When employees apply a cost-benefit analysis to a potential change, they consider only
their own self-interest.
Work environments influence our behavior, so they necessarily encourage or discourage
values-consistent behavior.
Social identity theory states that we define ourselves by the groups to which we belong
or have an emotional attachment.
Jobs in which employees must frequently display emotions that oppose their genuine
emotion require more emotional labor.
Two ways to enrich jobs are by clustering jobs into natural groups and by establishing
client relationships.
Employees can break out of their existing mental models by working with colleagues
from diverse backgrounds who bring different mental models to the workplace.
The contact hypothesis states that the more individuals interact with one another, the
less they rely on stereotypes to perceive each other.
People arrange values into a hierarchy of preferences, called a value system.
A unique feature of appreciative inquiry is that it breaks away from the problem-solving
mentality by reframing relationships around what is positive and possible.
Women tend to use the participative leadership style less readily than their male
counterparts.
Having a high level of extroversion is a weak predictor of leadership.
Which of the following is a characteristic of an adaptive corporate culture?
A. Employees hold a common mental model that the organization’s success depends on
their personal wellbeing.
B. Employees continuously question past practices.
C. Employees tend to be more reactive.
D. Employees tend to take the view that any activity beyond their job description is not
their job.
E. Employees are more individualistic and do not experiment with new ideas outside
their work profiles.
Many of the best-performing production plants are able to widen their span of control to
more than 70 employees per supervisor by:
A. teaching supervisors how to more efficiently monitor employees.
B. giving up on the idea that all employees must perform their fair share of work.
C. hiring supervisors who intimidate employees more often.
D. relying on self-directed work teams and other coordinating mechanisms.
E. introducing video cameras and other technologies to help supervisors to monitor
more employees.
The drive to bond and the dynamics of social identity theory both explain why people:
A. join informal groups.
B. tend to ignore team norms whenever possible.
C. have difficulty feeling cohesive in teams.
D. engage in social loafing.
E. work better alone than in teams.
Which model of organization change explicitly refers to unfreezing the current situation
and refreezing the desired state?
A. Parallel learning structures
B. Process consultation
C. Appreciative inquiry
D. Quantum change
E. Force field analysis
Sanco Systems uses performance-based reward systems across various departments to
keep employees directed toward organizational goals. The management at Sanco
Systems believes that these rewards might replace or reduce the need for task-oriented
leadership. Which of the following leadership theories supports this action?
A. Situational leadership
B. Servant leadership
C. Managerial leadership perspective
D. Leadership substitutes
E. Competency perspective
In organizational change, unfreezing may occur by:
A. increasing the restraining forces.
B. increasing the driving forces.
C. reducing the urgency to change.
D. changing individuals in key positions.
E. reducing the pace of the change.
During which of the following stages of socialization do people first learn about the
organization and job?
A. Role management
B. Encounter
C. Pre-employment
D. Probation
E. Orientation
Span of control, centralization, and formalization together form a cluster around two
broader organizational forms called:
A. hierarchical and delayered structures.
B. networked and team-based structures.
C. geographic and product/client divisions.
D. organic and mechanistic structures.
E. diverse and integrated structures.
Being good-natured, empathetic, caring, and courteous are characteristics of people
with _____ personality trait.
A. openness to experience
B. agreeableness
C. locus of control
D. emotional stability
E. extraversion
The yielding conflict management style should be used if:
A. the parties have equal power.
B. the issue is much less important to you than to the other party.
C. the other party has much less power than you do.
D. the issue is important to both parties.
E. you have a deep conviction about your position.
Establishing a preset level at which the decision is abandoned or reevaluated is
recommended mainly to:
A. minimize reliance on an implicit favorite.
B. avoid relying on mental models to recognize problems or opportunities.
C. minimize escalation of commitment.
D. minimize problem identification.
E. reduce the incidence of satisficing.
Which organizational behavior perspective discusses inputs, outputs, and feedback?
A. Organizational learning
B. Open systems
C. Multidisciplinary
D. Systematic research
E. Intellectual capital