Some level of stress is a necessary part of life for every individual.
Organizational behavior takes the view that only people in management and other
positions of formal authority in organizations can be leaders.
One problem with applying the individual rights principle of ethical decision making is
that one individual right may conflict with another.
When work activities are too complex to standardize through extensive training for
employees, companies need to coordinate work effort through precise job descriptions.
Impression management can distort pre-employment for employers.
Intuition operates independently of the programmed decision routines that speed up our
response to pattern matches or mismatches.
Stakeholders of an organization are shareholders, customers, suppliers, governments
and any other groups with a vested interest in the organization.
Teams are groups of two or more people who have equal influence over each other
regarding the team’s goals and means of achieving those goals.
Diversity among team members often makes it more difficult for teams to become
cohesive.
Proficiency refers to how well an employee responds to, copes with, and supports new
circumstances and work patterns.
Employees should NOT make the decision alone (without the manager’s involvement)
when:
A. their goals and norms conflict with the organization’s objectives.
B. they lack commitment to decisions made by the boss alone.
C. they possess more knowledge than the manager.
D. the employees are likely to disagree with each other regarding the preferred solution.
E. the problem calls for a nonprogrammed decision.
Twice every year, a major car parts manufacturer brings together the production and
engineering specialists from its eight divisions to discuss ideas, solutions, and concerns.
This helps to minimize the ‘silos of knowledge’ problem that exists in many
organizations. This practice is primarily an example of:
A. grafting.
B. experimentation.
C. knowledge sharing.
D. documentation.
E. organizational unlearning.
The second step in the self-fulfilling prophecy cycle is:
A. An employee is hired with certain assumptions being made.
B. A supervisor forms expectations about the employee.
C. The employee’s behavior becomes more consistent with the supervisor’s initial
expectations.
D. The supervisor’s expectations affect his/her behavior towards the employee.
BusCorp.BusCorp. wants to introduce a new procedure to improve how customer
requests are handled. This change will require employees to break old routines and
adopt new role patterns. They decide to adopt two new programs, one in which
employees learn how to work as teams as the company changes. The other involves
forming task forces within the company to help determine new customer service
practices.The formation of task forces to minimize resistance to change is known as:
A. communication.
B. learning.
C. stress management.
D. negotiation.
E. employee involvement.
Elaine got a job transfer from Italy to New York. Soon, she started to understand the
mental models held by colleagues from other cultures, as well as their emotional
experiences in a given situation. Further, she started to effectively use words and
behaviors that were compatible with the local culture of New York.Which of the
following features of a global mindset occurred in Elaine’s life?
A. The ability to process complex information about novel environments.
B. The capacity to empathize and act effectively across cultures.
C. The capacity to comprehend and reconcile intracultural matters.
D. The ability to develop more of a local than a global frame of reference about their
business.
E. The ability to comprehend and reconcile intercultural matters with multiple levels of
thinking.
Introducing clear rules for resource allocation is one way of:
A. increasing the company’s substitutability in the marketplace.
B. eliminating countervailing power in the organization.
C. reducing organizational politics regarding that decision.
D. applying the inoculation effect.
E. applying ingratiation.
One of the limitations of the individual rights principle is that:
A. it really is not an ethical principle at all.
B. some individual rights conflict with other individual rights.
C. it does not protect the right to physical security and freedom of speech of the
employees.
D. it is almost impossible to evaluate the benefits or costs of decisions when many
stakeholders are affected.
E. it can degenerate into unjust favoritism.
If John takes credit for work done on time, but blames his co-workers for his delays, his
attitude is reflective of the:
A. fundamental attribution error.
B. primacy effect.
C. self-fulfilling prophecy.
D. self-serving bias.
E. projection bias.
Recent studies suggest that we have a(n) _________ self (our personal traits),
_________ self (interpersonal relations), and _________ self (our membership in
identifiable social groups).
A. character; collective; social
B. collective; perceived; reflective
C. individual; relational; collective
D. summary; character; social
E. esteem; collective; relational
Sarine’s DollsWith funding from her family, Sarine is currently developing a new line
of dolls for her business which she hopes will take her company to the next level. At
first, she encountered some minor problems with the construction of the dolls and spent
a fair amount of money engineering a way to enable them to be like she envisioned.
Unfortunately, she then found out that there was a patent protecting the way the dolls
arms were connected, so she spent more money redesigning the dolls. After an
unexpectedly uninterested response from the public in the dolls, she decided that they
needed to be marketed differently in order to sell. So Sarine allocated more resources to
marketing and had the packaging of the dolls redesigned and created new set of
advertising materials. The cost of manufacturing these dolls has now exceeded four
times the initial proposed cost, but she is determined to make it work. She is
embarrassed by how this has gone, but continues to put on a brave front.Sarine is most
likely making decisions to continue with these dolls at this point because of:
A. Self-justification
B. Self-enhancement
C. A decline of commitment
D. Prospect theory
E. Closing costs
The best way to determine an organization’s shared assumptions is to:
A. interview executives.
B. look for evidence of its corporate value statements.
C. determine what the organization’s enacted values are.
D. read public relations statements produced by the organization.
E. ask customers to evaluate the company’s effectiveness.
When functional structures are compared with divisionalized structures, functional
structures are known to:
A. create better economies of scale.
B. be more responsive to local markets.
C. encourage employees to focus on the organization’s superordinate goals.
D. be more decentralized.
E. be more responsive to client needs and reduce conflict across work units.
Conflict is ultimately based on:
A. people’s perceptions.
B. actual intentions.
C. organizational structure.
D. technical competence.
E. skills and abilities of individuals.
Employees have _____, ranging from sarcasm to ostracism, to ensure that coworkers
conform to team norms.
A. reward power
B. legitimate power
C. referent power
D. expert power
E. coercive power
Which of the following is a domain in Schwartz’s model?
A. Personality trait
B. Emotion
C. Conscientiousness
D. Neuroticism
E. Stimulation
Which of these statements is true about the field of organizational behavior?
A. It examines how individuals and teams in organizations relate to one another and to
their counterparts in other organizations.
B. OB researchers systematically study various topics at a common level rather than at
multiple levels.
C. Information technology has almost no effect on organizational behavior.
D. The field of organizational behavior relies exclusively on ideas generated within the
field by organizational behavior scholars.
E. The origins of organizational behavior are traced mainly to the field of economics.
Beliefs about what is good or bad, right or wrong are referred to as:
A. organizational citizenship.
B. values.
C. collectivism.
D. moral intensity.
E. extraversion.