Organizational politics tends to increase in situations where decisions become routine
and programmed.
Servant leaders try to understand employees’ needs and facilitate their work
performance.
According to general adaption syndrome, the alarm reaction stage activates various
biochemical, psychological, and behavioral mechanisms that give the individual more
energy and engage coping mechanisms to overcome or remove the source of stress.
Studies indicate that while executives tend to make quick decisions based on logical
reasoning, the best decisions are based on their emotional responses.
According to equity theory, the equity principle operates when we believe everyone in
the group should receive the same outcomes.
The halo effect occurs when one characteristic of a person shapes our general
impression of that person which, in turn, biases our perceptions about the other
characteristics of that person.
The open systems perspective emphasizes that organizations survive by adapting to
changes in the external environment.
The effectiveness of the encoding-decoding process is independent of the sender’s and
the receiver’s proficiency with the communication channel.
Personality traits are the best predictors of work performance.
Organizational politics occurs when someone attempts to influence others for the
purpose of promoting personal interests.
Resistance is motivational; it potentially engages people to think about change strategy
and process.
Feelings of inequity occur when employees receive less than others, but not when they
receive more than others.
Most categorical thinking occurs without our awareness.
When highly cohesive teams have norms that conflict with organizational goals, team
performance is reduced.
Conflict is based on the technical skills of the parties involved and is independent of
their perceptions.
Eastern University performs a daily computer search through newspaper articles to
identify any articles about the university or its faculty members. University
administrators use this information to receive feedback about how the public reacts to
university activities. In knowledge management, searching for newspaper articles and
other external writing about the organization is mainly a form of:
A. knowledge acquisition.
B. grafting.
C. organizational unlearning.
D. knowledge sharing.
E. documentation.
Which of the following identifies the four factors that directly influence individual
behavior and performance?
A. Utilitarianism
B. MARS model
C. Schwartz’s model
D. Holland’s model
E. Myers-Briggs Type Indicator
Which of the following is an observation from organizational behavior that contradicts
the rational choice paradigm assumptions?
A. Decision makers evaluate all alternatives simultaneously.
B. Decision makers use factual information to choose alternatives.
C. Decision makers choose the alternative with the highest payoff.
D. Decision makers have limited information processing abilities.
E. Decision makers use absolute standards to evaluate alternatives.
EFT, Inc.EFT, Inc. wants to empower and engage its employees. They have several
teams consisting of highly skilled employees and no one person on these teams has a
specifically assigned position. Instead, employees lead each other as the occasion arises
so there is no formal hierarchy or organizational chart.This type of leadership is most
effective when:
A. there is an internally competitive culture.
B. employees learn to influence others through their enthusiasm, logical analysis, and
involvement of others in their vision.
C. coworkers maintain separate work areas and do not involve themselves with others
work.
D. employees have a fear of failure.
E. there is a learning orientation culture.
________ is the process of filtering information received by our senses.
A. Personal identification
B. Social learning
C. Projection
D. Stereotyping
E. Selective attention
_____ provides an explanation of why people belong to informal groups.
A. Need to defend
B. Social identity theory
C. Confirmation bias
D. Social loafing
E. Cognitive dissonance
Senior executives at a large retail organization want employees to become more
customer-friendly. Employees think they are serving customers well enough and the
company is the dominant player in the market. What should the executives do to create
an urgency to change in this situation?
A. Stop trying to convince employees that they should change their behavior and use
other strategies to gain market share.
B. Keep pushing employees to change even though they don’t see the need to change
and attempt to replace the existing change agent.
C. Introduce punishments for employees who do not become more customer-friendly.
D. Inform employees about the driving forces in the external environment indicating
that the company’s dominant position will be threatened unless they become more
customer-friendly.
E. Introduce a reward-punishment scheme to promote the change in the organization.
In the organizational change process, strategic visions:
A. could increase or decrease the resistance to change.
B. should be suppressed as the change process might require an alternate strategy.
C. could minimize fear of the unknown.
D. form the second stage of action research.
E. lead to negotiations between management and employees.
One of the functions of _____ is that it is a spawning ground for emerging values that
keep the firm aligned with the needs of customers, suppliers, society, and other
stakeholders.
A. a multicultural organization
B. a shared value
C. a subculture
D. an espoused value
E. urban culture
Which of the following statements is true concerning Lewin’s Force Field model in the
context of changes in other cultures?
A. Lewin’s model is equally applicable in any cultural setting.
B. Lewin’s model, like the Western perspective on change, views change as linear.
C. Lewin’s model decreases the presence of ethical concerns often associated with
change in other cultures.
D. Lewin’s model views change as a harmonious process revolving around an
equilibrium.
E. Lewin’s model assumes that change is interconnected.
People who value their independence and personal uniqueness have:
A. high individualism.
B. high collectivism.
C. high power distance.
D. low uncertainty avoidance.
E. low openness to experience.