Organizational Theory
Chapter Exam Questions
Course Introduction
Organizational Theory explores the structures, processes, and dynamics that shape organizations and their behavior. This course examines classic and contemporary theories about how organizations are designed, how they adapt to their environments, and how they manage internal and external challenges. Students will analyze factors such as organizational culture, power, leadership, communication, and change management, applying theoretical perspectives to real-world organizational scenarios. By understanding the foundational principles of organizational theory, students will gain insights into improving efficiency, innovation, and effectiveness within various types of organizations.
Recommended Textbook
Canadian Organizational Behaviour 10th Canadian Edition by Steven Mcshane
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Page 2
Chapter 1: Introduction to the Field of Organizational Behaviour
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Sample Questions
Q1) Social entities are called organizations only when their members work interdependently toward some purpose.
A)True
B)False
Answer: True
Q2) According to one study, Millennials and Gen-Xers value extrinsic rewards significantly more than Boomers.
A)True
B)False
Answer: True
Q3) Successful organizations only need to concentrate on achieving efficient transformation processes.
A)True
B)False
Answer: False
Q4) When we describe multiculturalism we are primarily referring to surface-level diversity.
A)True
B)False Answer: True
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Chapter 2: Individual Behaviour
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Sample Questions
Q1) Which of the following is NOT a concern about personality testing discussed in your text?
A)Depending on how the results are used, the tests could unfairly discriminate against a specific group of people.
B)Personality testing might convey an unfavourable image of the company.
C)Such tests have the potential to violate one's right to privacy.
D)Some experts maintain there are better predictors of job performance than tests.
E)Most personality tests are self-reported scales.
Answer: C
Q2) In the Myers-Briggs Type Indicator, ''judging'' types have a strong desire for order and want to resolve problems quickly.
A)True
B)False
Answer: False
Q3) Mindfulness increases moral sensitivity
A)True
B)False
Answer: True
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Chapter 3: Perceiving Ourselves and Others in Organizations
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Sample Questions
Q1) According to the authors, the motivation to promote and protect a self-view of being competent, attractive, lucky, ethical, valued, and so forth is called:
A)self-glorification.
B)narcissism.
C)self-enhancement.
D)self-esteem.
E)self- efficacy.
Answer: C
Q2) Mental models cause us to:
A)perceive ourselves as members of several groups that are different from people in other groups.
B)believe the behaviour of others is caused more by their ability or motivation than the situation.
C)perceive events as though people are acting on a theatrical stage.
D)select and organize stimuli in ways that are consistent with our broad world views.
E)change our personality whenever we develop new mental models.
Answer: D
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5
Chapter 4: Workplace Emotions
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Sample Questions
Q1) Stress refers mainly to environmental conditions that cause people to experience fear
A)True
B)False
Q2) People who are optimistic and confident are
A)are more likely to experience job burnout and eustress.
B)less likely to experience stress.
C)less likely to experience eustress.
D)more likely to experience job burnout.
E)more likely to experience stress.
Q3) Sexual harassment, work overload, and low task control are
A)types of work-related stressors.
B)are predictors of job performance.
C)types of physical environment stressors.
D)common outcomes of ineffective work-life balance.
E)elements of the general adaptation syndrome.
Q4) Beliefs represent our perceptions about the attitude object.
A)True
B)False
Q5) How can cognitive dissonance be reduced?
Page 6
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Chapter 5: Foundations of Employee Motivation
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Sample Questions
Q1) Drives are needs, and are essential parts of human psychology.
A)True
B)False
Q2) The distributive justice rule applies the concept of A)equity.
B)individual needs.
C)motivation.
D)goal setting.
E)None of the answers apply.
Q3) ________ produce emotions, whereasrepresent the motivational force of those emotions which are channelled towards particular goals.
A)Drives; needs
B)Decisions; drives
C)Intentions; wants
D)Needs; drives
E)Intrinsic rewards; extrinsic rewards
Q4) Goal setting is more effective when employees can easily complete the goals assigned to them.
A)True
B)False
7
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Chapter 6: Applied Performance Practices
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Sample Questions
Q1) According to the self-leadership model, positive self-talk
A)represents the most important way to monitor our own performance.
B)must occur only after the task has been accomplished.
C)should never be practiced on the job.
D)improves self-efficacy and employee motivation.
E)occurs when employees are unable to control their own behaviour on the job.
Q2) A large retail organization previously divided work among its four employee-benefits staff into distinct specializations. One person answered all questions about superannuation (pension plans), another answered all questions about various forms of paid time off (e.g. vacations), and so on. These jobs were recently restructured so that each person answers all questions for people in a particular geographic area. For example, one staff member is responsible for all employee-benefits inquiries from anyone in a particular geographic region. This job restructuring is an example of:
A)job rotation
B)self-leadership
C)scientific management
D)job enrichment
E)job specialization
Q3) How does specialization allow for improved work efficiency?
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Page 8
Chapter 7: Decision Making and Creativity
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Q1) Morphological analysis is a test to identify people with a creative personality.
A)True
B)False
Q2) WesTech Components wants to hire several people for jobs requiring a high degree of creativity. Identify three individual characteristics that WesTech should consider when selecting job applicants who have a high potential for creativity.
Q3) Which of these statements about information processing in decision making is FALSE?
A)Decision makers don't think through all of the possible alternatives and their outcomes.
B)Decision makers typically look at alternatives at the same time rather than sequentially.
C)Decision makers engage in a limited search for and evaluation of alternatives.
D)Decision makers compare each alternative against an implicit favourite.
E)Perceptual biases distort the selection and interpretation of information.
Q4) Subjective expected utility refers to how much the selected alternative benefits or satisfies the decision maker.
A)True
B)False
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Chapter 8: Team Dynamics
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Sample Questions
Q1) A large bank wanted to develop a more team-focused culture, so it put all departments and branches through a series of three-day team building sessions. These expensive sessions represented a combination of wilderness-based trust-building (such as trust falls and leaderless problem solving) and sessions in which employees revealed their personal experiences and problems. Six months after the workforce had completed this training, the bank discovered that most departments and branches operated very much as they had before the team building program. There was little team culture and employees worked together with varying degrees of proficiency. Moreover, several employees had left the firm because they were upset about revealing their personal lives to colleagues. Identify two types of team building problems that would explain the general failure of this team building intervention.
Q2) Calculus-based trust is based on the belief that the other party will deliver its promises because punishments would be applied if they fail to deliver those promises. A)True B)False
Q3) Describe the distinctive features of a typical self-directed team.
Q4) Identify three levels of task interdependence and give an organizational example for each.
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Page 10
Chapter 9: Communicating in Organizations
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Sample Questions
Q1) Mimicking the sender's behaviour is considered rude in North America.
A)True
B)False
Q2) Wikis can provide common space for collaborative content development
A)True
B)False
Q3) Compared with verbal communication, nonverbal communication
A)has more formal rules to guide its correct use.
B)is more consciously transmitted from sender to receiver.
C)is less susceptible to misinterpretation.
D)has all of these characteristics.
E)has none of these characteristics.
Q4) Which of the following reduces information overload by increasing the person's information-processing capacity?
A)Using an assistant to screen out unwanted mail.
B)Learning speed-reading to read more pages per hour.
C)Using a filtering algorithm to screen out incoming e-mail.
D)Reading only the summaries of long documents.
E)All of these increase the person's information-processing capacity.
Q5) Should companies try to eliminate grapevine communication?
Page 11
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Chapter 10: Power and Influence in the Workplace
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Sample Questions
Q1) All of the following are strategies for coping with uncertainty, EXCEPT
A)Substitution
B)Prevention
C)Absorption
D)Forecasting
E)None of these are strategies used to cope uncertainty.
Q2) Professions gain power in the marketplace by reducing their substitutability through the control of tasks and knowledge.
A)True
B)False
Q3) Which of the following is one of the five main sources of power?
A)Visibility
B)Substitutability
C)Discretion
D)All of these are sources of power.
E)None of these are sources of power.
Q4) Prevention, forecasting, and absorption are three contingencies of power in organizations.
A)True
B)False
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Chapter 11: Conflict and Negotiation in the Workplace
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Sample Questions
Q1) Differentiation conflict can also manifest due to incongruent values
A)True
B)False
Q2) People in collectivist and high power distance cultures are less comfortable with the practice of resolving differences through direct and open communication.
A)True
B)False
Q3) According to the literature on organizational conflict, task conflict
A)is a positive form of conflict in organizations.
B)is the only conflict management style that has high assertiveness and low cooperativeness.
C)should never be used as a conflict management strategy.
D)is one of the most common outcomes of conflict.
E)is the main source of conflict in organizations.
Q4) Many negotiation situations are not zero-sum, winner-take-all problems.
A)True
B)False
Q5) Why should leaders of culturally diverse teams be more mindful about which conflict handling style they use?
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Chapter 12: Leadership in Organizational Settings
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Sample Questions
Q1) Walking the talk assists organizational change by building trust in the leader.
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) Managerial leaders tend to
A)build a strategic vision for the organization.
B)be charismatic.
C)engage in participative consultations.
D)act as change agents.
E)help employees improve their performance and well-being.
Q4) According to path-goal leadership theory, directive leadership should never be applied to either experienced or inexperienced employees.
A)True
B)False
Q5) Explain the concept of shared leadership.
Q6) Are transformational leaders charismatic leaders?
Page 14
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Chapter 13: Designing Organizational Structures
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Sample Questions
Q1) Summarize the benefits of job specialization.
Q2) Functional structures foster professional identity and permit greater specialization than most other forms of departmentalization.
A)True
B)False
Q3) In which of the four external environments would a network structure be most effective?
Q4) Which form of departmentalization tends to have a very flat hierarchy, little formalization, and organizes employees around work processes?
A)Network structure
B)Matrix structure
C)Team-based structure
D)Divisional structure
E)Functional structure
Q5) Organizations that follow a cost leadership strategy should apply an organic organizational structure.
A)True
B)False
Q6) What role does organizational strategy play in designing organizations?
Page 15
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Chapter 14: Organizational Culture
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Sample Questions
Q1) An organization's dominant culture is:
A)the assumptions, values, and beliefs shared most widely by the organization's members.
B)the values dictated by an organization's new owners.
C)the values that senior executives want people outside the organization to believe are followed within the company.
D)the values held by the most vocal countercultural group in the organization.
E)the assumptions, values, and beliefs that the company's top executives are trying to spread throughout the organization.
Q2) Organizational cultures include shared assumptions
A)True
B)False
Q3) Language reflects an organization's dominant values, but not the values of its subcultures.
A)True
B)False
Q4) Comment on the accuracy of the following statement and explain your answer. "Organizations are more effective when they operate without subcultures and countercultures."
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Chapter 15: Organizational Change
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Sample Questions
Q1) Negative valence of change, fear of the unknown, and incongruent organizational systems are all sources of resistance to change.
A)True
B)False
Q2) A minimalist communication strategy should always be used to facilitate organizational change, because it minimizes the potential for misunderstandings.
A)True
B)False
Q3) People sometimes resist change because they lack confidence.
A)True
B)False
Q4) Which of the following reasons for resistance to change is often a deliberate strategy to "prove" that the ideas were not superior to their own?
A)Breaking routines
B)Not-invented-here syndrome
C)Direct costs
D)Incongruent organizational systems
E)Fear of the unknown
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