Pro-social behavior in organizations is when an individual takes action that exceeds the
formal requirements of the job.
Like human personalities, organizational cultures do not change, just the mechanical
behavior of people changes, but not their values, beliefs, attitudes, or norms.
It is important in implementing change to create a sense of urgency about the need for
change and to continually create discomfort about the status quo.
The most applicable style of leadership (usable in the most settings) in terms of the
managerial grid is the high concern with people and high concern with production.
For punishment to be effective, it should be immediate, moderate, and directed at the
undesired behavior, not the person.
Area briefings are used to allow a trainee to act out situations he might face working in
a foreign country.
Organizational behavior is an organization productivity orientation approach to
organizational effectiveness.
An exploitative mentality believes that what looks right is right.
Employees with high levels of continuance commitment identify with the goals and
values of their organizations.
When seeking to influence peers and superiors it is best to use either reward or referent
power.
Jerry wants to tell Mary he likes her. As he is thinking about how to frame what he
wants to say, he is at the choosing a channel stage of the communication process.
Support for creativity is a personality variable that reflects the degree to which a person
is interested in new and different things and gets excited by new ideas.
Asynchronous communication allows users to send and receive messages in real time.
Dorothea is forming work teams by combining managers from various functions within
the company. The fact that she is drawing team members from different departments
defines the degree of autonomy the team has.
The value theory of job satisfaction argues that almost any factor can be a source of job
satisfaction, so long as it is something that people value.
Michele focuses on “defeating” others, getting more recognition than they do etc., even
when she is working on a project together with them. She has an individualistic
orientation to cooperation.
Departments in which employees felt treated unfairly had significantly higher rates of
turnover.
Power that comes from your own personal qualities and the admiration of others in the
organization is referent-based power.
The components of organizational innovation are essentially the same as those for
individual creativity.
Researchers coined the term social impact theory for the phenomenon that occurs when
group tasks are coordinated in such a way as to be added together to form the group’s
final product.
Generally speaking, the only types of rewards that motivate employees are monetary.
The extent to which a job requires completing a whole piece of work from beginning to
end is known as autonomy.
The external environment of a company has little effect on its internal culture.
Sears was found guilty of creating bogus partnerships.
Skill at using various techniques to change others’ attitudes is known as persuasion and
social influence.
When compared with men, women generally have a harder time coping with stress.
During the bombing of Kosovo, the news media kept warning against a ground invasion
because the Serbians are tough people and make good soldiers. This is an example of a
stereotype.
The most important factor shaping organizational citizenship behavior is employees’
expectation of fair treatment.
Organizational elements such as the rewards system have significant influence on
cooperation within an organization.
The survey feedback method uses questionnaires and interviews to collect information
about organizational issues and uses that information as the basis for planning
organizational change.
The need to draw on the services of temporary employment firms is necessitated by:
A) compressed workweeks.
B) core competency.
C) i-deals.
D) corporate restructuring.
Companies engaging in ________ bring about change in the market.
A) radical innovation
B) disruptive innovation
C) incremental innovation
D) manufacturer innovation
Companies engaging in ________ exploit existing technology and operate under
conditions in which uncertainty about the future is low.
A) radical innovation
B) disruptive innovation
C) incremental innovation
D) manufacturer innovation
If Tanya believes that you need to do whatever it takes and that it is better to be feared
than liked, she is demonstrating high:
A) self-monitoring.
B) self-efficacy.
C) Type A personality.
D) Machiavellianism.
Nancy becomes aware that her company is emitting toxic waste into a nearby stream.
After finding that reporting it to her supervisor does no good, she reports the incident to
the press. Nancy’s behavior is an example of:
A) organizational citizenship behavior.
B) whistle-blowing.
C) procedural justice.
D) distributive justice.
Table 15.3
You are studying a medium-sized service company. You find that Joe, a customer
service representative, has been doing his job for five years. He takes about 200
customer calls a day and helps customers with their product questions. Bridgette, the
CEO, has been with the company about three years and is in the process of making its
structure more organic and flexible. Between Bridgette and Joe is Fred, who conveys
management’s decisions and policies to Joe and helps Bridgette stay in touch with the
several hundred ‘Joes’ who work in customer service. Sally is the corporate attorney and
works with Bridgette on corporate legal matters.
Refer to Table 15.3. Joe is part of the ________ of his organization.
A) technostructure
B) strategic apex
C) operating core
D) support staff
Ray is feeling helpless, depressed, and trapped in his job after three months of 100-hour
work weeks weren’t sufficient to win a big contract for his company. Ray is probably
experiencing:
A) work strain.
B) emotional exhaustion.
C) physical exhaustion.
D) cognitive exhaustion.
According to research, which of the following report the highest levels of job
satisfaction?
A) Firefighters.
B) Bartenders.
C) Roofers.
D) Waiters.
Organizations have been reducing the number of employees needed to operate. This is
known as:
A) compression.
B) downsizing.
C) outsourcing.
D) core competency.
In one large study that surveyed 1,000 companies in the United States it was found that
________ of them used some work teams.
A) 64%
B) 13%
C) 47%
D) 89%
Table 13.1
Tom leads a work team on the line at his manufacturing company. Tom works well with
his team because he is willing to cooperate; he doesn’t try to dominate, he develops
coalitions within the team, and he has extensive networks with other people in the
company for getting resources needed to accomplish their job. His crew consists of
highly competent, technical professionals, who program the computers that run the
equipment on the manufacturing line. Because of his excellent leadership skills, Tom
was given the responsibility to train a new team of technicians fresh from vo-tech
school. Once he had them trained, he would return to leading his regular team.
Refer to Table 13.1. With the vo-tech group, the best leadership style would be:
A) directive autocrat.
B) permissive democrat.
C) permissive autocrat.
D) directive democrat.
You worked very hard on a key report. As a finishing touch, you add some clip art to
the document. Your boss loves it and asks why you haven’t done it before. Therefore, in
all future reports you add clip art images. This is an example of what form of learning?
A) Classical conditioning
B) Operant conditioning
C) Observational learning
D) Modeling
Organizational politics is concerned with:
A) meeting organizational goals.
B) the disbursement of subunit power.
C) actions taken to pursue one’s self interests.
D) the meeting of departmental goals.
Group decision-making does have a few disadvantages, such as:
A) a tendency to waste time.
B) the potential for group conflict.
C) possible intimidation by the group leader.
D) All of the above.
We can improve the accuracy of our inferences about others by:
A) using appropriate stereotypes.
B) focusing on behavior that appears to have only one explanation.
C) observing people’s behavior in situations where they are pressured to act a certain
way.
D) studying psychology and human behavior before judging others.
Organizations with high-performance work systems demonstrate all of the following
except:
A) opportunities for employees to participate in decision-making.
B) unsafe work environments.
C) incentives created to encourage employees to participate in decision-making.
D) opportunities to develop skills.
Supervisors at the Johnson Corp. help introduce a work motivation program based on
providing continuous informal and formal feedback. This action addresses the critical
psychological state of:
A) personal responsibility.
B) accountability.
C) experienced meaningfulness.
D) knowledge of results.
The use of ________ leads to outcomes that are higher in quantity and better in quality
than those made in the absence of such techniques.
A) evaluations support technology
B) decision support systems
C) communications technology
D) alternative generations support
Table 7.3
Randy, Marvin, and Mary Virginia sell for Made-for-You. As they are having lunch
together, Randy discovers that he is receiving a higher commission rate than Marvin or
Mary Virginia. When he excuses himself, Marvin and Mary Virginia start talking about
how Randy sells less than they do, has higher expenses, and has less time with the
company than they do. They are doing a slow burn by the time Randy returns to the
table.
Refer to Table 7.3. In this case it appears that Randy is in a state of:
A) equitable payment.
B) valence.
C) underpayment inequity.
D) overpayment inequity.
When a group of people perform an additive task together, there is a tendency for each
individual to contribute less to the group’s product than when they perform alone. This
effect is known as:
A) role ambiguity.
B) social facilitation.
C) distraction-conflict theory.
D) social loafing.
The performance appraisal process in organizations is:
A) a rational and objective process.
B) often heavily influenced by perceptual bias.
C) unaffected by the impression management process.
D) a fair process based on cognitive and behavioral objectives, free of bias.
While there are many reasons for cooperation not developing, the primary reason is
that:
A) mixed motives preclude relational contracts.
B) reciprocity breeds contempt.
C) distributive justice trumps collaboration.
D) goals sought cannot always be shared.
Which one of the following actions is an example of whistle-blowing?
A) Reporting to a supervisor that a fellow employee has a drug-problem
B) Fulfilling the role of referee at a sporting event
C) Telling the local newspaper about the company’s upcoming annual picnic
D) Reporting the company’s misdeeds to the authorities
The leader-member exchange model:
A) is largely unsupported by research.
B) suggests that it is the circumstances of the task and the competency of the member
that shapes leadership behavior.
C) suggests that task/production focus is most important in terms of effective
leadership.
D) argues that the relationship between leaders and followers influences leadership
behavior.
Table 15.1
As the new general manager of a regional cable service, Joe is studying the formal
configuration of groups and individuals in respect to the allocation of tasks,
responsibilities, and authority within the cable company. He notices that there are
numerous layers of people between the cable installers and technicians and himself as
general manager. He thinks this is because of the high degree of specialization in the
company. Everyone seems to have very narrowly defined jobs. Joe decides he wants
fewer layers of employees and for each manager to have responsibility for more
employees. He reduces the number of managers from 10 to 3. As a consequence, each
manager will make of his/her own decisions and rely less on Joe.
Refer to Table 15.1. The high degree of specialization Joe is seeing is a function of the
company’s:
A) decentralization.
B) hierarchy of authority.
C) division of labor.
D) span of control.
A cultural due diligence analysis should be done to ensure compatibility before a
________ has been finalized.
A) corporate downsizing initiative
B) stealth marketing campaign
C) SWOT analysis
D) merger or acquisition
Charles belittles his employees and makes insensitive comments to them. Charles’s
behavior is likely to reduce:
A) distributive justice.
B) informational justice.
C) procedural justice.
D) interpersonal justice.
Table 4.2
Bill and Tom are discussing the personalities of their assembly line workers. They agree
that Lee Chin always seems to see the positive side of everything. He takes breakdowns
on the line as challenges. On the other hand, Henrietta goes into a depression when
there are difficulties. Ted is very time focused and gets a great of work done, but is
irritable when working with others, particularly if things aren’t going well. Joan is really
good with complex work that needs to be accurate. She is less time motivated and
works well with others. During this review, Bill wants to get the job done and move on
to other work. He’s a bit frustrated by Tom’s slow pace and desire to be sure they are
considering every aspect of each employee’s behavior.
Refer to Table 4.2. Henrietta’s behavior is typical of:
A) positive affectivity.
B) a Type B personality behavior pattern.
C) negative affectivity.
D) a Type A personality behavior pattern.
The time frame of a typical transactional contract is ________.
A) open-ended and indefinite
B) closed-ended and short term
C) broad and pervasive
D) dynamic and changing frequently
The purpose of an employee handbook includes:
A) conveying information of general interest to employees.
B) explaining key aspects of company policy and philosophy of operation.
C) forestalling conflict and misunderstandings.
D) All of these.
Employees who use their company’s computers for personal matters are engaging in
________.
A) social loafing
B) relaxation therapy
C) whistleblowing
D) cyberloafing
The ________ asserts that one’s own immediate interests are more important than the
concern for others.
A) conventional paradigm
B) bottom-line mentality
C) exploitative mentality
D) internal-external model
The organizational grapevine is an example of:
A) a formal channel of communication.
B) a wheel communication network.
C) an informal channel of communication.
D) a “Y” communication network.
What is a heuristic? Describe two common types of heuristics used in organizational
decision-making.
What does work at Sears, Royal Dutch Shell, and the United States Army suggest are
good ways of making change ‘stick”?
Discuss the steps organizations take to mitigate the severity of the Federal Sentencing
Guidelines.
Identify the contingency theories of leadership.
Why are most new entrants to the workforce expected to be women and people of
color?
Discuss operant conditioning as a learning theory.
You are discussing organizational change with your boss. Explain the three potential
targets of change you need to consider.
How do you increase self-efficacy among employees?
Identify the most common forms of prejudice in the American workplace today.
What are the two main sources of resistance to change? Offer specific examples of each
source.
What is the boundaryless organization? Discuss its various forms.
Identify the typical components of a corporate ethics program.
What is action learning and how is it different from traditional learning?
How can generational communication gaps at work be bridged?
Discuss the interactionist approach to personality and situations.
Explain the benefits of low and high decentralization.