Instituting cafeteria style benefit plans will help to promote:
A) organizational citizenship behaviors.
B) quality of supervision.
C) decentralization.
D) job satisfaction.
Cross-cultural communication:
A) can be difficult since the same word can mean different things to different people.
B) is becoming much easier as the world’s cultures become more homogenous.
C) is no longer a problem due to text messaging and e-mail.
D) includes all of these.
Those rumors designed to reduce the level of ambiguity in a situation are known as:
A) pipe dreams.
B) bogie dreams.
C) wedge drivers.
D) home-stretchers.
Groups that are created by the organization and are intentionally designed to direct its
members toward some important organizational goal are known as:
A) informal groups.
B) formal groups.
C) role-structured groups.
D) self-managed teams.
Job satisfaction is not a good predictor of:
A) work performance.
B) absenteeism.
C) voluntary turnover.
D) All of the above.
A study of computerized performance monitoring showed that:
A) monitoring resulted in a drive theory effect and increased performance.
B) monitoring had no impact on task performance.
C) it reduced evaluation apprehension to the point where monitored performance
increased over non-monitored performance.
D) social facilitation occurs even when the “observer” is present only electronically.
The targets for organizational change include all of the following except ________.
A) people
B) technology
C) marketplace competition
D) organizational structure
The skill variety, task identity, and task significance together create the critical
psychological state of:
A) personal responsibility.
B) accountability.
C) experienced meaningfulness.
D) knowledge of results.
Which type of stressor has the longest-term effect on body, mind, and spirit?
A) Chronic stressor
B) Acute stressor
C) Episodic stressor
D) None of the above.
Steadman provides clear reasons for the decisions he makes. His behavior is likely to
increase:
A) distributive justice.
B) informational justice.
C) procedural justice.
D) interpersonal justice.
When group members are attracted to each other, accept the group’s goals, and work
together toward meeting them, it may be said that the group has high:
A) cohesiveness.
B) role differentiation.
C) social facilitation.
D) status.
Table 9.2
A student of organizational communication, John is studying how the target of a
communication shapes the communication. In his studies, he notes that the technical
professionals tend to not tell middle managers about problems they are having with the
system or about shutdowns they will implement to change something. This isn’t a
problem for John because he hears about the system shut downs from the IS department
secretary who calls him up to warn him about 10 minutes before the system goes down.
However, up and down the hall, John can hear managers swearing, as the system goes
down and their work disappears for anywhere from 15 minutes to a couple of hours.
The marketing manager tends to work fairly hard at keeping the sales and operation
managers current on her plans for product campaigns so the sales people can talk about
them and operations can make sure there is enough product on hand to meet demand.
Refer to Table 9.2. The marketing manager’s communication to the sales and operations
managers is an example of:
A) downward communication.
B) lateral communication.
C) diagonal communication.
D) upward communication.
All of the following are key drivers of engagement except:
A) involving employees in decisions.
B) giving employees opportunities to express ideas.
C) establishing rules that will constitute the “gameplan.”
D) showing concern for individual employee’s well-being.
The basic difference between line managers and staff managers is that:
A) line managers tend to be better educated.
B) staff managers have more decision power.
C) staff managers are older, more decisive, but less well educated.
D) line managers have decision-making power.
People experience stress when:
A) expectations over role are resolved.
B) they have too little to do.
C) role ambiguity is relieved.
D) they have no responsibility for others.
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 initial analysis will probably be focused on what level?
A) Individual
B) Group
C) Organizational
D) Macroenvironment
A manager should insure that a team has the proper resources to function at which stage
in the creation of the team?
A) Creating performance conditions
B) Prework
C) Forming and building the team
D) Providing support
A Theory Y supervisor would feel that:
A) people work best when left alone.
B) different people should be managed in different ways based on the situation.
C) the only way to get people to work hard is to push them.
D) people motivate themselves, all you need to do is give them some direction.
Currently, the highest number of contingency workers fall into the job category:
A) professional specialty.
B) clerical.
C) services.
D) operators, fabricators, laborers.
Effective brainstorming requires:
A) the immediate and thorough evaluation of all suggestions.
B) the sharing of all ideas, even far-out suggestions.
C) that only those who have experience with the problem share their ideas.
D) All of these.
Values theory suggests that:
A) the values of the supervisor impact worker motivation.
B) what needs to be changed to improve job satisfaction is not the same for all people.
C) coworker values will enhance employee motivation.
D) employees will withdraw from their jobs only at a certain threshold of
dissatisfaction.
________ is the capacity to perform various tasks.
A) Ability
B) Personality
C) Motivation
D) Componential intelligence
Which of the following is an important factor that influences cohesiveness?
A) The severity of group initiation
B) High external threat
C) High competition
D) All of these.
Which of the following approaches to organizational development focuses on
improving organizational functioning by humanizing the workplace?
A) Team building
B) Quality of work life
C) Management by objectives
D) Grid training
The practice of staying away from the job when scheduled to work is referred to as:
A) employee withdrawal.
B) absenteeism.
C) voluntary turnover.
D) involuntary malingering.
If a message is poorly encoded or improperly decoded, this is an example of ________
in the communication process.
A) noise
B) the MUM effect
C) the Doppler effect
D) the HURIER effect
The decentralization of control in organizations:
A) is the key way for any organization to increase productivity.
B) has brought about higher costs due to the implementation of technology to do the
work of downsized employees.
C) works best in manufacturing and production-oriented businesses.
D) is done to increase managerial efficiency and employee satisfaction.
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 numerous layers of employees between the service providers
and top management represents the company’s:
A) division of labor.
B) hierarchy of authority.
C) functional matrix.
D) span of influence.
The objective behind a diversity management program in business is to ________.
A) adhere to legal regulations and bureaucratic procedures
B) avoid penalties associated with discrimination
C) systematically transform an organization’s culture
D) None of the above
The Cologne Company is interesting and unique. The Cologne Company has a
personality that is:
A) dominant.
B) innovative.
C) boy scout.
D) thrifty.
When trying to decide if a decision is a programmed or nonprogrammed decision, a
manager should consider three questions, including:
A) How much time do we have?
B) What resources are needed?
C) What is the probability of obtaining the desired outcome?
D) What types of tasks are involved?
Which of the following situational forces do NOT feature prominently in people’s
tendency to behave unethically?
A) Organizational norms that encourage unethical behavior
B) Managerial values that discourage integrity
C) Impact of unethical behavior by leaders
D) National culture
The leadership approach in which the leader sets challenging goals and looks for
improvement in performance is called:
A) directive leadership.
B) supportive leadership.
C) achievement oriented leadership.
D) participative leadership.
A high concern for people and a low concern for production is a ________ management
style.
A) country club
B) team
C) middle-of-the-road
D) task
One can cultivate a favorable image in an organization in a number of ways, such as:
A) blaming and attacking others.
B) withholding information that might make them look bad.
C) playing political games.
D) associating oneself with powerful others.