Organizational Behaviour
Midterm Exam
Course Introduction
Organizational Behaviour explores the study of human behavior within workplace settings, focusing on the interactions among individuals, teams, and organizational structures. The course examines key concepts such as motivation, leadership, communication, group dynamics, power, conflict, and organizational culture, aiming to understand how these factors influence performance and effectiveness. Through a blend of theory, case studies, and practical applications, students learn how organizational behavior principles can be applied to improve management practices, foster positive work environments, and drive organizational success.
Recommended Textbook
Canadian Organizational Behaviour 10th Canadian Edition by Steven Mcshane
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15 Chapters
3025 Verified Questions
3025 Flashcards
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Page 2
Chapter 1: Introduction to the Field of Organizational Behaviour
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165 Verified Questions
165 Flashcards
Source URL: https://quizplus.com/quiz/2934
Sample Questions
Q1) Workforce diversity potentially improves decision making and team performance on complex tasks.
A)True
B)False
Answer: True
Q2) Successful organizations only need to concentrate on achieving efficient transformation processes.
A)True
B)False
Answer: False
Q3) Research indicates that teleworkers have higher productivity than other staff, likely because they experience less stress and tend to transfer some former commuting time to work time.
A)True
B)False
Answer: True
Q4) Experimentation is considered a valid knowledge acquisition strategy.
A)True
B)False Answer: True
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Chapter 2: Individual Behaviour
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213 Verified Questions
213 Flashcards
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Sample Questions
Q1) Research shows that having ethical codes of conduct prevents wrongdoing in the workplace.
A)True
B)False
Answer: False
Q2) The ''Big Five'' personality dimensions are identified by the acronym
A)MARSE
B)CANOE
C)HAPPY
D)VALUE
E)MBTIA
Answer: B
Q3) Power distance refers to the physical proximity that is comfortably tolerated between subordinates and their supervisors.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Perceiving Ourselves and Others in Organizations
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212 Verified Questions
212 Flashcards
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Sample Questions
Q1) Fundamental attribution error refers to the tendency to attribute the behaviour of other people to internal factors more than external factors.
A)True
B)False
Answer: True
Q2) The recency effect is more common when
A)evaluating someone who is easily identified with a visible demographic group.
B)making an evaluation involving complex information.
C)the decision maker has considerable experience in that situation.
D)the decision maker believes most employees are above average.
E)the decision maker has a strong learning orientation.
Answer: B
Q3) Social identity theory partially explains why people in low-status jobs tend to define themselves in terms of non-job groups.
A)True
B)False
Answer: True
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Page 5
Chapter 4: Workplace Emotions
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260 Verified Questions
260 Flashcards
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Sample Questions
Q1) Bullying, and other actions that affect an employee's dignity are forms of psychological harassment.
A)True
B)False
Q2) Feelings represent your conscious positive or negative evaluations of the attitude object.
A)True
B)False
Q3) Which of these statements about psychological harassment is TRUE?
A)Two-thirds of teachers in the UK say they have experienced or witnessed workplace bullying within the past 12 months.
B)Some form or degree of psychological harassment exists in almost every workplace.
C)The Quebec government passed the first workplace anti-harassment legislation in North America.
D)All of these statements are correct.
E)None of these statements are correct.
Q4) If you believed a coworker had a high level of emotional intelligence, what evidence would you look for to confirm your belief?
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Page 6
Chapter 5: Foundations of Employee Motivation
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255 Verified Questions
255 Flashcards
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Sample Questions
Q1) Which of the following employee motivation theories does NOT arrange needs in a hierarchy of importance?
A)McClelland's learned needs theory.
B)Four-drive theory.
C)Maslow's theory.
D)Equity theory.
E)Four-drive theory and McClelland's learned needs theory only.
Q2) To increase goal performance
A)employees need to increase their lack of commitment to those goals.
B)employers need to set tight deadlines.
C)employees need to focus on what is good for the company instead of themselves.
D)supervisors need to reduce any control over setting the goals.
E)employees need goals that are specific and clear.
Q3) According to four-drive theory, the driveis a fundamental ingredient in the success of organizations and development of societies.
A)to acquire
B)for fairness
C)to defend
D)to achieve goals
E)to bond
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Chapter 6: Applied Performance Practices
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196 Verified Questions
196 Flashcards
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Sample Questions
Q1) Which of the following is an advantage of job specialization?
A)Employees are more involved with their jobs.
B)Task specialization has no clear advantages to the organization.
C)Jobs can be mastered quickly.
D)The quality of work increases.
E)The work is less repetitive.
Q2) Job status-based rewards potentially motivate employees to compete with each other.
A)True
B)False
Q3) Companies sometimes introduce job rotation for reasons other than reducing job
A)True
B)False
Q4) Job rotation has all of the following effects EXCEPT
A)reduces boredom on the job.
B)tests each person's level of self-leadership.
C)reduces repetitive strain injuries.
D)helps employees to learn skills to work in multiple jobs.
E)None of the answers apply.
Q5) How does specialization allow for improved work efficiency?
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Chapter 7: Decision Making and Creativity
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184 Verified Questions
184 Flashcards
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Sample Questions
Q1) Ensuring that the person who makes the decision is different from the person who evaluates that decision is recommended mainly to:
A)avoid making decisions in the future.
B)minimize reliance on an implicit favourite.
C)increase the incidence of an implicit favourite.
D)increase the incidence of satisficing.
E)minimize escalation of commitment.
Q2) Employees tend to be more creative when they
A)enjoy abiding by rules and status.
B)avoid risk-taking.
C)value obedience to their bosses.
D)have a high need for social approval.
E)have none of these characteristics.
Q3) The optimum level of employee involvement depends on the situation.
A)True
B)False
Q4) Ill-defined problems require a nonprogrammed decision process.
A)True
B)False
Q5) Describe the four stages of the creative process.
Page 9
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Chapter 8: Team Dynamics
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281 Verified Questions
281 Flashcards
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Sample Questions
Q1) Highly cohesive teams invariably perform organizational objectives better than teams with moderate or low cohesiveness.
A)True
B)False
Q2) Identification-based trust is the most robust or sturdy form of trust in work relationships.
A)True
B)False
Q3) Virtual teams perform better in organizational environments that are less structured
A)True
B)False
Q4) A team that achieves its organizational goals, satisfies member needs, and survives in its environment:
A)has a strong communication system but inappropriate reward system.
B)is called a task force.
C)has too many members for the required task.
D)has not yet reached its highest level of team development.
E)is an effective team.
Q5) Describe the distinctive features of a typical self-directed team.
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Chapter 9: Communicating in Organizations
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175 Verified Questions
175 Flashcards
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Sample Questions
Q1) The three main components of active listening, in order, are
A)sensing, evaluating, and responding.
B)inferring, deferring, and referring.
C)summarizing, encoding, and responding.
D)encoding, decoding, and transmitting.
E)buffering, summarizing, and omitting.
Q2) A resort in New Brunswick employs people from at least eight countries with significantly different cultures. The resort's new manager is concerned that communication problems might exist among these employees, but she doesn't know what problems would occur. Identify and explain three communication barriers that might occur due to cultural differences among employees.
Q3) If you have to communicate negative information, the other person is more likely to listen if you focus on the problem rather than the person.
A)True
B)False
Q4) Emotional contagion represents nonconscious behaviour.
A)True
B)False
Q5) Comment on the accuracy of the following statement:
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Chapter 10: Power and Influence in the Workplace
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186 Verified Questions
186 Flashcards
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Sample Questions
Q1) Referent power is mainly developed through a person's interpersonal skills.
A)True
B)False
Q2) Flattering your boss and helping coworkers with their work
A)are two political tactics that are not influence strategies.
B)are two ingratiation activities.
C)are forms of silent authority and upward appeal, respectively.
D)are not forms of influence.
E)are two sources of power.
Q3) Ingratiation includes which of the following?
A)Helping coworkers with their work.
B)Flattering your boss.
C)Seeking advice from other people.
D)All of these are forms of ingratiation.
E)Only helping coworkers and seeking advice from others represent examples of ingratiation.
Q4) A coalition attempts to influence people outside the group by pooling the resources and power of its members.
A)True
B)False
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Chapter 11: Conflict and Negotiation in the Workplace
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189 Verified Questions
189 Flashcards
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Sample Questions
Q1) Conflict tends to escalate more with a win-lose than with a win-win orientation.
A)True
B)False
Q2) Developing more precise rules for the allocation of resources represents one of the two ways to increase conflict.
A)True
B)False
Q3) Conflict begins whenever both parties realize that they have opposing interests.
A)True
B)False
Q4) Emotional intelligence helps employees to avoid transforming task conflict into relationship conflict.
A)True
B)False
Q5) Team cohesion produces a stronger social identity with the group, this motivates team members to avoid escalating relationship conflict.
A)True
B)False
Q6) Briefly describe the five interpersonal conflict handling styles.
Page 13
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Chapter 12: Leadership in Organizational Settings
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187 Verified Questions
187 Flashcards
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Sample Questions
Q1) Path-goal leadership theory includes directive, supervisory, and integrity leadership styles.
A)True
B)False
Q2) One problem with path-goal theory is that it is an extremely simple model of leadership relative to other leadership theories.
A)True
B)False
Q3) Research indicates that male and female leaders do not differ in their levels of task-oriented and people-oriented leadership.
A)True
B)False
Q4) Walking the talk refers to which of the following?
A)The leader using metaphors to symbolize the vision.
B)The leader behaving in ways that symbolize the vision.
C)The leader framing the vision around a grand purpose.
D)The leader providing specific instructions to help employees understand the task requirements.
E)None of these refer to "walking the talk".
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Chapter 13: Designing Organizational Structures
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177 Verified Questions
177 Flashcards
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Sample Questions
Q1) All of the following are coordinating mechanisms, EXCEPT:
A)Extensive training
B)Informal communication
C)Sales targets
D)Centralization
E)Job descriptions
Q2) Organizations with functional structures are typically centralized to coordinate their activities effectively.
A)True
B)False
Q3) Rather than producing a standard product or service for the marketplace, Protegé Engineering completes special projects for clients. These projects require between six months and two years to complete and demand highly specialized knowledge in engineering, production management, and computer science. Most of the 600 employees working for Protegé Engineering have university degrees in these fields; a few have doctorates. Identify the best organizational structure for Protegé Engineering and justify your recommendation.
Q4) Organic structures work better in rapidly changing environments.
A)True
B)False
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Chapter 14: Organizational Culture
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184 Verified Questions
184 Flashcards
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Sample Questions
Q1) The process of organizational socialization begins
A)as soon as the person is hired by the organization.
B)when the employee receives his or her first performance appraisal.
C)when the employee finally reconciles pre-employment expectations with organizational reality.
D)within the employee's first week on the job.
E)long before the first day of work for the organization.
Q2) According to the attraction-selection-attrition (ASA) theory, job applicants
A)are attracted to companies that are likely to provide them with the greatest rewards.
B)avoid employment in companies whose values seem incompatible with their own values.
C)avoid other applicants if they are competing for the same jobs.
D)do not typically pay much heed to organizational values when applying for work.
E)are attracted to coworkers with similar values and assumptions.
Q3) The separation strategy is most appropriate when the merging companies are unrelated industries.
A)True
B)False
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Chapter 15: Organizational Change
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161 Verified Questions
161 Flashcards
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Sample Questions
Q1) In some situations, resistance to change occurs when employees are worried that it will make them worse off.
A)True B)False
Q2) A unique feature of appreciative inquiry is that it breaks away from the problem-solving mentality by reframing relationships around what is positive and possible.
A)True B)False
Q3) Employee resistance to change most often takes the form of overt work behaviours. A)True B)False
Q4) Many organizational change practices are built around Western cultural assumptions and values.
A)True B)False
Q5) Describe the stages of appreciative inquiry and explain how it differs from traditional organizational change interventions.
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