Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 1—What Is Organizational Behaviour
b. Gail
c. both
d. neither
e. it is impossible to tell from the information given
47) Organizational citizenship behaviour (OCB) refers to
a. the social needs of employees.
b. motivational strategies used by management.
c. doing tasks that are not part of normal job requirement.
d. organizational values and how they are implemented.
e. work that must be done as part of one’s job description.
48) Jack is an employee who can always be relied upon to go “above and beyond the call
of duty” by helping his fellow employees in addition to doing his own job. He is
exhibiting
a. socializing behaviour.
b. collegial behaviour.
c. volunteer behaviour.
d. organizational citizenship behaviour.
e. organizational social behaviour.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 1—What Is Organizational Behaviour
49) Volunteering for extra job activities, avoiding unnecessary conflicts, and showing
care for organizational property is known as
a. socializing behaviour.
b. collegial behaviour.
c. volunteer behaviour.
d. organizational social behaviour.
e. organizational citizenship behaviour.
50) Employees today need to learn to live with spontaneity, uncertainty, unpredictability,
and permanent change due to
a. increased empowerment.
b. global competition.
c. organizational citizenship.
d. multiculturalism.
e. employee diversity.
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51) Individuals enter the workplace with a variety of expectations and needs that
a. are determined by others.
b. are dictated by their financial position.
c. lack maturity and insight.
d. are unrealistic.
e. arise out of their personalities, values, and attitudes.
52) Human Resources and Skills Development Canada (HRSDC) has noted that
important skills among employees and management include
a. team building and priority management skills.
b. relationship and technical skills.
c. outsourcing skills.
d. technical skills.
e. relationship building skills.
53) Reduced commitment by employees to the organization is most evident with
a. hiring too many employees.
b. increasingly using temporary workers.
c. creating and utilizing individual goals and rewards.
d. creating self-managed work teams.
e. providing too many benefits and services.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 1—What Is Organizational Behaviour
54) SCENARIO 1-4
An operations manager at a local distribution and supply warehouse wants to learn more
about the major determinants of productivity, absenteeism, turnover, and job satisfaction
within her department. Although many options are available in gathering this
information, she has decided to focus upon individual-level, group-level, and
organizational systems-level variables.
Referring to SCENARIO 1-4, one of the individual-level variables the operations
manager will probably consider isa. communication patterns.
b. job satisfaction.
c. levels of conflict.
d. human resource policies.
e. conflict resolution.
55) SCENARIO 1-4
An operations manager at a local distribution and supply warehouse wants to learn more
about the major determinants of productivity, absenteeism, turnover, and job satisfaction
within her department. Although many options are available in gathering this
information, she has decided to focus upon individual-level, group-level, and
organizational systems-level variables.
Referring to SCENARIO 1-4, ethical values and motivation are important ________
variables.a. group-level
b. organization systems-level
c. individual-level
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 1—What Is Organizational Behaviour
d. corporate-level
e. departmental-level
56) SCENARIO 1-4
An operations manager at a local distribution and supply warehouse wants to learn more
about the major determinants of productivity, absenteeism, turnover, and job satisfaction
within her department. Although many options are available in gathering this
information, she has decided to focus upon individual level, group level, and
organizational systems level variables.
Referring to SCENARIO 1-4, communication styles, power and politics, and levels of
conflict are ________ variables.a. group level
b. organization systems level
c. individual level
d. corporate level
e. departmental level
57) OB looks at the group level of challenges in the workplace, which includes
a. values.
b. personal decision making.
c. organizational culture.
d. work environments.
e. developing good interpersonal skills.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 1—What Is Organizational Behaviour
58) Developments in new mobile technologies are drastically changing the way
organizations operate. Because of these developments, companies must increasingly
focus on
a. providing many contingent and temporary jobs.
b. establishing policies to restrict use of new technologies.
c. dealing with conflicts related to technology use.
d. ensuring standardization of job descriptions.
e. stimulating innovation and change.
59) Gabriela was proud that her department was known to be able to do things at the
lowest possible cost. Thus, the department is known for its
a. diversity.
b. empowerment.
c. absenteeism.
d. efficiency.
e. effectiveness.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 1—What Is Organizational Behaviour
Objective: 1-4 What challenges do managers and employees face in the workplace of the
twenty-first century?
60) Some organizations are trying to realize a competitive advantage by
a. creating a positive work environment.
b. inducing employees to work harder.
c. outsourcing the most menial jobs.
d. hiring more contingent workers.
e. developing new competitive strategies.
61) SCENARIO 1-5
Sheena Black, manager of operations at New Age Manufacturing and Services Inc., is
facing new and different challenges in attempting to maintain the company’s
manufacturing operations profitably, while at the same time keeping costs down and
employees satisfied with their jobs. Over the years, Sheena has developed a somewhat
different style of leadership in that she has become a “walk–about” manager—observing
and assisting employees and other managers as necessary. She has also adopted a series
of contingency plans to provide for problem solving for unforeseen circumstances which
have a tendency to occur at inopportune times.
Sheena Black is keenly aware that overall organizational function and her ability to
provide leadership and effective decision making is dependent upon understanding the
various disciplines that have contributed to the field of organizational behaviour. She
knows that the next several years will require some major changes, not only in the
technology used by the company but also in the establishment of programs and initiatives
to assist other managers and employees in overcoming workplace challenges. Sheena has
identified the following priorities she will need to address:
1) empowering employees to enable them to assume greater responsibility and share
decision making;
2) facilitating an improved climate of quality and excellence to challenge competitors in
the marketplace;
3) developing a new style of leadership and management that will value diversity and
respect individuals in a supportive type of environment; and
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 1—What Is Organizational Behaviour
4) carefully examining the working conditions and devising strategies to create better job
satisfaction and keep employee loyalty.
Sheena is also aware that training must become a major focus so that employees can
develop new skills and managers can learn new ways of dealing with the problems of
combining technology and human effort.
Referring to SCENARIO 1-5, one approach Sheena decided might have some merit in
improving company effectiveness was to improve productivity, job satisfaction, and
ultimately profitability. This approach would includea. downsizing, layoffs, and
restructuring.
b. new rules and regulations to govern employee behaviour.
c. major emphasis on efficiency and production only.
d. hiring more managers to supervise technological development.
e. empowering employees.
62) SCENARIO 1-5
Sheena Black, manager of operations at New Age Manufacturing and Services Inc., is
facing new and different challenges in attempting to maintain the company’s
manufacturing operations profitably, while at the same time keeping costs down and
employees satisfied with their jobs. Over the years, Sheena has developed a somewhat
different style of leadership in that she has become a “walk–about” manager—observing
and assisting employees and other managers as necessary. She has also adopted a series
of contingency plans to provide for problem solving for unforeseen circumstances that
have a tendency to occur at inopportune times.
Sheena Black is keenly aware that overall organizational function and her ability to
provide leadership and effective decision making is dependent upon understanding the
various disciplines which have contributed to the field of organizational behaviour. She
knows that the next several years will require some major changes, not only in the
technology used by the company but also in the establishment of programs and initiatives
to assist other managers and employees in overcoming work place challenges. Sheena has
identified the following priorities she will need to address:
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 1—What Is Organizational Behaviour
1) empowering employees to enable them to assume greater responsibility and share
decision making;
2) facilitating an improved climate of quality and excellence to challenge competitors in
the marketplace;
3) developing a new style of leadership and management that will value diversity and
respect individuals in a supportive type of environment; and
4) carefully examining the working conditions and devising strategies to create better job
satisfaction and keep employee loyalty.
Sheena is also aware that training must become a major focus so that employees can
develop new skills and managers can learn new ways of dealing with the problems of
combining technology and human effort.
Referring to SCENARIO 1-5, William Smith, Sheena’s boss, suggested that Sheena
needs to examine the whole process of employee turnover and the resultant effects and
costs being realized by the company. Upon careful examination of the financial records in
her department, Sheena noted that the following factor stood out as a major cost:a. design
and development of new evaluation forms.
b. orientation programs for new employees.
c. incentives to new employees by the HR department.
d. recruitment, selection, and training of new employees.
e. socializing of new employees by existing employees.
63) SCENARIO 1-5
Sheena Black, manager of operations at New Age Manufacturing and Services Inc., is
facing new and different challenges in attempting to maintain the company’s
manufacturing operations profitably, while at the same time keeping costs down and
employees satisfied with their jobs. Over the years, Sheena has developed a somewhat
different style of leadership in that she has become a “walk–about” manager—observing
and assisting employees and other managers as necessary. She has also adopted a series
of contingency plans to provide for problem solving for unforeseen circumstances which
have a tendency to occur at inopportune times.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 1—What Is Organizational Behaviour
Sheena Black is keenly aware that overall organizational function and her ability to
provide leadership and effective decision making is dependent upon understanding the
various disciplines which have contributed to the field of organizational behaviour. She
knows that the next several years will require some major changes, not only in the
technology used by the company but also in the establishment of programs and initiatives
to assist other managers and employees in overcoming work place challenges. Sheena has
identified the following priorities she will need to address:
1) empowering employees to enable them to assume greater responsibility and share
decision making;
2) facilitating an improved climate of quality and excellence to challenge competitors in
the marketplace;
3) developing a new style of leadership and management that will value diversity and
respect individuals in a supportive type of environment; and
4) carefully examining the working conditions and devising strategies to create better job
satisfaction and keep employee loyalty.
Sheena is also aware that training must become a major focus so that employees can
develop new skills and managers can learn new ways of dealing with the problems of
combining technology and human effort.
Referring to SCENARIO 1-5, assuming that the four areas for development which
Sheena has decided upon are reasonable and realistic, what might be her greatest
challenge to achieving these?a. establishing an environment where employees and all
managers will “buy into” the process
b. focusing on the global environment and problems associated with doing business in
other countries
c. attempting to unify workforce diversity through a more homogeneous approach to
management
d. attempting to retain as many aspects of the traditional environment as possible
e. keeping employees happy and satisfied at any cost to the company
64) SCENARIO 1-5
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 1—What Is Organizational Behaviour
Sheena Black, manager of operations at New Age Manufacturing and Services Inc., is
facing new and different challenges in attempting to maintain the company’s
manufacturing operations profitably, while at the same time keeping costs down and
employees satisfied with their jobs. Over the years, Sheena has developed a somewhat
different style of leadership in that she has become a “walk–about” manager—observing
and assisting employees and other managers as necessary. She has also adopted a series
of contingency plans to provide for problem solving for unforeseen circumstances that
have a tendency to occur at inopportune times.
Sheena Black is keenly aware that overall organizational function and her ability to
provide leadership and effective decision making is dependent upon understanding the
various disciplines which have contributed to the field of organizational behaviour. She
knows that the next several years will require some major changes, not only in the
technology used by the company but also in the establishment of programs and initiatives
to assist other managers and employees in overcoming work place challenges. Sheena has
identified the following priorities she will need to address:
1) empowering employees to enable them to assume greater responsibility and share
decision making;
2) facilitating an improved climate of quality and excellence to challenge competitors in
the marketplace;
3) developing a new style of leadership and management that will value diversity and
respect individuals in a supportive type of environment; and
4) carefully examining the working conditions and devising strategies to create better job
satisfaction and keep employee loyalty.
Sheena is also aware that training must become a major focus so that employees can
develop new skills and managers can learn new ways of dealing with the problems of
combining technology and human effort.
Referring to SCENARIO 1-5, as Sheena pursued her challenge of developing a practical
approach to the identified priorities, her frustration began to increase. She soon
discovered that the whole phenomena of organizational commitment meant different
things to different people. This was contrary to her understanding of organizational
commitment, which wasa. profitability is the single most important factor that will
generate organizational commitment because employees will be loyal to a profitable
company.
b. company culture is the only factor that will build loyal employees.
c. traditional ways and means of generating organizational commitment have worked in
the past and so will continue to be successful.
d. emotional attachment of employees and managers results in identification and
involvement with the company.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 1—What Is Organizational Behaviour
e. hiring only individuals who follow company culture without questioning is most
productive.
65) Flexibility and continuous improvement, if positively managed, can stimulate
a. globalization and diversity.
b. empowerment.
c. organizational citizenship behaviour.
d. innovation and change.
e. effectiveness and efficiency.
66) Team-building, leadership, and political skills only apply to managing in the private
sector.
a. True
b. False
67) Recognition of the importance of developing interpersonal skills is closely tied to the
need for hiring and retaining high-performing employees.
a. True
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Chapter 1—What Is Organizational Behaviour
b. False
68) Over the years, OB specialists have determined that people appear to be complex and
complicated, and hence, only the most exacting scientific methods should be used to
determine behaviour and to predict how behaviours affect organizations in developing
rules and regulations.
a. True
b. False
69) OB is relevant beyond the workplace.
a. True
b. False
70) The Competing Values Framework identifies some of the most useful values and
beliefs that managers and employees need in order to work in a forever changing
workplace.
a. True
b. False