Conflict may have a number of positive effects such as motivating people on the
various sides of an issue to understand the others’ position more completely.
Individuals outperform groups on creative tasks and when the tasks are poorly
structured.
The contingency leadership theory based on the leader’s feelings for the least liked
member of his/her group is the LPC model.
Social loafing is a cross-cultural phenomenon in that both collectivist and individualist
cultures experience a high degree of social loafing in work groups.
The best known classical organizational theorist is Elton Mayo.
It was the work of Max Weber that led managers to consider organizations as social
systems.
If individual arousal and direction are strong enough, the lack of a maintenance step in
the motivation process will not decrease individual motivation.
Participation in the learning process is important for learning both cognitive and motor
skills.
When an organization is facing a rumor, the most effective way of dealing with it is a
direct strong denial or refutation of it.
When employers combine jobs enabling workers to perform the entire job they are
enhancing skill variety and task identity.
Apprenticeship programs combine classroom training and on-the-job training.
Intrinsic task motivation is high when the individual has a strong personal interest or
has other internal reasons to perform.
The behavioral component of an attitude is our predisposition to act in a certain way.
It can be as stressful to have too little to do as it is to have too much to do.
Procedural injustice activates the part of the brain associated with cognition.
In LPC leadership theory, the leader’s relationship with group members, the structure of
the task, and the leader’s position power together determine the most effective way to
lead.
For bargaining to be successful, it is recommended that parties narrow the scope of
issues considered.
The strategic contingencies model suggests that the key determinant of a subunit’s
power in an organization is that unit’s control of valuable resources.
The ability to solve everyday problems and get things done is an example of one’s
practical intelligence.
Quid pro quo sexual harassment involves requiring the victim to provide sexual favors.
The concept of the “great person” as an example of leadership is the basis for
behavioral leadership theory.
High centralization eliminates the additional responsibility not desired by people
performing routine jobs.
If any one of the three components of creativity is missing, people will not be creative
at all.
An example of informal status would be regarding someone with special skills at work
as having higher status than everyone else.
Bullying in which managers throw objects at subordinates is known as “constant critic.”
Experts believe that stress contributes to 50 to 70 percent of all forms of physical
illness.
Influence is the capacity to influence another’s behavior through the appropriate use of
power.
Role playing is an important component in 360-degree feedback.
In the strategic planning process, the next steps after a firm defines its goals are to
assess its internal resources and analyze internal arrangements.
Conflict within organizations usually has minimal negative effect and generally results
in stimulating cohesion and communication.
The belief that financial success is the only thing that matters is known as:
A) ethical relativism.
B) bottom-line mentality.
C) exploitative mentality.
D) Madison Avenue mentality.
Which of the following is NOT true about sexual harassment?
A) The victim must be a member of the opposite sex.
B) The harasser can be a non-employee.
C) It may occur without economic injury.
D) The harasser’s conduct must be unwelcome.
Table 7.2
John is working on his department’s annual plan. Employee performance has been okay
and commitment to his department’s goals moderate. In the past John has asked his
employees to do their best. This year he is asking each employee to work with him in
determining exactly what that employee is going to accomplish this year. John wants
his people to feel the goals are theirs, to invest in their accomplishment. He wants them
to believe that they can accomplish these goals. He thinks he can help this whole
process by meeting with each employee quarterly and talking about where the
department is and where the employee is in regards to goal accomplishment.
Refer to Table 7.2. John’s new goal-setting plan is building on which goal-setting
principle?
A) Goal commitment
B) Assigning specific goals
C) Setting difficult but acceptable goals
D) Providing feedback on goal attainment
Working on several projects at once is part of which approach to developing creative
work environments?
A) Provide exposure to other creative people
B) Provide autonomy
C) Allow ideas to cross-pollinate
D) Make jobs intrinsically interesting
If Alonso Lopes continually checks up on his counter parts everyday to make sure that
they are consistently present and working, then he would be using:
A) strategic decision-making.
B) programmed decision-making.
C) nonprogrammed decision-making.
D) preestablished decision-making.
Table 3.2
William and Malcolm are interviewing high school students for jobs at a newly opened
fast food restaurant. William knows his first interviewee; he coached him on the local
community softball team. William doesn’t expect the interview to go well or to hire the
young man because he wasn’t very open to advice when he was coached. Malcolm’s
first candidate is late and runs up disheveled and out of breath. Malcolm assumes the
young man had difficulty on his way to the interview and gives him time to calm down
and improve his appearance. Several hours into the process William is interviewing his
20th candidate, Jane. When she sits down she drops into her seat, folds her arms, and
pinches her lips together. She’s wearing a T-shirt with the image and name of a local
heavy metal band on it. William prepares himself for a hostile and unfriendly interview
but is surprised that after the first couple of questions Jane turns out to be quite polite
and friendly. Malcolm’s last candidate is friendly, has similar interests to Malcolm and
knows several of the people Malcolm knows in the community. Malcolm comments to
William as they are picking up their files, “That kid reminds me of me when I was 17.”
Refer to Table 3.2. William’s initial perception of Jane is an example of:
A) selective perception.
B) the halo effect.
C) the similar-to-me effect.
D) first-impression error.
The cascading model of emotional intelligence proposes that emotional intelligence
influences job performance through the ability to:
A) perceive emotions.
B) understand emotions.
C) regulate emotions.
D) All of these.
Informal standards concerning the appropriate ways to express emotions are called:
A) display rules.
B) culture.
C) norms.
D) emotion rules.
When a decision is based on personal beliefs or hunches it is called:
A) subjective probability.
B) objective probability.
C) framing.
D) the representative heuristic.
The desire to make a favorable impression is known as:
A) Golem effect.
B) Pygmalion effect.
C) stereotyping.
D) impression management.
Which of the following describes the tendency for people to perceive others in
stereotypical ways if they appear representative of the category to which they belong?
A) Bounded discretion
B) Bias toward implicit favorites
C) The representativeness heuristic
D) The availability heuristic
________ is the practice of showing up for work but being too sick to work effectively.
A) True grit
B) Presenteeism
C) Disassociation
D) Cognitive dissonance
By bonding together to meet mutual goals, people can ________.
A) achieve security
B) fill social needs
C) fill the need for self-esteem
D) satisfy mutual interests
The determination of whether or not to use a team is the ________ stage of team
creation.
A) creating performance conditions
B) prework
C) forming and building the team
D) providing support
Groups that tend to form naturally among an organization’s personnel are called:
A) interest groups.
B) friendship groups.
C) task groups.
D) informal groups.
When an organization outsources its noncore functions, retains control over its core
business, and then arranges networks of specialists around that core that can be added to
or subtracted from as needed, the business has adopted a:
A) modular organizational structure.
B) matrix organizational structure.
C) virtual organizational structure.
D) product organizational structure.
Individuals with high self-efficacy on the job:
A) tend to do more with less effort.
B) don’t expect to succeed in new tasks.
C) tend to succeed, more than people with low self-efficacy.
D) also tend to be Type B personalities.
Two employees have different personalities and clash all the time. The frustration that
results is an example of:
A) affective conflict.
B) substantive conflict.
C) process conflict.
D) deviance.
A recent comprehensive survey comparing the stressors faced by men and women in the
workplace concluded that ________.
A) women encountered more changes and greater pressure to perform well on the job
B) chaotic, demanding jobs are more likely to be stressful for women than for men
C) women are more likely than men are to be victims of sexual harassment on the job
D) All of the above
Throwing a party to celebrate the move to a new facility represents which of the
following tools for transmitting culture?
A) Slogans
B) Symbols
C) Ceremonies
D) Jargon
Table 16.1
Todd’s restaurant is changing from a fast food menu and walk-through service to
simple, quickly prepared meals eaten in the restaurant or along the sidewalk. This
change was brought on by the losses he is experiencing due to decreased demand for
fast food. In order to make the changes as effective as possible and to avoid having to
react in the future, Todd is talking to his employees about their ideas on the changes and
what the future might hold. He wants employees to try some new things, tell him what’s
working and what’s not working, and help the company grow.
Refer to Table 16.1. The change effort Todd is taking was stimulated by:
A) government regulations.
B) shifting employee demographics.
C) not being able to meet current objectives.
D) advances in technology.
As a flight attendant, Mary Ann is supposed to smile and act cheerful at all times on the
flight; however, she feels tired and annoyed. The conflict between the emotion she feels
and the emotion she is required to express is called emotional:
A) dissonance.
B) labor.
C) conflict.
D) incongruence.
The motivational fit approach stipulates that motivation is based on the connection
between qualities of ________ and requirements of the ________.
A) individuals; supervisor
B) individuals; job
C) the job; supervisor
D) the job; organization
Some people violate the general rule regarding stress and function very well even under
high levels of stress. This is likely to be the case when:
A) they are highly skilled.
B) they perceive the situation as a threat.
C) the task at hand is perceived as very easy.
D) they are Type B personalities.
Table 1.1
Simon is initiating an organizational behavior effort at his company.He wants to look at
how people communicate with each other and coordinate their work efforts. His boss,
Bill, is skeptical, “We conducted a study of this kind ten years ago. I’m not sure we need
to do it again at this time.” Simon convinces his boss they need to press ahead anyway.
As Bill and Simon discuss the OB effort, Simon learns several things about his boss.
Bill believes that the key thing for a business is to fit the right person to the right job.
He agrees with Simon’s interest in careful selection and training of current and future
employees.But, Bill believes that there is only one right way to run a company and do a
job. Simon thinks that the company should create clearer lines of authority by
eliminating their matrix organizational structure, they should encourage employees to
formulate and implement plans, and they should increase specialization among
employees and managers. As Bill and Simon discuss the company’s problems and ways
to improve performance, they mutually come to the conclusion that company’s current
poor performance is probably a function of the fact that they are setting the same goals
and expectations for everyone and not considering individual strengths and weaknesses
or taking the different work circumstances into consideration.
Refer to Table 1.1. Simon’s and Bill’s agreement on the problem makes ________ the
best management approach to take in solving the problem.
A) classical management theory approach
B) a scientific management theory approach
C) a bureaucratic approach
D) a contingency approach
Table 14.2
As an innovation consultant, you work with a number of firms. Better Mousetraps
builds inexpensive but sophisticated mousetraps. They have very capable designers and
engineers who are highly motivated by a personal desire to rid the world of mice, yet
innovation is low. The CEO asks you to conduct some creativity training. You lead the
key designers through a process for coming up with new ideas by reframing common
problems in unique ways to come up with multiple or alternative solutions. Along with
the training, you interview the designers and engineers and discover that they are not
clear on what the CEO wants. You also find they perceive a corporate bias towards the
status quo, not an encouragement to innovate.
Refer to Table 14.2. Your creativity training is an example of:
A) divergent thinking.
B) helping designers to understand complexities.
C) the use of productive forgetting.
D) keeping options open.
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. Jack’s idea is an example of a:
A) virtual organization.
B) matrix organization.
C) modular organization.
D) boundaryless organization.
Which of the following constitutes a group?
A) Students waiting in line to sell their textbooks at the end of the semester
B) The office support staff of a sales office
C) Students working on a final project which determines if they pass or fail
D) All of these are groups.
If Joe is more of a manager than a leader in his company, he would tend to:
A) create the organization’s mission rather than implement it.
B) formulate strategy rather than create the strategic vision.
C) establish direction for the company rather than monitor its progress.
D) All of these.
Jennifer thinks that her company needs to rethink how they market their product
because they are not selling as projected. This represents the basic assumption of
strategic planning that:
A) existing objectives require new strategic plans to continue.
B) it is an intuitive decision-making process.
C) it is best done to build on success rather than correct problems.
D) it occurs when current objectives are no longer being met.
When a decision is made on concrete verifiable data, the decision is based on:
A) subjective probabilities.
B) objective probabilities.
C) framing.
D) the representativeness heuristic.
Identify the five major dimensions of teams, including examples of teams associated
with each dimension.
What is the underlying premise of scientific management?
Identify the different factors that people take into consideration when forming
judgments of procedural justice.
Explain how an organizational reward system can affect cooperation.
What are the major characteristics of classical organizational theory as proposed by
Fayol?
Describe the characteristics of charismatic people.
What is leadership?
Describe job enrichment and job enlargement, and present their implications for
managers.
What are the contingencies of reinforcement?
Provide tips for negotiating a win-win solution.
Why do employees steal? How can managers reduce employee theft?
Explain the Delphi technique, the nominal group technique, and the stepladder
technique of decision-making and how they work.
How does achievement motivation shape human behavior in organizations?
Distinguish between ethical relativism and ethical imperialism.
Discuss the personal and organizational determinants of politics in organizations.
What does one do to promote voice in organizations?