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.
In a global mindset, the empathy of an individual from a different culture translates into
the effective use of words and behaviors that are compatible with the local culture.
A coalition attempts to influence people outside the group by pooling the resources and
power of its members.
Standardizing processes is less effective for nonroutine and complex work than for
routine or simple work.
Organizations differ in their relative ordering of shared values.
Four-drive theory states that everyone has the drive to acquire, bond, learn, and defend.
All employees feel more motivated to perform their jobs when the core job
characteristics are increased.
Power is the act of changing another person’s attitudes and behavior.
When a manager has many direct reports, a narrow span of control exists.
Expectancy theory identifies emotions as a key component of employee motivation.
Organizational strategy influences both the contingencies of structure and the structure
itself.
Realistic job previews improve organizational socialization by ensuring that applicants
develop more accurate pre-employment expectations.
Companies with divisionalized structures are increasingly adopting the
geographically-based structure.
Employees require some degree of autonomy to engage in self-leadership.
A mid-sized city introduced a reward system whereby employees would find ways to
reduce costs and increase work efficiency. Every employee would receive a portion of
the surplus budget resulting from these cost savings. Which of the following reward
systems is this city using?
A. Gainsharing plan
B. Commission system
C. Piece rate plan
D. Share option plan
E. Commission plan
One of the defining characteristics of a matrix organizational structure is that it:
A. overlays two organizational structures in order to leverage the benefits of both.
B. has a narrow span of control and high degree of formalization and centralization.
C. is the only structure that organizes employees around specific knowledge or other
resources.
D. uses self-directed work teams rather than individuals as the basic building block of
organizations.
E. is an alliance of several organizations for the purpose of creating a product or serving
a client.
When managing change, learning interventions should be used:
A. to break routines that cause resistance to change.
B. when the organization wants to reduce the cost of implementing change.
C. when employees resist change due to negative valence of change.
D. in all change management activities.
E. only when all other strategies have failed.
Which of the following statements about leadership and gender is true?
A. Male leaders tend to use the participative style more often than do female leaders.
B. Men tend to have better interpersonal skills compared to women.
C. Male and female leaders generally do not differ in their use of participative
leadership.
D. Female leaders do not comply with follower expectations.
E. Male and female leaders generally do not differ in their use of task-oriented and
people-oriented leadership.
Which of the following is a “hard” influence tactic?
A. Ingratiation
B. Upward appeal
C. Persuasion
D. Visibility
E. Exchange
The benefits of employee involvement increase with:
A. the routineness and similarity of the problem or opportunity.
B. management’s knowledge of the situation.
C. the standardization and repetitiveness of the problem or opportunity.
D. the number and similarity of employees involved in the decision.
E. the novelty and complexity of the problem or opportunity.
When a member of a network has shorter, more direct, and efficient paths or
connections with others in the network, we say that member has high:
A. closeness.
B. betweenness.
C. discretion.
D. degree centrality.
E. political power.
Employees’ identification with a particular organization tends to increase:
A. affective commitment.
B. cognitive dissonance.
C. continuance commitment.
D. calculative commitment.
E. job dissatisfaction.
Which of the following statements is true about organizational behavior?
A. OB researchers systematically study various topics at a single level rather than at
multiple levels.
B. It is concerned with the study of people who work independently.
C. It does not include the study of collective entities.
D. It is less effective in studying people who interact in highly organized fashion.
E. It includes team, individual, and organizational level analyses.
The most accurate view of intuition is that it is:
A. a trait that people acquire mainly through heredity.
B. more likely to be found in men than women.
C. acquired more quickly by people whose careers extend to several unrelated
industries.
D. the ability to know when an opportunity exists and select the best course of action
without conscious reasoning.
E. an unacceptable way of making decisions in an organizational setting.
The ability to recognize the value of new information, assimilate it, and use it for
value-added activities is known as _____.
A. perception ability
B. realization capacity
C. observation skill
D. absorptive capacity
E. adaptive capacity
How do women differ from men in their use of leadership styles?
A. Women tend to use more of the people-oriented leadership style than do men.
B. Women and men use all leadership styles to about the same extent.
C. Women tend to use more of the task-oriented leadership style than do men.
D. Women tend to use more of the participative leadership style than do men.
E. Women tend to use directive styles of leadership in organizations.
Management by walking around refers to:
A. the process used by new executives to get familiar with their new office design and
layout.
B. a communication process that should be used only when executives need to explain
corporate decisions to the lower-level employees.
C. a practice in which executives get out of their offices and learn from others in the
organization through face-to-face dialogue.
D. an old strategy that results in ineffective upward communication.
E. the label used to describe new executives who experiment in management.
Telling, selling, participating, and delegating represent the four leadership styles
identified in:
A. path-goal theory.
B. transformational leadership theory.
C. leadership competencies theory.
D. situational leadership theory.
E. implicit leadership theory.
The Accounting DepartmentKrystal’s boss in the accounting department initially
rejected her proposal for a new budgeting process. So Krystal spoke to and received
support from the heads of two departments that would benefit from the proposed
budgeting process. She also found support from several co-workers in the accounting
department because they believed the new budgeting process would be simpler and
fairer. When Krystal’s boss realized that several key people supported the new
budgeting system, he agreed to test it in a pilot project.What form of influence is
Krystal mainly using here?
A. Silent authority
B. Coalition formation
C. Assertiveness
D. Impression management
E. Persuasion
According to social identity theory:
A. teams are never as productive as individuals working alone.
B. the most effective teams have a large number of members.
C. the team development process occurs more rapidly for heterogeneous teams than for
homogeneous teams.
D. people define themselves by their group affiliations.
E. teams are less productive in performing complex tasks.
Americans tend to have high:
A. power distance.
B. nurturing-orientation.
C. long-term orientation.
D. individualism.
E. uncertainty avoidance.
A team-based organizational structure has a:
A. tall organizational hierarchy.
B. high degree of formalization.
C. decentralized organization structure.
D. mechanistic organizational structure.
E. narrow span of control.