Organizational Behavior Test Preparation
Course Introduction
Organizational Behavior explores the study of how individuals, groups, and structures affect behavior within organizations. The course examines psychological and sociological theories to understand workplace dynamics, motivation, leadership styles, communication, decision-making, and conflict resolution. Students will analyze how organizational culture, diversity, and power influence employee performance and satisfaction, and they will learn strategies to manage and improve individual and group outcomes within various organizational settings.
Recommended Textbook Management 9th Edition by Angelo Kinicki
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17 Chapters
1697 Verified Questions
1697 Flashcards
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Chapter 1: The Exceptional Manager: What You Do, How You
Do It
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108 Verified Questions
108 Flashcards
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Sample Questions
Q1) The management team at Imagine Advertising is trying to land a new client. Carla, the CEO, has set targets for how much the contract needs to be and has delegated out the tasks. Dominic and Stella are sent out to meet with the client. In the past, they have been successful at helping clients see the big picture and how their advertising team can help the client realize their goals. What principal function do Dominic and Stella possess?
A) controlling B) leading C) planning D) organizing E) motivating
Answer: B
Q2) Studies show that dealing with excessive and unimportant e-mail and text messages in the workplace can lead to A) decreased employee conflict and stress. B) increased productivity. C) improved morale.
D) synergy.
E) concentrating on the urgent rather than the important.
Answer: E
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Chapter 2: Management Theory: Essential Background for the
Successful Manager
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) Which theorist said, "there is no business without a customer"?
A) Max Weber
B) Peter Drucker
C) Charles Spaulding
D) Henri Fayol
E) Frederick Taylor
Answer: B
Q2) To better meet corporate goals this year, Yumiko, a CEO, is encouraging her managers to focus on the major functions of management, which are
A) planning, organizing, recruiting, monitoring, and delegating.
B) recruiting, monitoring, delegating, and coordinating.
C) planning, organizing, leading, controlling, and arbitrating.
D) recruiting, planning, organizing, and leading.
E) planning, organizing, leading, and controlling.
Answer: E
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Page 4
Chapter 3: The Managers Changing Work Environment and
Ethical Responsibilities: Doing the Right Thing
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95 Verified Questions
95 Flashcards
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Sample Questions
Q1) Contrast the viewpoints for and against social responsibility. Which leading economist argued against social responsibility?
Answer: Milton Friedman, a free-market economist, represents the view against social responsibility. He said, "The social responsibility of business is to make profits." That is, unless a company focuses on maximizing profits, it will become distracted and fail to provide goods and services, benefit the stockholders, create jobs, and expand economic growth-all of which are the real social justification for the firm's existence. In short, Friedman believed that the pursuit (and earning) of profit had great social value in and of itself.
The arguments in favor of corporate social responsibility includes the following:
1. Businesses have an ethical obligation to contribute to society's welfare.
2. Businesses create problems and should help solve those problems.
3. Businesses have resources to solve problems that other entities do not have.
4. Socially responsible behavior can create a favorable public image, which in turn makes the business more profitable.
Being socially responsible can help head off government regulation.
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Page 5
Chapter 4: Global Management Managing Across Borders
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) ________ is the group of 21 Pacific Rim countries whose purpose is to improve economic and political ties, and to reduce tariffs and other trade barriers across the region.
A) PEC
B) ASEAN
C) EU
D) APEC
E) CAFTA
Q2) ________ is a government's seizure of a domestic or foreign company's assets.
A) Expropriation
B) Diversification
C) Nationalization
D) An embargo
E) Appropriation
Q3) A greenfield venture is a strategic alliance with individuals and organizations in developing nations; the venture's goals are to assist, educate, and share the risks and rewards of starting a new nonprofit organization in the developing country.
A)True
B)False
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Page 6
Chapter 5: Planning: the Foundation of Successful Management
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) The purpose of MBO is to
A) control subordinates.
B) control costs.
C) control lower-level management.
D) motivate subordinates.
E) increase market share and develop synergy.
Q2) With increasing competition in the auto-parts business, Harrison, owner of Discount Tires, is dealing with growing uncertainty. He decides to ________, or meet with his managers to develop a future course of action to meet company goals.
A) plan
B) lead
C) control
D) define
E) diversify
Q3) California's dairy farmers famous tagline "Got milk?" is an example of a slogan, not a business plan or a strategy. Briefly describe the differences among these key terms: planning, a business plan, and a strategy.
Q4) Contrast strategic, tactical, and operational planning, explaining the time frame associated with each type.
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Chapter 6: Strategic Management: How Exceptional Managers Realize
a Grand Design
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91 Verified Questions
91 Flashcards
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Sample Questions
Q1) With small businesses in very competitive industries, small differences in performance may affect that company's survival. In this case, it is worth the effort for the company's managers to implement
A) organizational diversity.
B) a synergy agenda.
C) MBO.
D) TQM.
E) strategic planning.
Q2) Explain the difference between a cost-leadership strategy and a differentiation strategy. Provide an example of a company that uses each type of strategy.
Q3) Executive Office Supply, a small family-owned company, sells high-priced desks, some as expensive as $10,000, to executives in its area. Very few companies have chosen to market this product, and Executive Office Supply has enjoyed record profits over the last 25 years. As their financial planner, you would advise Executive Office Supply to not utilize strategic planning.
A)True
B)False
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Page 8
Chapter 7: Individual and Group Decision Making: How Managers
Make Things Happen
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) Despite your best intentions, it's hard to bring the best evidence to bear on your decisions. Why?
A) It is too expensive; and it's not ethical and there's not enough good evidence.
B) It will hurt diversity and synergy within your organization.
C) There's no competition, or there's too much competition.
D) There's too much evidence; and there's not enough good evidence and the side effects outweigh the cure.
E) People are trying to mislead you; and the evidence will not allow MBO.
Q2) Managers with a low tolerance for ambiguity and an orientation toward task and technical concerns when making decisions have an analytical decision-making style.
A)True
B)False
Q3) Define and describe analytics. Give an example of an organization using analytics and how they are using it.
Q4) Describe how learning decision-making skills will help prepare you for a job interview.
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Page 9
Chapter 8: Organizational Culture, Structure, and Design:
Building Blocks of the Organization
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107 Verified Questions
107 Flashcards
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Sample Questions
Q1) Mow and Trim, a sole proprietorship that uses contract labor, has all of its authority centralized in a single person (the owner), a flat hierarchy, few rules, and low work specialization. Mow and Trim is an organization with a
A) team-based design.
B) simple structure.
C) hollow structure.
D) functional structure.
E) horizontal design.
Q2) For division of labor to work, there must be a minimum of four employees.
A)True
B)False
Q3) Organizational culture appears in four layers: clan, adhocracy, market, and hierarchy.
A)True
B)False
Q4) Teamsters is an example of a for-profit organization, and the Susan G. Komen for the Cure is an example of a nonprofit organization.
A)True
B)False
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Chapter 9: Human Resource Management: Getting the Right People
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113 Verified Questions
113 Flashcards
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Sample Questions
Q1) The three types of dismissals are ________, downsizings, and layoffs.
A) outsourcings
B) resourcings
C) firings
D) closings
E) transfers
Q2) What is the benefit of a manager being evaluated by his or her subordinates?
A) It can provide information for the subordinate's performance appraisals.
B) It can let you know who respects you and who does not.
C) It will give you an unbiased opinion of your management style.
D) It will let the subordinates know that you also are being evaluated.
E) It can be helpful for goal setting and personal growth.
Q3) Mediation is the process in which a neutral third party, an arbitrator, listens to both parties in a dispute and makes a decision that the parties have agreed will be binding on them.
A)True
B)False
Q4) Define forced ranking. What are its benefits and drawbacks?
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Q5) Define internal and external recruiting, and give the advantages and disadvantages of each.
Chapter 10: Organizational Change and Innovation: Lifelong Challenges
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98 Verified Questions
98 Flashcards
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Sample Questions
Q1) The two cofounders of Impact Technology, a data-storage firm in Research Triangle Park, North Carolina, were feuding with each other because one founder couldn't stick to his decisions, which drove the other founder crazy. Who should work with the warring executives in separate sessions to solve the problem?
A) organizational behavior specialist
B) family doctor
C) informational technologist
D) acquisition consultant
E) labor relations specialist
Q2) Corporate restructurings threaten to eliminate jobs and generally trigger strong resistance.
A)True
B)False
Q3) B corporations are ones whose stocks are NOT listed on NASDAQ or as part of the Dow Jones Industrial Average.
A)True
B)False
Q4) Describe what OD is and what it can be used for.
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Q5) Define and describe the three types of change and provide an example of each.
Chapter 11: Managing Individual Differences and Behaviour:
Supervising People As People
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120 Verified Questions
120 Flashcards
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Sample Questions
Q1) Which generation is the largest adult generation in the United States?
A) traditionalists
B) Centennials
C) Generation X
D) baby boomers
E) Millennials
Q2) ________ represent(s) all the ways people are unlike and alike.
A) Lifestyle
B) Dimensions
C) Diversity
D) Conditions
E) Background
Q3) The statement "Mackenzie is slow to return phone calls" reflects the ________ component of an attitude.
A) behavioral
B) decisional
C) perceptual
D) affective
E) cognitive
Q4) List and describe the four traits of EI.
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Chapter 12: Motivating Employees: Achieving Superior
Performance in the Workplace
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) Meili's employer distributes checks at the end of each quarter, representing an equitable portion of 5 percent of the company's pretax profits for the previous quarter. These are ________checks.
A) pay for performance
B) pay for knowledge
C) profit sharing
D) bonus
E) gainsharing
Q2) When using punishment, a manager should
A) ignore undesirable behaviors.
B) save reprimands until the end of the workday, or preferably before a weekend.
C) make sure that other employees witness the punishment.
D) do it in conjunction with positive reinforcement.
E) punish even minor infractions, to appear consistent.
Q3) Those with a high need for achievement may be the least efficient managers because they may resist making decisions that make others resent them.
A)True
B)False
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Chapter 13: Groups and Teams: Increasing Cooperation, Reducing Conflict
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) A group is defined as two or more freely interacting individuals who share norms, share goals, and have a common identity.
A)True
B)False
Q2) Which of the following is NOT a benefit of teamwork in an organization?
A) increased speed
B) increased stress
C) reduced costs
D) improved workplace cohesiveness
E) reduced destructive internal competition
Q3) ________ is the conflict-handling style in which a person neglects his or her own concerns and allows the concerns of another to prevail.
A) Forcing
B) Avoiding
C) Accommodating
D) Collaborating
E) Compromising
Q4) What are the differences between groups and teams? Provide an example of each in order to illustrate their differences.
Page 15
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Chapter 14: Power, Influence, and Leadership: From
Becoming a Manager to Becoming a Leader
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) As a manager, when you provide rewards or reprimand your subordinates, you are practicing transactional leadership.
A)True
B)False
Q2) Charismatic leadership is now considered part of ________ leadership.
A) transactional
B) shared
C) laissez-faire
D) transformational
E) servant
Q3) This question contains two parts; be sure to answer both.
First, what is servant leadership, and what are the characteristics of a servant leader?
Second, assume that you are the manager of a college cafeteria. The cafeteria serves meals to students, faculty, and staff. Describe four different ways in which you might use servant leadership to improve the customer service provided by your staff.
Q4) List four positive task-oriented or interpersonal traits that good leaders have and three negative interpersonal attributes often found in leaders.
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Chapter 15: Interpersonal and Organizational
Communication: Mastering the Exchange of Information
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) The sun was shining directly into Luca's eyes, so he looked away and missed the coach's demonstration of a defensive technique. In this case, the sun acts as feedback in the communication process.
A)True
B)False
Q2) Executives at Amalfi Construction want to let middle managers know that the company is going to be acquired by its largest competitor. Assuming the following paths of communication are possible, how should executives communicate this information?
A) Send a note to all managers.
B) Post a notice on all bulletin boards.
C) Hold a face-to-face meeting.
D) Send an e-mail to all managers.
E) Schedule a conference phone call.
Q3) Generally, typical listeners retain ________ of what they hear.
A) 5 percent
B) all
C) 75 percent
D) two-thirds
E) 20 to 50 percent
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Chapter 16: Control Systems and Quality Management:
Techniques for Enhancing Organizational Effectiveness
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) At Hamilton Hardware, employees were asked how the quality of the company's customer service could best be measured, and management then implemented a survey system based on the feedback. The company has overcome which of the following barriers to success of control systems?
A) overemphasis on one instead of multiple approaches
B) overemphasis on paperwork
C) overemphasis on means instead of ends
D) too little employee participation
E) too much control
Q2) Anchor Resort and Casino requires its casino dealers to have licenses, observes them using closed-circuit TV, and requires detailed reports at the end of each shift. This organization has overcome the control system barrier of
A) too much control.
B) overemphasis on paperwork.
C) overemphasis on means instead of ends.
D) overemphasis on one instead of multiple approaches.
E) too little participation.
Q3) Imagine that you are at an interview and you are asked to describe yourself. Using the guidelines for self-promotion, what would you say?
Page 18
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Chapter 17: Entrepreneurship
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43 Verified Questions
43 Flashcards
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Sample Questions
Q1) Although estimates vary widely, it seems reasonable to suggest that start-up costs for the average business are approximately
A) $10,000-$80,000.
B) $25,000-$100,000.
C) $250,000.
D) $300,000-$500,000.
E) over $1 million.
Q2) Unlike entrepreneurs, self-employed people tend to
A) hire people who will work with them to implement their vision for the company.
B) stay in one geographic area.
C) seek to influence markets, industries, and large numbers of people.
D) delegate responsibilities to people they trust, who are smarter than and more experienced than they are in particular areas.
E) take the risks necessary to grow the business and make an impact on society.
Q3) What are the "Big Five" personality dimensions? In general, how do entrepreneurs rate on each of these dimensions? That is, what does research show to be the personality characteristics of successful entrepreneurs?
Q4) List and explain at least four possible sources of funding for start-ups.
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Page 19