Prevention, forecasting, and absorption are three types of expertise that cope with
uncertainty in organizations.
Homogenization and differentiation are two activities in the process of forming and
maintaining our social identity.
Self-reinforcement is when people reward and punish themselves for exceeding or
falling short of their self-set standards of excellence.
Individuals’ preferences for specific communication channels is a factor contributing to
social acceptance.
Emotional intelligence refers to the ability to perceive and express emotion, assimilate
emotion in thought, understand and reason with emotion, and regulate emotion in
oneself and others.
Eustress refers to the short-term causes of stress, whereas distress refers to long-term
causes.
Customer feedback provides a human element that can energize employees to change
their current behavior patterns.
One consequence of introducing email is that it tends to decrease the amount of
communication across the organization.
The four elements of the MARS model affect all voluntary workplace behaviors and
performance.
Negotiators tend to avoid “hardline” behaviors when they know an audience is watching
them.
The competency perspective of leadership advocates the view that situational
characteristics distinguish great leaders from the rest of us.
Work overload and job burnout are also referred to as quid pro quo harassment at the
workplace.
The group of people with a commitment to a change is called a dominant coalition.
The Johari Window is a training program that teaches employees how to change their
personality.
The most appropriate influence tactic depends in part on the influencer’s power base
and position in the organization.
Expectancy theory helps us to predict an individual’s:
A. effort.
B. need for achievement.
C. distributive justice.
D. job satisfaction.
E. rewards.
A cable TV company redesigned jobs so that one employee interacts directly with
customers, connects and disconnects their cable service, installs their special services
and collects overdue accounts in an assigned area. They also decided to do away with
scripted customer interaction manuals and allow each employee to determine how best
to interact with each customer. Previously, each task was performed by a different
person and the customer interacted only with someone at the head office.This change
most likely increased each employee’s _______________.
A. skill variety
B. task identity
C. task significance
D. autonomy
E. all of these
GHI Inc.Lorraine has worked at GHI Inc. for 14 years. GHI has a large building where
each divisional unit is located on a different floor. Lorraine works on the accounting
floor and belongs to the budget committee, where she met Sally from Engineering and
Jonas from Receiving. This committee provides recommendations to upper
management on various financial issues affecting the company. Each week, the three
meet after work on Thursdays to play darts at a local pub.The budget committee is an
example of a(n):
A. leadership team.
B. self-directed team.
C. advisory team.
D. task force team.
E. community of practice.
Barney, a manager, is very conventional, resistant to change, habitual, and does not
accept new ideas very easily. This implies that Barney has:
A. low neuroticism.
B. low customary thinking.
C. high extraversion.
D. high agreeableness.
E. low openness to experience.
People with more negative emotions tend to have higher _____________ and are
introverted.
A. neuroticism
B. emotional stability
C. attendance
D. consistency
E. complexity
The phenomenon that occurs when people exert less effort when working in groups
than when working alone is referred to as _____.
A. team cohesiveness
B. social identity
C. pooled interdependence
D. team conformity
E. social loafing
Which of the following is assisted by incubation in the creative process?
A. Escalation of commitment
B. Prospect theory effect
C. Convergent thinking
D. Divergent thinking
E. Decision choice
Which of the following is a limitation of the competency perspective of leadership?
A. It ignores the potential traits of a leader and hence cannot be used to identify leaders.
B. It suggests that leadership varies according to situations but does not provide
remedies to solve any problems related to it.
C. It supports the view that every individual possesses leadership qualities.
D. It does not consider the importance of integrity and emotional intelligence in
leadership.
E. It views leadership as something within a person.
According to expectancy theory, a skill-development training program would:
A. have no effect on employee motivation
B. mainly increase the effort-to-performance expectancy
C. mainly increase the performance-to-outcome expectancy
D. mainly increase the valence of pay increases and other organizational outcomes
E. mainly alter the comparison other
According to the competency perspective of leadership:
A. effective leadership involves being both task-oriented and people-oriented.
B. the best leadership style depends on the situation.
C. introducing specific environmental conditions can replace the need for leaders.
D. leadership is a personal characteristic of the person.
E. people tend to inflate the importance of leadership in explaining organizational
events.
Which of the following is true according to the systematic research anchor?
A. OB topics typically relate to the individual, team and organizational levels of
analysis.
B. OB should import knowledge from other disciplines, not just create its own
knowledge.
C. OB theory should recognize that the effects of actions often vary with the situation.
D. A particular action may have different consequences in different situations.
E. OB should study organizations by forming questions, collecting data, and testing
hypotheses against those data.
Food4UFood4U, a wholesale grocery business, operates in one city and provides one
service – stocking retailers with fresh produce. The company wants to ensure that
employees develop expertise in their skill specialization and that these specializations
are used efficiently.What form of departmentalization would be most appropriate here?
A. Simple structure
B. Matrix structure
C. Geographic divisional structure
D. Functional structure
E. Product divisional structure
A large retail organization previously divided work among its four employee benefits
staff into distinct specializations. One person answered all questions about
superannuation (pension plans), another answered all questions about various forms of
paid time off (e.g. vacations), and so on. These jobs were recently restructured so that
each employee benefits person answers all questions for people in a particular
geographic area. For example, one staff member is responsible for all employee benefits
inquiries from anyone in a particular geographic region.This restructuring most likely
increased each employee’s _________________.
A. sense of ownership
B. absenteeism
C. tendency to overwork
D. self-talk
E. competence
Path-goal theory argues that:
A. leadership is relatively unimportant in high-performance organizations.
B. participative leadership is the most effective style of leadership.
C. supportive leadership is best suited to maximize organizational performance.
D. great leaders have certain common personal characteristics and goals.
E. effective leaders select the most appropriate behavior based on the situation.
Which of the following is true about stock option plans?
A. They refer to bonuses from the work unit’s cost savings and productivity
improvement.
B. They give employees the right to purchase company stock at a predetermined price
up to a fixed expiration date.
C. They directly award bonuses to employees based on cost savings and increased labor
productivity.
D. They tend to weaken employee commitment to the organization.
E. They encourage employees to buy company stock, usually at a discounted price or
through a no-interest loan.
Various studies have reported that specific Big Five dimensions predict:
A. overall job performance.
B. leadership.
C. counterproductive work behaviors.
D. organizational citizenship.
E. all of these.
Which of these contemporary organizational behavior practices was popularized by
Fredrick Taylor in his work on scientific management?
A. Goal setting
B. Job enrichment
C. Membership-based reward system
D. Seniority-based reward system
E. Competency-based reward system
Many employees get a reality shock on their first day at work because:
A. applicants want employees to develop better expectations of future work
experiences.
B. applicants want to ensure that employees develop a stronger loyalty to the
organization.
C. newcomers test how well their pre-employment expectations fit reality and many
companies fail this test.
D. employers ignore the duty to orient new applicants on the first day of work.
E. colleagues provide a lot of information regarding various work assignments on the
very first day.
InnoBLAST, Inc.George is a manager for InnoBLAST Inc., a web-based applications
company. In an attempt to promote new ideas, George decides to allow his engineering
team to devote 15% of their work time to whatever projects they would like to work on
and reduces their assigned workload. He then institutes a 30 minute period each
morning where the team members are asked to look over their current project list for the
day and develop more knowledge about a task before they move on to work on their
assigned tasks.George is attempting to promote:
A. employee relations.
B. employee creativity.
C. employee work/life balance.
D. a learning-oriented culture.
Which of the following strategies to reduce the restraining forces should be used only if
all other strategies fail?
A. Coercion
B. Negotiation
C. Stress management
D. Communication
E. Training