Public Sector Management
Midterm Exam
Course Introduction
Public Sector Management explores the principles, structures, and practices necessary for effective administration within government and public organizations. The course examines topics such as organizational theory, public policy implementation, budgeting, leadership, ethics, performance management, and the impact of political, social, and economic factors on decision-making in public institutions. Through case studies and theoretical frameworks, students gain a comprehensive understanding of the unique challenges and responsibilities in public sector governance, as well as strategies for improving accountability, transparency, and service delivery.
Recommended Textbook
Managing Human Behavior in Public and Nonprofit Organizations 5th Edition by
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14 Chapters
546 Verified Questions
546 Flashcards
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Page 2
Robert B. Denhardt
Chapter 1: Organizational Behavior As a Way of Thinking and Acting
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40 Verified Questions
40 Flashcards
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Sample Questions
Q1) Organizational behavior is concerned with how people act, their motivations, and how they interact with others.
A)True
B)False
Answer: True
Q2) Positive organizational scholarship focuses on what is wrong with people and their deficiencies.
A)True
B)False
Answer: False
Q3) The importance of human cooperation in organizations was emphasized in the Hawthorn study's definition of a formal organization.
A)True
B)False
Answer: False
Q4) Discuss aspects of the what and how of management.
Answer: Answers will vary. Students should emphasize the difference between the what and how competencies and include the skills that fall under those competency areas, which are presented in Figure 1.2.
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Chapter 2: Knowing and Managing Yourself
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35 Verified Questions
35 Flashcards
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Sample Questions
Q1) Which of the following dimensions has the strongest correlation with job performance?
A) extraversion/introversion
B) conscientiousness
C) openness to experience
D) emotional stability
Answer: B
Q2) Which of the following identifies the underlying tendency that the individual has to behave in certain ways regardless of circumstances or presence of others?
A) interpersonal orientation
B) self-disclosure
C) career orientation
D) locus of control
Answer: A
Q3) Extraversion is not a requirement of leadership or success.
A)True
B)False
Answer: True
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Chapter 3: Fostering Creativity and Innovation
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42 Verified Questions
42 Flashcards
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Sample Questions
Q1) All of the following were identified as steps to generate an idea box EXCEPT for ______.
A) specify the purpose
B) list variations
C) try combinations
D) implement solutions
Answer: D
Q2) Creative people probably will be creative wherever they are situated.
A)True
B)False
Answer: True
Q3) Why do we need creativity in public organizations?
Answer: Answers may vary depending on the student's comprehension of the material.
Q4) It is relatively easy to kill creativity in an organization.
A)True
B)False
Answer: True
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5
Chapter 4: Managing Stress
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38 Verified Questions
38 Flashcards
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Sample Questions
Q1) The Yerkes-Dodson law suggests that when ______.
A) stress levels are too high, performance will suffer
B) stress levels are too low, performance will suffer
C) stress levels are too high, performance will increase
D) stress levels are too low, performance will increase
Q2) Only women appear to have a broader repertoire of responses to stress, including affiliative, protective, and caretaking behaviors.
A)True
B)False
Q3) "Some stress can be very beneficial." Do you agree or disagree? Please justify your position, providing relevant examples where appropriate.
Q4) Research suggests that ______.
A) happier workers cope with stress more efficiently than their unhappy counterparts
B) happier workers are not necessarily able to cope with stress more efficiently than their unhappy counterparts
C) unhappy workers do not cope with stress
D) unhappy workers know how to handle stress better than their happy counterparts
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6
Chapter 5: Decision-Making
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42 Flashcards
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Sample Questions
Q1) All of the following are a part of the RAPID model EXCEPT for ______.
A) recommend
B) arrange
C) input
D) decide
Q2) The governmental politics model is a model with a single unitary decision-maker.
A)True
B)False
Q3) The people that will need to live with the new decisions should be involved in the decision-making.
A)True
B)False
Q4) Brainstorming is a method to ______.
A) collect cohesive information from a large number of people
B) collect focused ideas from a non-cohesive group
C) collect a large number of ideas in a short period of time
D) collect feedback on a previously implemented solution
Q5) Decisions entail opportunity costs for paths not taken.
A)True
B)False
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Chapter 6: Motivation and Engagement
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43 Verified Questions
43 Flashcards
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Sample Questions
Q1) Explain the temporal motivation theory and how it relates to the concepts in Maslow's needs-hierarchy.
Q2) Goal-setting and expectancy theories are compatible approaches to increasing motivation.
A)True
B)False
Q3) Mowday suggested that equity theories can also be applied to ______ exchange relationships in organizations.
A) social
B) political
C) economical
D) cultural
Q4) Much of the theoretical base of the field of organizational behavior assumes that behavior is ______.
A) classifiable in categories
B) manipulated if the causes are understood clearly
C) purposeful or goal directed
D) dependent on motivational levels
Q5) Discuss Marcum's arguments on the flaws in motivational theories.
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Chapter 7: Leadership in Public Organizations
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38 Verified Questions
38 Flashcards
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Sample Questions
Q1) People that possess ______ achieving styles are motivated to master their own tasks.
A) relational
B) instrumental
C) transformational
D) direct
Q2) ______ leadership occurs when leaders and followers engage with one another in such a way that they raise one another to higher levels of morality and motivation.
A) Moral
B) Transactional
C) Transformational
D) Powerful
Q3) Despite younger leaders and older leaders growing up in quite different eras, their formative experiences with respect to leadership are remarkably similar.
A)True
B)False
Q4) What makes a good leader?
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9
Chapter 8: Power and Organizational Politics
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39 Verified Questions
39 Flashcards
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Sample Questions
Q1) Power can be a double-edged sword.
A)True
B)False
Q2) If we have the perception that our power position is ______ than our counterpart's, we are ______ likely to use power-balancing tactics.
A) higher; more
B) lower; more
C) lower; less
D) higher; less
Q3) Karen believes that she has the capacity to do the work. She is exhibiting which of the following levels of employee empowerment?
A) meaning
B) competence
C) self-determination
D) impact
Q4) The use of coercive power tends to increase referent power, whereas the use of reward power tends to diminish referent power.
A)True
B)False
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Chapter 9: Communicating Effectively With Others
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39 Verified Questions
39 Flashcards
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Sample Questions
Q1) Interpreting the behavior of someone who is culturally different without considering cultural context is fraught with danger.
A)True
B)False
Q2) According to your textbook, out of the time people spend on communication, about ______ of that time is spent on sending messages and about ______ is spent on receiving messages.
A) 40%; 60%
B) 50%; 50%
C) 60%; 40%
D) 70%; 30%
Q3) Detail the best practices for oral communication. When should it be used? When should it be avoided? Discuss, providing relevant examples where appropriate.
Q4) All of the following are characteristics of supportive communication EXCEPT for ______.
A) validating, not demeaning
B) descriptive, not evaluative
C) general, not specific
D) conjunctive, not disjunctive
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Chapter 10: Working in Groups and Teams
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37 Verified Questions
37 Flashcards
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Sample Questions
Q1) Once the process is clearly defined, it should be the responsibility of the team to control the process.
A)True
B)False
Q2) Commitment from top management is imperative.
A)True
B)False
Q3) Important issues to consider about team effectiveness include ______.
A) the structure of the team
B) the size of the team
C) the life expectancy of the team
D) all of these
Q4) Compare and contrast groups and teams. How are they similar? How do they differ?
Q5) Jamal encourages risk taking and is appreciated for his or her candor and openness. He is most likely a ______.
A) challenger
B) communicator
C) collaborator
D) contributor
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Chapter 11: Managing Conflict
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42 Verified Questions
42 Flashcards
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Sample Questions
Q1) The more we ______ other people, the more ______ we will be of their motives in conflicts.
A) trust; certain
B) disappoint; uncertain
C) trust; uncertain
D) disappoint; certain
Q2) Taking action to satisfy the other party's needs and concerns is known as ______.
A) assertiveness
B) cooperativeness
C) supportiveness
D) aggressiveness
Q3) People tend to give reasons such as unstable causes, judgments, and environmental conditions rather than recognize that their own behavior is contributing to the conflicts.
A)True
B)False
Q4) Conflict can be extremely beneficial to the workplace.
A)True
B)False
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Chapter 12: Organizational Culture and Change
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38 Verified Questions
38 Flashcards
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Sample Questions
Q1) Six Sigma performs at the level of ______ perfection.
A) 99.97%
B) 99.997%
C) 99.9997%
D) 99.99997%
Q2) Action research models the importance of not involving organizational members in the change process.
A)True
B)False
Q3) Which of the following types of change takes place within an organization's existing framework?
A) incremental change
B) discontinuous change
C) strategic change
D) grassroots change
Q4) What is organizational culture? How is it created or formed? What does it consist of? Discuss, providing relevant examples where appropriate.
Q5) OD represents a particular philosophy. According to Golemniewski (1972), what values are included in this philosophy?
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Chapter
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Sample Questions
Q1) Identify and discuss the three different levels of organization formulated by Thompson (1967).
Q2) Legislators must satisfy their constituents to stay in office.
A)True
B)False
Q3) Public distrust of government probably has decreased the attention that legislators pay to agency activities.
A)True
B)False
Q4) During presentations before the legislature, you should ______.
A) take your time and thoroughly answer all questions
B) when necessary, reinforce other's testimony through repetition
C) prepare a fact-based opening statement
D) always offer refreshments
Q5) What is the first step in implementing a new information technology?
A) develop metrics to evaluate the success of the application
B) clearly define the goals and objectives of the application
C) compare results to your objectives
D) engage citizens and address short-term issues
Q6) What are networks? Why are they important in the delivery of services?
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Chapter 14: Managing Behavior in the Public Interest
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35 Verified Questions
35 Flashcards
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Sample Questions
Q1) Nonprofits are often thought of solely in terms of providing programs and charitable services.
A)True
B)False
Q2) What is the importance of valuing citizenship and public service above entrepreneurship?
Q3) The public service should discourage creating processes and arenas in which citizens can engage with one another.
A)True
B)False
Q4) One of the main tenets of the new public service is ______.
A) serve rather than steer
B) steer rather than drive
C) lead rather than follow
D) public interest is the by-product of the ultimate aim
Q5) If productivity is the key that propels an organization into profitability, why is it that in the new public service, we should value people and not just productivity?
Q6) Discuss the main tenets of the "new public service." How do they differ from traditional models?
Page 16
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