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Research into social loafing and group performance showed that countries like China
and Israel with collectivist cultures found that:
A) social loafing occurs as much as in individualistic cultures like the U.S.
B) workers performed better in groups than they did alone.
C) workers performed well in small groups but loafed in larger groups.
D) individuals outperformed groups in all but a very few tasks.
Positive mood helps people:
A) recall positive things.
B) recall negative things.
C) do less work.
D) Both B and C.
The capacity to neutralize another's influence is known as:
A) counterpower.
B) legitimating.
C) pressure.
D) collaboration.
When a company distributes layoff notices via e-mail, it is sending the message that
________.
A) it is aware of the latest communication trends.
B) it is doing its part to promote a "paperless" workplace.
C) it is sensitive to the privacy rights of its employees.
D) it does not care about the employees it is letting go.
An internal document describing information of general interest to employees regarding
an array of business and non-business issues is called a ________.
A) memorandum
B) handbook
C) intranet
D) newsletter
The social science that relates to the OB topics of organizational culture and leadership
is:
A) anthropology.
B) sociology.
C) psychology.
D) political science.
Table 13.4
A professor is working with five teams in his marketing research class. He decides to
experiment with path-goal theory in helping these groups accomplish their off-campus
studies. Group A has done a project for him before. He gets them setting challenging
goals and seeks to get them to produce an even better project this time. With Group B
he provides very specific guidelines, sets deadlines, and lays out the rules of the class
and project. He lets Group C manage their own task. He encourages them, works on
building a strong rapport with them, and tries to meet their needs related to the project.
By the time he gets to Group D, he discovers they're already lost, confused, and a week
behind everyone else. He sets a work schedule for them and provides step-by-step
guidelines regarding the project so they won't get confused or distracted again.
Refer to Table 13.4. With Group D, the professor is using:
A) an instrumental style.
B) a supportive style.
C) a participative style.
D) an achievement-oriented style.
Table 15.2
For a management class, a group of students is considering how to structure a proposed
company. Their original idea was a design that would give complete responsibility for
the development and marketing of a product to one unit. Tax considerations are a
concern as well, and they want a structure that would help the accountants track them
better through specific cost centers. They decide not to use this design because of the
duplication of effort and the probability that it would be difficult to attract and retain
talented employees. In their second design they want to stress the opportunity for
employees to specialize, gain economies of scale, and conserve resources by
eliminating duplication of effort. They reject that design because it is too cumbersome
and slow to respond to the changes in the marketplace. Then one member of the group,
Jack, suggests that they eliminate chains of command and spans of control and go to
empowered teams. He argues that this will increase creativity and responsibility among
employees. A fellow student argues that it won't work in the real world because
managers won't give up that much authority. "Ok," a third student, Jane, offers, "let's try
this idea but build around a hub. The hub will be the core business and the spokes will
be groups of specialists that can be added to or subtracted from as the market changes."
They settle on a structure with two lines of authority, one by task specialization and the
other by product line. This gives them economies of scale and flexibility but some
stress over reporting authority. Nevertheless, it gives them the best of what they want.
Refer to Table 15.2. Their final design is an example of a:
A) functional organization.
B) matrix organization.
C) product organization.
D) boundaryless organization.
According to strategic contingencies theory, subunits acquire power when:
A) they control valued resources.
B) they have access to the founder/CEO.
C) they are high in workflow centrality.
D) they are able to enthuse and excite other work units to greater performance.
The job characteristics model is especially effective in describing the behavior of
workers who are high in:
A) self-actualization.
B) self-monitoring.
C) instrumentality.
D) growth-need strength.
If Bill forms a study group for the management class, then he and his friends will get
better grades. But if they do too well, or if others form study groups, it will skew the
grade curve and will lower everyone's grade. This is an example of:
A) A mixed-motive situation.
B) the negative consequence of whistleblowing.
C) integrative bargaining.
D) the effects of reciprocity.
Departmentalization that creates self-contained divisions that are each responsible for a
specific group of products creates what is called a:
A) product organization.
B) matrix organization.
C) mechanistic organization.
D) boundaryless organization.
The phenomenon in which people identify themselves with the success of others is
known as:
A) cutting off reflected failure.
B) social identity.
C) basking in reflected glory.
D) social perception.
Table 15.2
For a management class, a group of students is considering how to structure a proposed
company. Their original idea was a design that would give complete responsibility for
the development and marketing of a product to one unit. Tax considerations are a
concern as well, and they want a structure that would help the accountants track them
better through specific cost centers. They decide not to use this design because of the
duplication of effort and the probability that it would be difficult to attract and retain
talented employees. In their second design they want to stress the opportunity for
employees to specialize, gain economies of scale, and conserve resources by
eliminating duplication of effort. They reject that design because it is too cumbersome
and slow to respond to the changes in the marketplace. Then one member of the group,
Jack, suggests that they eliminate chains of command and spans of control and go to
empowered teams. He argues that this will increase creativity and responsibility among
employees. A fellow student argues that it won't work in the real world because
managers won't give up that much authority. "Ok," a third student, Jane, offers, "let's try
this idea but build around a hub. The hub will be the core business and the spokes will
be groups of specialists that can be added to or subtracted from as the market changes."
They settle on a structure with two lines of authority, one by task specialization and the
other by product line. This gives them economies of scale and flexibility but some
stress over reporting authority. Nevertheless, it gives them the best of what they want.
Refer to Table 15.2. The group's second design is for a:
A) functional organization.
B) matrix organization.
C) product organization.
D) boundaryless organization.
The unique and relatively stable pattern of behavior, thoughts, and emotions shown by
individuals is known as:
A) emotional intelligence.
B) intelligence quotient.
C) personality.
D) self-efficacy beliefs.
The strategic planning process ends with:
A) evaluation.
B) communication.
C) implementation.
D) integration.
Max stays with XYZ company because he fears he cannot get another job. This is an
example of:
A) a cognitive commitment.
B) affective commitment.
C) normative commitment.
D) continuance commitment.
Table 16.3
As an organizational development consultant, you are discussing the various OD
techniques the CEO could choose from in bringing about change in her company. You
suggest that she begin the process with a quick, inexpensive data gathering from the
employees. She likes the idea, especially since the technique you recommend allows
them to also receive information. Once you have the data, you suggest she go for a
program that helps her managers work together more effectively. You suggest that small
groups of managers meet on a regular basis to identify and discuss problems in the
workplace. The CEO says this all sounds good, but wants to know how to improve
organizational and individual goal setting and accomplishment. She wants a way to plan
and implement strategic change for the organization, not get lost in a number of
individual programs. You conclude the meeting by talking about employee job
satisfaction and asking what her thoughts are on it. She says that it is relatively high,
and while important, it can wait to be addressed until these other issues are dealt with.
Refer to Table 16.3. The type of OD intervention the CEO did not want to consider at
this point was:
A) team building.
B) quality of work life.
C) survey feedback.
D) management by objectives.
Table 12.1
Lee is the vice-president of a large department. He has a number of projects to assign to
his managers, who are already overworked and understaffed. While they are capable
and willing, one more project is going to push some of them to the breaking point.
Before assigning any projects, he calls a meeting of all his managers to discuss the
current situation and the new projects that have been given to him. He asks his
managers for their help in getting through this workload crisis and points out that they
were able to do it before. A couple of managers complain to Lee, saying it isn't fair to
expect so much, and they can't keep going at this pace. In response, Lee points out that
the company has always been this way. He told them about the workload when he
interviewed them, and they have been through this kind of push before. Lee decides to
give the Techno 2120 project to Joan. As he tells her about it, he explains that this
project will contribute directly to the company's bottom line, and that it is something
similar to her last project, making her the best manager for the job. With Hoa, Lee
begins by making some small talk and asking him how his golf game is going. Lee
expresses admiration for Hoa's skill as a golfer and his ability to balance his work and
personal life so well. Then Lee explains how Hoa is the only one who can handle the
project he is getting. As his best project manager because of his great past results, Hoa
is the one for the job.
Refer to Table 12.1. In reasoning with the complaining managers, Lee used:
A) rational persuasion.
B) personal appeal.
C) exchange.
D) pressure.
The narrow belief that there is one best way of doing things can be referred to as
A) patriotism.
B) divergence.
C) ethnocentrism.
D) parochialism.
In terms of core self-evaluations, the tendency to see oneself as confident, secure and
steady is:
A) self-esteem.
B) generalized self-efficacy.
C) locus of control.
D) emotional stability.
Research on employees' actions to redress inequities on the job shows that:
A) they generally will not take behavioral action.
B) they may change their behavior, but not their thinking.
C) they may change their thinking, but not their behavior.
D) they will respond much as equity theory suggests.
We all make inferences about people, but they may be inaccurate because:
A) our judgments may be inaccurate.
B) we may not know all of the possible causes of the behavior.
C) individuals may be concealing information about themselves and their traits.
D) of all of these.
Table 15.4
Five organizations in your community are being studied using Mintzberg's perspective
on organizational design. One is a high-tech organization with a simple structure,
decentralized authority, and support staff is the dominant element in the organization. A
second company operates in a stable industry, each employee's work is highly
specialized, and decision-making is concentrated at the top of the organization. There is
also a family medical practice with three doctors who are partners. The operating core
is the dominant element, and decision-making is vested in the doctors. Finally, there is a
retail dealer mall for antiques and collectibles, which is dominated by its strategic apex
element.
Refer to Table 15.4. The retail dealer mall for antiques and collectibles is an example of
Mintzberg's:
A) simple structure.
B) machine bureaucracy.
C) professional bureaucracy.
D) adhocracy.
All of the following are characteristics of the field of organizational behavior except:
A) a basis for enhancing individual well-being.
B) a study of individuals, groups, and organizations.
C) a commitment to the scientific method.
D) a focus on qualitative, observational research.
An organization that experiences continuous but incremental change is experiencing:
A) second-order change.
B) first-order change.
C) normal organizational growth.
D) learning.
Job satisfaction levels tend to be:
A) higher for jobs that are more creatively fulfilling.
B) higher for jobs that allow workers to have a sense of accomplishment.
C) lower for jobs that involve rudimentary skills.
D) All of the above.
Adhering to Sarbanes-Oxley would fall under which of the responsibilities of corporate
social responsibility?
A) Philanthropic
B) Ethical
C) Legal
D) Financial
Which of the following involves a high-ranking organizational official who is expected
to provide strategies for ensuring ethical conduct throughout the organization?
A) Ethics officers
B) Ethics hotlines
C) Ethics audits
D) Ethics committees
When Jose thinks about his work, he has a nagging feeling that he hasn't been able to
accomplish much. This is an example of:
A) depersonalization.
B) emotional exhaustion.
C) physical exhaustion.
D) feelings of low personal accomplishment.
At stage 3 of creating a team, forming and building, a manager should:
A) provide the resources necessary to function.
B) note exactly what work is to be done.
C) establish who is on the team and clarify its mission.
D) do all of these.
Table 3.4
Ted is designing a training program for his company's sales force. His training program
must permit quick learning with maximum retention. He has built an interactive
computer simulation for sales representatives to practice their sales skills. To evaluate
the results of the training,Ted has the sales representatives evaluate themselves, their
managers evaluate them, and their peers evaluate them.
Refer to Table 3.4. The evaluation process Ted is using is an example of which principle
of effective training?
A) Participation
B) Repetition
C) Feedback
D) Transfer of learning
Managers can put expectancy theory to work by ________.
A) implementing a pay-for-performance plan
B) training people to do their jobs more efficiently
C) offering a cafeteria-style benefit plan
D) All of the above
Prior to the start of the semester, Dr. Blankenship was told that three of her students, in
particular, had high potential for success. While those three students had, in fact, been
only average students in the past, they ended up scoring very high on exams. The
performance of the students could be the result of:
A) selective perception.
B) a fundamental attribution error.
C) the Pygmalion effect.
D) the Golem effect.
