Meta-analyses cannot form the foundation for evidence-based management.
The first step in conducting a job analysis is to generate a list of all the activities involved in a job.
The integrative model of OB presents five individual mechanisms that directly affect the individual outcomes: motivation; learning and decision making; job performance; leadership styles and behaviors; and ethics.
Valence can be defined as cognitive groupings or clusters of outcomes that are viewed as having critical psychological or physiological consequences.
When your ratio of outcomes to inputs is greater than your comparison other’s ratio, equity distress is experienced, and the tension likely creates negative emotions such as anger or envy.
The most serious form of physical withdrawal is absenteeism.
According to the similarity-attraction approach, a firm with high diversity will have high team effectiveness.
Ceremonies are the daily planned routines that occur in an organization.
In the context of the Big Five Taxonomy, openness to experience is related to performance across all occupations.
Emotional ability is made up of two dimensions: self-awareness and other awareness.
The matrix structure represents a combination of two or more different structures.
Increasing the time spent on training the leaders can help maximize their effectiveness.
The goal of an organization’s socialization efforts should be to minimize reality shock as much as possible.
Identity, as a core job characteristic, captures the belief that the job really matters.
When employees feel they fit with their organization’s culture, the effects of fit on job performance are very strong.
Noise increases the effort that the communicators need to exert to make the communication process work.
Teamwork activities that focus on preparation for future work are termed as transition processes.
A football team is an example of an action team.
Similar to relationship with job performance, research has supported a significant positive correlation between cognitive ability and organizational commitment.
The persevering nature of conscientious employees prompts them to persist in a given course of action for long periods of time.
People who experience higher levels of equity tend to feel higher levels of affective commitment and higher levels of normative commitment.
Research has consistently shown that fixed reinforcement schedules lead to higher levels of performance than variable schedules.
Disposition-based trust guides us in the absence of data about a particular authority.
Tests of the leader-member exchange theory suggest that employees who are competent, likable, and similar to the leader in personality will be more likely to end up in the leader’s in group.
When a leader draws on coercive sources of power, a stronger emotional bond can be created with the employee, boosting affective commitment.
There are trade-offs when organizations make jobs highly specialized.
Interpersonal citizenship behavior is not important when employees work in small groups or teams.
Power and influence have a moderate negative effect on organizational commitment.
Role ambiguity is often experienced among new employees who haven’t been around long enough to receive instructions from supervisors or observe and model the role behaviors of more senior colleagues.
With an autocratic style, the employees are asked to generate or evaluate potential solutions.
Affective commitment is defined as a desire to remain a member of an organization due to an emotional attachment to, and involvement with, that organization.
From time to time, leaders need to resist the influence of other leaders or higher-ups to do what’s best for their own unit.
The particular demands that cause people to experience stress are called strains.
The resource-based view suggests that a resource is more valuable when it can be imitated.
Justice reflects the actual fairness of an authority’s decision making.
John F. Kennedy’s decision to go forward with the Bay of Pigs invasion of Cuba, NASA’s decision to launch the space shuttle Challenger in unusually cold weather, and Enron’s board of directors’ decisions to ignore illegal accounting practices are famous examples of _____.
A. information richness
B. potency
C. groupthink
D. boundary spanning
E. mental models
Which of the following statements is true with regard to trust, justice, and ethics?
A. Justice reflects the actual degree of fairness of an authority’s decision making.
B. Reputation of a company is independent of how trustworthy and ethical its practices are.
C. Trust in authorities like the management in a firm depends on two factors: justice and ethics.
D. Ethics reflects the degree to which the behaviors of an authority are in accordance with generally mandated legal requirements; morals and norms are not a part of ethics.
E. Relationships based on trust are completely free from risks and uncertainties.
A. normative
B. affective
C. continuance
D. psychological
E. educational
A. presenteeism
B. self-management
C. transference
D. burnout
E. burnthrough
Which of the following has been proven in research studying the impact of trust on performance and commitment?
A. Trust has a strong positive effect on performance.
B. Trust has no effect on citizenship behavior.
C. Trust makes employees less likely to engage in counterproductive behaviors.
D. Trust has a strong positive relationship with continuance commitment.
E. Trust has a weak positive correlation with affective and normative commitment.
Getting more from the team than you would expect according to the capabilities of its individual members is called:
A. process gain.
B. staff validity.
C. decision informity.
D. groupthink.
E. social loafing.
Jake is well-known for his excellent diagnoses of skin-related problems. The other dermatologists in the hospital where he works often consult him when dealing with difficult cases. This gives Jake _____ power in the hospital.
A. coercive
B. structural
C. reward
D. referent
E. expert
Tests which measure one’s ability to lift, push, or pull very heavy objects using the hands, arms, legs, shoulders, or back are a measure of _____.
A. static strength
B. fine manipulative abilities
C. depth perception
D. response time
E. perceptual speed
Steffi and Emily work at Education Yours, a non-profit educational institution. Last month, Steffi, newly hired on a temporary teaching assignment, has been asked to teach an online course. Being new to online teaching, Steffi talks with Emily and several individuals who have been teaching online for several years. Emily discusses the pride she takes in her teaching, and says she always approaches her teaching with total enthusiasm. She also expresses her belief that exerting high level of effort will result in a successful performance for Steffi in her online teaching.
Emily’s self-efficacy source appears to be:
A. past accomplishments.
B. vicarious experiences.
C. verbal persuasion.
D. emotional cues.
E. instrumentality.
A strong desire to achieve task-related goals as a means of expressing personality is known as _____.
A. status striving
B. accomplishment striving
C. value striving
D. curiosity
E. power striving
When authorities are perceived as benevolent, it means that:
A. they care for employees, are concerned about their well-being, and feel a sense of loyalty to them.
B. they display hostile verbal and nonverbal behaviors, excluding physical contact.
C. they reward employees for exposing illegal or immoral actions by their organization.
D. they lack a general expectation that the words and promises of employees can be relied upon.
E. they hinder the employees’ ability to focus which reflects the degree to which employees can devote their attention to work.
A. moral intensity; social consensus
B. ethical awareness; social consensus
C. stress; personal principles
D. virtue ethics; utilitarianism
E. moral awareness; moral intent
“Citizens” is one of the four types of employees based on the degree of organizational commitment and task performance. “Citizens” are likely to respond to negative events with _____ because they may not have the credibility needed to inspire change but possess the desire to remain a member of the organization.
A. loyalty
B. exit
C. neglect
D. voice
E. ignorance
During which phase of the leader-member exchange theory does a manager describe role expectations to an employee, with the employee attempting to fulfill those expectations with his/her job behaviors?
A. Role taking
B. Role selling
C. Role designing
D. Role making
E. Readiness
Culture, trust, teamwork, and reputation are termed “_____” because it’s not always clear how they came to develop, though it is clear which organizations do possess them.
A. socially complex
B. vague
C. natural structures
D. evidence-based resources
E. associative structures
A. noise
B. poor encoding
C. poor medium choice
D. improprer network choice
E. process loss
_____ cultures are those where all employees are friendly to one another, but everyone thinks differently and does his/her own thing.
A. Communal
B. Mercenary
C. Networked
D. Fragmented
E. Complex
_____ structures are perhaps the most common form of organizational design.
A. Simple
B. Functional
C. Client-based
D. Product
E. Matrix
Sensory ability refers to:
A. the ability to quickly respond to signaling information after it occurs.
B. the capabilities associated with vision and hearing.
C. the ability to synchronize the movements of the body, arms, and legs to do something while the whole body is in motion.
D. the ability of the body to bend, stretch, twist, and reach.
E. the ability to choose the right action quickly in response to several different signals.
_____ is how aware others are of a leader’s power and position.
A. Centrality
B. Discretion
C. Substitutability
D. Ingratiation
E. Visibility
_____ reflects where decisions are formally made in organizations.
A. The chain of command
B. Formalization
C. Centralization
D. Work specialization
E. The span of control
Which of the following reduces the importance of the leader with no beneficial impact on performance?
A. Substitutes
B. Transactions
C. Training programs
D. Neutralizers
E. Enhancers
_____ is a strong predictor of task performance.
A. Emotional ability
B. General cognitive ability
C. Spatial ability
D. Psychomotor ability
E. Sensory ability
Which of these refers to the help people receive that addresses the stressful demand directly?
A. Instrumental support
B. Physiological support
C. Emotional support
D. Psychological support
E. Internal support
In the context of cognitive abilities, which of the following is true regarding the relative influence of genes and the environment?
A. Genes play a greater role than the environment
B. Genes and environment play roughly equal roles
C. Environment plays a role only when it is deficient
D. Environment plays a greater role than genes
E. Genes play a marginal role but environment plays no role
Which facet of job satisfaction bring(s) more responsibility and increased work hours?
A. Promotion
B. Compensation
C. Environmental factors
D. Competition
E. Change in leadership
Which of the following is a unit-focused compensation plan element?
A. Merit pay
B. Lump-sum bonus
C. Gain sharing
D. Profit sharing
E. Piece-rate
Elis and Phoebe work at United Insurance, a medium-sized insurance company with 240 branches in 8 states. Elis works as a teller. Phoebe works as one of five regional supervisors, who are each expected to supervise a team of tellers. Elis recently received instructions from her supervisor that all tellers will be evaluated on the number of people they assist at their window per day. Serving more customers means higher performance effectiveness. However, Elis is also expected to follow the bank’s number one goal of customer satisfaction. Phoebe on the other hand is facing a difficult situation. Two of the regional supervisors left the bank for other opportunities resulting in significant increase in the work responsibility and time pressure for Phoebe and the remaining two supervisors. The bank hired Jason as a trainee for the supervisor position. Two days into his new job, he was asked to take up all the responsibilities of a regional supervisor. Jason was given very few instructions or guidelines about how things are supposed to be done. He was expected to learn on the job.
Elis is facing which type of stressor?
A. Work enlargement
B. Work hindrance
C. Work enrichment
D. Work challenge
E. Work complexity
Fulfilling the legal component of corporate social responsibility suggests that the organization has reached the _____ of moral development.
A. preconventional level
B. principled level
C. postconventional level
D. conventional level
E. preoperational level
Ann works at Creative Links International. Her job requires her to spend 8 hours a day entering the employees’ salary information on Excel spreadsheets. Ann’s job is characterized by:
A. high autonomy.
B. high variety.
C. high identity.
D. high significance.
E. low variety.
Which of the following refers to the degree to which the requirements of the work, in terms of knowledge, skills, and abilities, tax or exceed the capabilities of the person who is responsible for performing the work?
A. Work responsibility
B. Time pressure
C. Work complexity
D. Role conflict
E. A negative life event
Using the resource-based view of the organization, explain how people are a valuable resource. Provide an example to justify your answer.
Explain the general culture types based on the dimensions of solidarity and sociability.
Briefly describe the four different ways of knowing things. Which way do you believe provides the soundest explanation and most compelling support?
High-performing employees often feel the low-performing employees are rewarded more than they deserve in teams with high outcome interdependence. What could be a possible solution for designing a reward system which will keep all employees happy?
__ adjustment problems for expatriates
__employees’ commitment to the global company but not to the local subsidiary
__ overwhelming amounts of physical withdrawal
__ an emphasis on relational contracts
__ survivor syndrome
Two individuals have had similar educational backgrounds, share the same interests and work in the same organization. One of them systematically exhibits a competitive character that may be hostile and aggressive, while the other one is a patient, calm and relaxed individual who is also a methodological professional.
While defining personality, analyze their personality traits according to the Big Five model.
Briefly describe the factors that influence the process of organizational design.
Define task performance and explain its dimensions.
Identify the key individual outcomes in the studies of organizational behavior and describe the factors that affect these key outcomes.
Alex has been working as technical service representative for Convergence Technologies, a software development firm for two years. His duties and responsibilities include providing technical assistance to end users, preparing reports on product problems encountered, selling additional products, and soliciting customer feedback.
During a performance review meeting with his manager, Alex mentions that he finds his job to be very monotonous. Discuss how the manager can use job enrichment to deal with this situation.
Define organizational structure. What is an organizational chart and how does it impact an organization?
Describe the strategies for fostering goal commitment.
State at least two advantages and disadvantages of work specialization.
Why is it important for restaurant servers, flight attendants, and retail salespeople to be able to control their emotions?
Write a short note on the importance of emotional labor.
Support your answer with examples.
Job satisfaction is strongly related to life satisfaction. Explain.
Write a note on the purpose of project GLOBE. How does this project contribute toward cultural studies in organizations?