The relationship between job satisfaction and job performance would likely be stronger
if more organizations provided valued rewards for good performance.
All popular management concepts rely on hard evidence that proves they are valid.
Legitimate power is created whenever the organization assigns a supervisor with formal
authority over subordinates.
Emotional contagion fulfills our drive to bond with others.
Employees are more motivated in teams because they are accountable to fellow team
members who also monitor their performance.
Research suggests that managers tend to avoid the inquisitional approach to third-party
conflict resolution.
Managers should use directive and supportive styles of leadership when employees
have an external locus of control.
People with high emotional intelligence are superior leaders.
The emerging emotional view of decision making states that people form preferences
toward alternatives as soon as they receive information about those alternatives.
The first step in the rational choice paradigm is to identify the problem or recognize an
opportunity.
The three components of listening are encoding, decoding and interpreting.
The general adaptation syndrome describes the various consequences of stress.
Stress is an adaptive response to a situation that is perceived as challenging or
threatening to the person’s well-being.
What effect do mental models have on the decision-making process?
A. They perpetuate assumptions that make it difficult to see new opportunities.
B. They allow decision makers to obtain accurate information from the surroundings.
C. They reduce the importance of developing alternative solutions to the problem.
D. They allow decision makers to maximize the potential of their decision making.
E. They help people to be more creative in decision making.
Joe, a production worker in a doll manufacturing plant, recently changed positions on
the manufacturing line from painting the eyes, to attaching arms to each doll. In the
past, his work was always impeccable with a very low rate of mistakes, but since the
switch, the quality team has found numerous dolls with arms that were haphazardly
attached. A majority of the flawed-arm dolls are from Joe’s assembly line.It could
probably be said that because of his history with excellent quality, in this situation Joe
would be considered to have:
A. high consistency and high distinctiveness.
B. low consistency and high distinctiveness.
C. low consensus and low consistency.
D. low distinctiveness and high consistency.
E. high consensus and high distinctiveness.
XYZ CompanyAs a manager for XYZ Company, you are assigned to resolve a conflict
between two departments of your organization, Department A and Department B. Both
parties have equal power. Both the parties are under time pressure to resolve the
conflict. You also realize that the parties lack trust/openness for problem solving.Which
conflict resolution style would you use in this situation?
A. Forcing
B. Yielding
C. Avoiding
D. Compromising
E. Problem-solving
Which of the following should corporate leaders do with the organizational grapevine?
A. Try to use the grapevine as a channel of communication from executives to
employees as much as possible because of its high speed and low cost
B. Use the grapevine as a signal of employee anxiety and view it as a valid competitor
to the company’s formal communication system
C. Use the grapevine when the communication requires high media richness, but
otherwise use meetings when communicating with employees
D. Make every effort to destroy the grapevine, including firing employees who actively
support it
E. Ignore grapevines as providing more attention to it would increase the speed of
grapevine communication
_____ represents the forces within a person that affect the direction, intensity, and
persistence of voluntary behavior.
A. Motivation
B. Personality
C. Values
D. Ethics
E. Ability
Which of the following is a conclusion by organizational behavior scholars regarding
job satisfaction?
A. As job performance increases, job satisfaction decreases.
B. Job performance is the sole predictor of job satisfaction.
C. Job satisfaction is not related to job performance.
D. People with higher job satisfaction tend to have higher job performance.
E. Job satisfaction does not affect customer performance.
Joanie is an engineer at an architectural firm. She is very proud of this fact and often
defines herself in terms of her work to family and friends. She is very skilled at her job
and confident in that fact, but often has trouble adapting to changing job duties and
environmental conditions.Most likely Joanie has:
A. high complexity.
B. low clarity.
C. low consistency.
D. low complexity.
E. All of these.
The philosophy of positive organizational behavior states that:
A. employees are more effective when they experience extinction more than other
contingencies of reinforcement.
B. employees are, by nature, good rather than bad in terms of their ethics and care for
others in the world.
C. focusing on the positive rather than negative aspects of life will improve
organizational success and individual well-being.
D. training programs that make leaders aware of the power of positive expectations
have the maximum effect.
E. employees process positive information more quickly than negative information.
To increase work efficiency and make it easier to match employee competencies with
job requirements, companies:
A. divide work into more specialized jobs.
B. rely on formal hierarchy as a coordinating mechanism.
C. rely on a narrow span of control.
D. centralize decision making.
E. rely on formal hierarchy and a narrow span of control.
In approaching a negotiation, skilled negotiators begin by:
A. Adopting a hardline stance.
B. Adopting a cautious problem-solving style.
C. Sharing all their information.
D. Explaining their resistance point.
E. Staying silent.
Which of the following sources of conflict is typically associated with mergers and
acquisitions, where everyone wants the company to succeed, but they fight over the
“right way” to do things because of their unique experiences in the separate companies?
A. Task interdependence
B. Differentiation
C. Goal incompatibility
D. Scarce resources
E. Disintermediation
Which of these statements about organizational stories is true?
A. Organizational stories are just stories; most employees have a hard time believing
them.
B. Stories communicate organizational culture if they describe positive events, whereas
they undermine organizational culture if they describe negative events.
C. Organizational stories are descriptive, but not prescriptive.
D. Stories are most effective at communicating corporate culture when they describe
real events with real people.
E. Organizational stories advise people what not to do, but leave out the solutions and
suggestions.
Emotions will have a greater influence on our perceptions, attitudes, decisions, and
behavior than cognition because:
A. emotional processes often occur before cognitive processes.
B. cognitive processes are less significant for individual behaviors.
C. emotional processes are simpler than cognitive processes.
D. emotional processes are more likely to result in negative behaviors.
E. cognitive processes are more likely to result in negative behaviors.
Persuasion works best:
A. through media-rich communication channels.
B. with highly intelligent audiences.
C. when emotional appeals are not used.
D. when there is a clear profit motive for the persuader.
E. when only one viewpoint is presented.
Scenario: Allison AlbrightYour roommate, Allison Albright, is a non-business major.
When she discovered that you are taking a course in Organizational Behavior, she was
thoroughly confused as to why one would need to study OB and what it entails. Based
on what you have studied, can you help Allison obtain knowledge of organizational
behavior?Allison should understand that organizational behavior knowledge:
A. should never be used to influence the behavior of other people.
B. should be used only by managers and senior executives.
C. should never replace common-sense knowledge about how organizations work.
D. is relevant to everyone who works in organizations.
E. is an independent science that has evolved independently.
Which of the following best represents the amount of effort allocated to a particular
goal?
A. Persistence
B. Direction
C. Intensity
D. Aptitude
E. Competencies
Which of the following interpersonal conflict management styles represents a purely
win-win orientation?
A. Forcing
B. Yielding
C. Avoiding
D. Problem solving
E. Compromising
In repetitive jobs, the positive effect of higher proficiency is easily offset by the
negative effect of lower attentiveness and motivation caused by:
A. poor management.
B. inefficient reward systems.
C. tedious work patterns.
D. disassociated job incumbents.
E. competition between co-workers for status.
Which of the following rewards motivate employees to compete for promotions?
A. Performance-based rewards
B. Competency-based rewards
C. Team-based rewards
D. Job status-based rewards
E. Membership- or seniority-based rewards
Which of the following statements is consistent with the concept of contingency
anchor?
A. To obtain the best results, actions should be taken without considering their
consequences.
B. A particular action may have different consequences in different situations.
C. OB theories are based on simple, common-sense ideas about what managers should
do.
D. OB theories point out the one best way to resolve organizational problems.
E. Organizations should never be viewed as systems that process inputs to provide
outputs.