Organizational Theory Exam Practice Tests
Course Introduction
Organizational Theory explores the systematic study of organizations, their structures, processes, and impacts on individuals and society. This course examines foundational and contemporary theories that explain how organizations operate, adapt, and evolve within their environments. Topics include organizational design, culture, power dynamics, decision-making, and change management. By analyzing real-world examples and case studies, students gain insights into the internal and external factors that influence organizational effectiveness, as well as strategies for enhancing performance in various types of organizations.
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Organizational Behaviour Concepts Controversies Applications 6th Canadian Edition by Nancy
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Page 2
Chapter 1: What Is Organizational Behaviour
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Sample Questions
Q1) SCENARIO 1-1 Allison and Gail are both university students studying for a final exam in
OB.Both students have a goal of making a grade of 90% or better despite the time pressures they face.Gail studied diligently for six hours and made a grade of 92%.Allison studied diligently for nine hours and also made a grade of 92%.
Which of the students was effective
A)only Gail
B)only Allison
C)neither Gail or Allison
D)both Gail and Allison
E)It is impossible to tell from the information given.
Answer: D
Q2) How organizations develop human strengths, foster vitality and resilience, and unlock potential is called
A)orientation.
B)groupthink.
C)positive organizational scholarship.
D)human dynamics.
E)organizational politics.
Answer: C
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Chapter 2: Perception Personality and Emotions
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Sample Questions
Q1) Characteristics of individuals high in Machiavellianism include which of the following
A)maintains emotional distance; highly authoritative; believes in swift discipline
B)impulsive; emotionally involved; has strong ethical beliefs
C)pragmatic; maintains emotional distance; believes ends can justify means
D)focuses most available time on people issues
E)develops a realistic and empathetic approach to dealing with employees
Answer: C
Q2) The unfounded belief that younger workers are more appealing than older workers is an example of
A)the halo effect.
B)contrast effects.
C)projection.
D)prejudice.
E)stereotyping.
Answer: D
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Chapter 3: Values, Attitudes, and Diversity in the Workplace
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Sample Questions
Q1) ________ is dissatisfaction expressed by an individual actively and constructively attempting to improve conditions.
A)Exit
B)Loyalty
C)Voice
D)Trust
E)Neglect
Answer: C
Q2) What are the major workforce diversity groups
A)gender, height, age, disability, domestic partners, non-Christian
B)gender, weight, age, disability, domestic partners, non-Christian
C)gender, national origin, age, disability, height, non-Christian
D)gender, national origin, age, disability, domestic partners, non-Christian
E)gender, national origin, age, disability, political ideology, non-Christian
Answer: D
Q3) Organizations in a society high in uncertainty avoidance are likely to have more formal rules.
A)True
B)False
Answer: True
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Chapter 4: Theories of Motivation
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Sample Questions
Q1) According to Maslow, the highest level of needs pertain to safety.
A)True
B)False
Q2) The premise that people learn how to behave to get something that they want or to avoid something that they don't want is called
A)positive reinforcement.
B)extinction.
C)operant conditioning.
D)continuous reinforcement.
E)intermittent reinforcement.
Q3) Don was a real "people person" so he was glad when his employer recently began to emphasize working in teams.Don enjoyed working with others as opposed to by himself.According to Maslow, which need level is motivating Don
A)esteem
B)safety
C)self-actualization
D)physiological
E)social
Q4) What is meant by the term "organizational justice"
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Chapter 5: Motivation in Action
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Sample Questions
Q1) Frito-Lay Corporation ties its compensation for frontline operations managers to developing their skills in leadership, workforce development, and functional excellence.This is known as A)gainsharing.
B)profit sharing.
C)skill-based pay.
D)merit-based pay.
E)bonuses.
Q2) SCENARIO 5-1
Your corporation has decided to let employees purchase stock in an employee stock ownership plan (ESOP).Each employee will have the opportunity to have a certain percentage of his or her pay put into an account to purchase stock in the company. You should expect employee satisfaction to increase.
A)True
B)False
Q3) One positive outcome of telecommuting is decreased absenteeism.
A)True
B)False
Q4) Identify and describe five actions a manager can take to enrich jobs.
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Chapter 6: Groups and Teamwork
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Sample Questions
Q1) SCENARIO 6-1 Several years ago, Ted Brown began a small retail store to sell computer parts.The store grew and the business expanded to offer computer repair and custom computer programming.Clients started to expand from the normal walk-in customer to small-and medium-sized businesses.To accommodate this expansion, Ted had to hire additional personnel.He has noticed, however, that his new employees have definite expectations about what their appropriate role within the expanding company should be.
Which of the following statements about role expectations is false
A)Ted will have different role expectations for each of his employee's; some employee's will have multiple role expectations.
B)Ted can expect that his employees have the ability to shift roles when the situation and its demands require changes and Ted asks this of them.
C)Role perception tells Ted's employees what Ted expects of them in a given role.
D)Ted set some role expectations with his employees during their hiring interviews.
E)Orientation programs for Ted's new employees help to clarify role expectations.
Q2) Using examples, define and describe roles, role expectations and role conflict.
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Page 8
Chapter 7: Communication
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Sample Questions
Q1) Chase has a personal blog that he has publicized to his colleagues and managers at work; he also periodically invites his boss to coffee to discuss his ideas about problems he sees in the workplace.Chase is communicating
A)in a chain network.
B)in a wheel network.
C)downwardly and upwardly.
D)laterally and downwardly.
E)upwardly and laterally.
Q2) An interviewer who was expecting a female applicant to put her family ahead of her career is using
A)prejudice.
B)selective perception.
C)nonverbal communication.
D)filtering.
E)organizational expectation.
Q3) Information overload is a condition in which information inflow exceeds an individual's processing capacity.
A)True
B)False
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Page 9
Chapter 8: Power and Politics
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Sample Questions
Q1) If a team leader decides to utilize an information base of power they would be most apt to
A)have the data or knowledge that you need.
B)have the right to expect you to comply with legitimate requests.
C)make things difficult for people.
D)give special benefits or rewards to people.
E)have the experience and knowledge to earn your respect.
Q2) Lisa works in the Human Resources Department, and everyone tries to do favours for her because she has the ability to give special benefits to employees like free corporate tickets to hockey games.Lisa possesses
A)coercive power.
B)reward power.
C)referent power.
D)legitimate power.
E)information power.
Q3) Describe the four characteristics of empowered employees, and give an illustration for each that shows how an employee would feel or behave if their work role has this characteristic.
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10
Chapter 9: Conflict and Negotiation
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Sample Questions
Q1) Chinese managers are more likely than US managers to
A)force and compromise.
B)compromise and yield.
C)avoid and yield.
D)force and problem-solve.
E)compromise and problem-solve.
Q2) Conflict is dysfunctional when it
A)provides a medium to release tension.
B)reduces group cohesiveness.
C)fosters an environment of self-evaluation and change.
D)enhances flexibility.
E)increases productivity.
Q3) Using the five conflict-handling strategies and examples from a typical workplace, describe a situation when each strategy would be a good choice for managing a conflict.You can place yourself in the role of a manager or in the role of an employee in the situations.
Q4) Research studies in diverse settings confirm the functionality of conflict, particularly as it relates to productivity.
A)True
B)False
11
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Chapter 10: Organizational Culture
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Sample Questions
Q1) Four distinct strategies that managers can use to create an ethical culture are provide
A)audits, role models, rewards and training.
B)role models, training rewards and proactive mechanisms.
C)assimilation, audits, rewards and training.
D)culture, rituals, rewards and proactive mechanisms.
E)artifacts, rewards, proactive mechanisms and role models.
Q2) SCENARIO 10-3 Jester Corporation has a training program for all new managers.They spend three weeks in a formal classroom setting with other new managers and are then assigned a mentor.Only MBA's are hired for management jobs, since this is believed to be the level of qualification necessary for job success. When a mentor is assigned, the socialization process is
A)formal.
B)collective.
C)investiture.
D)serial.
E)individual.
Q3) A personal parking space is an example of a ritual.
A)True
B)False
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Chapter 11: Leadership
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Sample Questions
Q1) Sometimes leadership may not be important.________ make(s)it impossible for leader behaviour to make any difference to subordinate outcomes.
A)Externalities
B)Neutralizers
C)Situational variables
D)Participation
E)Task structure
Q2) Cora has a highly motivated staff that enjoys challenges.According to Path-Goal Theory, the best leadership style for her would be
A)directive.
B)supportive.
C)charismatic.
D)participative.
E)achievement-oriented.
Q3) Everyone was in tears when David decided to leave the organization because he was a leader who had a profound effect on the lives of his staff members.Thus, David can be called a transactional leader.
A)True
B)False
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Page 13
Chapter 12: Decision Making, Creativity, and Ethics
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Sample Questions
Q1) Organizations make charitable contributions to fulfill corporate social responsibilities.
A)True
B)False
Q2) The proposition that individual creativity requires expertise, creative thinking skills, and intrinsic task motivation is called the
A)three component model of creativity.
B)utilitarian approach.
C)leader-participation model.
D)heuristic model.
E)he groupshift approach.
Q3) Brainstorming is
A)used to build group cohesiveness.
B)a technique that tends to restrict independent thinking.
C)a process for generating ideas.
D)used mainly when group members cannot agree on a solution.
E)used when no other method is available.
Q4) Intuitive decision making is now more respectable than it previously was.
A)True
B)False
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Chapter 13: Organizational Structure
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Sample Questions
Q1) There is fairly strong evidence linking work specialization to increased job satisfaction.
A)True
B)False
Q2) Which organization is opposite to the typical bureaucracy that has many vertical levels of management and where ownership of the means of production is an example of control
A)virtual
B)team
C)boundaryless
D)matrix
E)matrices
Q3) Which type of departmentalization results in increased accountability for merchandise performance
A)geographic
B)customer
C)process
D)product
E)market
Q4) Explain how a wide or narrow span of control affects employee autonomy.
Page 15
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Chapter 14: Organizational Change
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Sample Questions
Q1) Which of the following is a force for change in organizations
A)societal infrastructure
B)material infrastructure
C)cynicism
D)competition
E)lack of communication
Q2) SCENARIO 14-1 Your small company has discovered that other companies are able to outbid you; your entire operation and product are in need of complete reorganization and redesign.
Two years later, you have made numerous changes to the company structure and culture, and slowly the company is becoming competitive; you are not yet content and want to progress further, but when you ask your executive team to identify ways to increase cost efficiency, one manager groans and says "here we go again ..."; this resistance to change is likely
A)inertia.
B)limited focus.
C)cynicism.
D)lack of respect.
E)self-interest.
Q3) Using examples, describe Lewin's three-step model for change.
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