Very large rewards (relative to an employee’s regular income) can result in lower, rather
than higher, performance.
The positive principle advocates the view that people are motivated and guided by the
vision they see and believe in for the future.
Four-drive theory recommends keeping all four drives in balance; that is, organizations
should avoid too much or too little opportunity to fulfill each drive.
Negotiators tend to be more competitive and less willing to give concessions when their
audience directly observes the negotiations.
Transformational leaders shape a strategic vision of the future that focuses employees
on a superordinate organizational goal.
Communication supports employee well-being and can improve employee well-being.
The trust that new team members feel towards their teammates is fragile and easily
weakened.
The deculturation strategy is most appropriate when the merging companies are in
unrelated industries.
Using the action research model instead of the other models such as the parallel
learning approach enables an organization to eliminate the threat of violating individual
privacy rights.
Empathy is both cognitive and emotional.
Done correctly, MBWA most likely occurs on a _____ basis.
A. annual
B. semi-annual
C. quarterly
D. monthly
E. daily or weekly
A wider span of control is possible if:
A. employees manage themselves rather than being coordinated through close
supervision.
B. the company has a high degree of formalization and operates in a complex
environment.
C. the organization has few employees and a tall hierarchy.
D. the company does not rely on self-directed teams.
E. very few people report directly to a manager.
Which of the following are the observable indicators of organizational culture?
A. Assumptions
B. Artifacts
C. Values
D. Beliefs
E. Mental models
The three main components of active listening, in order, are:
A. sensing, evaluating, and responding.
B. encoding, decoding, and transmitting.
C. inferring, deferring, and referring.
D. summarizing, encoding, and responding.
E. buffering, summarizing, and omitting.
The unstructured and informal organizational network that is founded in social
relationships rather than organization charts or job descriptions is called:
A. The codebook
B. The jargon
C. The grapevine
D. The rumor mill
E. The jungle
Which of the following statements about countervailing power in organizational
relationships is true?
A. Countervailing power prevents anyone else from having any power over you.
B. Countervailing power is used by the stronger party to prevent the weaker party from
leaving the relationship.
C. Countervailing power is the weaker party’s power to maintain the stronger party’s
continued participation in the relationship.
D. Countervailing power is one of the ways that people gain power by coping with
uncertainty.
E. Countervailing power is a personality characteristic of people who crave power.
Which of these statements about the contact hypothesis is true?
A. It states that in increasing contact with someone, the most recent information
dominates our perception of that person.
B. Increased contact with someone tends to reduce our tendency to use stereotypes to
perceive that person.
C. By reducing our contact with people, we develop more accurate perceptions of them.
D. It states that the more we interact with someone, the more prejudiced we will be
against that person.
E. Increased contact with someone tends to change our stereotype of the group to which
that person belongs and to reinforce our tendency to use stereotypes to perceive that
person.
Organizations retain intellectual capital by:
A. transferring employee capital into structural capital.
B. encouraging employees to take early retirement.
C. discouraging employees from communicating with each other.
D. reducing the level of documentation in organizations.
E. building strong human capital.
Before meeting a new client, a salesperson visualizes the experience of meeting the
person and effectively answering some of the challenging questions the client might
ask. This activity is an example of:
A. poor performance.
B. constructive thought patterns.
C. rewarding competencies.
D. job rotation.
E. empowerment.
Presenteeism is more common among employees with:
A. sick leave pay.
B. financial buffers.
C. low centrality.
D. high centrality.
E. high job security.
The _____ of human beings are also called primary needs.
A. beliefs
B. values
C. attitudes
D. drives
E. thoughts
Travel Happy Corporation gives simple accounts to newly hired employees, and then
adds more challenging accounts as employees master the simple tasks. This practice
mainly:
A. improves role perceptions.
B. increases person-job matching.
C. reduces employee motivation.
D. provides more resources to accomplish the assigned task.
E. improves employee aptitudes.
Brainstorming requires team members to:
A. openly criticize each other’s ideas.
B. avoid presenting ideas that seem silly.
C. provide as many ideas as possible.
D. present only feasible ideas in discussions.
E. use formal norms of discussion.
Briefly explain the four leadership styles prescribed in the path-goal leadership styles.
Explain the three “learned” needs of the learned needs theory examined by McClelland.
Outline the action research approach to organizational change.