Organizational Psychology Pre-Test
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Course Introduction
Organizational Psychology explores the scientific study of human behavior in workplace settings, focusing on how individuals, groups, and organizational structures influence productivity, motivation, satisfaction, and well-being. The course examines key concepts such as leadership, team dynamics, organizational culture, decision-making processes, conflict resolution, and change management. Students will analyze real-world cases and research to understand how psychological principles can be applied to solve practical problems within organizations, enhance performance, and promote healthy work environments. Through a mix of theoretical frameworks and applied activities, learners will develop insights critical for effective management and the development of positive organizational climates.
Recommended Textbook
Contemporary Organizational Behavior 1st Edition by Kimberly D. Elsbach
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Chapter 1: Introduction to Organizational Behavior
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Q1) Which of the following organizational processes would describe the pattern of interactions among individuals that includes groups and teams, negotiation, and communication and diversity?
A) Individual processes
B) Interpersonal processes
C) Organizational processes
D) Group or team processes
Answer: B
Q2) A bakery is evaluating several new product ideas. They conducted focus groups and conducted individual participant interviews. What is the bakery's approach to researching their new products?
A) Interview method
B) Group evaluation method
C) Qualitative method
D) Quantitative method
Answer: C
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Chapter 2: Individual Characteristics
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Q1) Which of the following competencies is a skill?
A) Conscientiousness
B) Work history
C) Excel proficiency
D) Agreeableness
Answer: C
Q2) Which job requires the highest level of emotional labor?
A) Certified financial accountant
B) Customer service representative
C) Financial analyst
D) Maintenance worker
Answer: B
Q3) The best description of emotional contagion is ________.
A) Spreading positive emotions to others
B) Spreading negative emotions to others
C) Spreading positive or negative emotions to others
D) Impossible to measure because it's not readily displayed
Answer: C
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Chapter 3: Learning
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Q1) Alan Wilson, CEO of food spice company McCormick, Inc. stated that "when someone introduces you to their culture, one of the first things they do is to introduce you to their food" because the food allows you to learn about the culture. What type of learning does this illustrate?
A) Experiential learning
B) Social learning
C) Action learning
D) Interpersonal learning
Answer: A
Q2) Intelligence is ________ throughout life while learning is ________ throughout life.
A) Improved; diminished
B) A process that continues; relatively fixed
C) Relatively fixed; a process that continues
D) A process that continues; a process that continues
Answer: C
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Chapter 4: Perception
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Q1) What does the process of attribution describe?
A) Behavior of others
B) Behavior of self
C) Assigning credit or blame
D) Categorizing by level and dimension
Q2) What is the first step to using the self-fulfilling prophecy to improve your mentee's sales performance?
A) Attend training about sales and perceptions and tell your mentee about it
B) Dedicate more time to develop your mentee's professional image, focusing on their behavior and attire
C) You can't start a self-fulfilling prophecy to improve someone else's sales performance
D) Since your expectations of your mentee's sales skills will form your behavior toward them, you should increase your expectations about their sales capabilities and skills
Q3) What is a benefit of not perceiving all stimuli in your environment?
A) You can think about other things while listening to your manager speak
B) You can interpret relevant things and only perceive them
C) You would be overwhelmed by perceiving everything
D) You can always focus your attention on the most important things
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Chapter 5: Leadership
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Q1) Which of the following is true of middle of the road managers?
A) They have an ideal combination of task and interpersonal behaviors and thus are the most effective type of leader
B) They are great with people because they demonstrate a compromising leadership style that is especially effective for resolving conflicts
C) They are good role models because they spend equal energy on task and interpersonal behaviors
D) They are equally concerned at a medium level with task behaviors and interpersonal behaviors
Q2) Which leadership approach requires leaders to shift their behaviors to address different situations as they arise in order to be successful?
A) Transformational
B) Transactional
C) Situational
D) Personalized
Q3) What are the four critical leadership issues and challenges facing contemporary organizations? Provide at least one reason why each of these issues are important to address.
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Chapter 6: Motivation
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Q1) Upon graduation, you get your dream job at a firm making $500k annually which is highly motivating and extraordinarily satisfying to you. Basing your prediction entirely on your maintaining your current salary level, what will happen to your satisfaction and motivation in 5 years' time? Explain.
Q2) Which theorist developed the theory of motivation based on internal needs?
A) McClelland
B) Herzberg
C) McGregor
D) All of the above are based on internal factors
Q3) An organization gives a 1% raise to everyone annually, and many employees are upset by this practice, so they have no motivation to work hard. Why are employees upset and unmotivated?
A) The practice is not consistent with an optimal experience
B) The amount of the raise is too small; a raise of at least 3% is needed to motivate
C) Everyone is treated the same; no distinction is made based on performance
D) There is no communication about why everyone gets a 1% raise
Q4) Can a manager increase an employee's intrinsic motivation? Why or why not? Explain.
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Chapter 7: Persuasion, Influence, and Impression Management
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Q1) How can you successfully claim your bags and get a taxi after getting off a flight in a foreign country where you don't know the language?
A) Persuasion of officials
B) Commitment to consistent actions
C) Use social proof and follow the actions of other travelers
D) Direction by those you assume have authority
Q2) When shopping in a retail store, a very loud alarm goes off. You look around and see that no one is panicking, not even the employees, so you decide that it must be a false alarm and continue shopping. What helps explain your conclusion?
A) Authority
B) Reciprocity
C) Social proof
D) Scarcity
Q3) When an employee becomes empowered, what type of power have they gained?
A) Expertise
B) Experience
C) Personal
D) Autonomy
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Chapter 8: Decision Making
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Q1) The last recommendation for improving naturalistic decision making is "decision makers should put less emphasis on organizational decision making structures and more emphasis on training decision makers who have expertise to look at a situation in its entirety." What should organizations do to implement this suggestion?
Q2) When you begin your new job, you are soaking in all types of information about your new work environment: some good, some bad. Mentally, you emphasize the number and importance of the good aspects and discount those of the bad as you go through your first week. What are you doing?
A) Managing your impression that you like the job
B) Maintaining a healthy outlook
C) Confirming to yourself that you made the right decision
D) Gathering information about the organization's culture
Q3) Which improvement has been suggested when addressing complex problems in naturalistic decision making?
A) Base your decision on factors you feel are most important
B) Focus on the context of the problem
C) Utilize others as a sounding board for your ideas
D) Don't eliminate variables to simplify the problem
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Chapter 9: Groups and Teams
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Q1) Which of the following is not an organizational source of support for groups?
A) Diversity
B) Coaching
C) Rewards or recognition
D) Increasing autonomy
Q2) The ability to function as a team member is a competency that is ________.
A) Innate
B) Natural
C) Learned
D) Emergent
Q3) According to the punctuated equilibrium model, in which step/phase is group productivity the highest?
A) Norming
B) Adjourning
C) Phase 1
D) Phase 2
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Chapter 10: Conflict and Negotiation
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Q1) Which type of negotiation views resources involved in the negotiation as flexible instead of fixed?
A) Distributive negotiation
B) Integrative negotiation
C) Process negotiation
D) Expansion negotiation
Q2) With less than two weeks to go until a critical sales presentation, progress on a very important project has ground to a halt because the group can't decide which software to use. Two people have strong preferences to use different kinds of software. The other three people in the group just want to pick one and move on. What type of conflict is happening?
A) Process
B) Task
C) Latent
D) Interpersonal
Q3) What is the preferred medium of communication for negotiations?
A) Online chat
B) Text
C) Face-to-face
D) Email
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Chapter 11: Diversity and Communication
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Q1) What factor creates differences between generations?
A) Work experiences
B) Type of education
C) Technological dependence
D) Environmental forces
Q2) All of the following are communication style preferences of men except ________.
A) Make statements instead of ask questions
B) Use "I" instead of "we"
C) Offer criticism instead of compliments
D) Avoid talking about personal achievements instead of focus on achievements
Q3) Organizations value the diversity of individuals in which key areas?
A) Experience, background, perspective
B) Training, critical thinking, background
C) Contribution, perspective, work ethic
D) Integrity, skills, perspective
Q4) What communication problem does conversational learning help resolve?
A) Different communication styles
B) Parochialism
C) Information illiteracy
D) Lack of co-orientation
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Chapter 12: Culture
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Q1) Where on the iceberg should you look if you want to know about the day-to-day experience of employees working in that organization's culture?
A) The visible organization
B) Above the water line
C) At the water line
D) Below the water line
Q2) What is a best practice when managing a group of subordinates in an individualistic culture?
A) Recognize an individual's effort toward the team project in weekly meetings
B) Recognize the group's effort toward the team project in weekly meetings
C) Recognize an individual's efforts privately with that individual
D) Recognize the group's effort privately with each individual of the team
Q3) In what way is culture motivational?
A) Helps to establish and meet goals at the individual and organizational levels
B) Establishes acceptable standards and behavior
C) Provides a shared identity and fulfills a need for belonging
D) Helps in understanding what to expect at first
Q4) Is it possible for two people working on the same team to have different perceptions of the organization's culture? Why or why not?
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Chapter 13: Change, Innovation, and Stress
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Q1) What drives appreciative inquiry?
A) Self-fulfillment
B) Internal forces
C) External forces
D) Creative process improvements
Q2) ________ always requires ________ but creativity doesn't always result in innovation.
A) Creativity; innovation
B) Creativity; workplace expertise
C) Innovation; diffusion of innovation
D) Innovation; creativity
Q3) Can organizations change more than one thing at a time?
A) Yes; internally and externally driven forces dictate that changes have to occur, not wait in a queue
B) No; the models can't work together or employees will get confused
C) Yes; they can only work on changes following one model at a time
D) No; managing one change is hard enough. More than one change would place undue stress on an already taxed management team
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Chapter 14: Corporate Social Responsibility, Ethics, and Sustainability
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Q1) To maintain integrity in an organization, all of the following must be done except
A) Track and respond to ethical lapses at the individual level
B) Utilize integrity as a criteria for hiring new employees
C) Maintain oversight over the organization's actions
D) Maintain systems to report ethical lapses quickly
Q2) When your manager explains the company motivation for beginning CSR initiatives, she includes aspects from the business case approach and from the ethical mandate approach in her rationale. Is this possible?
A) No; the organization can't do both at the same time
B) No; one has to be the deciding factor
C) Yes; ultimately companies develop their rationale based on their values and their future in mind so they can incorporate aspects from both strategies into their reason for adopting these initiatives
D) Yes; the aspect of the two approaches are similar and neither approach may have driven their decision to engage in CSR. It just worked out that way
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