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The perception of the fairness of the procedures used to determine the outcomes they
receive is known as procedural justice.
Individuals who are a "high Machs" might neglect to share important information with
you or fail to meet their obligations if doing so will advance them and undermine
others.
Approximately 40% of U.S. workers rate their jobs as highly stressful most of the time.
In equity theory, inputs are what employees get out of their jobs in terms of financial
and nonfinancial rewards.
Defensive avoidance is the individual decision error of sticking to the very first idea
that comes up in the process of making a decision.
About 30% of people in the US labor force work at night or on rotating schedules.
The most prominent way companies are promoting diversity is through flexible work
schedules or permitting employees to take religious holidays.
A company that is attempting to gain a large share of the market by undercutting the
prices of competitors is using a market expansion strategy.
The rational-economic model exemplifies how decision makers actually behave in most
circumstances.
Security cameras are an effective way of reducing employee theft.
Time, space, and style of dress are all types of nonverbal communication.
A key consideration for an employee telecommuting is the ability to work
independently.
In rational decision-making, a person seeks a prescriptive solution to a problem.
A value-chain partnership is a type of conglomerate.
Despite the September 11 terrorist attacks, most Muslims working in the United States
have not been the target of prejudice.
Informal networks of professionals and managers who share common interests are
called communities of practice.
One downfall of a strong social support system is that it can sometimes cause more
stress by providing diversion.
The relationships developed through networking tend to be relatively short-lived.
When whistleblowing, it is important to go to an outside source with your problem
rather than your manager, who will simply try to cover up the problem.
In terms of causal attribution, to the extent that someone's behavior is same regardless
of the context, is the extent to which a person's behavior is consistent.
Ted puts in long hours on the job and his boss notices. His boss assumes that Ted is
committed to the company and wants to succeed because that's the way the boss did it,
so he promotes him. Actually Ted is so overwhelmed in his current job he can't his work
done and the promotion really sinks him. The boss's thinking is an example of the
similar-to-me effect.
Jargon can be a significant barrier to organizational communication.
An active listener asks questions and puts the speaker's ideas into his/her own words as
he/she listens.
Individuals resist change for a number of reasons including the threat it poses to their
social relationships and just because it disrupts their habits.
Goal-setting theory argues that people are more committed to attaining a goal if they are
unsure of the outcome.
A virtual organization is a type of contingency organization that uses workers for
specific jobs and then disbands them.
As a result of today's technology, both blue-collar, manual labor jobs, as well as
white-collar, mental labor jobs, are being eliminated.
Research has found that obese African American women tend to be paid less than their
average-weight counterparts, due to prevalent negative stereotypes within the African
American community.
Providing employees explanations of why something had to be done will not reduce
some of the problems of distributive injustice.
The advantages of video-mediated communication over phone, fax, and e-mail are its
ability to use information from several sources at the same time and to permit visual
clarification.
Progressive discipline involves the use of holistic therapies and encounter groups to
discourage unacceptable behavior on the job.
Authentic leadership behavior can be developed using coaching or mentoring.
Cliff sees his roommate burst into the room, slam his books on the desk, and yell, "That
horse's ________." Cliff believes his roommate is angry with someone. Cliff has made
a correspondent inference.
Action learning relies on classroom training exclusively.
Exceeding the prevailing legal and ethical standards and embracing values that promote
the greater welfare of society at large is the domain of distributive justice.
If a company wants to pass power down to lower levels within the organization it would
increase its centralization.
When a company changes reporting relationships and reshapes work units, it is making
structural changes.
Josefina is part of a team formed to develop a corporate e-mail policy in the next 90
days. Josefina is a member of a task group.
The administrative model of decision-making is fundamentally an intuitive process.
Research on positive and negative affectivity on the job has shown:
A) for MBA students, those with a strong negative affectivity were superior in
managerial potential, accuracy, and overall performance than other students.
B) that the more positive the group's affective tone, the higher their efficiency as a
group.
C) that groups with negative affectivity were more effective in problem solving than
other groups.
D) they have little impact on job performance.
A relatively enduring atmosphere in the workplace that supports empowerment is
known as:
A) empowerment culture.
B) legitimating.
C) empowerment risk.
D) empowerment climate.
According to Kelley's theory of causal attribution, when we form judgments on the
basis consensus, our attribution is based on the fact that:
A) the person we're judging acts the same way at other times when he/she is in a similar
situation.
B) this person behaves in the same manner in other contexts.
C) other people behave in the same manner as the person we're judging.
D) this person's traits match the traits of other people we know.
Motivational fit is enhanced when people's characteristics ________.
A) have little to do with the unique requirements of the positions they seek
B) resemble the unique requirements of the positions they seek.
C) match the unique requirements of the positions they seek
D) None of the above
Table 13.3
As the President of his own company, Todd has provided his employees with a vision
and created a strong sense of mission. He has helped them recognize their problems and
find ways to solve them while providing support, encouragement, and attention. He is
developing a strong company through the development of strong employees. Within
Todd's company, his marketing VP is also able to motivate his employees. He has them
excited about what the marketing department can become. Employees constantly come
to the VP for guidance and instructions. He invests little time or money into their
development, but they love working for him. Each time a new product comes to them to
market, he is able to build real enthusiasm for the process. Joan is a product manager
who works for the VP of marketing. She encourages her product team to interact with
customers and suppliers. She constantly tries to make things work better, even if they
aren't 'broken.'
Refer to Table 13.3. Joan's behavior is an example of ________ by a team leader.
A) expanding team capabilities
B) creating a team identity
C) building trust and inspiring teamwork
D) making the most of team differences
Bill, the HR director, has scheduled an informal meeting between hourly employees and
middle-managers, leaving the first line supervisors out of the meeting. Bill has set up
a/an:
A) brown bag meeting.
B) skip-level meeting.
C) corporate hotline.
D) employee survey.
The typical behaviors that characterize a person in a social context are called:
A) roles.
B) norms.
C) expectations.
D) status.
Which leadership style will work best when followers have the requisite job skills, but
they need considerable emotional support?
A) Delegating
B) Selling
C) Telling
D) Participating
Bill is considering working for Dayton Computers. He notices that the company shows
respect for individuals' rights, is fair, and supportive. He is assessing the organizational
cultural element of:
A) willingness to take risks.
B) interest in having employees generate ideas.
C) openness of available communication.
D) the value placed on people.
For a company to become a learning organization, management needs to ________.
A) establish a commitment to change
B) hire additional supervisors
C) upgrade computer technology
D) hire well-educated staff members
People who are citizens of one country but who are living and working in another
country are called:
A) multinationals.
B) repatriates.
C) expatriates.
D) depatriates.
Table 3.2
William and Malcolm are interviewing high school students for jobs at a newly opened
fast food restaurant. William knows his first interviewee; he coached him on the local
community softball team. William doesn't expect the interview to go well or to hire the
young man because he wasn't very open to advice when he was coached. Malcolm's
first candidate is late and runs up disheveled and out of breath. Malcolm assumes the
young man had difficulty on his way to the interview and gives him time to calm down
and improve his appearance. Several hours into the process William is interviewing his
20th candidate, Jane. When she sits down she drops into her seat, folds her arms, and
pinches her lips together. She's wearing a T-shirt with the image and name of a local
heavy metal band on it. William prepares himself for a hostile and unfriendly interview
but is surprised that after the first couple of questions Jane turns out to be quite polite
and friendly. Malcolm's last candidate is friendly, has similar interests to Malcolm and
knows several of the people Malcolm knows in the community. Malcolm comments to
William as they are picking up their files, "That kid reminds me of me when I was 17."
Refer to Table 3.2. Even though Malcolm gave the young man the benefit of the doubt,
Malcolm demonstrated a perceptual bias, because he didn't know why the young man
was late. Which perceptual bias does Malcolm demonstrate?
A) Fundamental attribution error
B) Halo effect
C) Similar-to-me effect
D) Selective perception
An organization with a tall hierarchy results in managers having a ________ span of
control:
A) broad
B) narrow
C) general
D) specialized
During ________ of the organizational innovation process, new ideas are generated and
tested.
A) Stage 1 - setting the agenda
B) Stage 2 - setting the stage
C) Stage 3 - producing the ideas
D) Stage 4- testing and implementing the ideas
The most highly stressed job in the U.S. is ________.
A) used car salesperson
B) civil engineer
C) inner-city high school teacher
D) air traffic controller
Stressors are:
A) the effects of stress.
B) the complex pattern of emotional, physiological, and related thoughts.
C) the interpretations a person makes of stress and strain.
D) the external demands that create stress.
When a manager is thinking about motivating people and is considering the choices
available, he/she is considering the element of ________ in motivation.
A) arousal
B) direction
C) maintenance
D) need
The process of recognizing that the current state of affairs is undesirable and is in need
of change is referred to as:
A) defining the problem.
B) planning the problem.
C) unfreezing.
D) realization.
In expectancy theory, ________ influence job performance.
A) role perceptions
B) skills and abilities
C) opportunities to perform
D) All of the above
You are working in a machine shop where you are learning to operate a lathe. Your
supervisor tells you what you are doing correctly, and what needs to be improved. This
is an example of the principle of:
A) participation.
B) repetition.
C) transfer of training.
D) feedback.
Table 8.1
Introduction to Business class is to observe the use of groups in a large manufacturing
business. The students notice that most groups are arranged by reporting relationships.
Bill discovers a group of managers who have been placed together to study and
recommend a course of action on a flextime schedule for employees. Jane finds that the
executives of the company have formed a team consisting of themselves, some middle
managers, and a few hourly employees to work on improving work processes and
efficiency within the company. This group has been in existence for 5 years and is
going strong.
Refer to Table 8.1. The group of managers that Bill discovers is an example of:
A) an informal interest group.
B) a formal command group.
C) an ad hoc committee or task force.
D) a self-managing group.
Table 4.3
During cocktails before a company management dinner, a group of managers gathers
and are talking with each other. Simone, a financial analyst, actively manages her
career. She actively participates in decisions when asked, seeking to influence the
outcome of the discussion. When she runs into a situation that she doesn't have
instructions about, she makes decisions on her own, innovates, or in some way tries to
handle the situation, rather than sit back and wait for instructions. Peter is the newly
hired director of personnel. He comes from a line position. While he's never done this
type of staff work before, he says, "How hard can it be after managing a quality-driven
production line for four years? I've read about HR management and followed the old
HR director around for several weeks before she retired and I took over. Piece of cake."
His comments really angered a couple of HR professionals standing in the group. They
feel their profession and careers aren't taken seriously by Peter, their new boss. One of
those HR professionals, Erica, smiles and responds to Peter, "Sounds like you anticipate
a great deal of success with your new responsibilities. I know when I take on new
opportunities, I always look forward with anticipation." Erica matches her comments,
rate of speech, etc. to match Peter's rapid fire, off-the cuff style. Mark, an operations
manager, expresses his approval of Peter's perspective. "You know, once you've had a
line job in production, staff work is easy. But the real key to success is to remember to
do whatever it takes to get the job done." Mark thinks that Peter may be of help to him
in his career in the position of HR director. Mark is willing to say or do almost anything
to ingratiate himself with Peter.
Refer to Table 4.3. Peter seems to be an individual with:
A) high self-monitoring skills.
B) a Type B personality.
C) a proactive personality.
D) high self-efficacy skills.
In 2009, approximately how many sexual harassment charges did the EEOC receive?
A) 12,696
B) 43,010
C) 67,819
D) 1,507
In strategic planning, if a company decides to withdraw from some markets in order to
put more resources into other markets it is choosing a(n) ________ strategy.
A) market concentration
B) market-share increasing
C) profit
D) exit
Changes in pivotal organizational practices are considered examples what target of
innovation?
A) Organizational innovation
B) Process innovation
C) Product innovation
D) Marketing innovation
Which is not one of the four special qualities possessed by authentic leaders?
A) Self-awareness
B) Unbiased processing
C) Relational authenticity
D) Charisma
Table 3.1
Joe and Mary Jane are observing the new class of management trainees as they enter the
training room for their initial orientation. As they watch each person enter, they observe
how they are dressed, how they carry themselves when they walk, if they talk to the
persons next to them when they sit down, and so forth. Joe notices one man who is
casually dressed, who walks with a relaxed stride, and who talks to everyone within
reach of his seat. Joe believes this man will be a good 'volunteer' for role plays because
he is obviously very outgoing. Joe has watched hundreds of trainees before and
everyone who acted this way turned out to be good up in front of everyone else. Mary
Jane sees a young woman she interviewed. In the interview she was outgoing, smiled a
great deal, and was very expressive. Mary Jane sees her now sitting by herself, having
taken a seat away from everyone, arms folded across her chest, with a scowl on her
face. Mary Jane thinks that this woman obviously does better in one-on-one settings
than she does in large groups.
Refer to Table 3.1. What type of information are both Joe and Mary Jane missing in
order to validate their observations about the two people they saw?
A) Consensus
B) Consistency
C) Distinctiveness
D) Enhancement
The personality dimension ________ can be characterized by the statement "I usually
feel sad or down."
A) conscientiousness
B) extroversion-introversion
C) agreeableness
D) emotional stability
In what stage of group development do group members work toward getting their jobs
done?
A) Forming
B) Adjourning
C) Norming
D) Performing
Bill's company tends to have employees from all levels gather data, prepare reports, and
pass this information on to senior level managers who actually make the decisions. This
is an example of:
A) empowered decision-making.
B) top-down decision-making.
C) the use of the Delphi technique.
D) nonprogrammed decision-making.
The practice of ________ consists of systematic efforts to reduce people's feelings of
anger and the physiological arousal caused by those feelings.
A) psychological exploration
B) interpersonal intervention
C) cross-functional counseling
D) anger management
Define the term 'stereotype" and explain why people stereotype others.
Name each stage of the innovation process and explain what takes place during it.
What can be done to overcome resistance to organizational change?
What can organizations do to reduce workplace aggression by managers?
Identify the four types of physical ability.
Groups pass through several stages in their development. Name each stage and explain
what takes place in that stage.
Discuss the fundamental assumptions of organizational behavior as a field.
What is meant by "burnout" and what are its major characteristics?
Discuss those conditions under which individuals at work are more likely to experience
higher levels of stress.
What is culture shock, who does it affect, and how might it be lessened for expatriates?
Identify the four personal orientations toward cooperation.
What are the components of organizational innovation and their importance to
organizational behavior?
What is Kelly's theory of causal attribution?
Describe the difference between overpayment inequity and underpayment inequity.
What is telecommuting, and how will it affect workers in the future?
Identify the tools for transmitting organizational culture.
Discuss the three major aspects of the intellectual abilities of an individual, explaining
each and its relevance to human behavior in organizations.
What tactics can be used to manage personal stress?
How does culture impact communication? How can we enhance cross-cultural
communication?
