Professional Development Review
Questions
Course Introduction
This course focuses on cultivating essential skills for personal and career growth within a professional environment. Students will explore strategies for effective communication, teamwork, leadership, and problem-solving, as well as time management and goal-setting techniques. Emphasis will be placed on ethical decision-making, adaptability to workplace changes, and continuous self-assessment for lifelong learning. Through interactive activities, reflective exercises, and real-world case studies, students will develop a personalized action plan to enhance their professional competencies and prepare for successful careers in diverse fields.
Recommended Textbook
ORGB 3 3rd Edition by Debra L. Nelson
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18 Chapters
1924 Verified Questions
1924 Flashcards
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Page 2
Chapter 1: Organizational Behavior and Opportunity
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79 Verified Questions
79 Flashcards
Source URL: https://quizplus.com/quiz/43653
Sample Questions
Q1) The specific setting within which organizational behavior is enacted would be called the:
A)situation
B)external environment
C)organizational context
D)group
Answer: C
Q2) In the midst of change, people often become rigid and reactive rather than open and responsive.
A)True
B)False
Answer: True
Q3) Total Quality
A)Dedication to continuous improvement and meeting customer demands.
B)Research results or scientific information.
C)Learning and mastery of physical and social abilities.
D)The primary concern for managers in the 21st century.
E)Knowledge of results.
Answer: A
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Page 3
Chapter 2: Challenges for Managers
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88 Verified Questions
88 Flashcards
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Sample Questions
Q1) In which of the following cultures should you avoid directly saying no?
A)Japan
B)Saudi Arabia
C)Mexico
D)Canada
Answer: C
Q2) Which of the following is considered a key benefit of diversity?
A)cohesiveness
B)flexibility and adaptation
C)less time in making decisions
D)less thinking that is considered critical
Answer: B
Q3) Gifts are not usually a requirement in business dealings, though presenting a small gift will generally be appreciated as gesture of goodwill in which of the following cultures?
A)Mexico
B)Japan
C)Saudi Arabia
D)Canada
Answer: A
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Chapter 3: Personality, Perception, and Attribution
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) Identify the most common errors that affect the attribution process and briefly discuss the implications for managers.
Answer: The two key errors include the (1) fundamental attribution error which is the tendency to make attributions to internal causes when focusing on someone else's behavior and, (2) the self-serving bias which means individuals make internal attributions for their own successes and external attributions for their own failures.Managers are attributions in all aspects of their job which include evaluating performance and rewarding employees. The extent to which these attributions are more internal or external would have major implications for performance reviews and for rewards.
Q2) When a female softball player is given more applause for a home run hit than a male teammate, the reason would most likely be due to:
A)first impression error
B)projection
C)selective perception
D)contrast against a stereotype
Answer: D
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Chapter 4: Attitudes, Emotions, and Ethics
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) In Stage 6 of Kohlberg's cognitive moral development model, individuals:
A)obey rules to avoid punishment
B)control others
C)focus on the expectations of others
D)follow self-selected ethical principles
Q2) Cognitive dissonance is the tension produced when there is a conflict between attitudes and behavior.
A)True
B)False
Q3) Recent research found four values exerted the most influence on job choice decisions. Which of the following was not one of those values?
A)achievement
B)concern for others
C)fairness
D)pay
Q4) Attitudes are learned and two major influences include:
A)repeated behavior and affect
B)direct experience and social learning
C)cognitive dissonance and negative affectivity
D)random behavior modeling and unconscious motivation
Page 6
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Chapter 5: Motivation at Work
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95 Verified Questions
95 Flashcards
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Sample Questions
Q1) The motivation theory that holds that employee motivation is determined by the belief that a valued outcome will result from effort is called:
A)equity theory
B)goal-setting theory
C)expectancy theory
D)two-factor theory
Q2) Instrumentality is the value of a reward.
A)True
B)False
Q3) Expectancy theory holds up more strongly in cultures that value individualism.
A)True
B)False
Q4) Persons who have a strong desire to control others are high in:
A)need for achievement
B)need for affiliation
C)need for safety and security
D)need for power
Q5) Needs of workers are similar across cultures.
A)True
B)False
Page 7
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Chapter 6: Learning and Performance Management
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99 Verified Questions
99 Flashcards
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Sample Questions
Q1) Reinforcement and punishment are administered through:
A)extinction
B)positive or/and negative consequences
C)ignoring the behavior
D)withholding a positive consequence
Q2) A non-response approach that weakens a behavior is known as:
A)punishment
B)negative reinforcement
C)intermittent reinforcement
D)extinction
Q3) Employee performance usually improves with increasingly challenging goals.
A)True
B)False
Q4) Classical conditioning is the process of modifying behavior through rewards and punishments.
A)True
B)False
Q5) Briefly distinguish between positive and negative reinforcement and provide a job-related example of each.
Q6) What are characteristics of effective goals?
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Chapter 7: Stress and Well-Being at Work
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103 Verified Questions
103 Flashcards
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Sample Questions
Q1) As a supervisor of claim adjusters for a property and casualty insurance company, you assign and reassign adjusters to handle routine and emergency situations. Your managerial skills have become severely tested because several adjusters, after short-term emergency assignments, are threatening to quit. What short-term approach to their stressful situation would be most appropriate?
A)Reduce task demands and make sure no adjuster works more than five days a week.
B)Place them on sick leave or provide immediate comp time.
C)Arrange for psychological counseling.
D)Rotate them back to their home location and place them on medical leave.
Q2) The psychoanalytic approach to stress most likely includes which of the following personality dimensions?
A)self-monitoring
B)internal/external control
C)self-efficacy
D)self-esteem
Q3) Role ambiguity and task uncertainty both indicate lack of information.
A)True
B)False
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Chapter 8: Communication
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99 Verified Questions
99 Flashcards
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Sample Questions
Q1) Friends typically interact within the:
A)intimate zone
B)personal distance zone
C)social distance zone
D)public distance zone
Q2) Facial expression
A)Study of body movements, including posture.
B)Speech variations, such as tone, tempo, pitch, and others.
C)Doing more than one thing at a time.
D)An example of nonverbal communication.
E)Excessive information.
Q3) Interpersonal communication is not central to health and well-being.
A)True
B)False
Q4) The use of new information technologies reduces status differences as a barrier to communication because:
A)of its impersonal nature
B)it increases polyphasic behavior
C)of the opportunity for immediate feedback
D)it encourages the formation of nonhierarchical working relationships
Page 10
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Chapter 9: Work Teams and Groups
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) Team
A)A group member who fails to contribute to group tasks and relies on others to carry the group.
B)A strong group characteristic that functions to keep members together as a group; or the force that ties group members together.
C)An expected behavior that group members use as a standard.
D)The phenomenon of a group member losing his/her sense of belonging, contribution to the group, and accountability to the group.
E)Two or more persons with mutually reinforcing skills and commitment to one another to accomplish a task goal.
Q2) Which of the following is a characteristic of a well-functioning group?
A)decisions are usually based on what a majority of the group wants
B)conflict and disagreement tend to be over individual personalities or approaches
C)the atmosphere tends to be stressful and formal
D)people express both their feelings and their thoughts
Q3) All work teams are groups, but not all groups are work teams.
A)True
B)False
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11
Chapter 10: Decision Making by Individuals and Groups
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113 Verified Questions
113 Flashcards
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Sample Questions
Q1) Which of the following best represents the three reasons why managers may hang on to a losing course of action or escalate their commitment?
A)internal locus of control, cognitive dissonance, and overly optimistic
B)cognitive dissonance, overly optimistic, and illusion of control
C)external locus of control, overly optimistic, and cognitive dissonance
D)internal locus of control, cognitive dissonance, and illusion of control
Q2) The right side of the brain is best used for which type of activity or decision?
A)flowchart work processes
B)develop visions and strategic plans
C)day-to-day operations
D)tax preparations
Q3) Escalation of commitment
A)A simple decision rule.
B)An inclination to choose options displaying minimal risk.
C)A decisional situation where options have probabilities of success.
D)Delegating and giving employees authority to make decisions.
E)A situation where a person continues to follow/implement an option even though its chances of success are minimal and possibly declining.
Q4) What are advantages and disadvantages of group decision making?
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Chapter 11: Power and Political Behavior
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128 Verified Questions
128 Flashcards
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Sample Questions
Q1) According to the strategic contingency perspective, which one of the following factors is NOT a primary factor used to explain differences in power between departments?
A)amount of formal authority given departments
B)nonsubstitutability of the group's function
C)degree of centrality
D)ability to cope with uncertainty
Q2) Social power
A)A good result for the individual and the organization.
B)Equitable allocation of resources.
C)Power used for personal gain.
D)Activities that other groups depend on in order to complete their tasks.
E)Power used to create motivation or accomplish group goals.
Q3) McClelland has found that the best managers are those who have:
A)a high need for affiliation
B)a high need for social power and a high need for affiliation
C)a low need for social power and a high need for affiliation
D)a high need for social power and a low need for affiliation
Q4) What are the major sources of interpersonal power according to French & Raven?
Q5) What are some of the symbols of power found in many business organizations?
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Chapter 12: Leadership and Followership
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119 Verified Questions
119 Flashcards
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Sample Questions
Q1) The path-goal approach to leadership is based on expectancy theory and postulates that the basic role of the leader is to enhance follower motivation so that the followers are able to experience need gratification.
A)True
B)False
Q2) Consideration
A)A style of leadership based on directive, enforcing, and controlling behavior.
B)A laid-back, minimal involvement leadership style.
C)Leader behavior that encourages good interpersonal relations between manager and employees.
D)A leader who emphasizes efficient production
E)A participatory leadership style.
Q3) Informal leader
A)One who is designated by the organization to lead.
B)Process of being guided and directed in the accomplishment of a task.
C)A leader without authority.
D)A leadership trait.
E)Someone who plans, organizes, and controls the organization.
Q4) What are the characteristics of an effective follower?
Q5) What is the difference between a leader and a manager?
Page 14
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Chapter 13: Conflict and Negotiation
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) Diversity in skills and abilities within an organization can be quite positive and is the cause of little or no conflict.
A)True
B)False
Q2) The problem associated with the equal versus equal power relationship is:
A)control versus autonomy
B)role conflict
C)stress
D)suboptimization
Q3) Long lasting and difficult conflicts between individuals usually stem from differences in:
A)emotions
B)values
C)perceptions
D)communication styles
Q4) Conflict that occurs between teams in an organization is referred to as:
A)intraorganizational conflict
B)interorganizational conflict
C)intergroup conflict
D)interpersonal conflict
Page 15
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Chapter 14: Jobs and the Design of Work
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Job sharing
A)Working at home or from a remote location through a data/communication system.
B)Scheduling 40 hours of work in less than five days.
C)Core work time with variable start and quit time.
D)Two persons working less than full time in the same job but at different times.
E)Job restudy and analysis for purposes of engineering job modification.
Q2) Job enrichment is based on:
A)McClelland's power motive
B)Vroom's expectancy model of motivation
C)Maslow's need for esteem
D)Herzberg's two-factor motivation theory
Q3) While there are differences in the meaning of work among countries, similarities appear to exist in:
A)job enrichment and satisfaction
B)determinants of job involvement
C)two common work dimensions: work content and job context
D)two common motivators: positive feedback and valued rewards
Q4) Distinguish between job enlargement and job enrichment, and provide an example showing any differences in these two job design approaches.
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Chapter 15: Organizational Design and Structure
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122 Verified Questions
122 Flashcards
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Sample Questions
Q1) The degree to which jobs are narrowly defined and depend on unique expertise defines standardization.
A)True B)False
Q2) The prime coordinating mechanism for the professional bureaucracy is standardization of skills.
A)True B)False
Q3) Tall structures, those with narrow spans of control, tend to be characterized by loose supervision and weaker controls.
A)True
B)False
Q4) The downsizing of organizations and loss of middle management has lengthened the chain of command.
A)True B)False
Q5) The prime coordinating mechanism in an adhocracy is mutual adjustment. A)True B)False
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Chapter 16: Organizational Culture
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117 Verified Questions
117 Flashcards
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Sample Questions
Q1) A retirement dinner would be a good example of a rite of enhancement.
A)True
B)False
Q2) During which stage of adjustment to a new organization should companies tie rewards as explicitly as possible to performance?
A)encounter
B)anticipatory socialization
C)change and acquisition
D)reality shock
Q3) An organization's culture is much like an individual's personality.
A)True
B)False
Q4) Personal enactment
A)Visible indications of organizational culture.
B)Executive modeling behavior.
C)A graduation dinner and party.
D)Public ridicule of executive mistakes.
E)A corporate logo or sports team mascot.
Q5) How can an organizational culture be expressed, measured, and recorded?
Page 18
Q6) What are basic functions of corporate culture?
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Chapter 17: Career Management
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125 Verified Questions
125 Flashcards
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Sample Questions
Q1) Realistic job preview
A)The third stage of career stability.
B)Examples of negative and positive job tasks.
C)One may enter management ranks of the organization in this stage.
D)Implicit employment arrangement.
E)Provides advice about organizational policies.
Q2) RJPs result in all of the following except:
A)a more effective match
B)higher organizational commitment
C)higher job information
D)unrealistic expectations
Q3) A mentor who tells a new employee about the power structure in the firm is providing _____ support.
A)emotional
B)modeling
C)informational
D)protection
Q4) Enterprising is one of Holland's six types of personalities.
A)True
B)False
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Chapter 18: Managing Change
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96 Verified Questions
96 Flashcards
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Sample Questions
Q1) In a situation of significant organizational change, uncertainty or _____ may be prevalent.
A)fear of failure
B)personality conflicts
C)fear of loss
D)fear of the unknown
Q2) When an organization moves to a radically different, and sometimes unknown, future state, they have made what type of change?
A)strategic
B)transactional
C)transformational
D)incremental
Q3) Which of the following statements best reflects the scholarly position on the proper pace of change for organizations?
A)Rapid change is more likely to succeed since it creates momentum.
B)Short, sharp changes are actually rare and not experienced by most firms.
C)Change in a large organization may occur incrementally in parts of the firm and quickly in others.
D)Researchers can't agree on which pace of change is most beneficial.
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Page 20