Course Introduction
Organizational Behavior Study Guide Questions
Organizational Behavior examines how individuals, groups, and structures affect behavior within organizations, aiming to improve an organizations effectiveness. This course explores key topics such as motivation, communication, group dynamics, decision making, leadership, power, organizational culture, and change management. Students will analyze real-world cases and theoretical frameworks to understand how people interact in professional settings and how these interactions influence organizational performance, culture, and outcomes. The knowledge gained equips students with practical tools to address workplace challenges, enhance teamwork, and lead organizational change.
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Organizational Behavior Improving Performance 3rd Edition by Jason A. Colquitt Available Study
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Chapter 1: What Is Organizational Behavior
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Q1) In organizational behavior research,a correlation of +1 between two variables is considered:
A)weak.
B)to be an absence of relationship.
C)arbitrary.
D)irrelevant.
E)perfect.
Answer: E
Q2) Which of the following methods suggests that people accept some belief because scientific studies have tended to replicate that result using a series of samples,settings,and methods?
A)Method of intuition
B)Method of authority
C)Method of science
D)Method of experience
E)Method of behavior
Answer: C
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Chapter 2: Job Performance
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Q1) Behaviors that intentionally disadvantage other individuals rather than the larger organization are referred to as _____.
A)property deviance
B)organizational aggression
C)wasting resources
D)personal aggression
E)political deviance
Answer: E
Q2) Task performance includes employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces.
A)True
B)False
Answer: True
Q3) Wasting resources is the most common form of production deviance.
A)True
B)False
Answer: True
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Chapter 3: Organizational Commitment
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Q1) The factors that increase normative commitment include:
A)salary and other monetary benefits.
B)availability of employment opportunities.
C)a sense that the organization has invested in the employee.
D)links to the local community.
E)organizational culturE.The factors that increase normative commitment include a sense that the organization has invested in the employee,personal work philosophies or more general codes of right and wrong developed over the course of their lives.
Answer: C
Q2) Affective commitment exists when there is a sense that staying is the "right" or "moral" thing to do.
A)True
B)False
Answer: False
Q3) Differentiate between the erosion model and the social influence model.
Answer: The erosion model suggests that employees with fewer bonds will be most likely to quit the organization.The social influence model suggests that employees who have direct linkages with "leavers" will themselves become more likely to leave.
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Chapter 4: Job Satisfaction
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Q1) Variety is the degree to which the job provides freedom,independence,and discretion to the individual performing the work.
A)True
B)False
Q2) According to research,of the five facets of value-percept theory which two facets have moderately strong influences on overall job satisfaction?
A)Pay satisfaction and promotion satisfaction
B)Promotion satisfaction and coworker satisfaction
C)Supervision satisfaction and altruism
D)Coworker satisfaction and supervision satisfaction
E)Satisfaction with the work itself and promotion satisfaction
Q3) States of feeling that are often mild in intensity,last for an extended period of time,and are not explicitly directed at or caused by anything are known as:
A)emotions.
B)satisfaction.
C)moods.
D)withdrawal symptoms.
E)personality traits.
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Chapter 5: Stress
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Q1) Activities including participation in formal education programs,music lessons,sports-related training,hobby-related self-education,and volunteer work are examples of:
A)personal development.
B)professional development.
C)self-actualization.
D)management development.
E)change management.
Q2) Which of the following reflect(s)the relatively minor routine demands that get in the way of accomplishing the things that we really want to accomplish?
A)Family time demands
B)Daily hassles
C)Personal development
D)Positive life events
E)Negative life events
Q3) The organization must help its employees cope with stress.List the various resources an organization can provide to help employees cope with stressors.
Q4) Describe the practices that organizations use to reduce employee strains.
Q5) What is a stress audit? Explain how to reduce stressors and strains.
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Chapter 6: Motivation
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Q1) Expectancy is a subjective probability ranging from:
A)0 to 1.
B)1 to 5.
C)10 to 20.
D)-1 to +1.
E).5 to 1.5.
Q2) Karen is a senior manager at The American Bank.A good part of her workday is spent in meetings with clients,subordinates at the bank,prospective customers,and the auditors.Though Karen has such a busy schedule,she manages to find time for her equally important meetings with the PETA foundation.Karen's commitment can be classified under which of the following concepts of psychological empowerment?
A)Meaningfulness
B)Self-determination
C)Competence
D)Expectancy
E)Impact
Q3) Motivation is not one thing but rather a set of distinct forces.
A)True
B)False
Q4) Identify and explain the acronym S.M.A.R.T.in goal setting theory.
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Chapter 7: Trust, Justice, and Ethics
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Q1) Which of the following represent the two interpersonal justice rules?
A)Voice and accuracy
B)Justification and truthfulness
C)Equity and equality
D)Consistency and accuracy
E)Respect and propriety
Q2) Procedural justice is seen to be of enormous importance when outcomes are bad.
A)True
B)False
Q3) Fulfilling the legal component of corporate social responsibility suggests that the organization has reached the _____ of moral development.
A)preconventional level
B)principled level
C)postconventional level
D)conventional level
E)preoperational level
Q4) Discuss how relationships based on the economic and social exchange play an important role in the employee-authority relationships.
Q5) What is moral intensity? Briefly explain the factors that drive moral intensity.
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Chapter 8: Learning and Decision Making
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Q1) Research shows that the differences between experts and novices are almost always a function of:
A)intelligence.
B)consensus.
C)heuristic.
D)personality.
E)learning.
Q2) Learning refers to the process of generating and choosing from a set of alternatives to solve a problem.
A)True
B)False
Q3) _____ are simple,efficient,rules of thumb that allow us to make decisions more easily.
A)Heuristics
B)Perceptions
C)Self-fulfilling prophecies
D)Climates of transfer
E)Attributions
Q4) What are the four contingencies of reinforcement? Explain each by providing an example.
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Chapter 9: Personality and Cultural Values
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Q1) The principle of _____ suggests that "strong situations" have clear behavioral expectations,incentives,or instructions that make differences between individuals less important,whereas "weak situations" lack those cues.
A)situation awareness
B)situational strength
C)situational prevention
D)situational ethics
E)situation specificity
Q2) A dispositional tendency to experience unpleasant moods such as hostility,nervousness,and annoyance is called _____.
A)zero acquaintance
B)status striving
C)accomplishment striving
D)negative affectivity
E)differential reactivity
Q3) Contrast clear purpose tests from veiled purpose tests.
Q4) Write a note on the purpose of project GLOBE.How does this project contribute toward cultural studies in organizations?
Q5) Explain the principle of situational strength and principle of trait activation.
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Chapter 10: Ability
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Q1) People who have _____ ability tend to be better at learning and decision making.
A)higher general cognitive
B)higher emotional
C)higher interpersonal
D)higher physical
E)higher motivational
Q2) Which of the following is a physical ability?
A)Self-regulation
B)Visualization
C)Quantitative ability
D)Flexibility and coordination
E)Spatial orientation
Q3) The ability to hear and discriminate sounds that vary in terms of loudness and pitch is called _____.
A)auditory attention
B)hearing sensitivity
C)speech recognition
D)verbal comprehension
E)oral expression
Q4) Describe the role of sensory ability in task performance.
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Chapter 11: Teams: Characteristics and Diversity
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Q1) Having a greater number of members is beneficial for management and project teams but not for teams engaged in production tasks.
A)True
B)False
Q2) James participated in a problem-solving quiz competition with his friends.As Mark was the most familiar with the types of problems on the quiz,the team's performance depended entirely on Mark's performance.This type of task is called a(n):
A)disjunctive task.
B)multiplicative task.
C)surface-level task.
D)conjunctive task.
E)additive task.
Q3) Team viability refers to the likelihood that the team can work together effectively into the future.
A)True
B)False
Q4) Define task interdependence.Briefly describe the four primary types of task interdependence.
Q5) Write a short note on value in diversity problem-solving approach.
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Chapter 12: Teams: Processes and Communication
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Q1) The nominal group technique involves utilizing a combination of individual and team settings to generate ideas and solutions and arrive at the winning idea.
A)True
B)False
Q2) Scenario: Model Industries,Inc.
A)Production blocking
B)Staff validity
C)Hierarchical sensitivity
D)Decision informity
E)Transactive memory
Q3) Conflict management is an action process.
A)True
B)False
Q4) As transition processes are relevant before the team actually begins to conduct the core aspects of its work,they have no role between periods of work activity.
A)True
B)False
Q5) With the help of a diagram explain the communication process.
Q6) Distinguish between brainstorming and groupthink.
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Chapter 13: Leadership: Power and Negotiation
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Q1) From time to time,leaders need to resist the influence of other leaders or higher-ups to do what's best for their own unit.
A)True
B)False
Q2) Some employees are willing to manipulate and deceive others to acquire power.Which of the following tendencies do such employees have?
A)Ingratiating tendencies
B)Egoistic tendencies
C)Machiavellian tendencies
D)Central tendencies
E)Narcissistic tendencies
Q3) Collaboration is seen as a win-win form of conflict resolution.
A)True
B)False
Q4) Differentiate between mediation and arbitration.
Q5) Distinguish between internalization and compliance.
Q6) For a leader,internalization is the best outcome of influence tactics.
A)True
B)False
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Chapter 14: Leadership: Styles and Behaviors
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Q1) Which of the following theories is known as the situational model of leadership?
A)Ohio State Studies
B)University of Michigan Studies
C)Life cycle theory of leadership
D)Time-driven model of leadership
E)Herzberg's two-factor theory
Q2) With a delegative style,the leader plays no role in the deliberations unless asked.
A)True
B)False
Q3) Leaders do not make the ultimate decision with a consultative style of decision making.
A)True
B)False
Q4) What is transformational leadership? Describe the "four I's" of transformational leadership.
Q5) Inspirational motivation involves behaving in ways that foster an enthusiasm for a shared vision of the future.
A)True
B)False
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Chapter 15: Organizational Structure
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Q1) Organic organizations encourage lateral communication.
A)True
B)False
Q2) Dynamic environments allow organizations to focus on efficiency and require little change over time.
A)True
B)False
Q3) In Grand Stand Organization,a furniture manufacturing company,the arrival and departure times to and from work are specified to the minute,with time clocks used to control deviant behavior.It can be said that the company is high in:
A)formalization.
B)centralization.
C)decentralization.
D)work differentiation.
E)division of labor.
Q4) Distinguish between tall and flat organizational structures and state at least two disadvantages of tall organizational structures.
Q5) Using diagrams,describe the three multi-divisional structures.
Q6) State at least two advantages and disadvantages of work specialization.
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Chapter 16: Organizational Culture
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Q1) The physical layout of workspaces,dress codes,and the level of technology used are all examples of _____ that are represented by the organization's culture.
A)basic underlying assumptions
B)espoused values
C)observable artifacts
D)mnemonics
E)subcultures
Q2) Which of the following is a tactic designed to discourage adaptation to the organization's culture?
A)Orient new employees along with a group of other new employees.
B)Provide hurdles that are required to be met prior to organizational membership.
C)Provide role models for newcomers.
D)Put newcomers through orientation apart from current organizational members.
E)Constantly affirm to newcomers that they are to be themselves and that they were chosen for the organization based on who they arE.Constantly affirming to newcomers that they are to be themselves and that they were chosen for the organization based on who they are discourages adaptation to the organization's culturE.
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