Action research is the process of determining whether the change process is ethical or
not.
Legitimate power has restrictions; it only gives the power holder the right to ask for a
range of behaviors from others. This range is known as the “norm of reciprocity.”
Email helps organizations to significantly reduce the problem of information overload.
Competency-based rewards tend to improve levels of product and service quality.
The conflict and ambiguity associated with the matrix structure causes some employees
to experience more stress.
Overall, corporate leaders need to keep in mind that emotions shape employee attitudes
and attitudes influence various forms of work-related behavior.
Sensing, feeling, and judging are three of the “Big Five” personality traits.
As impression management is inherently unethical, it is discouraged by career
professionals.
Studying OB does not make a difference in one’s career success.
Future search conferences are meetings among a small task force of senior executives
who have been given the mandate to identify a change agent on a particular corporate
strategy.
According to the organizational learning perspective, an effective organization not only
learns but also unlearns certain routines and patterns of behavior.
According to the leadership competencies perspective, leadership competencies identify
leadership potential, not leadership performance.
The last step in the rational decision-making model is to evaluate the decision
outcomes.
Unless the change must occur quickly or employee interests are highly incompatible
with the organization’s needs, employee involvement is almost an essential part of the
change process.
The knowledge, skills, and abilities of employees are examples of structural capital.
An individual’s personality:
A. changes several times throughout the year.
B. is formed only from childhood socialization and the environment.
C. is less evident in situations where social norms, reward systems, and other conditions
constrain behavior.
D. does not provide an enduring pattern of processes.
E. is more prominent when rewards for behavior are substantial.
Some investors in the stock market become overconfident and ignore evidence that
their strategies are more likely to lose money. This can be attributed to _____.
A. the primacy effect
B. confirmation bias
C. the recency effect
D. the prophecy effect
E. stereotyping
Artifacts of organizational culture may include the building’s design, the way people are
greeted and the food served in the company’s cafeteria.
_____ states that much learning and motivation occurs by observing and modeling
others, as well as by anticipating the consequences of our behavior.
A. Equity theory
B. Expectancy theory
C. Four-drive theory
D. Reinforcement theory
E. Social cognitive theory
Social loafing occurs:
A. more in smaller rather than larger teams.
B. more when the task is boring than when it is interesting.
C. more in tasks with high interdependence.
D. more when employees believe the team’s objective is important.
E. more among employees with collectivist rather than individualistic values.
Which of these is the final step in the rational choice decision making process?
A. Developing a list of solutions
B. Implementing the selected alternative
C. Choosing the best alternative
D. Evaluating decision outcomes
E. Recognizing the opportunities
Which of the following is a limitation of the transformational perspective of leadership?
A. It focuses too much on how leaders improve organizational efficiency.
B. It is typically presented as a universal rather than contingency perspective.
C. Transformational leaders are not defined in terms of their success.
D. It totally ignores the need for having an organizational change agent.
E. Transformational leaders are often judged based on specific behaviors.
The highest level of emotional intelligence is:
A. being aware of other people’s emotions.
B. self-management.
C. organizational comprehension.
D. self-awareness.
E. managing other people’s emotions.
At Clickz, an American photography magazine firm, more than half of the senior
management positions are held by women. African Americans represent 40 percent of
the company’s workforce. The description of Clickz’s diversity refers to:
A. deep-level diversity.
B. psychological diversity.
C. personality diversity.
D. surface-level diversity.
E. attitude diversity.
People with expertise tend to have more influence using persuasion, whereas those with
a strong legitimate power base are usually more successful applying _____.
A. upward appeal
B. coalition formation
C. silent authority
D. assertiveness
E. information control
The self-fulfilling prophecy effect is stronger:
A. at the beginning of a relationship.
B. for experienced employees.
C. when a relationship is saturated.
D. when a relationship is extremely complex.
E. when a relationship is very strong.
Which of these job design actions is a form of job enlargement?
A. Increasing the number of tasks within the job.
B. Establishing client relationships.
C. Empowering employees.
D. Forming natural work units.
E. Establishing client relationships and forming natural work units.
Which of the following change management strategies should be given a priority when
employees need to break old routines and adopt new role patterns?
A. Coercion
B. Employee involvement
C. Learning
D. Stress management
E. Negotiation
Candoo Ltd. will soon flatten its hierarchy by removing two of the five layers of
management. If the number of employees in the organization remains constant, which
of the following must also occur?
A. It must adopt a matrix form of departmentalization.
B. It must widen the span of control.
C. It must rely more on direct supervision than on standardization to coordinate the
resulting structure.
D. It must centralize decision making.
E. It must discourage employee empowerment.
Which of the following competencies would primarily assist team maintenance?
A. Cooperating
B. Coordinating
C. Communicating
D. Comforting
E. Concentrating
An organization that wants to compete through innovation should:
A. adopt an organic structure and make extensive use of informal communication to
coordinate work.
B. centralize by typically giving the decision making authority to those at the top of the
organizational hierarchy and formalize its organizational structure.
C. coordinate employees by establishing formal rules and procedures.
D. switch to a cost leadership strategy as quickly as possible.
E. adopt a mechanistic structure with functional departmentalization.
In a purely win-lose situation, the bargaining zone states that:
A. the parties usually apply a collaborative approach to resolving their differences.
B. one should begin negotiations by describing the resistance point for each item on the
agenda.
C. the two parties rarely know each other’s initial point.
D. parties tend to move from their target point to their initial point very quickly.
E. neither the target nor the resistance point is revealed to the other party.
Which of the following generally occurs during the storming stage of team
development?
A. Members learn about each other and evaluate the benefits and costs of continued
membership.
B. Members shift their attention away from task orientation to a socio-emotional focus
as they realize their relationship is coming to an end.
C. Members learn to coordinate their actions and become more task-oriented.
D. Members develop their first real sense of cohesion and, through disclosure and
feedback, make an effort to understand and accept each other.
E. Members try to establish norms of appropriate behavior and performance standards.