Question 1 of 50

Self Confidence

Charisma

Communication

Emotional Intelligence

 

Question 2 of 50

The Nigerian work culture is largely individualistic

The Nigerian work culture is largely collectivist

The Nigerian work culture is partly individualistic, partly collectivist

The Nigerian work culture is neither individualistic or collectivist

 

Question 3 of 50

foster organisational life and practices

validate organisational theories and principles

understand the human aspect of work

foster organisational productivity and effectiveness

 

Question 4 of 50

Labi’s action is legal and but lacks justification

Labi has the backing of the law and the right to protect her family from intrusion.

Labi’s action was legal and in congruence with societal norms

Labi has the backing of the law but societal norms are of greater consequences

 

Question 5 of 50

Sussana and she has a right to her privacy

the company but Sussana should have been consulted

the company and it can be accessed any time without notice

Sussana but can be accessed with or without her consent.

 

Question 6 of 50

co-optation method

coercion method

facilitation and support method

participation method

 

Question 7 of 50

The M.D displayed implicit resistance to the upward review of work targets

The M.D had overt resistance to the upward review of work targets

The M.D had deferred resistance to the upward review of work targets

The M.D had psychological resistance to the upward review of work targets

 

Question 8 of 50

Job training

Apprenticeship training

Vestibule training

Operative training

 

Question 9 of 50

Dismiss and prosecute Mr. Fajula based on laid down policies

Ask Mr. Fajula to resign and quietly vacate the premises

Cover up the story to protect family reputation

Dismiss Mr. Fajula without prosecution

 

Question 10 of 50

self-efficacy

capabilities

personality

interest

 

Question 11 of 50

Educate employees on the importance of regular medical check up

Incorporate periodic health check into organisational policies and staff hand book

Make the payment of salaries contingent on the presentation of health certificate

Healthcare is a private affair and should not be part of HR concerns

 

Question 12 of 50

Individualism vs collectivism

Power distance

Masculinity vs femininity

Uncertainty avoidance

 

Question 13 of 50

Matrix structure

Combined structures

Divisional structure

Functional structure

 

Question 14 of 50

calm water simile

white water rapids simile

rapid water simile

blue water simile

 

Question 15 of 50

The committee is at the forming stage

The committee is at the storming stage

The committee is at the norming stage

The committee is at the performing stage

 

Question 16 of 50

Managing workplace diversity requires compromise and tolerance.

Workplace diversity is linked to organisational competitiveness.

Managing workplace diversity requires open-mindedness and control.

Workplace diversity can be the root cause of employee dissatisfaction.

 

Question 17 of 50

secrets of large and successful organisations

best ways to achieve maximum productivity

analogy of organisations as a biological entity

effect of work environment on productivity

 

Question 18 of 50

performance >> rewards >> job satisfaction

job satisfaction >> rewards >> performance

rewards >> job satisfaction >> performance

job satisfaction >> performance >> rewards

 

Question 19 of 50

The sales team experienced group think

The sales team experienced risky shift

The sales team experienced group polarization

The sales team experienced cautious shift

 

Question 20 of 50

Altruistic, submissive, seeking security

submissive, honest and kind

Altruistic, cooperative and seeking security

Kind, honest and cooperative

 

Question 21 of 50

Matrix structure

Combined structures

Divisional structure

Functional structure

 

Question 22 of 50

role incompatibility

role ambiguity

role incongruence

role overload

 

Question 23 of 50

Vestibule training

Craft training

Job training

Operative training

 

Question 24 of 50

low consensus, low distinctiveness, low consistency

high consensus, high distinctiveness, high consistency

low consensus, high distinctiveness, high consistency

high consensus, low distinctiveness, high consistency

 

Question 25 of 50

Plan, organize and coordinate all organisational resources

Create and implement business strategies

Generate resources for strategy implementation

Motivate and inspire employees

 

Question 26 of 50

Have a face to face interaction with him

Send him an email

Send a circular to that effect

Have a telephone conversation with him

 

Question 27 of 50

driver should be forced to pay the full fine and continue with the job

employer should pay part of the fine and dismiss the driver

driver should be dismissed whether or not he pays the fine

employer should pay the full fine and retain the driver

 

Question 28 of 50

Jubril is a victim of groupthink

Jubril is a victim of risky shift

Jubril is a victim of group polarization

Jubril is a victim of cautious shift

 

Question 29 of 50

Total quality management is a management practice primarily concerned with employee involvement, high quality products and customer satisfaction.

Total quality management is a management practice primarily concerned with employee involvement, high quality products and improved work processes.

Total quality management is a management practice primarily focused on organisation-wide involvement, high quality products and employee satisfaction.

Total quality management is a management practice primarily concerned with employee involvement, resource allocation and stakeholders’satisfaction.

 

Question 30 of 50

Gamesman

Company man

Craftsman

Jungle fighter

 

Question 31 of 50

Job training

Apprenticeship training

Vestibule training

Operative training

 

Question 32 of 50

Rasauer (2013)

Ravasi & Schultz (2006)

Robbins & Judge (2009)

Needle (2008)

 

Question 33 of 50

Contingent pay, personal growth, operational autonomy and task achievement

Task achievement, contingent pay, personal growth and operational autonomy

Operational autonomy, task achievement, contingent pay and personal growth

Personal growth, task achievement, operational autonomy and contingent pay

 

Question 34 of 50

She is a moralist

She is a Philanthropist

She is an effective manager

She is a leader indeed

 

Question 35 of 50

Matrix structure

Combined structures

Divisional structure

Functional structure

 

Question 36 of 50

She changed her perception of action

She purposed in her heart to change the action

She experienced a change of beliefs and values

She decided to change both her beliefs and the action

 

Question 37 of 50

Educate these individuals on the importance of the policies to the image of the organisation

Consult with the individuals on the practicability and actual implementation of the policies

Negotiate with the individuals and get them to support the policies

Threaten to dismiss employees that fail to comply with the policies

 

Question 38 of 50

Daniel Denison's (1990) model

Gerry Johnson’s (1988) model

O'reilly, Chatman, and Caldwell’s (1991) model

Charles Handy’s (1976) model

 

Question 39 of 50

design

structure

systems

culture

 

Question 40 of 50

Management is a core aspect of organisational leadership

Leadership is a management tool for organisational effectiveness

Management and leadership are often used interchangeably in organisational parlance

Leadership and management are distinct and mutually exclusive organisational tools

 

Question 41 of 50

Fiedler

Vroom

Blanchard

Bass

 

Question 42 of 50

Clem should recognize that there is one best way of leadership for different followers group which must be identified and employed.

Since leadership style is closely linked to personality characteristics, the management should fire Clem

Clem needs to master more than one leadership style and switch to an appropriate one as the occasion demands

Change is never a welcomed development anywhere, Clem should persevere until the workers adjust to the new development

 

Question 43 of 50

Democratic

Autocratic

Laissez-faire

Transactional

 

Question 44 of 50

Developmental change

Transitional change

Transformational change

Social change

 

Question 45 of 50

interest group

counteracting group

membership group

referent group

 

Question 46 of 50

Transformational leadership is proactive and forms new expectations in followers

Transformational leadership is responsive and its basic orientation is dealing with present issues

Transformational leadership takes cognizance of the link between the effort and reward

Transformational leadership is responsive and its basic orientation is dealing with present issues

 

Question 47 of 50

Nwafor should have a conversation with his staff.

Nwafor should learn to tolerate religious differences.

Nwafor should highlight organizational policies on the issue.

Nwafor should firmly assert his position on the issue.

 

Question 48 of 50

Weak/Functional Matrix

Balanced/Functional Matrix

Weak/ Project Matrix

Strong/Project Matrix

 

Question 49 of 50

coercion method

negotiation method

manipulation method

participation method

 

Question 50 of 50

self-serving bias

fundamental attribution error

halo effect

actor-observer effect