Course Introduction
Organizational Theory
Pre-Test Questions
Organizational Theory examines the structures, processes, and behaviors that characterize organizations and influence their effectiveness. This course explores how organizations are designed, how they operate, and how they adapt to changing environments. Key topics include organizational structure, culture, communication, decision-making, leadership, and power dynamics. Through case studies and theoretical frameworks, students gain insights into strategies for managing complex organizations in both the public and private sectors, and learn how to apply these concepts to real-world organizational challenges.
Recommended Textbook
Canadian Organizational Behaviour 7th Edition by Steven McShane
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15 Chapters
2716 Verified Questions
2716 Flashcards
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Page 2
Chapter 1: Introduction to the Field of Organizational Behaviour
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156 Verified Questions
156 Flashcards
Source URL: https://quizplus.com/quiz/63393
Sample Questions
Q1) Task performance refers to goal-directed behaviours under the individual's control that support organizational objectives.
A)True
B)False
Answer: True
Q2) Which of these statements about the field of organizational behaviour is FALSE?
A) Organizational behaviour scholars study individual, team and structural characteristics that influence behaviour within organizations.
B) Leadership, communication and other organizational behaviour topics were not discussed by scholars until the 1940s.
C) Organizational behaviour emerged as a distinct field around the 1940s.
D) The field of OB has adopted concepts and theories from other fields of inquiry.
E) OB scholars study what people think, feel and do in and around organizations.
Answer: B
Q3) Telecommuting is the most common form of virtual work.
A)True
B)False
Answer: True
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Chapter 2: Individual Behaviour, Personality, and Values
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193 Verified Questions
193 Flashcards
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Sample Questions
Q1) The ideal situation in organizations is to have employees whose values are perfectly congruent with the organization's values.
A)True
B)False
Answer: False
Q2) The MARS model explicitly identifies which of the following factors?
A) Rewards
B) Recreational activities
C) Neuroticism
D) Situational factors
E) All of the answers are correct.
Answer: D
Q3) Self-enhancement can result in bad decisions.
A)True
B)False
Answer: True
Q4) Self-efficacy is similar to self-effacing behaviour.
A)True
B)False
Answer: False
Page 4
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Chapter 3: Perceiving Ourselves and Others in Organizations
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208 Verified Questions
208 Flashcards
Source URL: https://quizplus.com/quiz/63385
Sample Questions
Q1) Seeing a trend in a sequence of sales figures involves the process of categorical thinking.
A)True
B)False
Answer: True
Q2) Which of the following increases the future probability of behaviour by removing a negative stimulus after the desired behaviour occurs?
A) Punishment
B) Negative reinforcement
C) Positive reinforcement
D) Extinction
E) None of the answers apply.
Answer: B
Q3) Fundamental attribution error refers to the tendency to attribute the behaviour of other people to internal factors more than external factors.
A)True
B)False
Answer: True
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Chapter 4: Workplace Emotions,attitudes,and Stress
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245 Verified Questions
245 Flashcards
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Sample Questions
Q1) Employees minimize the stress from emotional labour by actually changing their emotions to match the job requirements (deep acting),rather than displaying emotions contrary to their true emotions (surface acting).
A)True
B)False
Q2) Stress refers mainly to environmental conditions that cause people to experience fear.
A)True
B)False
Q3) Which of these statements about emotions is FALSE?
A) Emotions are influenced by our personality traits.
B) Emotions are directed towards specific people or objects, whereas moods are not directed towards anything in particular.
C) Emotions include a person's beliefs, feelings and behavioural intentions.
D) Emotions influence a person's assessed feelings about the attitude object.
E) Some people have positive emotional states due to their personality.
Q4) Emotional intelligence is a set of abilities.
A)True
B)False
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Chapter 5: Foundations of Employee Motivation
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201 Verified Questions
201 Flashcards
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Sample Questions
Q1) Four-drive theory offers a contemporary view of how individual drives influence behaviour.The first part of the theory explains how drives generate emotions.Explain how these emotions are translated into employee behaviour.Your answer should identify the three factors that people consider in this translation process.
Q2) Compared with supervisor-only feedback,360-degree feedback tends to be:
A) less accurate.
B) less relevant to the employee's actual performance.
C) less ambiguous.
D) All of the answers are correct.
E) None of the answers apply.
Q3) Maslow is credited for bringing a mechanistic perspective to the study of motivation. A)True
B)False
Q4) The concept of employee engagement is related to motivation,but not role perception.
A)True
B)False
Q5) Why is it difficult to maintain feelings of equity among employees?
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Chapter 6: Applied Performance Practices
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178 Verified Questions
178 Flashcards
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Sample Questions
Q1) One of the most important characteristics of empowerment is that it is a personality trait.
A)True
B)False
Q2) One problem with linking rewards to job performance is that managers rely on different criteria when estimating employee performance levels.
A)True
B)False
Q3) Task identity is the degree to which the job has a substantial impact on the organization and/or larger society.
A)True
B)False
Q4) A job in which employees are able to complete something from beginning to end or there is a visible outcome of the work is called:
A) skill variety
B) task significance
C) job feedback
D) job rotation
E) task identity
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Chapter 7: Decision Making and Creativity
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169 Verified Questions
169 Flashcards
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Sample Questions
Q1) You have just received seed money for a new e-commerce business and you want to hire a dozen people with a lot of creative potential.To hire the most creative people,you would select applicants who:
A) have no experience in this industry, have high analytic intelligence, and have a relatively low need for achievement.
B) value self-direction, have a high degree of nonconformity, and have a relatively low need for affiliation.
C) have strong mental models regarding their field of knowledge, have high synthetic intelligence, and have a relatively low need for social approval.
D) try to avoid taking risks, have a high need for achievement, and have a high need for social approval.
E) have none of these sets of characteristics.
Q2) Scenario planning improves decision making by encouraging:
A) employees to engage in satisficing.
B) people to think about preferred solutions to problems long before they occur.
C) people to focus on solutions during the process of identifying problems.
D) bounded rationality.
E) employees to use their implicit favourite.
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Page 9
Chapter 8: Team Dynamics
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256 Verified Questions
256 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) To improve the team development and cohesiveness of virtual teams,the textbook recommends that:
A) the team should have as many members as the company can afford.
B) team members should avoid communicating with each other after the task has been discussed at the beginning of the project.
C) team members should meet face-to-face, particularly when the team is formed.
D) the team should rely only on one communication medium, such as email.
E) The textbook states that virtual teams do not require any action to improve their development or cohesiveness.
Q3) Self-directed teams require relatively low levels of task interdependence because everyone knows what their roles and duties are.
A)True
B)False
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Page 10
Chapter 9: Communicating in Teams and Organizations
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165 Verified Questions
165 Flashcards
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Sample Questions
Q1) Which of these statements about sending your message to other people is FALSE?
A) Empathize with the listener when forming your message.
B) Avoid presenting the message when the listener is easily distracted by other matters.
C) Focus the message content on the problem or issue, not on the person.
D) Avoid repeating the information or creating any other redundancy in the message.
E) Be descriptive rather than evaluative; that is, don't make the listener defensive.
Q2) Omitting and buffering strategies help employees to reduce the amount of information they must process (i.e.information load).
A)True
B)False
Q3) Social acceptance refers to how well the communication is approved and supported by the organization.
A)True
B)False
Q4) 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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170 Verified Questions
170 Flashcards
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Sample Questions
Q1) A new employee in the finance department prominently displays diplomas and past awards indicating his financial expertise.What contingency of power is this person trying to increase?
A) Countervailing power
B) Non-substitutability
C) Centrality
D) Discretion
E) Visibility
Q2) Research suggests that as people become more powerful they are less goal oriented and become more focused on gaining additional power.
A)True
B)False
Q3) Networking is a form of influence that tends to increase the individual's expert and referent power.
A)True
B)False
Q4) A good strategy for women who want to network is to learn how to play golf.
A)True
B)False
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Chapter 11: Conflict and Negotiation in the Workplace
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158 Verified Questions
158 Flashcards
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Sample Questions
Q1) Two team members who disagree over their work schedule approach their team leader to help resolve the conflict.Based on your knowledge of third-party conflict resolution,the team leader should:
A) help the employees resolve their own conflict, with the team leader serving as a mediator to help them clarify their differences and common interests in the dispute.
B) ask the employees to determine the information the team leader should receive, then make the decision based only on that information.
C) tell each employee to present a solution, then the team leader would randomly choose one of them.
D) select the best schedule with the information that the team leader decides to request from the employees.
E) tell the employees that their personal leave has been cancelled this year because they couldn't agree on such a trivial issue.
Q2) Mediation has a high level of process control but a low level of decision control.
A)True
B)False
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13
Chapter 12: Leadership in Organizational Settings
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150 Verified Questions
150 Flashcards
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Sample Questions
Q1) One problem with the transformational leadership perspective is that specific elements within it are culture-bound.
A)True
B)False
Q2) Research on gender and leadership suggests that:
A) female leaders are less task-oriented than male leaders.
B) male and female leaders adopt equal degrees of task-oriented, people-oriented and participative leadership.
C) male leaders are less people-oriented than are female leaders.
D) female leaders are less participative than are male leaders.
E) all of these statements are false.
Q3) Which of the following has become more important as organizations remove supervisors and shift toward team-based structures?
A) Task-oriented behaviours.
B) Implicit leadership.
C) Leadership substitutes.
D) Hersey and Blanchard's situational leadership theory.
E) Fiedler's contingency model of leadership.
Q4) Are transformational leaders charismatic leaders?
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Chapter 13: Designing Organizational Structures
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163 Verified Questions
163 Flashcards
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Sample Questions
Q1) Formal hierarchy is the least time-consuming coordinating mechanism where employees work in non-routine and ambiguous situations.
A)True
B)False
Q2) Communication flows in all directions with little concern for the formal hierarchy in:
A) a mechanistic structure.
B) a centralized structure.
C) a formalized structure.
D) a functional structure.
E) an organic structure.
Q3) Which of the following is NOT typically a problem with a functional structure?
A) It tends to increase dysfunctional conflict across work units.
B) It requires higher levels of interdependence than simple or divisionalized forms, thereby increasing potentially dysfunctional conflict.
C) It is more difficult to directly supervise employees within each department.
D) Employees are less likely to develop a broader understanding of the business.
E) It puts more emphasis on subunit goals than on organizational goals.
Q4) What role does organizational strategy play in designing organizations?
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Chapter 14: Organizational Culture
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163 Verified Questions
163 Flashcards
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Sample Questions
Q1) Organizational culture is best described as the basic pattern of shared:
A) assumptions, beliefs and behaviors that subconsciously guide employee thoughts and actions.
B) behaviours that employees enact to demonstrate their support for corporate goals.
C) decisions routinely occurring throughout the organization that support corporate strategies.
D) values and assumptions that directs everyone in the organization toward the "right way" of doing things.
E) rituals and ceremonies that employees enact to consummate their relationship with the organization.
Q2) Organizational culture is not directly observable,but it may be loosely interpreted through visible artifacts.
A)True
B)False
Q3) Ceremonies are more formal artifacts than rituals.
A)True
B)False
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Chapter 15: Organizational Change
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141 Verified Questions
141 Flashcards
Source URL: https://quizplus.com/quiz/63387
Sample Questions
Q1) In organizational change,unfreezing may occur by:
A) increasing the restraining forces.
B) increasing the driving forces.
C) reducing the urgency to change.
D) reducing the restraining forces.
E) both increasing the driving forces AND reducing the restraining forces.
Q2) Which of the following is NOT a feature of action research?
A) The goal is to bring about change.
B) The change process tests theory.
C) The change process should involve employees.
D) The change process is most successful when people reveal their inner secrets.
E) The approach recognizes that organizations are open systems.
Q3) The four stages of appreciative inquiry,in order,are:
A) problem identification, envisioning, choosing the best solution, appreciating.
B) dialoguing, innovating, creating, appreciating.
C) problem identification, causal analysis, recommended solutions, choosing the best solution.
D) discovery, dreaming, designing, delivering.
E) None of these states the four stages in order.
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Page 17