Organizational Psychology
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Course Introduction
Organizational Psychology explores the scientific study of human behavior within workplace settings, focusing on how individuals, groups, and organizational structures influence performance, motivation, satisfaction, and well-being. The course covers topics such as recruitment and selection, leadership, teamwork, communication, organizational culture, employee assessment, and strategies for fostering positive organizational change. Students will learn evidence-based approaches to improving workforce productivity and morale, while addressing challenges related to diversity, ethics, and work-life balance in a rapidly changing global environment.
Recommended Textbook
Organizational Behavior Improving Performance and Commitment in the Workplace 6th Edition
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16 Chapters
1931 Verified Questions
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Page 2
Chapter 1: What Is Organizational Behavior?
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Sample Questions
Q1) A correlation describes the statistical relationship between three variables.
A)True
B)False
Answer: False
Q2) OB research on job performance and individual characteristics draws primarily from studies in
A) managerial and organizational psychology.
B) industrial and organizational psychology.
C) economic and organizational sociology.
D) economic and managerial sociology.
E) industrial and economic psychology.
Answer: B
Q3) Correlations can be positive or negative and can range from
A) 0 to +1
B) -1 to +1
C) 0 to +100
D) -10 to 0
E) -10 to +10
Answer: A
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Page 3
Chapter 2: Job Performance
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Sample Questions
Q1) The MBO approach involves collecting performance information not just from the supervisor but from anyone else who might have firsthand knowledge about the employee's performance behaviors.
A)True
B)False
Answer: False
Q2) Applied Diagnostics and Technologies, a firm with more than 300 employees, is applying the management by objectives approach to some of its workers, but not all. The reason is that MBO is best for managing the performance of employees who work in jobs for which
A) objective measures of performance can be quantified.
B) an ability to work well with other people is essential.
C) subjective measures of performance apply.
D) the criteria for success are standardized.
E) a high level of skill is involved.
Answer: A
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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Sample Questions
Q1) Perry was recently hired to join the marketing team at Axon International. He will be starting at the company in two weeks. Perry has the reputation of being an expert in ad campaigns and catching the attention of the target audience. However, he also has the reputation of not getting along with anyone. He does not care much about where or for whom he works and is primarily motivated to achieve goals for himself and beat his own records. Perry can be described as a(n)
A) star.
B) lone wolf.
C) citizen.
D) apathetic.
E) dog.
Answer: B
Q2) When employees engage in moonlighting, they use work time and resources to complete something other than their job duties, such as assignments for another job.
A)True
B)False
Answer: True
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Page 5
Chapter 4: Job Satisfaction
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Sample Questions
Q1) Which type of emotion best explains a distressing condition that has changed for the better?
A) pride
B) hope
C) relief
D) compassion
E) love
Q2) Which of the following examples of work involves the core job characteristic of identity?
A) Min-jun took two years to write a novel, from starting the first draft to getting it published.
B) Malik works as a jack-of-all trades, which includes carpentry, plumbing, and yard work.
C) Harry spends most his day driving from place to place, trying to sell appliances.
D) Joan works as a therapist rehabilitating accident victims so they can walk again.
E) Diego requires little supervision for his office work because it involves standardized forms.
Q3) How can and should a company use the data they have collected through the JDI?
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6
Chapter 5: Stress
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Sample Questions
Q1) Alisha and Carolina work at the Flash-Frozen Vegetables factory. The company is short-staffed, and the employees are finding it difficult to meet the daily production requirements. Both Alisha and Carolina are facing time pressures in their respective departments. Alisha decides to work longer hours to meet the deadline, whereas Carolina tries to distance herself from her problems at work by thinking about the positive things in her life. Which of these coping strategies is Carolina utilizing?
A) social support
B) problem-focused behavior coping
C) emotion-focused cognitive coping
D) instrumental support
E) behavior coping
Q2) As an alternative to managing stressors, many organizations teach employees to use ________ to counteract the effects of stressors by engaging in activities that slow the heart rate, breathing rate, and blood pressure.
A) heuristics
B) relaxation techniques
C) emotional suppression
D) primary performance appraisal
E) transactional analysis
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7
Chapter 6: Motivation
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Sample Questions
Q1) Brandy has been given a great deal of opportunity to advance her career. She recently got a huge increase in authority and salary, and she was hired to do what she has always claimed was her dream job. However, Brandy is not enthusiastic about coming to work, and when she is there, she spends most of her time complaining about how Maurice got a bigger office and nicer furniture than she did. Brandy's behavior would seem to support ________ theory.
A) equity
B) extrinsic
C) expectancy
D) goal setting
E) psychological empowerment
Q2) Equity has ________ effect on citizenship behavior and ________ effect on counterproductive behavior.
A) a strong positive; a strong negative
B) a moderate positive; a moderate negative
C) no; a moderate positive
D) a moderate negative; a strong negative
E) a strong negative; a moderate positive
Q3) Define and explain motivation and its forces.
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Page 8
Chapter 7: Trust, Justice, and Ethics
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Sample Questions
Q1) Which of the following statements differentiates between moral intensity and moral attentiveness?
A) Moral intensity is an exclusive function of employees, while moral attentiveness must be maintained by all employees.
B) Moral intensity reflects the degree to which one perceives oneself as being a moral person, while moral attentiveness reflects the organization's perception of the moral behavior of its employees.
C) Moral intensity captures the degree to which an issue has ethical urgency, while moral attentiveness captures the degree to which people chronically perceive and consider issues of morality during their experiences.
D) Moral intensity is measured by its consequences and effect, while moral attentiveness is measured by previous ethical actions and behaviors.
E) Moral intensity is constant across people of different nations, while moral attentiveness changes from one society to another.
Q2) Discuss how relationships based on the social exchange play an important role in employee-authority relationships.
Q3) 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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Sample Questions
Q1) Transfer of training occurs when the knowledge, skills, and behaviors used on the job are maintained by the learner once training ends and generalized to the workplace once the learner returns to the job.
A)True
B)False
Q2) The dean of the college of arts and sciences held a mixer last night, but was dismayed to see that rather than mixing, the students tended to split off into groups by major: arts and humanities students there, students majoring in the natural sciences there, and social-science majors over there. This is an example of ________ in action.
A) fundamental attribution error
B) communities of practice
C) social identity theory
D) climate for transfer
E) self-serving bias
Q3) For positive reinforcement to be successful, employees needs to see a direct link between their behavior and the desired outcome.
A)True
B)False
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10
Chapter 9: Personality and Cultural Values
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Sample Questions
Q1) Artistic people tend to enjoy abstract, analytical, theory-oriented tasks.
A)True
B)False
Q2) ________, who are more energetic and outgoing, are perceived to be more "leader-like."
A) Neurotics
B) Hysterical individuals
C) Extraverts
D) Emotionally adjusted people
E) Agreeable people
Q3) Which of the following asks applicants about their attitudes toward dishonesty, the desire to punish dishonesty, and confessions of past dishonesty?
A) a clear purpose test
B) differential reactivity
C) positive affectivity
D) a veiled purpose test
E) a Big Five Inventory
Q4) Describe the purpose of project GLOBE. How does this project contribute toward cultural studies in organizations?
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Chapter 10: Ability
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Sample Questions
Q1) The ability to focus on a single sound in the presence of many other sounds is referred to as auditory attention.
A)True
B)False
Q2) Gus works in a lumber yard, and he has to throw heavy wooden posts up onto a conveyor. Gus has to use a high level of
A) explosive strength.
B) dynamic strength.
C) perceptual speed.
D) flexibility.
E) stamina.
Q3) In the context of abilities, which of the following is True regarding the relative influence of genes and the environment?
A) Genes play a greater role than the environment.
B) The amount attributed to genes or the environment depends on the nature of the ability.
C) Environment plays a role only when it is deficient.
D) Environment plays a greater role than genes.
E) Genes play a marginal role, but environment plays no role.
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Page 12
Chapter 11: Teams: Characteristics and Diversity
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Sample Questions
Q1) When team members have a shared vision and align with that vision, the team is said to have a high degree of ________ interdependence.
A) task
B) outcome
C) sequential
D) goal
E) reciprocal
Q2) To assure a high level of goal interdependence, a team should have
A) a formalized mission statement.
B) an organizational chart.
C) clear expectations.
D) explicitly assigned roles.
E) high outcome interdependence.
Q3) Unlike other types of teams, the purpose of work teams is to A) complete managerial tasks.
B) produce goods or provide services.
C) help the organization achieve its long-term goals.
D) take on "one-time" tasks that are generally complex.
E) provide recommendations to managers about important issues.
Q4) Summarize the five-stage progression model of team development.
Page 13
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Chapter 12: Teams: Processes and Communication
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Sample Questions
Q1) Teamwork activities that focus on preparation for future work refer to A) cohesion.
B) process gain.
C) team process.
D) brainstorming.
E) transition processes.
Q2) The shallowest level of cross-training involves positional modeling.
A)True
B)False
Q3) The more communication flows through fewer members of the team, the higher the degree of A) cohesion.
B) divisiveness.
C) social loafing.
D) centralization.
E) interpersonal conflict.
Q4) Leaders do a better job considering recommendations and making final decisions when they do it together with team members.
A)True
B)False
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Chapter 13: Leadership: Power and Negotiation
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Sample Questions
Q1) Leaders who perform critical tasks and interact with others regularly have a greater ability to use their power to influence others. These leaders are exhibiting the contingency factor called
A) visibility.
B) centrality.
C) discretion.
D) ingratiation.
E) substitutability
Q2) Define organizational politics and political skill (including the relationship between them), and discuss the dimensions of political skill.
Q3) Involving the use of problem solving and mutual respect to achieve an outcome that's satisfying for both parties, ________ is aimed at accomplishing a win-win scenario.
A) exchanging information
B) distributive bargaining
C) integrative bargaining
D) substitutability
E) negotiation
Q4) Describe the various stages in the negotiation process.
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Chapter 14: Leadership: Styles and Behaviors
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Sample Questions
Q1) The degree to which the leader's actions result in the achievement of the unit's goals; the continued commitment of the unit's employees; and the development of mutual trust, respect, and obligation in leader-member dyads are all called
A) outgroup readiness.
B) leader effectiveness.
C) leader emergence.
D) leader focus.
E) individualized consideration.
Q2) There has been extensive research into the time-driven model of leadership. The results include all of the following except A) managers overuse the autocratic style.
B) when managers use the recommendation of the model, decisions were rated as successful 68 percent of the time.
C) when managers do not use the model's recommendations, their decisions are successful 22 percent of the time.
D) managers do not vary their decision-making style as much as the model suggests they should.
E) managers overuse the consultative style.
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16
Chapter 15: Organizational Structure
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Sample Questions
Q1) Jeff and Matthew, father and son, opened a large boutique named Modus in Chicago. Being the owners of the business, they decide all of the important matters. All the rest of the decisions like product, finance, marketing, and personnel are carried out by the department heads, who have to act according to Jeff's and Matthew's instructions and orders. Which of the following is True about Modus?
A) The degree of formalization is very low in the organization.
B) It has a centralized system of decision making.
C) It has a very tall organizational structure.
D) It has a matrix organizational structure.
E) It has a narrow span of control.
Q2) Which of the following is a necessary coordination mechanism that organizations rely on to get a standardized product or deliver a standardized service?
A) formalization
B) centralization
C) span of control
D) chain of command
E) work specialization
Q3) Differentiate between functional and multi-divisional structures. Create a diagram of each.
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Page 17
Chapter 16: Organizational Culture
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Sample Questions
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) core values
B) cultural diversity
C) personal dynamics
D) observable artifacts
E) operational capacity
Q2) Who among the following represent probably the biggest driver of culture?
A) middle managers
B) front-line employees
C) top executives
D) first-line managers
E) stockholders
Q3) ________ represent the deepest and least observable part of a culture.
A) Espoused values
B) Stories
C) Basic underlying assumptions
D) Rituals
E) Observable artifacts
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Page 18