Learned capabilities refer to the skills and knowledge that one has actually acquired.
In negotiations, information is the cornerstone of effective value creation.
Feelings of procedural injustice produce anger, which, in turn, generates either
withdrawal or aggression.
People with a high need for affiliation tend to be more effective in jobs that allocate
scarce resources among employees.
Jargon improves communication efficiency when both the sender and receiver
understand this specialized language.
One advantage of a matrix structure is clarity of accountability.
The distributive justice principle of ethical decision making advocates the principle that
benefits should be distributed among people irrespective of their abilities and
similarities.
Self-concept complexity, consistency, and clarity influence a person’s well-being,
behavior, and performance.
Work practices such as flexible and restricted work hours increase work-related stress.
Beliefs are established perceptions about the attitude object.
The competency perspective of leadership assumes that all effective leaders have the
same personal characteristics that are equally important in all situations.
Managerial leaders are mainly change agents.
An important feature of parallel learning structures is that they operate within the
existing organizational hierarchy.
Sunshine ToysAt Sunshine Toys, several employees must work together to develop a
new product. No one in this group has worked with any of the others before, and the
development of this product has not been attempted previously.According to the media
richness model, which of the following communication channels is most appropriate in
this situation?
A. Written documents
B. Email
C. Face-to-face meetings
D. Bulletin boards
E. Weblogs
Which of the following proposes that job satisfaction has a positive effect on customer
service, which flows on to shareholder financial returns?
A. EVLN model
B. Service profit chain model
C. Emotional intelligence model
D. MARS model
E. EI-Based Theory of Performance
Which of the following leadership styles should be used by leaders when team
cohesiveness is low?
A. Directive
B. Supportive
C. Participative
D. Achievement-oriented
E. Authoritative
Which of the following is not a factor that favors effective team behavior?
A. Individual rewards for contributions to the team
B. Information systems that support the team
C. Close physical layout of team members
D. Leadership that supports team behavior and structures
E. Distinctive clusters of work assigned to the team
In order to maintain the exchange relationship, the dependent party must have _____
over the dominant party.
A. countervailing power
B. substitutability
C. reverse dependence
D. visibility
E. legitimate power
Effective managers should:
A. increase the amount of conflict among employees.
B. remove all forms of conflict from the organization, because it saps productivity.
C. remove manifest conflict as well as negative conflict outcomes even though the
sources of conflict remain in place.
D. convince employees to engage in relationship conflict rather than the other forms of
conflict.
E. minimize the relationship conflicts that exist in the organization.
The main purpose of a bicultural audit is to:
A. determine whether a company’s organizational culture is sufficiently strong.
B. estimate the number of dominant and subcultural values that exist in an organization.
C. find out whether people from different countries have the same corporate cultures.
D. identify and diagnose differences in the corporate cultures of merging organizations.
E. teach new employees the organization’s dominant cultural values.
Reality shock is:
A. provided by organizations to ensure that new employees accept the challenges at
work.
B. an element in the model of individual behavior.
C. common in lateral career development.
D. a unique feature of an adaptive culture.
E. a perceived discrepancy between employee expectations and reality.
Which of these statements about self-leadership is true?
A. Employees with a low degree of conscientiousness have a more natural tendency to
apply self-leadership.
B. Some elements of self-leadership come from sports psychology.
C. Self-leadership is practiced by people with particular personality characteristics and
cannot be learned.
D. External locus of control helps in applying self-help strategies.
E. Self-leadership behaviors are more frequently found in people with lower levels of
extroversion.
Which of the following is an advantage of job specialization?
A. The quality of work increases.
B. Jobs can be mastered quickly.
C. Employees are more involved with their jobs.
D. The work is less repetitive.
E. Task specialization has no clear advantages to the organization.
In the Johari Window, the _____ area includes information about you that is known
both to you and others.
A. mid-level
B. hidden
C. unknown
D. blind
E. open
Which of the following is an example of selective attention?
A. You notice that two employees are arguing in the company’s quiet library.
B. You conclude that the person near the cash register is a sales clerk.
C. You assume that an employee is lazy because she works in a department with lazy
people.
D. You watch only a few television channels based on your interests.
E. You select a few job applicants through structured interviews.
Which of the following organizational change activities adopts a “whole systems”
perspective of the change process?
A. Large group interventions
B. Action research
C. Appreciative inquiry
D. Force field analysis
E. Parallel learning structures
Scenario: International Manufacturing & TradingInternational Manufacturing &
Trading (IMT) is a medium-sized U.S. company rapidly expanding in the Asian and Far
East markets. The company has decided to open a manufacturing plant in Japan,
Taiwan, and Malaysia. IMT will send key top managers from the U.S. office and will
hire the lower-level managers and employees from the local markets. IMT managers
realize that there will be some cultural differences but are unsure of what and how
much.IMT managers should make themselves aware that people in Japan tend to have:
A. high individualism.
B. high collectivism.
C. medium power distance.
D. low achievement orientation.
E. medium uncertainty distance.
Salespeople at Widget Co. complain that they lose sales bonuses when the production
department is out of stock of a particular item. This sometimes causes customers to buy
from elsewhere rather than wait for the next production run. Meanwhile, production
employees complain that salespeople don’t appreciate the need to minimize inventory
costs, for which production staff is rewarded. This instance is an example of conflict
due to:
A. ambiguity.
B. technical incompetence of the production team.
C. pooled task interdependence.
D. differentiation.
E. goal incompatibility.
The ability to perceive and express emotion, assimilate emotion in thought, understand
and reason with emotion, and regulate emotion in oneself and others is called:
A. emotional intelligence.
B. emotional labor.
C. cognitive dissonance.
D. positive affectivity.
E. job satisfaction.
Telecommuting has been identified as an important trend in organizational behavior.
Discuss three organizational behavior topics that are influenced by telecommuting.
Describe the rational choice paradigm of decision making.
Briefly describe how organizations reward people for job status. Discuss three potential
problems with rewarding employees for their job status.
What is a global mindset? What does it consist of?
What do cross-functional work teams typically consist of and which coordinating
strategy best suits this work methodology?
Describe the four dimensions of emotional intelligence. Explain how they stand in a
hierarchy and why.
Identify and explain two reasons why employee involvement tends to increase
organizational commitment.
List the various elements of transformational leadership.
Name the four important perspectives of organizational effectiveness. Explain each
perspective.