C) The Family and Medical Leave Act.
D) The Fair Labor Standards Act.
E) The Equal Pay Act.
Q2) Training should consist of four distinct stages or decisions, which are
A) Goal-setting, selection, performance measurement, training method.
B) Pretest, training, posttest, evaluating.
C) Needs assessment, designs, method determination, evaluation of results.
D) Method selection, evaluation of results, forecasting, training.
E) Goal setting, training method, performance measurement, training.
Q3) How are human resources related to competitive advantage? By what criteria can the strategic impact of human resources be judged?
Q4) U.S. companies use arbitration while an agreement is in effect to avoid wildcat strikes or unplanned work stoppages.
A)True
B)False
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Page 12
Chapter 11: Managing the Diverse Workforce
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129 Verified Questions
129 Flashcards
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Sample Questions
Q1) In the next decade, which of these will be true about the growth of the labor force?
A) It will expand rapidly.
B) It will expand moderately.
C) It will hold steady.
D) It will slow.
E) There will be negative growth (decline).
Q2) Understanding and appreciating employee differences to build a more effective and profitable organization is known as
A) Minority recruiting.
B) Managing diversity.
C) Ethnicity selection.
D) Ethnicity job analysis.
E) Diverse organizational assessment.
Q3) The average full-time working woman earns only about 80 percent as much as a man in the same job.
A)True
B)False
Q4) Contrast "managing diversity" and "affirmative action" and provide examples of each.
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Chapter 12: Leadership
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162 Verified Questions
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Sample Questions
Q1) A very comprehensive and useful situational model of leadership effectiveness, one that examines characteristics of followers and environmental factors in choosing a leadership style, is path-goal theory.
A)True
B)False
Q2) A person who has a special ability to generate excitement and revitalize organizations is known as a
A) Transactional leader.
B) Situational leader.
C) Transformational leader.
D) Charismatic leader.
E) Bridge leader.
Q3) The behavioral approach to leadership attempts to identify what good leaders do. A)True
B)False
Q4) Being an effective manager is equivalent to being a true leader.
A)True
B)False
Q5) Compare transformational and transactional leadership. Provide examples of each.
Page 14
Q6) Differentiate between a leader and a manager.
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Chapter 13: Motivating for Performance
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143 Flashcards
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Sample Questions
Q1) Not following through on a threat of punishment when the employee begins to perform satisfactorily is a form of negative reinforcement.
A)True
B)False
Q2) A theory stating that people assess how fairly they have been treated according to outcomes and inputs is referred to as
A) Quality of work life.
B) Psychological contract.
C) Equity theory.
D) Erg theory.
E) Empowerment.
Q3) While it would be ideal if it could be achieved, loyalty to an organization is, in a practical sense, dead.
A)True
B)False
Q4) The T in SMART, an acronym used by Microsoft for goal setting, stands for traceable.
A)True
B)False
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Page 15
Chapter 14: Teamwork
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140 Verified Questions
140 Flashcards
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Sample Questions
Q1) Paulo just joined a team of people from throughout his organization whose primary task is to recommend to top management valuable uses for the waste materials generated in the manufacturing processes. The team meets twice per week; otherwise members work within the usual organizational structure. The temporary team that Paulo has joined is a
A) Work team.
B) Working group.
C) Project group.
D) Project team.
E) Parallel team.
Q2) Coordination throughout an organization improves when A) Liaison relationships are avoided.
B) Diverse work groups are given more authority.
C) Lateral relationships are well-managed.
D) Conflict is discouraged.
E) The mission is periodically updated.
Q3) Competing emphasizes both cooperation and assertiveness.
A)True
B)False
Q4) Explain at least four ways in which teams can help organizations.
Page 16
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Chapter 15: Communicating
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140 Flashcards
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Sample Questions
Q1) The best way for a manager to confirm a meeting time with 10 employees is by phone.
A)True
B)False
Q2) Channels of communication include oral, written, and personal.
A)True
B)False
Q3) The transmission of information and meaning from one party to another through shared symbols is called decoding.
A)True
B)False
Q4) Horizontal communication refers to the flow of information
A) From supervisors to subordinates.
B) Among people on the same hierarchical level.
C) Between customers of the organization.
D) In an informal manner between lower-level employees.
E) Between employees and customers.
Q5) Perception is the process of receiving and interpreting information.
A)True
B)False
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Chapter 16: Managerial Control
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Sample Questions
Q1) Electronic monitoring of telemarketers' conversations with potential clients is an example of _______ control.
A) operator
B) concurrent
C) preliminary
D) technological
E) feedback
Q2) Who usually serves as the lead coordinator for formulating and using the budget?
A) The director of accounting.
B) Any manager in accounting.
C) The chief financial officer.
D) The director of finance.
E) The chief executive officer.
Q3) The most common type of tactical behavior in control systems is to manipulate information or report false performance data.
A)True
B)False
Q4) An example of feedforward control is managers monitoring their distributors.
A)True
B)False
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Chapter 17: Managing Technology and Innovation
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121 Flashcards
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Sample Questions
Q1) The majority of scientific innovations originate at universities.
A)True
B)False
Q2) For most applications, word processing is considered a(n) ________ technology since it is viewed as a routine activity in most offices.
A) base
B) emerging
C) nominal
D) key
E) pacing
Q3) Early adopters of new technologies tend to be
A) Smaller, profitable, and generic companies.
B) Risk-averse and flexible individuals.
C) Less educated and unable to cope with uncertainty and abstraction.
D) Critical to the success of a new technology.
E) The most adventuresome and willing to take risks.
Q4) Base technologies provide a competitive advantage.
A)True
B)False
Q5) Explain the two types of innovation and give examples of each.
Page 19
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Chapter 18: Creating and Leading Change
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Sample Questions
Q1) The basic types of OD techniques include strategic interventions, technostructural interventions, HR management interventions, and human process interventions.
A)True
B)False
Q2) When an employee realizes that she really doesn't disagree with a proposed change but simply hates the way she heard the news, she is most likely resisting change because of
A) Different assessments.
B) Timing.
C) Misunderstanding.
D) Management tactics.
E) Surprise.
Q3) Which of the following is a common reason for complacency?
A) The absence of visible resources.
B) High overall performance standards.
C) Insufficient performance feedback from internal sources.
D) The presence of a major and visible crisis.
E) Human nature.
Q4) Explain the sources of complacency in an organization setting.
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