Organizational Behaviour
Final Exam Questions
Course Introduction
Organizational Behaviour explores the psychological and sociological principles underlying individual and group dynamics within organizations. The course examines topics such as motivation, leadership, communication, decision-making, team processes, organizational culture, and change management. Through theoretical frameworks and real-world case studies, students develop an understanding of how to foster positive workplace environments, enhance collaboration, and effectively navigate complex organizational challenges.
Recommended Textbook
Organizational Behaviour Concepts Controversies Applications 7th Canadian Edition by Nancy
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14 Chapters
1885 Verified Questions
1885 Flashcards
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Chapter 1: What Is Organizational Behaviour?
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134 Verified Questions
134 Flashcards
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Sample Questions
Q1) As employers attempt to retain high performance employees, what factors in employee-manager relationships become important?
A)supportive dialogue, proactive discussions and high wages
B)high stress workplace, supportive dialogue and proactive discussions
C)lower stress workplace, proactive discussions and supportive dialogue
D)high wages, lower stress workplace and supportive dialogue
E)high wages, high stress workplace and proactive discussions
Answer: C
Q2) You should expect that the faculty member from which field will probably contribute information about inter-group behaviour?
A)sociology
B)psychology
C)social psychology
D)anthropology
E)political science
Answer: A
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Chapter 2: Perception, Personality, and Emotions
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135 Verified Questions
135 Flashcards
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Sample Questions
Q1) In managerial positions, people with low machiavellianism will tend to agree with others.
A)True
B)False
Answer: True
Q2) High self-monitors adjust their behaviour if demanded by the situation.
A)True
B)False
Answer: True
Q3) Suppose a sales manager is unhappy with the performance of her sales people and attributes this to laziness on their part. Closer scrutiny of the real situation, however, shows that the sales manager has made a "fundamental attribution error." This means that she has
A)only attended to superficial indicators.
B)inadequately explored the job satisfaction of the sales people.
C)merely stereotyped employees.
D)underestimated the effects of external factors relative to internal factors.
E)ignored her responsibility in the entire process of not holding workers accountable.
Answer: D
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Page 4
Chapter 3: Values, Attitudes, and Diversity in the Workplace
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137 Verified Questions
137 Flashcards
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Sample Questions
Q1) Which of the following doesn't contribute to workplace stress?
A)work overload
B)role conflict
C)incompetent colleagues
D)lack of personal fit with a job
E)clear job description
Answer: E
Q2) Values tend to be relatively stable and enduring.
A)True
B)False Answer: True
Q3) Cultural intelligence (CQ)picks up where emotional intelligence leaves off.
A)True
B)False
Answer: True
Q4) There are few universal values or consistent ethical principles.
A)True
B)False Answer: True
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Chapter 4: Theories of Motivation
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Sample Questions
Q1) Don was in the habit of reprimanding employees when they arrived late for work. The second time an employee was late, he or she would be docked pay. Don is using which type of reinforcement?
A)positive
B)negative
C)punishment
D)extinction
E)critical incident
Q2) Your referent comparison for equity theory is termed
A)self-inside.
B)self-outside.
C)other-inside.
D)other-outside.
E)self-other.
Q3) An employee motivated by intrinsic rewards, would most likely choose
A)ongoing opportunities for education and training.
B)a company car.
C)incentive bonuses.
D)increased salary.
E)generous employee benefits.
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Chapter 5: Motivation in Action
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Sample Questions
Q1) A worker in a furniture factory who operates a lathe solely to make table legs is an example of a job with low task identity characteristics.
A)True
B)False
Q2) Strategies for authentic motivation, according to Alfie Kohn, include
A)communicating to employees the company viewpoint.
B)setting goals and explaining to employees the outcomes if goals are not achieved.
C)focusing on what the employee is doing wrong and how that affects the company.
D)providing choice to employees over how they do the task.
E)helping employees rather than putting them under surveillance.
Q3) It is important that employees perceive a clear linkage between rewards and performance.
A)True
B)False
Q4) Giving rewards for things that were previously done for intrinsic motivation will decrease motivation.
A)True
B)False
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Chapter 6: Groups and Teamwork
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134 Flashcards
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Sample Questions
Q1) Norms differ among groups, committees and societies but all of these entities have norms.
A)True
B)False
Q2) "Who is in charge?" and "Who does what?" are questions that are relevant to which stage of group development?
A)forming
B)storming
C)norming
D)performing
E)adjourning
Q3) Explain how diversity may both improve team performance and hurt team performance.
Q4) The Punctuated-Equilibrium Model characterizes groups as exhibiting long periods of inertia interspersed with brief revolutionary changes triggered primarily by members' awareness of time and deadlines.
A)True
B)False
Q5) Identify and discuss the various ways that norms develop.
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Chapter 7: Communication
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135 Flashcards
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Sample Questions
Q1) Kelly always feels anxious when deciding who she should copy on the email messages that she sends. What advice would you give to Kelly?
A)copy everyone
B)copy your boss only
C)copy anyone who really needs the information
D)don't copy anyone
E)copy someone in every department
Q2) Failing to pay attention to the silent portion of a conversation can result in missing a vital part of the message.
A)True
B)False
Q3) The grapevine follows the which small-group network pattern?
A)chain
B)wheel
C)all channel
D)cluster
E)single strand
Q4) Describe, using examples, four barriers to effective communication.
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Chapter 8: Power and Politics
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136 Flashcards
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Sample Questions
Q1) If a person is not pressured to perform a sex act, sexual harassment has not occurred.
A)True
B)False
Q2) The vice president's major base of power seems to be A)reward.
B)coercive.
C)referent.
D)expert.
E)position.
Q3) Power is increased by possession of something that is plentiful and easily available. A)True
B)False
Q4) Adam's strategy is termed bargaining.
A)True
B)False
Q5) Sexual harassment is a power abuse.
A)True
B)False
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Chapter 9: Conflict and Negotiation
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136 Flashcards
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Sample Questions
Q1) Which of the following would fall outside the general role of a mediator?
A)suggest
B)reason
C)persuade
D)facilitate
E)dictate
Q2) Ismal is a well-respected employee from another department who has been brought in to try to resolve a conflict between two employees in another department. His advice to them is to attempt to resolve their main issue first, and he has provided them with some new information that expands their understanding of the issue. Ismal's role is that of a(n)
A)compromiser.
B)mediator.
C)arbitrator.
D)negotiator.
E)enforcer.
Q3) Cultural context has no effect on negotiations.
A)True
B)False
Q4) Compare functional and dysfunctional conflict.
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Chapter 10: Organizational Culture
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Sample Questions
Q1) Everywhere you go in Sima's organization, you experience its culture by what you see, hear, and feel. This part of culture is known as the organization's artifacts.
A)True
B)False
Q2) Both role models and apprenticeship characterize the process of serial socialization.
A)True
B)False
Q3) Which of the following is outside the typical characteristics of organizational culture?
A)attention to detail
B)innovation
C)management orientation
D)team orientation
E)people orientation
Q4) A strong culture provides a supportive atmosphere for diversity.
A)True
B)False
Q5) Using examples, identify and describe the three stages of socialization.
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Page 12
Chapter 11: Leadership
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Sample Questions
Q1) A leader would NOT be called transactional when he or she
A)gives rewards in exchange for good work.
B)intervenes if standards aren't met.
C)provides vision and a sense of mission.
D)recognizes accomplishments.
E)takes corrective action.
Q2) Leadership incompetence in organizations may be because A)leadership cannot be learned on the job.
B)leadership is hard to describe in a job description, so it is hard to hire leaders.
C)many managers are promoted from jobs that didn't have a leadership role, to a job that has a leadership role.
D)leaders are born, and there are too few to supply all the needs of organizations.
E)most organizations don't value leadership, so don't hire for it.
Q3) The key characteristic of servant leadership is being value-centered.
A)True
B)False
Q4) Identify four role priorities specific to team leaders and explain how these are different than managerial roles.
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Page 13
Chapter 12: Decision Making, Creativity, and Ethics
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Sample Questions
Q1) You have observed that the group tends to arrive at consensus very quickly and you know that the group is very cohesive. You conclude that they may be suffering from A)inefficiency syndrome.
B)groupshift.
C)disintegrating norms.
D)groupthink.
E)rationalization.
Q2) Dick is very environmentally conscious, so he was pleased to discover his employer held a similar view and acted accordingly. His company is therefore exhibiting A)utilitarianism.
B)morality.
C)corporate social responsibility.
D)groupthink.
E)groupshift.
Q3) Brainstorming is likely to generate more creative alternatives than are face-to-face interacting groups.
A)True
B)False
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14
Chapter 13: Organizational Structure
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Sample Questions
Q1) The best definition for centralization is
A)Decision discretion is pushed down to lower-level employees.
B)Decision making is concentrated at a single point in the organization.
C)Decision making depends on the situation.
D)Decision making is done in each department and then sent to the president for the final decision.
E)Decision making is largely concentrated within teams.
Q2) The characteristic underlying all bureaucracies is A)flexibility.
B)standardization.
C)dual lines of authority.
D)decentralization.
E)low efficiencies.
Q3) Mike is frustrated because it seems that every decision that he wants to make has to be approved by his boss' boss. Thus, it can be said that his organization is highly decentralized.
A)True
B)False
Q4) Define and describe both the mechanistic and organic models of organizational design.
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Chapter 14: Organizational Change
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135 Flashcards
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Sample Questions
Q1) Once Andy completed the discovery step of his appreciative inquiry initiative, he began to use the information to speculate as to possible futures for the organization. This is known as the ________ step of appreciative inquiry.
A)dreaming
B)design
C)destiny
D)driving
E)downsizing
Q2) Zelda began speaking to various people in the organization just to find out what they think about a range of issues. This is known as the ________ step of appreciative inquiry.
A)design
B)destiny
C)dreaming
D)driving
E)discovery
Q3) Structural inertia is a major source of organizational resistance to change.
A)True
B)False
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