Course Introduction
Workplace Behaviour Test
Questions
Workplace Behaviour explores the dynamics of human actions and interactions within professional environments. This course examines foundational psychological and sociological theories to help students understand factors influencing individual and group behaviour at work. Key topics include motivation, communication, leadership, team dynamics, conflict resolution, diversity, organisational culture, and ethical conduct. By analysing case studies and engaging in practical exercises, students develop the skills necessary to foster positive workplace relationships, navigate challenges, and contribute to a productive and inclusive organisational climate.
Recommended Textbook
Canadian Organizational Behaviour 10th Canadian Edition by Steven Mcshane
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15 Chapters
3025 Verified Questions
3025 Flashcards
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Page 2
Chapter 1: Introduction to the Field of Organizational Behaviour
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165 Verified Questions
165 Flashcards
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Sample Questions
Q1) Personalities, beliefs, values, and attitudes are
A)secondary categories of workforce diversity.
B)categories of deep-level workforce diversity.
C)not considered categories of diversity.
D)a result of generational psychometrics.
E)primary categories of workforce diversity.
Answer: B
Q2) Social entities are called organizations only when their members work interdependently toward some purpose.
A)True
B)False
Answer: True
Q3) One reason why workplace values have become more important is that employees increasingly value command-and-control direct supervision.
A)True
B)False
Answer: False
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Page 3
Chapter 2: Individual Behaviour
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213 Verified Questions
213 Flashcards
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Sample Questions
Q1) One ongoing dispute among psychologists is whether personality
A)is stable over several years or changes a few times each year.
B)is evident through a person's behaviours or is only evident through blood tests.
C)is formed completely from genetic code or is partly influenced by socialization and environmental conditions.
D)really exists or is just a myth.
E)is evident in all situations or is less constrained in some situations.
Answer: C
Q2) Which of these refers to a person's beliefs about what behaviours are appropriate or necessary, in a particular situation?
A)Role perceptions
B)Competencies
C)Situational factors
D)Natural aptitudes
E)Locus of control
Answer: A
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Chapter 3: Perceiving Ourselves and Others in Organizations
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212 Verified Questions
212 Flashcards
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Sample Questions
Q1) Self-serving bias is the tendency to take credit for our successes and blame others or the situation for our mistakes.
A)True
B)False
Answer: True
Q2) The four areas of the Johari Window are open, closed, internal, and external.
A)True
B)False
Answer: False
Q3) The main objective of the Johari Window process is to maintain the same amount of information about yourself in each of the four quadrants.
A)True
B)False Answer: False
Q4) Self-fulfilling prophecy occurs whenever supervisors accurately predict the future performance of recently hired employees.
A)True
B)False
Answer: False
Page 5
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Chapter 4: Workplace Emotions
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260 Verified Questions
260 Flashcards
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Sample Questions
Q1) The relationship between job satisfaction and job performance would likely be stronger if more organizations provided valued rewards for good performance.
A)True
B)False
Q2) According to the EVLN model, people who are dissatisfied with their jobs might A)quit.
B)keep quiet and hope the sources of job dissatisfaction are eventually corrected.
C)increase their absenteeism from work.
D)complain about the dissatisfying aspects of their jobs.
E)All of the answers are correct.
Q3) Which of these is considered a work/life balance initiative to minimize stress?
A)Teleworking
B)Job sharing
C)Flexible work time
D)Child care facilities
E)All of these statements describe a family-friendly or work/life initiative to minimize stress
Q4) Explain how an employee's attitudes might be affected by cognitive dissonance.
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Chapter 5: Foundations of Employee Motivation
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255 Verified Questions
255 Flashcards
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Sample Questions
Q1) Goal setting influences employee behaviour and performance mainly by improving A)aptitudes and learned abilities.
B)situational contingencies and learned abilities.
C)motivation and aptitudes.
D)role perceptions and learned abilities.
E)motivation and role perceptions.
Q2) People self-regulate by engaging in self-reinforcement.
A)True
B)False
Q3) People with a high need for achievement tend to avoid risks and prefer working in teams.
A)True
B)False
Q4) Maslow's needs hierarchy theory incorporates only five basic categories.
A)True
B)False
Q5) Behaviour modification is an effective strategy for helping employees to improve their decision making and other conceptual activities.
A)True
B)False
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Chapter 6: Applied Performance Practices
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196 Verified Questions
196 Flashcards
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Sample Questions
Q1) Mental imagery is one of the most beneficial outcomes of job enrichment
A)True
B)False
Q2) Which of the following is not one of the emotions that is generated by money, according to one large-scale study?
A)Depression
B)Helplessness
C)Anger
D)Happiness
E)Anxiety
Q3) The chief executive of a mid-sized manufacturing company has hired you to design the work site and any other conditions necessary for employees to feel more empowered. Describe three important conditions you would ensure existed in this plant to improve empowerment among production employees. Your answer should also briefly define empowerment.
Q4) One problem with empowerment is that it tends to make employees less responsive to the company's needs and objectives.
A)True
B)False
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Chapter 7: Decision Making and Creativity
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184 Verified Questions
184 Flashcards
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Sample Questions
Q1) Which of the following best describes how we can improve our problem identification skills?
A)Becoming aware or the five common problems identification biases.
B)If the rational brain center determines that the situation is a problem, it transmits this evaluation to the emotional center, which then energizes the decision maker to act without choosing alternatives.
C)Emotions have no effect on how people identify problems.
D)Emotions ensure that we rely on the rationality and avoid intuition in the decision-making process.
E)Emotions mainly signal us to follow either a programmed or nonprogrammed decision process.
Q2) Confirmation bias gives people an excessively optimistic evaluation of their decisions, but only until they receive very clear and undeniable information to the contrary.
A)True
B)False
Q3) Satisficing occurs when people continue on a failing course of action.
A)True
B)False
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Page 9
Chapter 8: Team Dynamics
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281 Verified Questions
281 Flashcards
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Sample Questions
Q1) The only way to alter team norms is to disband the group.
A)True
B)False
Q2) Having access to a toolkit of communication channels is a one of the success factors for virtual teams.
A)True
B)False
Q3) Of what importance is task interdependence to teams or team dynamics?
A)Low task interdependence motivates employees to work together as a team.
B)High task interdependence weakens team cohesiveness.
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)Task interdependence is not important for teams or team dynamics.
Q4) Two important elements of the team's environment are the team's size and composition.
A)True
B)False
Q5) You have been asked to lead a complex software project over the next year that requires the
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Chapter 9: Communicating in Organizations
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175 Verified Questions
175 Flashcards
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Sample Questions
Q1) Media richness refers to
A)the extent to which a message is conveyed through information technology rather than human interaction.
B)the financial and emotional cost of transmitting a message from one person to another person within the same organization.
C)total profits of newspapers, television networks, and radio broadcasting companies within a society.
D)the data-carrying capacity of a communication medium.
E)None of the choices are correct.
Q2) Ambiguous language is sometimes necessary to describe situations or concepts that are ill-defined or lack agreement between sender and receiver.
A)True
B)False
Q3) A few organizations have recently tried to minimize employee use of e-mail when communicating with colleagues. Specifically, these companies have banned the use of e-mail (except for special circumstances) on Fridays. Discuss two reasons why companies might want to minimize the use of e-mail.
Q4) Should companies try to eliminate grapevine communication?
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Chapter 10: Power and Influence in the Workplace
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186 Verified Questions
186 Flashcards
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Sample Questions
Q1) In persuasive communication, the inoculation effect refers to
A)the situation in which listeners have heard too many of your arguments and consequently feel that you are pressuring them too much on this issue.
B)the situation in which you easily persuade others because they perceive you as highly credible and trustworthy.
C)warning listeners that your ideas are probably incorrect and should therefore be ignored.
D)the situation in which you use written rather than verbal channels of communication to persuade other people.
E)warning listeners about arguments that others will use to influence them against your position.
Q2) Which of the following are forms of impression management?
A)Blaming others for problems that would otherwise look like your fault.
B)Hanging your awards and educational diplomas on the wall of your office.
C)Preventing negative information about your job performance from reaching senior management.
D)All of these are forms of impression management.
E)None of these represent impression management.
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Chapter 11: Conflict and Negotiation in the Workplace
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189 Verified Questions
189 Flashcards
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Sample Questions
Q1) According to the bargaining zone model, the parties should begin negotiations by describing their target points to each other.
A)True
B)False
Q2) A few years ago, a clothing manufacturer was expanding rapidly, so the CEO hired several executives from large corporations. Unfortunately, the new executives clashed with the current executives regarding business strategy. The CEO explained:
Q3) Emotional intelligence helps employees to avoid transforming task conflict into relationship conflict.
A)True
B)False
Q4) Goals that the conflicting parties value and whose attainment requires the joint resources and effort of those parties are called supraordinate goals.
A)True
B)False
Q5) Briefly describe the five interpersonal conflict handling styles.
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Chapter 12: Leadership in Organizational Settings
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187 Verified Questions
187 Flashcards
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Sample Questions
Q1) Managerial leadership involves
A)helping employees improve their performance and well-being towards current objectives and practices.
B)building a strategic vision to change the organization.
C)possessing all of the competencies of great leaders.
D)representing an unrealistic stereotype that followers have of great leaders.
E)none of these.
Q2) Our cultural values shape the expectations that followers have of their leaders. A)True
B)False
Q3) One economics-based study concluded that companies have lower return on assets, when their chief executive officer exhibits servant leadership behaviours. A)True B)False
Q4) The achievement-oriented leadership style applies the goal-setting and self-fulfilling prophecy concepts.
A)True
B)False
Q5) Are transformational leaders charismatic leaders?
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Chapter 13: Designing Organizational Structures
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177 Verified Questions
177 Flashcards
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Sample Questions
Q1) Team-based organizations rely extensively on
A)self-directed work teams.
B)supervisors as the main source of direction and control.
C)a tall hierarchy.
D)hourly wages and generous employee benefits.
E)communities of practice.
Q2) A divisionalized structure is recommended in
A)munificent environments.
B)stable environments.
C)integrated environments.
D)diverse environments.
E)This structure is not recommended for any of these environments.
Q3) A divisionalized structure works best where the organization
A)is expanding into several distinct product and/or client groups.
B)operates in one market with one product and one client group.
C)wants to assign the most power to executives responsible for technical expertise in the organization.
D)wants to maintain a strong centralized control over business activities.
E)has few employees.
Q4) Summarize the benefits of job specialization.
Page 15
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Chapter 14: Organizational Culture
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184 Verified Questions
184 Flashcards
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Sample Questions
Q1) Studies suggest that only 30 to 50 percent of corporate acquisitions add any financial value.
A)True
B)False
Q2) To develop the most accurate estimate of an organization's culture, we should
A)investigate physical elements in the workplace.
B)observe workplace behaviour.
C)survey employees.
D)do all of these.
E)survey employees and observe behaviour, but not investigate physical elements in the workplace.
Q3) Employees are willing to tolerate obligations that are not necessarily balanced in the short-run when their psychological contract is:
A)transactional.
B)short term.
C)collective.
D)relational.
E)transformational.
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Chapter 15: Organizational Change
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161 Verified Questions
161 Flashcards
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Sample Questions
Q1) Which of the following statements about organizational change interventions is FALSE?
A)Organizational change activities that work well in North America may not work as well in Asia.
B)Organizational change interventions that encourage open dialogue and conflict may threaten individual privacy rights.
C)Organizational change interventions that encourage open dialogue and conflict tend to work better in cultures with low power distance and low collectivism.
D)Organizational change techniques in North America view change as linear, punctuated by tension and conflict.
E)Ethical issues are rarely a concern with organizational change interventions.
Q2) Action research is the process of determining whether the change process is ethical or not.
A)True
B)False
Q3) Describe the stages of appreciative inquiry and explain how it differs from traditional organizational change interventions.
Q4) Describe why a strategic vision is a key element of leading change.
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