People are empowered when they feel self-determination, meaning, competence, and
impact regarding their role in the organization.
Social identity is a comparative process, and the comparison begins with categorical
thinking.
Emotions represent the cluster of beliefs, assessed feelings, and behavioral intentions
towards something or someone guided by conscious logical reasoning.
The greatest value of OB knowledge is that it helps us to get things done in the
workplace.
Studies have concluded that people progress through Maslow’s Needs Hierarchy as
predicted.
The geographic-product matrix structure is likely the most common matrix design
among global companies.
According to the communication process model, communication begins with forming
the message, then encoding it.
Which of the following minimizes health risks from repetitive strain and heavy lifting
because employees use different muscles and physical positions in the various jobs?
A. Job feedback
B. Job enlargement
C. Job rotation
D. Job enrichment
E. Task identity
Using attraction-selection-attrition (ASA) theory, describe how a company would
maintain and perpetuate its culture.
_____ occurs when employees at the acquired company willingly embrace the cultural
values of the acquiring organization.
A. Deculturation
B. Assimilation
C. Separation
D. Integration
E. Negotiation
How much you are located between others in a network is called your:
A. degree centrality.
B. visibility.
C. closeness.
D. betweenness.
E. discretion.
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.Although Joanie occasionally has trouble adapting to new
conditions and job tasks, she believes she can do almost anything and always maintains
a “can do” attitude. This is known as:
A. self-concept.
B. self-esteem.
C. self-verification.
D. self-enhancement.
E. self-efficacy.
TammyTammy recently earned her degree in nursing and has begun a career path in the
surgical ward at a local hospital. Her training program consists of a year-long
internship, working with senior nurses. While in school, Tammy worked in a medical
lab performing routine blood tests. The lab technician job required her to take a
two-week course and refer to a procedures manual for her work on a daily basis.Which
coordinating mechanism was most important in Tammy’s job as a lab technician?
A. Direct supervision
B. Integrator roles
C. Job descriptions
D. Extensive training
E. Decentralization
Which of the following are two features that distinguish virtual teams from
conventional teams?
A. Size and heterogeneity
B. Lack of co-location and dependence on information technology
C. Joint optimization and primary work unit
D. Norms and trust
E. Size and homogeneity of the team
Which of the following is true about impression management?
A. Employees rarely engage in pleasant impression management behavior to satisfy the
basic norms of social behavior.
B. Career professionals do not encourage impression management.
C. Impression management is part of a larger category of influence tactics known as
ingratiation.
D. It is not common for people to rely on impression management to get ahead in the
workplace.
E. People who engage in high levels of ingratiation are less influential and less likely to
get promoted.
The process in which one party perceives that its interests are being opposed or
negatively affected by another party is called:
A. mediation.
B. conflict.
C. negotiation.
D. dialogue.
E. arbitration.
As part of the knowledge management process, experimentation is conducive to:
A. measuring intellectual capital.
B. knowledge acquisition.
C. increasing organizational memory.
D. knowledge sharing.
E. unlearning.
In the communication process model, “decoding the message” occurs immediately:
A. before the sender forms the message.
B. after the receiver receives the message.
C. after the sender forms feedback of the original message.
D. after the receiver transmits the message.
E. before the receiver receives the message.
TelecommcoThe chief executive of Telecommco, a large telecommunications company,
wanted to restructure the organization so product leaders would have more power than
the executives in charge of each region. The regional executives tried to prevent this
restructuring because it would weaken their power and possibly reduce their salaries in
the long term. The product leaders also put up some resistance because they felt that
things worked the way they were.The resistance from the product leaders is an example
of resistance due to:
A. not-invented-here syndrome.
B. fear of the unknown.
C. negative valence of change.
D. breaking routines.
E. incongruent organizational systems.
The process of assigning traits to people based on their membership in an identifiable
social category is called:
A. the recency effect.
B. the halo effect.
C. projection bias.
D. empathy.
E. stereotyping.
Which of the following is the lowest level of employee involvement?
A. Consult with individuals
B. Ask employees for specific information
C. Describe the problem to employees and ask for information
D. Create a team to make the decision
E. Create a team to make recommendations
John slams his finger while closing a cabinet drawer. Mary winces and shakes her hand.
This is an example of:
A. Passive listening
B. Emotional contagion
C. Emotional intelligence
D. Tacit knowledge
E. Flaming
People tend to evaluate female leaders slightly less favorably than male leaders
because:
A. women tend to adopt a directive style of leadership.
B. people have more trust in authoritarian leadership than participative leadership.
C. they tend to rely on gender stereotypes and prototypes of leaders.
D. women tend to use one leadership style whereas effective leaders use many styles.
E. women are more people-oriented than task-oriented.
Refreezing refers to:
A. getting one’s own way in organizational politics.
B. a management practice used to discourage newcomers from engaging in
organizational politics.
C. aligning the organization’s systems with the desired behaviors to support and
reinforce the new role patterns.
D. repeating the change process to obtain better organizational outcomes and employee
performance.
E. producing disequilibrium between the driving and restraining forces of change.