The stepladder technique adds new members to a group one at a time and requires each
new member to present his/her ideas independently to the group.
A matrix structure works best in stable, simple environments where there is a need for
economies of scale.
Of the three types of communication in an organization, lateral communication is often
the tensest because it is among peers.
Typically, most senior managers do not get involved in diversity initiatives.
A symptom of depersonalization is attitudinal exhaustion.
The contingency approach to OB recognizes that behavior in work settings is the
complex result of many interacting forces.
Expectancy theory does not acknowledge that role perceptions influence a worker’s
performance on the job.
Organizational politics is simply non-sanctioned action taken by an individual to
influence others in order for the individual to be able to achieve his/her goals.
The process of coordinating the structural elements of an organization into the most
appropriate form is organizational design.
The primary difference between a leader and a manager is in how they function within
an organization.
Jobs that include decision-making responsibilities are less stressful than
non-decision-making jobs because the ability to make decisions gives the employee
more control.
The process of using multiple sources from around an organization, and outside it, to
evaluate the work of an individual is known as 360-degree feedback.
Generally speaking, OD change efforts are effective at improving organizational
effectiveness, employee morale, etc., across all types of organizations and levels of
employees.
While an organization’s culture builds a sense of identity for employees, it has little
effect on their commitment to the organization’s mission or purpose.
The best time to use a group is with complex decisions is when the group is
heterogeneous and has a complementary mix of skills.
A transactional contract is a legal contract that defines the economic relationship
between two parties.
In Japan, performance evaluations tend to focus on the team or group rather than the
individual.
Conflict may motivate people to appreciate each other’s positions more fully.
Escalation of commitment involves selecting one’s preferred decision alternative before
all options have been considered.
A medical consequence of stress is diabetes.
Someone who is a high “Mach” has a personality similar to that of a con artist.
Creativity tends to be considerably higher when companies are downsizing because
ideas are more likely to cross-pollinate.
When positive expectations results in good performance, it is known as the Golem
effect.
An emotion can be defined as a feeling that exists in the background and is not overt.
Writing is the best medium for communicating an ambiguous message.
While a spin-off is separate from the original parent organization, and has its own
identity, it typically shares the management team of the parent company.
Growth need strength is the personality variable that describes the extent to which
people have a high need for personal growth and development on the job.
Innovation is the successful implementation of creative ideas within an organization.
Use of the term “glass ceiling” is reserved for describing sources of discrimination
against women.
A manager who makes decisions without consulting subordinates and supervises their
work closely is an example of a directive democrat style of leader.
Presumably, people in high-power distance cultures will react more favorably to
empowerment than those in low-power distance cultures.
The tendency for people to make decisions based on how the problem is presented is
the framing effect.
For someone to learn through the observational learning process, they must not only
pay attention to their role model but also remember and use what they learn because
they want to.
Suggestion boxes, hotlines, and employee surveys are forms of organizational feedback.
Table 3.1
Joe and Mary Jane are observing the new class of management trainees as they enter the
training room for their initial orientation. As they watch each person enter, they observe
how they are dressed, how they carry themselves when they walk, if they talk to the
persons next to them when they sit down, and so forth. Joe notices one man who is
casually dressed, who walks with a relaxed stride, and who talks to everyone within
reach of his seat. Joe believes this man will be a good ‘volunteer’ for role plays because
he is obviously very outgoing. Joe has watched hundreds of trainees before and
everyone who acted this way turned out to be good up in front of everyone else. Mary
Jane sees a young woman she interviewed. In the interview she was outgoing, smiled a
great deal, and was very expressive. Mary Jane sees her now sitting by herself, having
taken a seat away from everyone, arms folded across her chest, with a scowl on her
face. Mary Jane thinks that this woman obviously does better in one-on-one settings
than she does in large groups.
Refer to Table 3.1. Joe’s belief about the man he noticed is an example of:
A) attribution.
B) correspondent inference.
C) perception.
D) causal attribution.
Workers who perceive inequity but are unwilling to change their inputs may address the
problem by:
A) asking for a raise.
B) changing the way they think about the situation.
C) taking a second job to earn more money.
D) reducing their outcomes.
According to the motivational fit model:
A) it is not important for an individual’s motivational traits and skills to match the
requirements of his or her working environment.
B) it is important for an individual’s motivational traits and skills to match the
requirements of the job he or she performs.
C) it is important for an individual’s motivational traits to match the requirements of the
working environment, but not his or her skills.
D) it is important for an individual’s skills to match the requirements of the working
environment, but not his or her motivational traits.
The ability to perform basic mathematical operations quickly is:
A) numerical ability.
B) space visualization.
C) numerical reasoning.
D) symbolic reasoning.
Upward communication in organizations:
A) occurs less frequently than downward communication.
B) occurs more frequently than downward communication.
C) tends to contain more ‘bad’ news for managers than ‘good’ news.
D) is generally accurate due to the fewer levels it passes through.
The perspective suggesting that organizational behavior is affected by a large number of
interacting individual, situational, and organizational factors is:
A) the contingency approach to OB.
B) classical management theory.
C) Theory X and Theory Y.
D) an organizational change perspective.
A form of organizational justice that focuses on people’s beliefs that they have received
fair amounts of valued work-related outcomes is:
A) distributive justice.
B) corporate social responsibility.
C) procedural justice.
D) interpersonal justice.
Belittling others’ opinions and spreading malicious rumors are examples of:
A) incivility.
B) obstructionism.
C) verbalization.
D) consternation.
Highly decentralized organizations:
A) allow critical decisions to be made by those who have “the big picture.”
B) promote opportunities for decisions to be made by people closest to the situation.
C) are more efficient when they deal with simple tasks.
D) eliminate the additional responsibility of decision-making for those who don’t want
it.
Companies that are ________ oriented with managers who have high ________
commitment tend to have ________ financial performance.
A) performance, affective, improved
B) maintenance, affective, improved
C) performance, continuance, unchanged
D) maintenance, continuance, improved
________ is the degree to which training generalizes to actual work experiences.
A) Transfer of training
B) Repetition
C) Participation
D) Feedback
The XYZ Company is successful and popular. The XYZ Company has a personality
that is:
A) dominant.
B) innovative.
C) boy scout.
D) thrifty.
Table 14.1
Graduate students are studying their university’s organizational culture. Tanya is
examining the extent to which the university makes it easy for students to register for
classes and for professors to get clerical support for their classes. Tia has focused on the
university’s concern about liability and how much it allows professors to experiment
with new teaching methods, conduct experiments in classes, etc. Bill has found that
there is little expectation that faculty will make independent decisions. Almost
everything has to pass through a committee. Students feel like mushrooms; they are
kept in the dark and dumped on. As a consequence, faculty members do their own thing
and go home. Alumni giving is minimal since most graduates are happy to escape.
There is little social consciousness on campus.
Refer to Table 14.1. Bill’s research in on the organizational cultural element of:
A) sensitivity to the needs of customers and employees.
B) interest in having employees generate new ideas.
C) value placed on taking risks.
D) openness of available communication opportunities.
The ethical use of organizational development techniques requires:
A) the concealment of OD motives from those involved.
B) a strong ethical culture and oversight by ethical professionals.
C) oversight by union officials.
D) quality circles and coffee-klatch time.
A strategic alliance in which two similar companies pool resources to receive a benefit
(too difficult or expensive for either to obtain alone) is called:
A) a value-chain partnership.
B) a mutual service consortium.
C) a joint venture.
D) an internal market system.
If you are in a discussion and you want to keep the conversation going, you would use
________ to encourage the continuation of the discussion.
A) disjunctive statements
B) verification
C) the snowball effect
D) conjunctive statements
Research has shown that social loafing may be combated by:
A) using only additive tasks.
B) building more effective team incentives.
C) threatening to punish people for not performing up to standards.
D) creating a more individualistic culture in the organization.
In understanding the social motives involved in employee theft, sometimes employees
steal because:
A) they see their coworkers doing it.
B) group norms support such activity.
C) they want to “even the score.”
D) of all of these reasons.
George believes that the increased allocations should be spent on healthcare benefits; on
the other hand, Jean thinks these allocations should be spent on increased vacation
benefits. Their difference of opinion is an example of:
A) affective conflict.
B) substantive conflict.
C) process conflict.
D) deviance.
If we form a negative impression of someone, we tend to evaluate all future behavior
negatively as well. This is an example of the perceptual bias of:
A) selective perception.
B) stereotyping.
C) halo effect.
D) first-impression error.
The use of special language represents which of the following tools for transmitting
culture?
A) Slogans
B) Symbols
C) Stories
D) Jargon
The idea that the best design for an organization depends on the nature of the
environment in which the organization is operating is central to which of the following
approaches to organizational design?
A) The classical approach
B) The neoclassical approach
C) The contingency approach
D) Mintzberg’s framework
Frank and five other company department representatives get together to talk about a
strategic plan. This is known as:
A) interpersonal communication.
B) group-level communication.
C) organizational-level communication.
D) inter-organizational communication.
The term contingent workforce can be used to describe:
A) part-time employees.
B) freelancers.
C) on-call workers.
D) All of the above.
Jane and Bill are discussing the values, beliefs, and customs they observed on their
business trip to Europe. What Jane and Bill are discussing is:
A) expatriation.
B) culture shock.
C) a subculture.
D) culture.
A “predecision” is ________.
A) an intuitive decision-making model
B) the tendency to have your mind made up before knowing all the facts
C) a decision about what process to follow in making a decision.
D) None of the above.
We believe that a person is motivated by external causes if:
A) other people do not act like this, the person behaves consistently like this, and the
person acts the same in other situations.
B) other people act like this, the person does not behave consistently like this, and the
person acts the same in other situations.
C) other people do not act like this, the person behaves consistently like this, and the
person acts differently in other situations.
D) other people act like this, the person behaves consistently like this, and the person
does not act like this in other situations.
Which of the following characteristics of burnout is associated with attitudinal
exhaustion?
A) Depersonalization
B) Emotional exhaustion
C) Physical exhaustion
D) Feelings of low personal accomplishment
To build creativity-related skills, an individual should:
A) learn to break complex processes into their simplest parts.
B) develop the ability to forget unproductive ideas.
C) reinforce existing paradigms and perspectives.
D) do all of these.
Research on environmental stability and organizational structure found that:
A) companies in relatively stable environments tended toward job specialization.
B) there was no link between organizational structure and the company’s operating
environment.
C) companies in relatively unstable environments tended toward job specialization.
D) companies in rapidly changing environments did better when they had a mechanistic
structure.
The key element in classifying a decision as certain or uncertain is:
A) the ambiguity of the information involved.
B) the level of manager involved in the decision.
C) the risk involved.
D) the existence of organizational policies.
Describe the communication process, naming each element and explaining its part in
the process.
Give an overview of leadership trait theory and its implications.
What is emotional intelligence (EI)?
Explain the three primary ways an organization can be structured, offering the
advantages and disadvantages of each.
Distinguish among the terms influence, power, and organizational politics.
What are the components of individual and team creativity.
Discuss the victim and the perpetrator of sexual harassment.
Describe the four common problems individuals must overcome to improve group
performance. How can these problems be avoided?
Identify what happens to employees when companies have ethics programs.
What is empowerment?
What factors contribute to readiness for change? How do these factors combine?
Explain the eight-step traditional, analytical model of decision-making.
How is an organizational culture created?
Differentiate between emotional dissonance and emotional labor.
What are the major effects of stress?
Discuss the motivational traits that underlie the motivational fit approach.