Unlock document.
This document is partially blurred.
Unlock all pages and 1 million more documents.
Get Access
In a dynamic environment, a company with highly skilled professional employees who
can perform a variety of tasks, the company would be best served by a mechanistic
organizational structure.
The least commonly used image management technique is that of personal stories,
followed by entitlements.
An individual who sets challenging goals and looks for improvement in performance
has an achievement oriented leadership style.
If Jamie is in the process of building up her image with others in her organization by the
way she dresses, with whom she lunches, etc., she is trying to use the political tactic of
controlling access to information in order to reach her goals.
Hostile environment sexual harassment involves subjecting the victim to abusive
conditions.
An alternative group model, the punctuated-equilibrium model, reduces the traditional
five stages of group development to two and it is in the second phase when a group tries
new ideas and new perspectives.
Calculus-based trust is characteristic of the type of relationship in which people develop
transactional contracts.
Another term for operant conditioning is instrumental conditioning.
The valence of a reward is its perceived value to the employee.
The human relations movement in OB emphasized the importance of designing jobs as
efficiently as possible.
The strength of an individual's desire to work for a company because he/she feels
obligations from others to do so is continuance commitment.
When task uncertainty is high, the appropriate coordinating mechanism is to govern by
rule.
If management seeks to build a critical mass among employees to support a change
effort, it is trying to shape the political dynamic in order to reduce resistance to
organizational change.
When an organization is structured around its products, it has a process organizational
structure.
The first step in the executive coaching process is defining the nature of the coaching
relationship (e.g. what will be done and how).
Intrinsic task motivation focuses on what people are capable of doing.
A gain-sharing plan is an incentive plan in which employees receive bonuses in
proportion to the company's profitability.
A prejudice represents negative attitudes toward the members of specific groups based
solely on the fact that they are members of those groups.
The configuration of reporting relationships external partners is the organization's
structure.
Under some conditions, such as when only a few individuals are in a position to judge
what's best for the company, highly centralized authority makes the most sense.
The human resources department allocates personnel slots based on their capacity plan
for the company. HR has resource-dependency based power.
Chinese managers tend to pay less attention to absenteeism than do Canadians.
A manager's span of control in an organization pertains to the number of subordinates
that he or she must supervise.
Culture has little to do with how and when people express emotions.
Justice training reaps many benefits to managers.
If an employee is overpaid, a likely reaction on his/her part, in terms of equity theory,
will be guilt.
If you become a victim of a rumor, try to refute it immediately with indisputable facts.
By 2050, it is estimated that racial and ethnic minorities will comprise the majority of
the U.S. population, making the term minority obsolete.
In Japan, you must give a small gift to conduct business.
Much like the gradual process of automation, today's technology and the process of
informating are occurring very slowly and steadily.
Organizational culture is a cognitive framework of the attitudes, values, norms, and
expectations shared by the organization's members.
When Ben in accounting aligns himself with Mabel in marketing and they confer with
Jeb the VP of operations, in order to achieve the goal of getting the company to
consider a cafeteria benefits plan, they are using the political tactic of building a
powerful coalition.
Organizational justice that focuses on people's beliefs that they have received fair
amounts of valued work-related outcomes is known as distributed justice.
Table 11.1
Students from an organizational behavior class are studying group conflict and
cooperation by observing the work of academic committees on their campus. They
notice that some faculty seem to go out of their way to do things for their committee
and committee members, yet have no hope of any type of return for these actions. Some
student members of committees are doing more than is expected of them, even though
they don't have to, and they frankly don't expect an return for their actions. These
students have found that the committees treat them as peers, the faculty treat them
fairly, and that they actually have a voice in the processes.
Refer to Table 11.1. The key element in the students' demonstrated behavior is:
A) trust.
B) interdependence of their tasks.
C) the breadth of their roles on the committees.
D) their perception of the punishments they will receive if they don't behave like this.
A leadership style that focuses on establishing good relations with subordinates and
satisfying their needs is:
A) instrumental leadership.
B) participative leadership.
C) supportive leadership.
D) achievement oriented leadership.
An organization attempting to lower its employees' levels of stress could:
A) downsize its workforce.
B) implement wellness programs.
C) restructure the organization.
D) do all of the above.
Table 1.2
Mini-Markets, Inc. specializes in providing grocery and convenience products to
inner-city neighborhoods. They are highly committed to valuing cultural diversity. Their
workforce consists of single parents, people who are ethnically diverse, and people who
are undereducated. The following individuals exemplify their workforce. Jim is a single
parent with two young, school-aged children. He lives about an hour from work and
works the morning shift. Jane is just starting her working career, having been out of
college only a year. She has just had a baby. Her husband also works full-time for
Mini-Markets. They have been saving her salary and living on her husband's while
waiting for the baby to be born. Wilma is 66 and wants to retire in a few years but isn't
sure what she'll do with herself when she does. Plus, she'd like to have some extra time
right now to spend with her grandchildren. Tim is a high school drop-out who struggled
with drugs. Since Mini-Markets gave him a chance, he's really turning his life around.
He's one of his store's most reliable and productive employees. Tim would like to move
into management, but he needs a college degree. Married with a small child, he can't
afford to go back to school.
Refer to Table 1.2. Jane could benefit most from which of the following flextime
programs?
A) Maternity leave
B) Personal support policies
C) Compressed work week
D) Job-sharing
Which one of the following is not one of the five principles of learning?
A) Promoting participation
B) Encouraging repetition
C) Using passive learning
D) Capitalizing on transfer of training
The concern of a decision maker for the implication of a personnel decision he/she
made is reflective of:
A) counterpower.
B) hostile environment.
C) organizational politics.
D) deviance.
An OD intervention that focuses attention away from an organization's shortcomings
and toward its capabilities and potential is called:
A) competitive intelligence.
B) appreciate inquiry.
C) Action Lab.
D) Management by Objectives.
Table 8.3
Management is considering the implementation of teams in the company. Several issues
come up during the initial discussion. First, should the teams be permanent or
established simply for specific projects and terminated when the project is completed?
Second, do we want self-managing teams, supervisor led teams, or a mix? Third issue,
do we want teams within departments or should we use some cross-functional teams?
The discussion concludes with a fourth issue, do we want teams focused on improving
our processes or simply accomplishing the work we are already doing?
Refer to Table 8.3. The first issue discussed by the team is dealing with the ________
dimension of teams.
A) time
B) authority structure
C) degree of autonomy
D) purpose or mission
Table 14.1
Graduate students are studying their university's organizational culture. Tanya is
examining the extent to which the university makes it easy for students to register for
classes and for professors to get clerical support for their classes. Tia has focused on the
university's concern about liability and how much it allows professors to experiment
with new teaching methods, conduct experiments in classes, etc. Bill has found that
there is little expectation that faculty will make independent decisions. Almost
everything has to pass through a committee. Students feel like mushrooms; they are
kept in the dark and dumped on. As a consequence, faculty members do their own thing
and go home. Alumni giving is minimal since most graduates are happy to escape.
There is little social consciousness on campus.
Refer to Table 14.1. Tanya is examining the ________ element of organizational
culture.
A) sensitivity to the needs of customers and employees
B) interest in having employees generate new ideas
C) value placed on taking risks
D) openness of available communication opportunities
The method of systematically presenting and discussing ideas before voting on them in
face-to-face groups is known as:
A) the decision support system.
B) the nominal group technique.
C) the Delphi technique.
D) the Stepladder technique.
In situations where information is lacking or inaccurate, ________ can overcome
resistance to change.
A) imposing the required changes
B) negotiating an agreement about other aspects of work
C) involving employees in the process of making change
D) educating employees and communicating with them
A key organizational component necessary to foster innovation is ________.
A) an unrelenting sense of urgency
B) formalized rules and regulations
C) a culture that encourages innovation
D) a hierarchical communication structure
Research found that organizational units were most effective when:
A) their structure was mechanistic, regardless of environment.
B) their structure was matched to their environment.
C) their structure was organic if the environment was stable.
D) they used a matrix structure.
A manager can promote high performance in teams by:
A) promoting cooperation within and between teams.
B) communicating the urgency of the team's mission.
C) providing training in team-building skills.
D) doing all of these.
If followers are neither willing nor able to do the job, which style of leadership is
needed?
A) Delegating
B) Selling
C) Telling
D) Participating
In expectancy theory, ________ is the belief that high amounts of effort will lead to
good performance.
A) instrumentality
B) expectancy
C) valence
D) procedural justice
Which of the following laws is a revision of a previous law?
A) Foreign Corrupt Practices Act
B) Federal Prosecution of Business Organizations
C) Sarbanes-Oxley
D) Federal Sentencing Guidelines for Organizations
Table 7.2
John is working on his department's annual plan. Employee performance has been okay
and commitment to his department's goals moderate. In the past John has asked his
employees to do their best. This year he is asking each employee to work with him in
determining exactly what that employee is going to accomplish this year. John wants
his people to feel the goals are theirs, to invest in their accomplishment. He wants them
to believe that they can accomplish these goals. He thinks he can help this whole
process by meeting with each employee quarterly and talking about where the
department is and where the employee is in regards to goal accomplishment.
Refer to Table 7.2. In the past what principle of goal setting did John violate?
A) Goal commitment
B) Assigning specific goals
C) Setting difficult but acceptable goals
D) Providing feedback on goal attainment
Table 4.1
The HR director is reviewing personality files. She is reviewing the five dimensions of
personality. She notes that Jane is described as imaginative, curious, and urbane. Peter
is profiled as quiet, cautious, and reserved. Tim's file describes him as down-to-earth,
simple, and narrow. The HR director reviews her own profile and sees that she is
described as sad and out of control.
Refer to Table 4.1. The HR director's own profile seems to be focused on the
personality dimension of:
A) conscientiousness.
B) extroversion-introversion.
C) emotional stability.
D) openness to experience.
Table 11.1
Students from an organizational behavior class are studying group conflict and
cooperation by observing the work of academic committees on their campus. They
notice that some faculty seem to go out of their way to do things for their committee
and committee members, yet have no hope of any type of return for these actions. Some
student members of committees are doing more than is expected of them, even though
they don't have to, and they frankly don't expect an return for their actions. These
students have found that the committees treat them as peers, the faculty treat them
fairly, and that they actually have a voice in the processes.
Refer to Table 11.1. Students' committee behavior is an example of:
A) prosocial behavior.
B) reciprocity-based behavior.
C) a distributive orientation.
D) organizational citizenship behavior.
Attempting to derive more profits from existing business is a:
A) market concentration strategy.
B) market-share increasing strategy.
C) profit strategy.
D) turnaround strategy.
Table 16.3
As an organizational development consultant, you are discussing the various OD
techniques the CEO could choose from in bringing about change in her company. You
suggest that she begin the process with a quick, inexpensive data gathering from the
employees. She likes the idea, especially since the technique you recommend allows
them to also receive information. Once you have the data, you suggest she go for a
program that helps her managers work together more effectively. You suggest that small
groups of managers meet on a regular basis to identify and discuss problems in the
workplace. The CEO says this all sounds good, but wants to know how to improve
organizational and individual goal setting and accomplishment. She wants a way to plan
and implement strategic change for the organization, not get lost in a number of
individual programs. You conclude the meeting by talking about employee job
satisfaction and asking what her thoughts are on it. She says that it is relatively high,
and while important, it can wait to be addressed until these other issues are dealt with.
Refer to Table 16.3. Your initial recommendation is for:
A) team building.
B) sensitivity training.
C) survey feedback.
D) management by objectives.
In terms of core self-evaluations, the extent to which an individual feels that he or she is
able to control things is:
A) self-esteem.
B) generalized self-efficacy.
C) locus of control.
D) emotional stability.
Assisting a co-worker with a personal problem is an example of:
A) psychological contracts.
B) OCB-I.
C) OCB-O.
D) both OCB-I and OCB-O.
________ refers to unauthorized use of power to enhance or protect one's own interests
or interests of the group to which one belongs.
A) Social influence
B) Referential power
C) Organizational politics
D) Quid pro quo exchange
Research of bank managers showed that when employees were rated four months after
beginning their jobs, their performance evaluations:
A) were consistent with current performance.
B) were significantly lower than expected due to fundamental attribution error.
C) were still unaffected by the impression management strategies by the employees.
D) were consistent with manager expectations, not performance.
________ describes the duration of motivation, how long people will persist in seeking
to meet their goals.
A) Arousal
B) Drive
C) Maintenance
D) Need
Tami shifts her own opinions to harmonize with the group and suggests ways the group
can operate more efficiently. She is fulfilling the:
A) relations-oriented role
B) self-oriented role.
C) task-oriented role.
D) ancillary role.
Escalation of commitment is unlikely when:
A) funds for further investing are limited.
B) the threat of failure is overwhelming.
C) responsibility for earlier failures is diffused.
D) all of these have happened, or are happening.
An adhocracy is most likely to occur in an organization such as ________.
A) a university.
B) the military
C) an automobile manufacturer
D) a software development firm.
The process through which information received through communication is converted
back into ideas or concepts is known as:
A) decoding.
B) transmitting.
C) encoding.
D) sending.
Imposing new rules on workers without consulting them is thought to violate:
A) distributive justice.
B) informational justice.
C) procedural justice.
D) interpersonal justice.
Giving employees freedom to control their own behavior is part of which approach to
developing creative work environments?
A) Provide exposure to other creative people
B) Provide autonomy
C) Allow ideas to cross-pollinate
D) Make jobs intrinsically interesting
A tool for developing a leader's concern for production and the concern for people is:
A) leadership motivation training.
B) influence style training.
C) attribution approach training.
D) grid training.
Differentiate between a task-oriented role and a relations-oriented role.
Define and discuss a matrix organization.
Identify the four types of corporate social responsibility.
Describe the classical, neoclassical, and contingency approaches to organizational
design.
What are the five core job dimensions identified by the job characteristics model?
Why do people join groups?
What is 'social loafing" and when does it occur?
Name and explain the three types of organizational commitment.
What are the benefits of employee support policies, and what steps can companies take
to facilitate employees' work and allow them to meet their family obligations?
What are the advantages and disadvantages of group decisions.
What is the difference between programmed and nonprogrammed decisions?
What is expectancy theory?
What are the consequences of organizational conflict?
What is interorganizational design? Describe three main forms.
Explain how and why organizational culture changes.
