Archives: Quiz

The observable demographic or physiological differences in people, such as their race, ethnicity, gender, age, and physical disabilities is called deep-level diversity. According to the bargaining zone model, the parties should begin negotiations by describing their resistance point to each […]

People with high achievement orientation tend to value assertiveness, competitiveness, and materialism. Post-decisional justification gives people an excessively optimistic evaluation of their decisions, until they receive very clear and undeniable information to the contrary. Answer: TRUE Post-decisional justification gives people […]

Nonprogrammed decisions require all steps in the decision model because the problems they present are new, complex, or ill-defined. A potentially useful creative practice is to list different dimensions of a system and the elements of each dimension, then think […]

Conflict tends to be higher when rules and procedures exist. Job performance leads to improved job satisfaction only when performance is linked to valued rewards. Answer: TRUE Job performance might lead to job satisfaction (rather than vice versa), but only […]

The distributive justice principle states that everyone should receive the same rewards in life. Organizations that have high employee turnover will be better able to retain intellectual capital within the organization. Answer: FALSE Human capital – the knowledge, skills, and […]

Research suggests that decision makers do not evaluate several alternatives when they find an opportunity. Employees are more likely to quit their jobs and be absent from work if they are dissatisfied with their jobs. Answer: TRUE Job dissatisfaction builds […]

Task forces are temporary groups that typically investigate a particular problem and disband when the decision is made. When people join teams, they typically have a very low level of trust in the other team members. Answer: FALSE Employees typically […]

University students tend to value people-oriented instructors over task-oriented instructors. Organizations tend to become less formalized as they age and grow larger in terms of the number of employees. Answer: FALSE Older companies tend to become more formalized because work […]

Organizations should view the grapevine as a competitor. If a company chooses a low-cost strategy, an organic structure is preferred because it maximizes production and service efficiency. Answer: FALSE If a company chooses a low-cost strategy, a mechanistic structure is […]

The five interpersonal conflict management styles are distinguished by the level of interdependence between the conflicting parties. Goal setting potentially improves employee performance by increasing motivation and clarifying role perceptions. Answer: TRUE Goal setting is the process of motivating employees […]

Most organizational culture models oversimplify the diversity of cultural values in organizations. Teams are well-suited to complex work that can be divided into more specialized roles. Answer: TRUE Teams are particularly well suited when the complex work can be divided […]

In most self-directed work teams, the supervisor assigns tasks that individual team members perform. Organizations with adaptive cultures are unable to maintain a stable value system and, consequently, tend to perform poorly in the long run. Answer: FALSE An adaptive […]

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. Answer: TRUE Social identity is a comparative process, and the […]

Assimilation is the most common form of cultural merging strategy. Resistance is a form of voice. Answer: TRUE Resistance is also a form of voice, so discussion potentially improves procedural justice. Task-oriented leaders assign employees to specific tasks, set goals […]

Inconsistencies and bias in reward systems are often increased because of gainsharing. Impression management is a common strategy for people trying to get ahead in the workplace. Answer: TRUE Employees routinely engage in pleasant impression management behaviors to satisfy the […]

Team members do not conform to team norms unless other team members apply reinforcement or punishment. Escalation of commitment occurs when employees increase their support for a decision because most of their colleagues also support that decision. Answer: FALSE Escalation […]

Process losses are the resources expended to develop and maintain an effective team. Management by walking around minimizes the problem of filtering in the communication process. Answer: TRUE Direct communication strategies such as management by walking around potentially minimize filtering […]

According to four-drive theory, organizations maximize motivation by focusing employees on opportunities to fulfill only one of the four drives. When work is divided among people, a coordinating mechanism is needed to ensure that everyone works in concert. Answer: TRUE […]

Moods are less intense emotional states that are directed toward something or somebody in particular. In the equity theory model, a ‘comparison other’ is an individual or group of people with whom the person compares his or her outcome/input ratio. […]

Management by walking around occurs when senior executives get out of their offices and communicate face-to-face with employees. Emotional dissonance refers to the conflict experienced between the emotions we are required to display and our true emotions in that situation. […]

People might gain power by convincing others that they have something of value. Exchange, ingratiation, and persuasion are considered “hard” influence tactics. Answer: FALSE Persuasion, ingratiation and impression management, and exchange are called ‘soft” tactics because they rely more on […]

A transactional psychological contract is a long-term attachment to a company. How implicit leadership operates varies between different cultures. Answer: TRUE There is a strong tendency in the U.S. and other western cultures to believe that life events are generated […]

In quiet settings, most information is communicated verbally rather than nonverbally. Social identity theory provides one of the reasons why people join informal groups. Answer: TRUE One reason people join informal groups is provided by social identity theory, which states […]

When employees apply a cost-benefit analysis to a potential change, they consider only their own self-interest. Work environments influence our behavior, so they necessarily encourage or discourage values-consistent behavior. Answer: TRUE Work environments influence our behavior, at least in the […]

Prevention, forecasting, and absorption are three types of expertise that cope with uncertainty in organizations. Homogenization and differentiation are two activities in the process of forming and maintaining our social identity. Answer: TRUE The combination of social identity and self-enhancement […]

Morphological analysis is a test used to identify people with a creative personality. The kinds of desks an organization has can convey cultural meaning. Answer: TRUE Desks, chairs, office space, and wall hangings are just a few of the items […]

Organizational politics tends to increase in situations where decisions become routine and programmed. Servant leaders try to understand employees’ needs and facilitate their work performance. Answer: TRUE Servant leaders are coaches, stewards, and facilitators. Leadership is an obligation to understand […]

In expectancy theory, E-to-P expectancies are influenced by the individual’s belief that he or she can successfully complete the task. People tend to make an internal attribution about someone’s behavior if that person has typically not acted in a similar […]

The sensing stage of active listening includes empathizing and organizing information. Countervailing power is the capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship. Answer: TRUE Countervailing power is the […]

Scientific management is mainly associated with high levels of job specialization. Identification-based trust alone cannot sustain a team’s relationship, because it relies on deterrence. Answer: FALSE Calculus-based trust alone cannot sustain a team’s relationship, because it relies on deterrence. Supervisors […]

Organizational behavior emerged as a distinct field around the 1940s. Before that, organizations had not been studied at all. Employees with very high loyalty tend to have high conformity, which results in lower creativity. Answer: TRUE Employees with very high […]

Action research is the process of determining whether the change process is ethical or not. Legitimate power has restrictions; it only gives the power holder the right to ask for a range of behaviors from others. This range is known […]

One type of factor that can change a person’s moral sensitivity is expertise or knowledge of prescriptive norms or rules. An organization’s structure is the same as its organizational chart. Answer: FALSE Although the topic of organizational structure typically conjures […]

The expectancy theory of motivation states that people naturally direct their effort towards behaviors they believe are most likely to lead to desired outcomes. Employees are more likely to engage in self-monitoring in companies that emphasize infrequent measurement of performance. […]

Organizational rewards are powerful systems that refreeze behaviors. All organizations have a collective sense of purpose, whether it’s producing oil or creating the fastest Internet search engine. Answer: TRUE A key feature of organizations is that its members have a […]

Artifacts provide valuable evidence about a company’s culture. Exposing employees to external forces can strengthen the urgency for change, but leaders often need to begin the change process before problems come knocking at the company’s door. Answer: TRUE Exposing employees […]

Change agents can often single handedly lead a change initiative. Tall hierarchies encourage employee empowerment and engagement because they focus power around employees rather than managers. Answer: FALSE Tall hierarchies tend to undermine employee empowerment and engagement because they focus […]

One problem with negotiation is that it tends to produce compliance rather than commitment to the change process. Fear of the unknown usually motivates employees to support organizational change. Answer: FALSE When employees do not know the probability of good […]

Consistency occurs when we are confident about “who we are,” can describe our important identities to others, and provide the same description of ourselves across time. Employees are more committed to implementing a solution when they are involved in making […]

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. Answer: FALSE Some management concepts have […]

The ideas that form during the illumination stage of creativity need to be verified through logical evaluation and experimentation. Role perceptions are important because they represent how good an employee feels about their job and increase motivation. Answer: FALSE Role […]

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. Answer: FALSE According to the shared […]

Motivation is closely related to the concept of employee engagement. To understand how much social capital people have from their social networks, we need to consider the number, depth, variety, and centrality of the connections that they have in their […]

Like self-enhancement, self-verification does not include seeking feedback that is not necessarily flattering. Employees can minimize the stress from emotional labor by actually changing their emotions to match the job requirements (deep acting), rather than displaying emotions contrary to their […]

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. […]

Managing and satisfying the interests of stakeholders is not very challenging because stakeholders all have the same interests and goals. Individualism and collectivism are mutually exclusive values found in certain countries and places. Answer: FALSE Contrary to popular belief, individualism […]

The first step in the Four-D model of appreciative inquiry is dreaming, in which participants envision what might be possible in an ideal organization. According to four-drive theory, when observing something that is inconsistent with or beyond our current knowledge, […]

Cognitive dissonance occurs only when others observe an inconsistency between our beliefs, feelings, and behavior. Organizational socialization begins on the first day of employment and continues throughout one’s career within the company. Answer: FALSE Organizational socialization is a continuous process, […]

Organizations should use transformational leadership instead of managerial leadership. Display rules are norms that require employees to show certain emotions and to withhold others. Answer: TRUE Display rules are norms that require employees to show certain emotions and to withhold […]

One of the fastest ways to acquire knowledge is to hire individuals or purchase entire companies that have valued knowledge. Distributive justice increases directly with the extent that the decision allows voice, can be appealed, and has an unbiased decision […]