Multisource feedback tends to provide more complete and accurate information than
feedback from a supervisor alone.
High performance work practices build human capital, which improves performance as
employees develop skills and knowledge to perform the work.
Teams with diverse employees usually perform effectively in a shorter amount of time.
The best yardstick of organizational effectiveness is a composite of four perspectives:
open systems, organizational learning, high-performance work practices, and
stakeholders.
Skilled negotiators adopt a strong information-sharing style at the beginning of
negotiations.
The perspective that effective organizations incorporate several workplace practices that
leverage the potential of human capital is called high-performance work practices.
Agreeableness, extraversion, and conscientiousness are three of the “Big Five”
personality dimensions.
Employee stock ownership plans and stock options are two types of
organizational-level performance-based rewards.
Creative people tend to have a high need for affiliation.
Which of the following is a third-party conflict resolution strategy with low process
control and high decision control?
A. Inquisition
B. Arbitration
C. Mediation
D. Imposition
E. Compromise
NewTel, Inc.NewTel is a telephone company with a policy of filling positions internally
through promotions, rather than hiring from outside. Until recently, the company had a
strong engineering focus and tended to promote people into senior executive positions
from the engineering areas. Consequently, almost all of the company’s 14 senior
executives joined the company over 20 years ago in junior engineering positions. There
is increasing pressure on NewTel to become more marketing and service-oriented. As a
result, four people were hired last year from consumer products and retail firms to fill
new senior executive positions in marketing and service management. The external
hires were necessary because current employees were not sufficiently qualified. Now
there are signs of tension among senior executives, particularly during budget
deliberations where there is limited discretionary spending on new corporate activities.
The four new hires have been frustrated in their attempts to have the company put more
money into marketing and customer services instead of technology investment and
blame the senior executives for being hard-headed. The conflict episodes are viewed by
both sides as personal attacks rather than attempts to resolve the problem.The four new
hires’ have been attempting to have the company put more money into marketing and
customer services instead of technology investment. This is mainly an example of
conflict due to:
A. role ambiguity.
B. lack of communication.
C. sequential task interdependence.
D. overt behaviors.
E. goal incompatibility.
Servant leadership emphasizes the notion that:
A. employees are paid to serve their leaders.
B. leaders should be able to serve the organization by maximizing employee
performance.
C. employees are servants in the organization, so they should place organizational
objectives above their personal needs.
D. leaders should serve the organization rather than the society.
E. leaders serve followers, rather than vice versa.
The open systems anchor of organizational behavior states that:
A. organizations affect and are affected by their external environments.
B. organizations can operate efficiently by ignoring changes in the external
environment.
C. people are the most important organizational input needed for effectiveness.
D. organizations should avoid internal conflicts to achieve efficiency.
E. organizations should be open to internal competition to be able to obtain a
sustainable competitive advantage.
One worry about using most personality tests to select job applicants is that applicants
might fake their answers because:
A. people are naturally dishonest when seeking employment.
B. they are self-reported scales.
C. no one truly understands themselves.
D. the scales are inaccurate.
E. personality instruments are discriminatory.
The “optimal conflict” perspective on organizational conflict is that:
A. conflict should be minimized across all departments.
B. conflicts could be promoted in some functions and discouraged in some others.
C. conflict is an inevitable result of increased technology and globalization.
D. use of technology and virtual teams could minimize organizational conflicts.
E. moderate levels of conflict are necessary and produce favorable outcomes.
Which of the following is the most common form of influence in high power distance
cultures?
A. Silent authority
B. Coalition formation
C. Assertiveness
D. Ingratiation
E. Information control
Which of the following is a perceptual error where we tend to believe that other people
hold the same beliefs and attitudes as we do?
A. Self-serving bias
B. Recency effect
C. False-consensus effect
D. Self-fulfilling prophecy
E. Personal identity
Which of the following involves listing different dimensions of a system and the
elements of each dimension and then looking at each combination?
A. Cross pollination
B. Impromptu storytelling
C. Redefining the problem
D. Morphological analysis
E. Illumination
The objective of the Johari Window is to:
A. reduce our perceptual biases.
B. prevent others from understanding the reasons behind our actions.
C. discourage disclosure and feedback.
D. increase the hidden and unknown area.
E. prevent an individual’s perceptual limitations being disclosed to his colleagues.
Which of the following is a major criticism of Maslow’s needs hierarchy theory?
A. The safety and physiological needs do not arise due to human drives.
B. The need for love and esteem do not apply for many of the individuals.
C. Physiological needs of a person are often considered a weaker need than the other
needs.
D. People do not progress through the hierarchy as the theory predicts.
E. The theory gives more importance to the satisfied needs than the unsatisfied needs.
A divisionalized structure is recommended mainly for:
A. stable environments.
B. diverse environments.
C. munificent environments.
D. integrated environments.
E. simple environments.
People tend to be more creative when they:
A. have a reasonable level of job security.
B. are secluded from others in the organization.
C. are under extreme time-pressure.
D. have relatively low experience.
E. have low openness to experience.
_____ includes defining and structuring work roles, clarifying employees’ work duties
and procedures, and pushing employees to reach their performance capacity.
A. Achievement-orientation
B. Participation-orientation
C. Task-orientation
D. Transformational-orientation
E. People-orientation
Which of the following determine whether intentions translate into behavior?
A. External dimensions of your value system.
B. Past experience, personality and social norms.
C. Internal or external locus of control.
D. Self-efficacy and self-esteem.
E. Tendency for self-enhancement.
Effective feedback:
A. is generic in nature and applies to all employees.
B. is provided only through social sources.
C. should not be very frequent as frequency reduces its value.
D. can occur only when employees have weak self-efficacy.
E. should always come from a credible source.
A learned need in which people want to control the environment, including people and
material resources, to benefit either themselves or others is referred to as the need for:
A. affiliation
B. power
C. achievement
D. safety
E. existence
Which of the following is a factor in social acceptance?
A. The symbolic meaning of the chosen channel
B. The media richness of the selected channel
C. The bandwidth of the channel
D. The diplomatic acceptance of the message
E. The content and accuracy of the message
Which of the following factors leads to relationship conflicts in teams?
A. Low levels of communication
B. Low levels of interdependence
C. Abundant resources
D. Homogeneous workforce
E. Common goal
People with a high _____ value assertiveness, competitiveness, and materialism.
A. individualism
B. collectivism
C. power distance
D. uncertainty avoidance
E. achievement orientation
The textbook states, “… there is often a ‘disconnect’ between personal values and
individual behavior. What does this mean? What influences this disconnect?
A courier service laid off a large percentage of its production staff during last year’s
recession. These low-skilled employees performed routine tasks filling orders. The
company now wants to rehire them. However, most of the unskilled employees have
since found employment in other companies and industries. Do you think the courier
company lost much intellectual capital in this situation? Explain your answer.
Explain the “dark side” of social networks.
Define span of control and distinguish between narrow and wide span of control.
The sales office of a large industrial products wholesale company has an increasing
problem that salespeople are arriving late at the office each morning. Some sales reps
go directly to visit clients rather than showing up at the office as required by company
policy. Others arrive several minutes after their appointed start time. The vice president
of sales does not want to introduce time clocks, but this may be necessary if the lateness
problem is not corrected. Using the MARS model of individual behavior, diagnose the
possible reasons why salespeople may be engaging in this “lateness” behavior.
What are the different ways in which authentic leaders regulate their decisions and
behavior?
Describe the cross-cultural issues that arise from organizational change activities.