Research suggests that decision makers do not evaluate several alternatives when they
find an opportunity.
Employees are more likely to quit their jobs and be absent from work if they are
dissatisfied with their jobs.
Organizational culture consists of shared values, but not shared assumptions.
Organizational behavior knowledge is strictly for managers, not for working level
employees.
An important rule of brainstorming is that all the participants should evaluate and
criticize the other team members’ ideas.
The most recent perspective on conflict is that an optimal level exists which is
beneficial to the organization.
The MARS model identifies the four main factors that influence individual behavior:
motivation, ability, role perceptions, and situational factors.
Organizational citizenship behaviors (OCBs) include various forms of cooperation and
helpfulness to others that support the organization’s social and psychological context.
Which of the following is the first step in self-leadership?
A. Establishing client relationships
B. Practicing gainsharing
C. Personal goal setting
D. Constructive thought patterns
E. Self-reinforcement
Conscientiousness is a dimension of:
A. the MARS model.
B. Schwartz’s values model.
C. Myers-Briggs Type Indicator.
D. Jungian personality theory.
E. the Five-Factor model of personality.
In the field of organizational behavior, organizations are described as:
A. entities which are considered a legal grouping of people and systems.
B. groups of people who work independently to achieve a collective goal.
C. social entities with a publicly stated set of formal goals.
D. groups of people with independent profit-centered motives and objectives.
E. groups of people who work interdependently towards some purpose.
InnoBLAST, Inc.George is a manager for InnoBLAST Inc., a web-based applications
company. In an attempt to promote new ideas, George decides to allow his engineering
team to devote 15% of their work time to whatever projects they would like to work on
and reduces their assigned workload. He then institutes a 30 minute period each
morning where the team members are asked to look over their current project list for the
day and develop more knowledge about a task before they move on to work on their
assigned tasks.The time period set aside each morning should help promote which stage
of the creative process?
A. Preparation
B. Incubation
C. Illumination
D. Verification
E. Both preparation and incubation
Which of the following is true about the organizational grapevine?
A. The grapevine presents a true picture of reality by providing fine details to
substantiate the content.
B. The grapevine typically works by sending information downward rather than upward
through the organizational hierarchy.
C. The grapevine is usually founded on organizational charts or job descriptions rather
than social relationships.
D. The grapevine is a structured and formal network for transmitting organizational
information.
E. The typical pattern of a grapevine is a cluster chain, whereby a few people actively
transmit rumors to many others.
The statement “First impressions are lasting impressions” best represents the:
A. primacy effect.
B. self-fulfilling prophecy.
C. projection bias.
D. recency effect.
E. extroversion effect.
BarkBark Inc. and Happy Toys Ltd.BarkBark Inc. and Happy Toys Ltd. are considering
a merger and are unsure whether their two organizations will have a difficult time with
clashing cultures. They perform a detailed diagnosis collecting and analyzing the
gathered data about the two merging companies. They identify a several overlapping
values which they feel that they can effectively meld into a cohesive new culture.This
process is known as:
A. assimilation.
B. deculturation.
C. a bicultural audit.
D. a merger strategy.
E. a cultural review.
Scenario: Kleen WaterproofingDave Docket, the installation manager at Kleen
Waterproofing, has been receiving customer complaints that several crewmembers
either come late to the job or they do not show up at all, without any communication
with the customers. The job completion dates keep getting delayed and customer
dissatisfaction keeps increasing. Dave has also just hired several new employees who
are motivated, able to perform their jobs, and have adequate resources. However, they
are not sure what tasks are included in their job. Dave is wondering how he can
understand what is going on with his crew behavior and what can he do to improve the
situation.According to the MARS model, the new employees Dave has hired will likely:
A. emphasize the utilitarianism principle in their decision making.
B. have lower job performance due to poor role perceptions.
C. have better job performance because they are motivated and able to perform the
work.
D. have above-average organizational citizenship.
E. have a high degree of differentiation according to Holland’s classification of
occupations.
Larger organizations:
A. make greater use of standardization than do smaller firms.
B. have similar structures to smaller organizations.
C. operate without any form of departmentalization for long periods of time.
D. make less use of informal communication as a coordinating mechanism.
E. are never decentralized.
Which of the following are “golden handcuffs” that potentially increase continuance
commitment?
A. Performance-based rewards
B. Job status-based rewards
C. Team-based rewards
D. Competency-based rewards
E. Membership/seniority-based rewards
Which of the following happens immediately after the receiver receives the encoded
message in the communication process model?
A. The sender receives confirmation that the message has been understood.
B. The receiver confirms with the sender that the message sent was intended to be a
message.
C. The receiver decodes the received message.
D. The receiver encodes the message.
E. The receiver forms a direct feedback in response to the received message.
Donald was unhappy that his company did not provide good parking facilities. He
found it very stressful to find reasonably priced parking close to his workplace, and
what he found caused him to walk several blocks in all weather. This eventually led to
job dissatisfaction. Hence, he recommended ways to solve this problem. According to
the EVLN model, this information suggests that Donald’s main reaction to job
dissatisfaction was:
A. exit.
B. voice.
C. commitment.
D. loyalty.
E. neglect.
Four-drive theory recommends that organizations should:
A. encourage employees to fulfill one drive at a time.
B. provide sufficient rewards, learning opportunities, and social interaction at the same
time.
C. only hire people with a strong drive to defend.
D. create a work environment that routinely triggers the employee’s drive to defend.
E. encourage the desire for aesthetic beauty and the desire to know.
Scenario: Bob BaldwinAs an owner and manager of Tricky Toys, Bob Baldwin has
been fascinated by all the changes occurring and transforming the workplace. Bob is
concerned about the important OB trends that he can understand and take advantage of
in developing and positioning his company in the marketplace.Bob has been interested
in this trend of globalization. He should know that globalization occurs when an
organization:
A. increases its connectivity with people and organizations in other parts of the world.
B. serves diverse customers within the firm’s home country.
C. has a diverse workforce within the firm’s home country.
D. has a substantially strong domestic market.
E. operates in a country with strict foreign trade policies.
People who are unsure of their self-views are more:
A. difficult to influence.
B. stressed in decision-making situations.
C. defined by their work.
D. frequently absent.
E. apathetic to social forces.
A role is a set of behaviors that people are expected to perform because:
A. they need to present a certain image in their organization.
B. they hold certain positions in a team and organization.
C. of certain aptitudes and tastes that they possess.
D. of the nature and type of the team environment.
E. of the interpersonal conflicts in the team.
According to the attraction-selection-attrition (ASA) theory, job applicants:
A. with a variety of personal characteristics are preferred by organizations, resulting in
a more heterogeneous organization.
B. avoid employment in companies whose values seem incompatible with their own
values.
C. do not typically pay much heed to organizational values when applying for work.
D. avoid other applicants if they are competing for the same jobs.
E. are attracted to companies who are likely to provide them with the greatest financial
rewards.
BusCorp.BusCorp. wants to introduce a new procedure to improve how customer
requests are handled. This change will require employees to break old routines and
adopt new role patterns. They decide to adopt two new programs, one in which
employees learn how to work as teams as the company changes. The other involves
forming task forces within the company to help determine new customer service
practices.The strategy BusCorp. is using to minimizing resistance to change is known
as:
A. communication.
B. learning.
C. stress management.
D. negotiation.
E. coercion.