1050

1100.Organizational Behaviour

MCQ (50 Questions)

1.A model is a(n) _____.a.abstraction of realityb.someone held in high esteemc.independent variabled.real-world scenarioe.dependent variable(a; Moderate; Model; p. 26)

2.At its root, productivity involves concern for both ____.a.dependence and independenceb.diversity and homogeneityc.motivation and distractiond.absenteeism and motivatione.effectiveness and efficiency(e; Moderate; Productivity; p. 27)

3.Which of the following is an example of being an efficient company?a.operating at the lowest possible cost while yielding a higher outputb.creating the highest customer satisfaction ratingsc.meeting the production scheduled.obtaining the highest market sharee.maximizing diversity at high cost(a; Challenging; Productivity; p. 27)

4.In general, _____ reinforcement schedules tend to lead to higher performance than _____ reinforcement schedules.a.variable; fixedb.fixed; intermittentc.fixed; variabled.variable; ratioe.fixed; static(a; Moderate; Intermittent Reinforcement; p. 60)

5.The application of reinforcement concepts to individuals in the work setting is referred to as _____.a.classical conditioningb.self-managementc.reengineeringd.OB Mode.social modeling(d; Moderate; OB Mod; p. 62)

6.Which of the following is one of the steps of the problem-solving model followed by the typical OB Mod program?a. identifying critical behaviorsb. reinforcing behaviorc. developing horizontally arrayed datad. developing vertically arrayed datae. identifying member barriers(a; Moderate; OB Mod Steps; p. 62)

7.Which of the following statements is not true about attitudes in the workplace?a. Changing employee attitudes is necessary if you are to manage dissonance.b. High pay alone is not likely to create a satisfying workplace.c. Generating positive job attitudes helps lower absenteeism and turnover.d. Attitudes help determine how well employees perform on the jobe. Attitudes give warnings of potential problems(a; Moderate; Attitudes in the Workplace; pp. 85-90)

8.An important moderator of the satisfaction-turnover relationship is the _____.a. employees level of performanceb. organizations culturec. managements styled. employees values and attitudese. employees level of workplace deviance (a; Challenging; Job Satisfaction and Turnover; p. 90)

9. Why should managers be interested in their employees attitudes?a. They result from behavior.b.They cause problems.c. They give warnings of potential problems.d. They are generally low.e. They result in cognitive dissonance.(c; Moderate; Job Satisfaction and Implications for Managers; p. 92)

10.Each of the six personality types developed in Hollands personality-job fit theory has a ________.a.supplemental personality styleb.congruent personality stylec.congruent occupational environmentd.supplemental occupational environmente.supplemental skill set(c; Challenging; Personality-Job Fit Theory; p. 122)

11. The realistic personality from Hollands typology of personality and congruent occupations would be well suited for which of the following jobs?a.painterb.accountantc.mechanicd.lawyere.biologist(c; Moderate; Personality-Job Fit Theory; p. 122)

12.What are consequences of a good fit between person and occupation?a.a low level of stressb.a high level of accomplishmentc.high satisfaction and low turnoverd.maximum performance and efficiency e.a high rate of turnover(c; Easy; Person-Organization Fit; p. 122)

13.What is the segment of the three-component model of creativity that is the foundation for all creative work?a.expertiseb.creative thinking skillsc.intrinsic task motivationd.intuitione.realization(a; Moderate; Three-Component Model of Creativity; p. 159)

14.What segment of the three-component model of creativity encompasses personality characteristics that are associated with imagination?a.expertiseb.creative thinking skillsc.intrinsic task motivationd.intuitione.realization(b; Moderate; Three-Component Model of Creativity; p. 159)

15.What is the segment in the three-component model of creativity that turns creative potential into actual creative ideas?a.expertiseb.creative thinking skillsc.intrinsic task motivationd.intuitione.realization(c; Moderate; Three-Component Model of Creativity; p. 160)

16.What is the term used for an individuals personal evaluation of their ability to perform?a.expectancyb.autonomyc.self-efficacyd.task identitye.auto-discrimination(c; Easy; Self-Efficacy; p. 188)

17.Which of the following is one of the relationships proposed in expectancy theory?a.reward-satisfaction relationshipb.satisfaction-performance relationshipc.rewards-personal goals relationshipd.effort-satisfaction relationshipe.performance-achievement relationship(c; Moderate; Rewards-Personal Goals Relationship; p. 197)

18.According to expectancy theory, the degree to which organizational rewards satisfy an individuals personal goals or needs and the attractiveness of those potential rewards for the individual is known as what sort of relationship?a.performance-rewardb.effort-performancec.rewards-personal goalsd.effort-satisfactione.performance-achievement(c; Moderate; Rewards-Personal Goals Relationship; p. 197)

19.Which of the following is not a typical option in a flexible benefit program?a.additional life insuranceb.disability insurancec.expanded health coverage.d.tax free health care spending accountse.mortgage relief(e; Easy; Flexible Benefits; p. 234)

20.What are modular benefit plans?a.essential benefits and a menu-like selection of other benefitsb.pre-designed packages of benefitsc.they employees to set aside funds up to the dollar amount offered in the plan to pay for servicesd.a scheme designed for single employees with no dependentse.a scheme designed for employees with families(b; Moderate; Modular Benefit Plan; p. 234)

21.Which of the following is a form of recognition?a.personal congratulationsb.job enlargementc.job sharingd.flexible benefit packagese.profit sharing(a; Easy; Employee Recognition Programs; p. 235)

22.Whether a candidate has high emotional intelligence would not be a significant factor when considering candidates for which of the following jobs?a.An interviewer who assesses candidates in an employment agency.b.An engineer heading up a team designing a complex software/hardware interface.c.A meeting planner who must set up meetings for candidates around the world.d.A copy-editor who seeks out spelling errors and grammatical mistakes in manuscripts.e.A realtor arranging sales between homeowners and potential buyers.(d; Moderate; Emotional Intelligence and Selection; p. 267)

23.Studies show that people who are depressed tend to make poorer decisions than those with a more positive outlook. Why is this thought to be the case? a.They tend to choose an outcome that will confirm their negative worldview.b.They search for the perfect solution when rarely is any solution perfect.c.They rarely weigh up all the options when making a decision.d.They avoid stereotyping and other behaviors that allow them to come to a rapid decision.e.They tend to put too great a value on their own ability to affect outcomes.(b; Moderate; Emotional Intelligence and Decision Making; p. 268)

24.Francine is the head of a group at an ad agency working with copywriters, artists, and designers to come up with effective branding of new products. Why is it particularly important for her to keep her team happy? a.People are more conscientious when they are in a good mood.b.People are more efficient when they are in a good mood.c.People are more productive when they are in a good mood.d.People are more cooperative when they are in a good mood.e.People are more creative when they are in a good mood.(e; Easy; Emotional Intelligence and Creativity; p. 268)

25.What term is used for the tendency for individuals to spend less effort when working collectively?a.groupthinkb.the rule of diminishing returnsc.social loafingd.groupshifte.clustering(c; Easy; Social Loafing; p. 299)

26.Which of the following is a phenomenon in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views?a.group conformityb.groupshiftc.groupthinkd.compromisee.risk transfer(c; Easy; Groupthink; p. 304)

27.What is brainstorming?a.a technique used to build group cohesivenessb.a technique that tends to restrict independent thinkingc.a process for generating ideasd.a process used mainly when group members cannot agree on a solutione.the most effective means of generating answers(c; Easy; Brainstorming; p. 306)

28.Coasting on the group effort is termed ____.a.inconsistencyb.incompetencec.social loafingd.dysfunctione.half-focus bias(c; Easy; Social Loafing; p. 337)

29.If an employee is considered untrainable as a team member, he or she most likely_____. a. will be willing to undergo training in order to learn team skillsb. can be successfully transferred from one team to anotherc. lacks the technical skills necessary for a team positiond. will find it difficult to transition to working in teamse. comes from a culture that upholds collectivist values(d; Moderate; Selection; pp. 337-338)

30.Exercises that help individuals become team players include workshops in _____.a.negotiationb.individualismc.goal settingd.event planninge.recruiting(a; Moderate; Training; p. 338)

31.Receivers in communication see and hear based on their needs, motivations, experience, background, and other personal characteristics. This is called _____.a.communication apprehensionb.filteringc.selective perceptiond.emotional blocke.projection(c; Moderate; Selective Perception; p. 368)

32.During the communication process, which of the following is most likely to result in lost information?a. information processingb. information overloadc. information filteringd. effective communicatione. the maximal effort effect(b; Moderate; Information Overload; p. 368)

33.Communication _____ is the tension and anxiety about oral communication, written communication, or both.a.obstructionb.apprehensionc.breakdownd.blocke. frustration(b; Moderate; Communication Apprehension; p. 370) {AACSB: Communication}

34.According to LMX theory, which of the following is not true of those individuals who fall into the out-group?a. They receive a disproportionate amount of the leaders attention.b. They have leader-follower relations based on formal authority interaction.c. They are less trusted.d. They receive fewer of the preferred rewards that the leader controls.e. All of the above statements are true.(a; Easy; Leader-Member Exchange Theory; p. 399)

35. According to LMX theory, a leader implicitly categorizes followers as in or out _____.a.after careful analysisb.on a temporary basisc.early in the interactiond.because of political pressuree.based on job requirements(c; Easy; Leader-Member Exchange Theory; p. 399)

36. Vroom and Yettons leadership theory could also be described as a _____ theory.a.contingencyb.decisionc.behaviorald.traite.cognitive dissonance(b; Moderate; Leadership-Participation Model; p. 400)

37.Organizational characteristics that can be substitutes for leadership include all of the following except _____.a. explicit formalized goalsb. rigid rules and proceduresc. cohesive work groupsd. mentor relationshipse. All of the above can be substitutes for leadership.(d; Easy; Substitutes for Neutralizers of Leadership; p. 435)

38.According to the text, which of the following skills should be included in leadership training?a. vision creationb. trust buildingc. situational analysisd. all of the abovee. none of the above(d; Easy; Training Leaders; p. 436)

39.Reactive and protective behaviors designed to avoid action, blame, or change are termed _____.a.political behaviorsb.defensive behaviorsc.protectionismd.impression managemente.shielding bias(b; Moderate; Defensive Behaviors; p. 468)

40.The process by which individuals attempt to control the perceptions that others form of them is called _____.a.impression managementb.information managementc.defensive behaviord.perception managemente.reflection control(a; Easy; Impression Management; p. 469)

41.What factor would most likely increase the negative impact of an arbitration session?a.limited options of the arbitratorb.heavy-handedness of the arbitratorc.compulsory nature of the arbitrationd.voluntary nature of the arbitratione.establishment of an agreement that is non-binding(b; Moderate; Arbitration; p. 504)

42.In third-party negotiations, a third party who provides an informal communication link between the negotiator and the opponent is known as a(n) _____.a.mediatorb.arbitratorc.consultantd.conciliatore.executor(d; Moderate; Conciliator; p. 504)

43.A company oriented around cost minimization is best served by which type of structure?a.virtualb.combinationc.mechanisticd.organice.targeted(c; Moderate; Strategy-Structure Relationship; p. 535)

44.The _____ of an environment refers to the degree to which it can support growth.a.capacityb.qualificationsc.potentiald.capabilitye.permeability (a; Moderate; Capacity; p. 537)

45.What does a positive organizational culture do?a. uses positive reinforcement instead of punishment b. rarely uses rewardsc. emphasizes individual growthd. emphasizes building on the organizations strengths e. emphasizes organizational vitality (c; Moderate; Creating a Positive Organizational Culture; p. 567)

46.Organizations that promote a spiritual culture _____.a. have organized religious practicesb. adopt a corporate religionc. recognize that people have both a mind and a spiritd. de-emphasize community in the work placee. tend to downplay the importance of employee satisfaction(c; Moderate; Workplace Spirituality and Organizational Culture; p. 570)

47.The centerpiece of most diversity programs is _____.a.top management commitmentb.employee commitmentc.trainingd.human resource personnele.employee satisfaction(c; Moderate; Diversity Training; p. 605)

48.Diversity training programs are generally intended to provide a vehicle for _____.a. increasing awareness and examining stereotypesb. focusing on individual differencesc. eliminating group learningd. balancing work/life conflictse. socializing otherwise unmanageable employees(a; Moderate; Diversity Training; p. 605)

49.Family issues, economic problems, and personality characteristics are examples of the _____ factor of potential stress.a. socialb. environmental c. personnel d. psychologicale. personal(e; Moderate; Personal Sources of Stress; p. 640)

50._____ is an example of an individual approach to stress reduction.a.Selection and placementb.Redesigning jobsc.Goal settingd.Relaxation techniquese.all of the above(d; Easy; Individual Approaches to Managing Stress; p. 645)

Short Questions (20 Questions)

1.Discuss three different criteria for ethical decision making.

There are three different criteria in making ethical choices. a) The first is the utilitarian criterion, in which decisions are made solely on the basis of their outcomes or consequences. The goal of utilitarianism is to provide the greatest good for the greatest number. This is the view that tends to dominate business decision making. b) Another criterion is to focus on rights. This calls on individuals to make decisions consistent with fundamental liberties and privileges as set forth in documents like the Bill of Rights. An emphasis on rights in decision making means respecting and protecting the basic rights of individuals. c) A third criterion is to focus on justice. This requires individuals to impose and enforce rules fairly and impartially so there is an equitable distribution of benefits and costs. (Moderate; Ethics; p. 157)

2.What is self-efficacy?

Self-efficacy refers to an individuals belief that he or she is capable of performing a task. The higher your self-efficacy, the more confidence you have in your ability to succeed in a task. Individuals high in self-efficacy seem to respond to negative feedback with increased effort and motivation, while those low in self-efficacy are likely to lessen their effort when given negative feedback. (Easy; Self-Efficacy; p. 188)

3.Explain the three job redesign options.

a) Job rotation. This is the practice of periodically shifting an employee from one task to another. When an activity is no longer challenging, the employee is rotated to another job, usually at the same level, that has similar skill requirements.b) Job enlargement. This is the expansion of jobs horizontally; increasing the number and variety of tasks that an individual performs. Instead of only sorting the incoming mail by department, for instance, a mail sorters job could be enlarged to include physically delivering the mail to the various departments or running outgoing letters through the postage meter.c) Job enrichment. Job enrichment refers to the vertical expansion of jobs. It increases the degree to which the worker controls the planning, execution, and evaluation of his or her work. An enriched job organizes tasks so as to allow the worker to do a complete activity, increases the employees freedom and independence, increases responsibility, and provides feedback, so an individual will be able to assess and correct his or her own performance. (Moderate; Job Redesign; pp. 218-220)

4.Discuss whether there are gender differences regarding emotions.

The common belief is that women are more emotional than are men. Is there any truth to this? The evidence does confirm that women are more emotionally expressive than are men; they experience emotions more intensely; they tend to hold onto emotions longer than men, and they display more frequent expressions of both positive and negative emotions, except anger. Although there may be innate differences between the genders, research suggests that emotional differences also are due to the different ways men and women have been socialized. Men are taught to be tough and brave. Showing emotion is inconsistent with this image. Women, in contrast, are socialized to be nurturing. For instance, women are expected to express more positive emotions on the job (shown by smiling) than men, and they do. (Moderate; Emotions and Gender; p. 259) {AACSB: Analytic Skills}

5.What is team efficacy?

Effective teams have confidence in themselves. They believe they can succeed. This is called team efficacy. Teams that have been successful raise their beliefs about future success, which in turn, motivates them to work harder. (Easy; Team Efficacy; p. 336) {AACSB: Analytic Skills}

6.What is communication apprehension?

Communication apprehension is a major barrier to effective communication. People who suffer from communication apprehension experience undue tension and anxiety in oral communication, written communication, or both. (Easy; Communication Apprehension; p. 370) {AACSB: Communication} {AACSB: Analytic Skills}

7.What are the key dimensions that underlie the concept of trust?

The key dimensions that underlie the concept of trust are integrity, competence, consistency, loyalty, and openness. a) Integrity refers to honesty and truthfulness. b) Competence encompasses an individuals technical and interpersonal knowledge and skills. c) Consistency relates to an individuals reliability, predictability, and good judgment in handling situations. d) Loyalty is the willingness to protect and save face for another person. e) The final dimension of trust is openness, or the degree to which a person can be counted on to provide the full truth. (Moderate; Key Dimensions of Trust; p. 424)

8.What are defensive behaviors?

Defensive behaviors occur when people perceive politics as a threat rather than an opportunity. They respond with reactive and protective behaviors to avoid action, blame, or change. Defensive behaviors are often associated with negative feelings toward the job and work environment. In the short run, employees may find that defensiveness protects their self-interest. But in the long run, it is the only way they know how to behave. At that point, they lose the trust and support of their peers, bosses, employees, and clients. (Easy; Defensive Behaviors; p. 468)

9.Identify the five primary conflict-handling intentions, giving the title of each and the cooperative and assertiveness dimensions of each.

a) Competing (assertive and uncooperative), b) Collaborating (assertive and cooperative), c) Avoiding (unassertive and uncooperative), d) Accommodating (unassertive and cooperative), and e) Compromising (midrange on both assertiveness and cooperativeness). (Easy; Conflict-Handling Intentions; p. 490)

10.What is workforce spirituality?

Workplace spirituality is not about organized religious practices. Its not about God or theology. Workplace spirituality recognizes that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community. Organizations that promote a spiritual culture recognize that people have both a mind and a spirit, seek to find meaning and purpose in their work, and desire to connect with other human beings and be part of a community. (Easy; Workplace Spirituality; p. 570)

11.Describe the advantages and disadvantages of the selection interview.Not only is the interview widely used, it also seems to carry a great deal of weight. That is, the results tend to have a disproportionate amount of influence on the selection decision. The candidate who performs poorly in the employment interview is likely to be cut from the applicant pool, regardless of his or her experience, test scores, or letters of recommendation. Conversely, all too often, the person most polished in job-seeking techniques, particularly those used in the interview process, is the one hired, even though he or she may not be the best candidate for the position. (Easy; Interviews; p. 588)

12.Explain how Fred Luthans differentiates between successful and effective managers.

Luthans defined successful managers in terms of the speed of their promotions. Effective managers were defined in terms of the quantity and quality of their performance and the satisfaction and commitment of their employees. Different skills were associated with each group. Successful managers used more networking skills, whereas effective managers used more communication skills. (Easy; Effective Versus Successful Managers; p. 9)

13.How can managers shape employee behavior?

Managers can shape employee behavior by systematically reinforcing each successive step that moves the individual closer to the desired response. Managers can mold individuals by guiding their learning in graduated steps. Reinforcement increases as responses more closely approximate the desired behavior. Managers may use positive reinforcement, negative reinforcement, punishment, and extinction to promote this gradual shaping of employee behavior. (Easy; Shaping; p. 58)

14. List and explain the four ways employees can express job dissatisfaction.

Employees can express dissatisfaction by using exit, voice, loyalty, and neglect. These arise from whether a response is active or passive, and constructive or destructive. 1) Behavior directed toward leaving the organization is defined as exit behavior. It is active and destructive. 2) Voice involves actively and constructively attempting to improve conditions, including suggesting improvements, discussing problems with superiors, and some forms of union activity. 3) Loyalty involves passively but optimistically waiting for conditions to improve, so it is passive and constructive. 4) Neglect is passively allowing conditions to worsen, including chronic absenteeism or lateness, reduced effort, and increased error rate, so it is a passive and destructive response. (Moderate; Job Dissatisfaction; p. 87)

15.Discuss the Big Five model of personality.

The five-factor model of personality is typically called the Big Five. An impressive body of research supports its thesis that five basic dimensions underlie all others and encompass most of the significant variation in human personality. Research on the Big Five has found relationships between these personality dimensions and job performance. (Easy; Big Five Personality Model; pp. 108-109)

16.Identify and briefly describe the five key traits in the Big Five personality model.

The five key traits in the Big Five personality model are extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience. a) Extroversion captures ones comfort level with relationships. b) Agreeableness refers to an individuals propensity to defer to others. c) Conscientiousness is a measure of reliability. d) Emotional stability taps a persons ability to withstand stress. e) Openness to experience addresses ones range of interests and fascination with novelty. (Easy; Big Five Personality Model; pp. 108-109)

17.Discuss the importance of values.

Values are important to the study of organizational behavior because they lay the foundation for the understanding of attitudes and motivation and because they influence our perceptions. Individuals enter an organization with preconceived notions of what ought and what ought not to be. These notions are not value-free. They contain interpretations of right and wrong. Values cloud objectivity and rationality. Values generally influence attitudes and behavior. (Easy; Importance of Values; p. 117)

18.Discuss three different criteria for ethical decision making.

There are three different criteria in making ethical choices. a) The first is the utilitarian criterion, in which decisions are made solely on the basis of their outcomes or consequences. The goal of utilitarianism is to provide the greatest good for the greatest number. This is the view that tends to dominate business decision making. b) Another criterion is to focus on rights. This calls on individuals to make decisions consistent with fundamental liberties and privileges as set forth in documents like the Bill of Rights. An emphasis on rights in decision making means respecting and protecting the basic rights of individuals. c) A third criterion is to focus on justice. This requires individuals to impose and enforce rules fairly and impartially so there is an equitable distribution of benefits and costs. (Moderate; Ethics; p. 157)

19.What is a quality circle?

A quality circle is a work group of eight to ten employees and supervisors who have a shared area of responsibility. They meet regularly to discuss their quality problems, investigate causes of the problems, recommend solutions, and take corrective actions. (Easy; Quality Circle; p. 226)

20.Identify and describe the different types of communication flows.

Communication can flow vertically or laterally. The vertical dimension can be further divided into downward and upward directions. (Easy; Direction of Communication; pp. 353-355) {AACSB: Communication} {AACSB: Analytic Skills}

Case Study

LONG HOURS, HUNDREDS OF EMAILS, AND NO SLEEP

DOES THIS SOUND LIKE A SATISFYING JOB?

Although the 40-hour workweek is now the exception rather than the norm, some individuals are taking things to the extreme:

John Bishop, 31, is an investment banker who works for Citigroup's global energy team in New York. A recent workday for Bishop consisted of heading to the office for a conference call at 6:00 P.M. He left the office at 1:30 A.M. and had to be on a plane that same morning for a 9:00 A.M. presentation in Houston. Following the presentation, Bishop returned to New York the same day, and by 7:00 P.M., he was back in his office to work an additional 3 hours' Says Bishop, "I might be a little skewed to the workaholic, but realistically, expecting 90 to 100 hours a week is not at all unusual."

David Clark, 35, is the vice president of global marketing for MTV. His job often consists of travelling around the globe to promote the channel as well as to keep up with the global music scene. If he is not travelling (Clark typically logs 200,000 miles a year), a typical day consists of waking at 6:30 A.M. and immediately responding to numerous messages that have accumulated over the course of the night. He then goes to his office, where throughout the day he responds to another 500, or so messages from clients around the world. If he's lucky, he gets to spend an hour a day with his son, but then it's back to work until he finally goes to bed around midnight. Says Clark, "There are plenty of people who would love to have this job. They're knocking on the door all the time. So that's motivating."

QuestionsGiven that the two individuals we just read about tend to be satisfied with their jobs, how might this satisfaction relate to their job performance, citizenship behaviour and turnover?

1