Why isorganizational behavior modification criticized?
A. It fails to give managers a technique to motivate the performance of organizationally
functional behaviors.
B. It has been unsuccessful when used toimprove productivity, efficiency, attendance,
and punctuality.
C. Itcan rob people of their individuality, freedom of choice, and creativity if used
ineptly.
D. It does not work for behaviors that are specific, objective, and countable.
E. It is highly ineffective in promoting organizational efficiency among employees.
_____ is the decision-making method in which group members write down ideas and
solutions, read their suggestions to the whole group, and discuss and then rank the
alternatives.
A. Delphi technique
B. Dialectical inquiry
C. Brainstorming
D. Nominal group technique
E. Devil’s advocacy
Organizational citizenship behaviors (OCBs) are behaviors that are not required of
organization members but that contribute to organizational efficiency and effectiveness.
A. True
B. False
Tony is a manager with the ability to understand and gauge the moods and feelings of
his employees with little difficulty. Tony displays high _____.
A. emotional intelligence
B. negative affectivity
C. organizational socialization
D. introversion
E. organizational integration
Managers are most likely to successfully use groupware as a communication medium
when:
A. the work is individual-based.
B. the organization has a flexible culture.
C. groupware has little support from thetop management.
D. the organization rewards employees for individual performance.
E. the organization has a rigid hierarchy.
Rites of _____ motivate commitment to the norms and values of the organization by
publicly recognizing and rewarding employee contributions.
A. passage
B. integration
C. celebration
D. enhancement
E. ceremony
The structure of an organization should not be changed to resolve conflicts.
A. True
B. False
Top-down change is typically more gradual or evolutionary than bottom-up change.
A. True
B. False
According to Fayol’s principles of management, workers should be given more job
duties to perform but encouraged to assume less responsibility for their work outcomes.
A. True
B. False
_____ refers to the number of subordinates who report directly to a manager.
A. Esprit de corps
B. Synergy
C. Economies of scale
D. Span of control
E. Autonomy
The production manager at JPC Inc. faces difficulty in meeting the quarterly production
target, as 10 of the production staff report in sick. Based on this scenario, which of the
following sources of conflict is likely to cause conflict?
A. Different time horizons
B. Overlapping authority
C. Task interdependency
D. Different reward system
E. Scarce resources
Which of the following components of the HRM system focuses onensuring employees
learn and build the skills and abilities needed toperform their jobs effectively bothin the
present and the future?
A. Recruitment and selection
B. Labor relations
C. Performance appraisal
D. Performance feedback
E. Training and development
In distributive negotiation, the parties in conflict believe that they have a “fixed pie” of
resources that they need to divide.
A. True
B. False
Which of the following is true of the expectancy theory formulated by Victor H.
Vroom?
A. It states that people are motivated to put effort into their workonly if they think that
their effort will pay off in high performance.
B. It states that once a need has been satisfied, it ceases to be a source of motivation.
C. It states that people are most motivated when they
perceivethattheirownoutcome-input ratio is less than that of referents.
D. It drewattention to the important distinction between intrinsic motivation and
extrinsic motivation.
E. It suggests that to stimulate high motivation and performance, goals must be specific
and difficult.
Empowering employees can lead to so many kinds of performance gains that
organizations often use their reward systems to promote empowerment.
A. True
B. False