Organizational Behavior
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Course Introduction
Organizational Behavior explores the complex dynamics of individual and group behavior within organizational settings. The course covers key concepts such as motivation, leadership, team processes, communication, organizational culture, power, conflict, and decision-making. Students will analyze real-world cases and theoretical frameworks to understand how behavior impacts organizational effectiveness and employee wellbeing. Emphasis is placed on developing skills to diagnose organizational issues, foster positive workplace relationships, and implement strategies for improvement, preparing students for successful management and leadership roles.
Recommended Textbook
Contemporary Management 7th Edition by Gareth Jones
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18 Chapters
1977 Verified Questions
1977 Flashcards
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Chapter 1: Managers and Managing
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Sample Questions
Q1) Human skills can only be learned through education and training.
A)True
B)False
Answer: False
Q2) When a manager lays out the lines of authority and responsibility between different individuals and groups,the manager is:
A)organizing
B)leading
C)controlling
D)planning
E)staffing
Answer: A
Q3) Groups of people who work together to achieve a set of goals are called a(n):
A)role set
B)society
C)organization
D)global organization
E)competitive advantage
Answer: C
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Page 3
Chapter 2: The Evolution of Management Thought
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Sample Questions
Q1) Explain the "organic structure".Why is it important for companies like Google and Apple to operate with organic structures?
Answer: In an organic structure,authority is decentralized to middle and first-line managers to encourage them to take responsibility and act quickly to pursue scarce resources.Departments are encouraged to take a cross-departmental or functional perspective,and cross-functional teams composed of people from different departments are formed.The organization operates in an organic way because authority rests with the individuals,departments,and teams best positioned to control the current problems the organization is facing.Companies like Google and Apple operate with organic structures because their organizational environments are rapidly changing and unstable.Though more expensive to operate,managers in an organic structure can react more quickly to a changing environment than can managers in a mechanistic structure.
Q2) Fayol's principle of initiative suggests:
A)Managers should encourage employees to be creative
B)Creativity is only the responsibility of management
C)Innovation flows from the top down
D)Employees actions be monitored by a supervisor
E)Initiative flows from the top down
Answer: A
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Page 4
Chapter 3: Values,attitudes,emotions,and Culture: The Manager As a Person
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Sample Questions
Q1) Emotions are more intense feelings than moods and are long-lived.
A)True
B)False
Answer: False
Q2) Managers who are low on extraversion cannot be highly effective and efficient.
A)True
B)False
Answer: False
Q3) A strong organizational culture is the product of managers and employees being committed to organizational values.
A)True
B)False
Answer: True
Q4) A person's personal conviction about lifelong goals is known as:
A)A terminal value
B)An instrumental value
C)The internal locus of control
D)The external locus of control
E)Conscientiousness
Answer: A
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Chapter 4: Ethics and Social Responsibility
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Sample Questions
Q1) The individual ethics of which stakeholder group are important in shaping the organizational code of ethics?
A)Employees
B)Customers
C)Community
D)Founders
E)Stockholders
Q2) Ethical behavior does NOT:
A)Increase a company's efficiency
B)Increase a company's effectiveness
C)Increase a company's performance
D)Reduce the national standard of living
E)Increases the national well-being
Q3) To help create and maintain an ethical organization,managers should do all of the following EXCEPT:
A)Model ethical behavior
B)Facilitate a strong culture with appropriate values
C)Create an "ethics ombudsman" position
D)Create a written code of ethics
E)Strive for profitability
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Chapter 5: Managing Diverse Employees in a Multicultural Environment
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Sample Questions
Q1) It has been said that,"Managing diversity makes good business sense." Do you agree or disagree with this statement? Defend your argument either pro or con.
Q2) According to Catalyst,Fortune 500 women compose about _____% of managerial and professional workers,but only about ______% of corporate officers.
A)70%,10%
B)70%,30%
C)50%,15%
D)50%,30%
E)40%,30%
Q3) Paying close attention to performance evaluations is one way to effectively manage diversity.Managers should do all of the following EXCEPT:
A)Rely on objective performance indicators
B)Ensure adequate time is spent on the evaluation
C)Ensure adequate attention is given to the evaluation
D)Ensure that the evaluators are held accountable for the evaluation
E)Ensure performance standards are vague
Q4) Define diversity.Explain the reasons why diversity is such a pressing concern and issue for managers and organizations.
Page 7
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Chapter 6: Managing in the Global Environment
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Sample Questions
Q1) All of the following are examples of the general environment of the organization
EXCEPT:
A)Demographic forces
B)Legal forces
C)Distributors
D)Global forces
E)Technological forces
Q2) In the United States,it is illegal to share inside information.This is an example of:
A)A value
B)A more
C)A folkway
D)Individualism
E)Collectivism
Q3) Nations forming political unions that allow free exchange of resources and capital is an example of the political and legal forces in the environment.
A)True
B)False
Q4) Discuss the four principal forms of capital that flow between countries.
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Page 8
Chapter 7: Decision Making,learning,creativity,and Entrepreneurship
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Sample Questions
Q1) WashUrCar,which operates five car washes,is attempting to decide whether or not it should purchase a new type of drying equipment.This represents which type of decision for the organization?
A)Programmed
B)Intuition
C)Optimizing
D)Nonprogrammed
E)Satisficing
Q2) Decision making in response to opportunities occurs when events inside or outside the organization adversely affect organizational performance and managers search for ways to increase performance.
A)True
B)False
Q3) The administrative model is based on three important concepts: bounded rationality,complete information,and optimizing.
A)True
B)False
Q4) What are the characteristics of an entrepreneur?
Page 9
Q5) Discuss the two techniques known to counteract groupthink and cognitive biases.
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Chapter 8: The Manager As a Planner and Strategist
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Sample Questions
Q1) ABC Manufacturing has a written statement regarding their zero-tolerance attitude towards sexual harassment.This statement is an example of:
A)A standing plan
B)A mission statement
C)A policy
D)A rule
E)A goal
Q2) Define the two main kinds of corporate-level diversification and provide business examples of each.
Q3) Though not formally written,at RST consulting employees are allowed to dress casually on Fridays.This general guide is called a:
A)Policy
B)Rule
C)Standard operating procedure
D)Standing plan
E)Code of Ethics
Q4) Discuss the four qualities of an effective plan emphasized by Henri Fayol.
Q5) Discuss the five major threats of Michael Porter's Five force Model.
Q6) Discuss the five steps involved in implementing an organizational strategy.
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Chapter 9: Value-Chain Management: Functional
Strategies for Competitive Advantage
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Sample Questions
Q1) Banks and financial service companies are finding that they can substantially reduce costs by moving customer accounts and support functions:
A)Online
B)Overseas
C)To vendors
D)To larger institutions
E)To customer service representatives
Q2) Differentiate between the two principle kinds of innovation.
Q3) Managers try to develop functional strategies that allow the organization's value chain to deliver to customers:
A)More product attributes at the same price
B)More product attributes at a higher price
C)Fewer product attributes at a lower price
D)Fewer product attributes at the same price
E)Same product attributes at the same price
Q4) Each functional activity along the chain adds value to the product by increasing costs that increase the price a company can charge for it.
A)True
B)False
11
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Chapter 10: Managing Organizational Structure and Culture
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Sample Questions
Q1) Cultures whose values and norms fail to motivate or inspire employees;they lead to stagnation and,often,failure over time and are referred to as:
A)Aggressive cultures
B)Entrepreneurial cultures
C)Inert cultures
D)Adoptive cultures
E)Adaptive cultures
Q2) Managers can increase coordination among functions and divisions by:
A)Establishing liaison roles
B)Establishing more managerial levels
C)Developing a taller organizational structure
D)Reducing the span of control
E)Developing a functional structure
Q3) A tall organization has few levels of authority relative to the size of that organization.
A)True
B)False
Q4) Discuss the advantages and disadvantages of a functional structure of organization.
Q5) Discuss the advantages and disadvantages of decentralizing authority.
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Chapter 11: Organizational Control and Change
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Sample Questions
Q1) Organizational dynamics is the movement of an organization away from its present state toward some preferred future state to increase its efficiency and effectiveness.
A)True
B)False
Q2) As a regional manager,Dwight is given an operating budget of $1 million for the coming year and is evaluated on the basis of the amount of paper the region can sell based on that budget.Dwight's performance will be evaluated on:
A)A revenue budget approach
B)A cash flow budget approach
C)An expense budget approach
D)A profit budget approach
E)A capital budget approach
Q3) Control helps managers respond more effectively to customers.
A)True
B)False
Q4) Describe the steps in the organizational change process.
Q5) Define evolutionary and revolutionary change.When is each appropriate?
Q6) Describe the four steps in the control process.
Q7) Describe Lewin's Force-Field Theory.
Page 13
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Chapter 12: Human Resource Management
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Sample Questions
Q1) Trait appraisals are often used because they enable managers to give employees feedback they can use to improve performance.
A)True
B)False
Q2) Managers have an ethical and legal obligation to use reliable and valid selection tools.
A)True
B)False
Q3) As part of the selection process,Mark was required to take a test to determine if he had the necessary skills to perform the jobs successfully.What type of test did Mark take?
A)Paper-and-pencil tests
B)Personality tests
C)Structured tests
D)Performance tests
E)Ability tests
Q4) Discuss the importance of reliability and validity on the various selection techniques.
Q5) Discuss the five major components of a human resource management system.
Q6) Discuss the collective bargaining process.
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Chapter 13: Motivation and Performance
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Sample Questions
Q1) When John violated the company's sexual harassment policy,Kyle had to suspend John for two weeks without pay.This is known as:
A)Extinction
B)Positive reinforcement
C)Negative reinforcement
D)Equity
E)Punishment
Q2) By linking positive reinforcers to the performance of functional behaviors,managers motivate people to perform the desired behaviors.
A)True
B)False
Q3) A manager makes sure the outcomes offered to subordinates for good performance are rewards they value.The manager is working on:
A)Valence
B)Instrumentality
C)Expectancy
D)Self-Actualization
E)Goals
Q4) Explain equity theory and discuss the various types of inequity.
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Chapter 14: Leadership
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Sample Questions
Q1) Some leaders are effective even when they do not perform consideration or initiating-structure behaviors.
A)True
B)False
Q2) Chris manages the delivery drivers for Jersey Office Supplies Company.His boss doesn't give him much authority,but his crew of drivers really like him.Delivering office supplies is a fairly routine job.This situation is ____________ for the leader,and the most effective leader will have a ____________ style.
A)very favorable;task-oriented
B)very unfavorable;task-oriented
C)very favorable;relationship-oriented
D)very unfavorable;relationship-oriented
E)moderately favorable;relationship-oriented
Q3) According to Fiedler,the extent to which the work is clear-cut so that subordinates know what is expected of them is known as task structure.
A)True
B)False
Q4) What is emotional intelligence? Does it contribute to leader effectiveness? Explain.
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Chapter 15: Effective Groups and Teams
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Sample Questions
Q1) Groups established by managers to achieve organizational goals are known as formal groups.
A)True
B)False
Q2) All the employees at a small consulting firm who report to the president of the company are called:
A)A cross-cultural group
B)A command group
C)An informal group
D)A task force
E)An ad hoc committee
Q3) Informal groups of workers who socialize with one another on the job are known as friendship groups.
A)True
B)False
Q4) Discuss the steps that managers can take to make self-managed work teams more effective so that the organization can gain a competitive advantage.
Q5) Differentiate between the three types of task interdependence.Provide examples of each.
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Chapter 16: Promoting Effective Communication
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Sample Questions
Q1) The paths along which information flows within the organization are called:
A)Organizational structure
B)Communication networks
C)Communication wheels
D)Organizational paths
E)Cross-functional links
Q2) When would managers most likely be able to successfully use groupware as a communication medium in their organizations?
Q3) When Lacy translates the message into words or symbols,she is:
A)Receiving
B)Encoding
C)Bias
D)Sending
E)Decoding
Q4) An organization chart summarizes the informal reporting relationships in an organization and the formal pathways along which communication takes place.
A)True
B)False
Q5) Discuss how managers manage differences in linguistic styles.
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Chapter 17: Managing Conflict,politics,and Negotiation
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Q1) A manager in the marketing department feels that it should be possible to manufacture a new product at a low cost per unit,but a production manager feels that the actual costs of production will be much higher.This is an example of:
A)Interorganizational conflict
B)Intrapersonal conflict
C)Intergroup conflict
D)Intragroup conflict
E)Interpersonal conflict
Q2) Jeff and Jim are in disagreement about who is in charge of whom.Top management tries to resolve this conflict by clarifying the chain of command.This is an attempt to reduce conflict by:
A)Altering the source of conflict
B)Controlling the agenda
C)Negotiation
D)Distributive negotiation
E)Distributive justice
Q3) Discuss the various political strategies and provide examples of each.
Q4) Discuss three sources of conflict within organizations and give a specific business example of each of these sources.
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Chapter 18: Using Advanced Information Technology to Increase Performance
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Q1) A transaction-processing system is an MIS designed to handle small volumes of routine,recurring transactions.
A)True
B)False
Q2) Managers rarely have access to complete information.
A)True
B)False
Q3) Of the following,which is the most advanced type of MIS systems?
A)Expert systems
B)Artificial intelligence
C)Real-time systems
D)TPS
E)DSS
Q4) The information technology (IT)revolution began in:
A)1930's
B)1940's
C)1950's
D)1960's
E)1970's
Q5) Define an ERP system and discuss its benefits.
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