Organizational Theory
Final Exam
Course Introduction
Organizational Theory explores the frameworks and concepts used to understand, analyze, and improve organizations. The course examines classical, modern, and contemporary theories of how organizations are structured, how they function, and how they adapt to changing environments. Students learn about power dynamics, organizational culture, decision-making processes, and the impact of external factors such as technology and globalization. Through real-world case studies and critical discussion, the course equips learners with tools to assess organizational effectiveness and implement strategies for organizational change and innovation.
Recommended Textbook
Canadian Organizational Behaviour 9th Edition by Steven McShane
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15 Chapters
2919 Verified Questions
2919 Flashcards
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Page 2
Chapter 1: Introduction to the Field of Organizational Behaviour
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166 Verified Questions
166 Flashcards
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Sample Questions
Q1) The relatively new field of research that has emerged with the objective of identifying internal systems and structures that are associated with successful companies is called:
A)the organizational behaviour systems perspective.
B)the comparative organizations perspective.
C)the organizational learning perspective.
D)the organizational effectiveness perspective.
E)the high-performance work practices perspectivE.
Answer: E
Q2) A computer maintenance company wants to ''capture'' the knowledge that employees carry around in their heads by creating a database where employees document their solutions to unusual maintenance problems.This practice tries to:
A)transform intellectual capital into knowledge management.
B)transfer human capital into structural capital.
C)prevent relationship capital from interfering with human capital.
D)reduce the amount of human capital.
E)transfer structural capital into relationship capital.
Answer: B
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3
Chapter 2: Individual Behaviour, Personality, and Values
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206 Verified Questions
206 Flashcards
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Sample Questions
Q1) One person-job matching strategy is to select applicants whose existing competencies best fit the required task.
A)True
B)False
Answer: True
Q2) Extraversion is one dimension of:
A)the MARS model.
B)Schwartz's values model.
C)Myers-Briggs Type Indicator.
D)''Big Five'' personality dimensions.
E)Cross-cultural values.
Answer: D
Q3) Competencies refer to the complete set of motivations,abilities,role perceptions,and situational factors that contribute to job performance.
A)True
B)False
Answer: False
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Chapter 3: Perceiving Ourselves and Others in Organizations
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198 Verified Questions
198 Flashcards
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Sample Questions
Q1) Stereotyping is an extension of the social identity process.
A)True
B)False Answer: True
Q2) People tend to make an internal attribution about someone's behaviour if that person has rarely acted like this either in the past or in other situations.
A)True
B)False
Answer: False
Q3) Engaging in self-fulfilling prophecy can improve organizational effectiveness:
A)Self-fulfilling prophecy is a perceptual bias that always makes organizations less effective.
B)whenever and wherever it exists in organizational settings.
C)when supervisors demonstrate their hope and optimism in each employee's potential.
D)when supervisors also use stereotyping to determine the employee's potential performance.
E)only when supervisors have a self-serving bias.
Answer: C
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Chapter 4: Workplace Emotions, Attitudes, and Stress
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249 Verified Questions
249 Flashcards
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Sample Questions
Q1) Strong emotions trigger our conscious awareness of a threat or opportunity in the external environment.
A)True
B)False
Q2) People tend to have high __________ when their personality includes optimism,confidence,and a positive emotional state.
A)emotional exhaustion
B)emotional stability
C)job boredom
D)strain-based conflict
E)workaholism (work addicts)
Q3) Compared to non-workaholics,classic workaholics tend to experience:
A)higher job satisfaction.
B)lower enjoyment of work.
C)improved personal health.
D)more work/life balance.
E)higher job satisfaction and improved personal health.
Q4) Emotional intelligence can be learned to some extent.
A)True
B)False
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Chapter 5: Foundations of Employee Motivation
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250 Verified Questions
250 Flashcards
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Sample Questions
Q1) Which theory explicitly includes the following concepts: acquire,bond,learn?
A)Goal setting theory
B)Four-drive theory
C)Maslow's needs hierarchy
D)McClelland's learned needs theory
E)Expectancy theory
Q2) Individualizing rewards enhances which expectancy theory component?
A)performance expectancy
B)E-to-O expectancy
C)Valences of outcomes
D)E-to-P expectancy
E)V-to-E outcomes
Q3) Inputs,outcomes,and comparison other are elements of:
A)four-drive theory.
B)Maslow's needs hierarchy.
C)equity theory.
D)expectancy theory.
E)goal setting theory.
Q4) Briefly describe the various drives within the Four-drive Theory and explain how drives influence employee motivation.
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Chapter 6: Applied Performance Practices
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181 Verified Questions
181 Flashcards
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Sample Questions
Q1) Which of the following is known to increase employee responsiveness to problems and opportunities as well as improve customer service?
A)Job specialization
B)Job rotation
C)Scientific management
D)Empowerment
E)Job specialization and scientific management
Q2) When jobs are highly interdependent,employers should:
A)avoid using any form of performance-based reward system.
B)use team-based rewards.
C)use an individual-based reward.
D)use an organizational-based reward system.
E)avoid a team-based rewards.
Q3) Positive self-talk motivates employees by increasing their effort-to-performance expectancy.
A)True
B)False
Q4) Competency-based rewards tend to improve levels of product and service quality.
A)True
B)False
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Chapter 7: Decision Making and Creativity
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174 Verified Questions
174 Flashcards
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Sample Questions
Q1) The benefits of employee involvement increase with:
A)the routineness and similarity of the problem or opportunity.
B)management's knowledge of the situation.
C)the standardization and repetitiveness of the problem or opportunity.
D)the number and similarity of employees involved in the decision.
E)the novelty and complexity of the problem or opportunity.
Q2) Describe the four stages of the creative process.
Q3) Recent studies of human decision making conclude that which of the following ultimately energizes us to select the preferred choice?
A)Logic
B)Emotions
C)An implicit favourite
D)Creativity
E)Intuition
Q4) The textbook argues that problem identification is usually the least important step in the rational choice paradigm.
A)True
B)False
Q5) Describe the rational choice paradigm of decision making.
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Chapter 8: Team Dynamics
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276 Verified Questions
276 Flashcards
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Sample Questions
Q1) Brainstorming requires team members to:
A)openly criticize each other's ideas
B)avoid mentioning ideas that seem silly
C)present ideas only when they are certain that the ideas are feasible
D)do all of these
E)do none of these
Q2) In terms of team size,the general rule is that teams:
A)cannot have more than seven or possibly eight members.
B)should have just enough members with the necessary competencies to complete the work.
C)can be large or small without any influence on the team's effectiveness.
D)cannot have fewer than five members.
E)should be as large as possible so as many people are involved to get buy-in.
Q3) Of what importance is task interdependence to teams or team dynamics?
A)Task interdependence is not important for teams or team dynamics.
B)Low task interdependence motivates employees to work together as a team.
C)Jobs with high task interdependence are usually completed more effectively by teams than by individuals working alone.
D)Low task interdependence is necessary to prevent the team from breaking apart.
E)High task interdependence weakens team cohesiveness.
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Chapter 9: Communicating in Organizations Revised
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167 Verified Questions
167 Flashcards
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Sample Questions
Q1) In the communication process model,encoding the message refers to the first step in the process.
A)True
B)False
Q2) When the sender has previous experience with the receiver,the sender ______________ to communicate in ambiguous situations.
A)must use richer media
B)is unable to use leaner media
C)must rely on nonverbal communication
D)can use leaner media
E)must use leaner media
Q3) Shaking one's head from side to side is universally understood to mean "No."
A)True
B)False
Q4) Some employees use ''emoticons'' in electronic mail messages to clarify the emotional meaning of their messages.
A)True
B)False
Q5) Should companies try to eliminate grapevine communication? Explain your answer.
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Chapter 10: Power and Influence in the Workplace
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182 Verified Questions
182 Flashcards
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Sample Questions
Q1) The CEO of a large organization once commented that earlier in his career,he displayed his diplomas and awards in his office."Top management would drop by my office and immediately get a sense that I was an expert and a professional," the CEO explained."I believe displaying my credentials helped me get promoted." The diplomas helped this executive gain power:
A)because he and his diplomas were not substitutable.
B)by increasing his coercive power in the organization.
C)by making everyone else's sources of power less relevant to the organization.
D)through visibility.
E)by decreasing his centrality in the organization.
Q2) __________ is the knowledge and other resources available to people,teams,or organizations from a durable network that connect them to others.
A)Resource capital
B)Expert capital
C)Social capital
D)Network capital
E)Intangible capital
Q3) Which types of people are more likely to engage in organizational politics?
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Chapter 11: Conflict and Negotiation in the Workplace
Revised
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180 Verified Questions
180 Flashcards
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Sample Questions
Q1) The approach to negotiation that employs win-lose strategies and tactics is called distributive bargaining.
A)True
B)False
Q2) Two employees from different departments who are evaluated on different performance criteria and receive different reward systems are likely to experience conflict due to goal incompatibility.
A)True
B)False
Q3) Which of the following best describes relationship conflict?
A)One party perceives that another party might oppose its interests.
B)The conflict is between two individuals rather than departments or organizations.
C)The conflict episodes are viewed as personal attacks,rather than attempts to resolve the problem.
D)Two people adopt a win-win rather than a win-lose orientation.
E)None of these describe relationship conflict.
Q4) 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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183 Verified Questions
183 Flashcards
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Sample Questions
Q1) According to experts,authentic leaders demonstrate self-discipline by remaining anchored to their values.
A)True
B)False
Q2) The personal attributes perspective of leadership:
A)is one of the most popular perspectives of leadership.
B)is no longer accepted as an approach to understanding leadership in organizations.
C)takes a contingency approach by identifying the best leadership competencies under different conditions.
D)is both one of the most recently studied perspectives of leadership AND is no longer accepted as an approach to understanding leadership in organizations.
E)None of these statements accurately describe this perspectivE.
Q3) Servant leadership research suffers from ambiguous and conflicting definitions. A)True
B)False
Q4) The concept of servant leadership was first introduced about four decades ago. A)True
B)False
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Page 14
Chapter 13: Designing Organizational Structures
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168 Verified Questions
168 Flashcards
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Sample Questions
Q1) Which of the following is NOT a coordinating mechanism?
A)Job descriptions
B)Informal communication
C)Centralization
D)Sales targets
E)Extensive training
Q2) Companies with divisionalized structures are increasingly adopting the geographically-based structure.
A)True
B)False
Q3) Formalization represents the establishment of standardization as a coordinating mechanism.
A)True
B)False
Q4) Span of control refers to how much discretion one has over his/her duties.
A)True
B)False
Q5) What is a network structure? Why do some writers believe that a network structure is an effective design for global competition?
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Chapter 14: Organizational Culture
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184 Verified Questions
184 Flashcards
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Sample Questions
Q1) Employees usually learn which of the following through the process of organizational socialization?
A)Company history.
B)Corporate culture.
C)Knowing who holds power in the work unit and organization.
D)Technical jargon.
E)All of these are correct.
Q2) Organizational culture serves what purpose in organizations?
A)It is a deeply embedded form of social control.
B)It bonds employees together and makes them feel part of the organizational experience.
C)It helps employees to understand organizational events.
D)It does all of these things.
E)It does none of these things.
Q3) Acme Corp.is planning to acquire Beta Corp. ,which operates in a different industry.Acme's culture is entrepreneurial and fast paced,whereas Beta employees value slow,deliberate decision making by consensus.Which merger strategy would you recommend to minimize culture shock when Acme acquires Beta? Explain your answer.
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16
Chapter 15: Organizational Change
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155 Verified Questions
155 Flashcards
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Sample Questions
Q1) Negotiation is the highest priority and first strategy required for any organizational change.
A)True
B)False
Q2) The urgency for change must always be initiated from a problem-oriented perspective in order to be effective.
A)True
B)False
Q3) Large group interventions minimize resistance to change mainly as a form of employee involvement.
A)True
B)False
Q4) According to force field analysis,the preferred strategy for unfreezing the status quo is to:
A)remove the driving forces for change.
B)introduce parallel learning structures.
C)increase the driving forces and reduce or remove the restraining forces.
D)increase the driving and restraining forces.
E)strengthen existing systems and team dynamics.
Q5) Outline the organizational change process based on the action research approach.
Page 17
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