________ is the process in which a neutral party works together with two or more
parties to reach a settlement to their conflict.
A) Arbitration
B) Mediation
C) Negotiation
D) Manipulation
Table 4.3
During cocktails before a company management dinner, a group of managers gathers
and are talking with each other. Simone, a financial analyst, actively manages her
career. She actively participates in decisions when asked, seeking to influence the
outcome of the discussion. When she runs into a situation that she doesn’t have
instructions about, she makes decisions on her own, innovates, or in some way tries to
handle the situation, rather than sit back and wait for instructions. Peter is the newly
hired director of personnel. He comes from a line position. While he’s never done this
type of staff work before, he says, “How hard can it be after managing a quality-driven
production line for four years? I’ve read about HR management and followed the old
HR director around for several weeks before she retired and I took over. Piece of cake.”
His comments really angered a couple of HR professionals standing in the group. They
feel their profession and careers aren’t taken seriously by Peter, their new boss. One of
those HR professionals, Erica, smiles and responds to Peter, “Sounds like you anticipate
a great deal of success with your new responsibilities. I know when I take on new
opportunities, I always look forward with anticipation.” Erica matches her comments,
rate of speech, etc. to match Peter’s rapid fire, off-the cuff style. Mark, an operations
manager, expresses his approval of Peter’s perspective. “You know, once you’ve had a
line job in production, staff work is easy. But the real key to success is to remember to
do whatever it takes to get the job done.” Mark thinks that Peter may be of help to him
in his career in the position of HR director. Mark is willing to say or do almost anything
to ingratiate himself with Peter.
Refer to Table 4.3. Mark would seem to be:
A) a high Mach.
B) a Type A personality.
C) high in self-monitoring.
D) low in self-efficacy.
The case studies reported in your text:
A) seem to show that teams are not as effective as thought.
B) indicate that some U.S. companies have achieved outstanding results with teams.
C) show a clear pattern against team effectiveness.
D) show that teams are most effective in small companies and less effective in larger
corporations.
Burnout can be caused by:
A) not feeling appreciated.
B) prolonged exposure to stress.
C) poor opportunities for promotion.
D) All of the above.
Claiming responsibility for successful events is best known as:
A) enhancement.
B) overcoming obstacles.
C) justification.
D) entitlement.
Being honest and open is most important in what activity of a cultural due diligence
analysis?
A) Assessing intellectual capital
B) Auditing the prevailing culture
C) Involving different people from both companies in designing the new enterprise
D) Communicating early and often
According to one study, ________ percent of workers surveyed by the Society of
Financial Service Professionals reported playing computer games while at work.
A) 10
B) 33
C) 67
D) 90
In a small manufacturing business, the technical professionals are not understood by the
first line supervisors when they are explaining how to use the computer guided
machines on the plant floor due to the language the ‘techies’ use. This is an example of
the communication barrier of:
A) communication overload.
B) the lack of active listening by the supervisors.
C) the use of jargon.
D) the MUM phenomenon in organizations.
A number of great innovations were initially rejected or turned down, including:
A) the movie Star Wars.
B) movies with sound tracks.
C) the Beatles
D) All of the above.
Before a merger or acquisition is finalized, many experts recommend that a cultural due
diligence analysis should be conducted. During such an analysis, the comparison of the
fundamental aspects of the cultures of both organizations would involve ________.
A) assessing intellectual capital
B) auditing the prevailing cultures
C) involving different people from both companies in designing the new enterprise
D) communicating early and often with people at all levels of both organizations
Chuck recently returned to the U.S. from a six-month job assignment in Taiwan. His
feelings of disorientation would best be described as:
A) expatriation.
B) repatriation.
C) parochialism.
D) ethnocentrism.
Bill has taken a job with another accounting firm. He quickly discovers that the norms
from his previous employer (maximum billable hours, 80 hours weeks, etc.) are the
same here. This is an example of a norm developing because of:
A) carryovers from other situations.
B) an explicit statement by a superior.
C) precedents set over time.
D) critical events in the group’s history.
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 management philosophy would be most compatible with:
A) scientific management theory.
B) the human relations movement.
C) classical organizational theory.
D) a modern era OB perspective.
The stage of appreciative inquiry that includes having a dialogue in which participants
discuss their ideas about “what should be” is called:
A) discussing.
B) designing.
C) dreaming.
D) debating.
According to the strategic contingencies model, a subunit’s power is enhanced when
________.
A) it can reduce the level of uncertainty experienced by other subunits
B) it occupies a central position in the organization
C) its activities are non-substitutable
D) All of the above
Which of the following involves special phone numbers that employees can call to ask
questions?
A) Ethics officers
B) Ethics hotlines
C) Ethics audits
D) Ethics committees
The basic assumptions that management practices are universal and that U.S.
management practices are the best is known as the:
A) multicultural hypothesis.
B) divergent hypothesis.
C) convergence hypothesis.
D) culture shock syndrome.
When evaluating a manager’s span of control, you should:
A) simply study the organizational chart.
B) measure it against the ideal of 6-10 employees.
C) consider the degree of supervisory control needed.
D) do all of these.
A firm wants to improve productivity and efficiency of work tasks. They should target
changing:
A) the organization’s structure.
B) their people.
C) the technology used.
D) their management structure.
The idea that no matter where you are, you should do whatever you consider to be right
at home is called:
A) ethical imperialism.
B) ethical relativism.
C) ethical convenience.
D) ethical double standards.
The two theoretical models that explain the use of organizational power by groups or
subunits are:
A) resource-dependency and strategic contingencies models.
B) the same as for individuals, the position and personal power models.
C) based in position authority and organizational politics.
D) None of these.
Teams differ according to five dimensions, including:
A) the number of members.
B) their cultural diversity and gender mix.
C) physical presence.
D) their performance level: low, medium, or high.
Table 7.4
The production department is implementing a job design program. Alfonso has been
given the responsibility. Leading a team of managers and hourly employees, Alfonso is
to come up with the best way to implement the program. As techniques are discussed, it
appears that the workers are reluctant to accept management’s push to give each
employee more tasks to perform while not increasing responsibility or the needed task
skills. The hourly workers want more control over their jobs and greater
responsibilities. Alfonso explains they still need to determine what elements need to be
enriched for the program to work. He further explains that employees have reported
through an organizational survey that their first desire is to experience meaningfulness
in their jobs, and they don’t really want increased responsibility and accountability,
feeling it will add too much stress to their jobs.
Refer to Table 7.4. Based on the employee survey, not the opinion of the employees on
the committee, which job dimensions should the group not enrich?
A) Skill variety
B) Task identity
C) Autonomy
D) All of the above.
Catacombs, Inc. is seeing radical change at different levels of the organization and in its
business functions. Catacombs, Inc. is experiencing:
A) second-order change.
B) first-order change.
C) unplanned change.
D) learning.
The number of people formally required to report to each individual manager is known
as a manager’s:
A) span of control.
B) organizational structure.
C) organizational chart.
D) division of labor.
Table 11.3
The employees are in a contract negotiation with your company and you represent
management. You are concerned with maximizing the results for both sides, while the
union is focused on getting the best wages and working conditions possible, regardless
of the cost to you. During a coffee break the union negotiator tells you he understands
where you are coming from but there’s only so much money to go around, and his
people want as much as possible. Back at the table, you ask the union negotiator if he
would put the retirement plan and health care plan on the table as well so you could
make an offer to increase their wages. He refuses. Three months go by with no
progress. You suggest arbitration by a third party. The union agrees only if both sides
must accept what the arbitrator offers. You agree.
Refer to Table 11.3. You agreed to:
A) final-offer arbitration.
B) binding arbitration.
C) mediation.
D) voluntary arbitration.
________ is the tendency for people to help others on the job, even when they will not
benefit personally from assisting them.
A) Transcendentalism
B) Prosocial behavior
C) Integrative bargaining
D) Collateral cooperation
When Royal Dutch Shell brought its managers together to discuss the problem of
encroaching competition in order to plan a response, Shell was ________ in order to
bring about organizational change.
A) fully incorporating employees in change efforts
B) developing a cognitive oriented organization
C) creating a sense of urgency and importance
D) generating discomfort with the status quo
In a recent survey of a wide range of professionals, which of the following was NOT
found to be related to job performance?
A) Management
B) Organization
C) Information technology
D) Supervisory mistreatment
Empowering employees has a number of results, such as:
A) decreasing the importance of information sharing.
B) requiring managers to tell employees what to do.
C) boosting the coercive power of managers.
D) encouraging managers to work as facilitators.
A uniquely customized agreement negotiated between an employer and an employee
with respect to the employment terms that benefit each party is known as:
A) benchmarking.
B) an informating program.
C) an idiosyncratic work arrangement.
D) reengineering.
The process of social perception:
A) is inherently nonjudgmental.
B) is a public process that can be objectively observed.
C) involves the combination, integration, and interpretation of sensory information.
D) is unrelated to the process of selectivity on the part of individuals.
Table 6.1
Three middle managers are discussing their attitudes about work over lunch. Lee is
expressing how much he likes working for his boss, but he dislikes his current work
assignment, and he says it’s too tedious. He’s looking forward to its completion so he
can move on to more exciting work. Tim tells his luncheon partners that he’s convinced
he got his current position because his previous boss wanted to help him along in his
career. (Tim doesn’t know his previous boss couldn’t stand him and wanted to move him
out of his area.) Tim is very happy because he believes he has the right skill mix to be
successful in his new position. Andrea tells everyone that she is looking for another job.
She has been for several months, but “the right thing hasn’t come along yet.” She has
advanced her career by changing jobs every 12-18 months. Their fourth luncheon
partner, Leslie, is also unhappy on the job and looking for another position. She
believes that her current boss is threatened by her competence and is holding her back
from greater opportunities. Leslie wants to stay with the company but wants to work for
someone else.
Refer to Table 6.1. In terms of the components of an attitude, Lee’s comments reveal the
________ component more than any other component of his attitudes toward work.
A) behavioral
B) cognitive
C) affective
D) evaluative
The field of organizational behavior is most firmly rooted in:
A) science.
B) biology.
C) political science.
D) philosophy.
The process whereby one individual influences other group members toward the
attainment of defined group or organizational goals is known as:
A) power.
B) leadership.
C) social influence.
D) motivation.