Organizational Behavior
According to the exit-voice-loyalty-neglect model, some unsatisfied employees engage in "voice" by constructively recommending solutions to the source of their dissatisfaction. (T/F) True
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A parallel learning structure is an organizational change intervention in which a social structure is constructed alongside the formal hierarchy to increase the organization's learning T
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A parallel learning structure: B. Includes highly participative teams constructed alongside the formal organizational hierarchy
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A parallel learning structure: includes highly participative teams constructed alongside the formal organizational hierarchy
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A person's social identity is a complex combination of his or her memberships in many groups F
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A perspective that effective organizations incorporate several workplace practices that leverage the potential of human capital is called high-performance work practices. (T/F) True
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A problem with the divisional organizational structure is that it does not allow the organization to grown within the structure F
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A strong corporate culture bonds employees together and makes them feel part of the organization. (T/F) True
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A task force refers to: any temporary team that investigates a particular problem and typically disbands when the decision is made
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A unique feature of Herzberg's Motivator- Hygiene Theory is that it: states that improving motivators increases job satisfaction but does not decrease job dissatisfaction
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A wider span of control is possible where: employees manage themselves rather than being coordinated through close supervision
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A win-win orientation exists when a person or team believes that: a mutually beneficial solution may be found if both parties apply a collaborative orientation
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ABC Corp. introduced a training program that ensured everyone had the required knowledge and skills to perform the work. The company also brought in a performance-based reward system that accurately identified employees who performed better than others. These practices improve employee motivation by: E. Both 'C' and 'D'
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ADR usually begins with a meeting between employee and employer. (T/F) True
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ADR usually beings with meeting between employee and employer T
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Ability includes which of these? Aptitudes and learned skills
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Abraham Maslow was the first to recognize that human thoughts play a role in motivation. (T/F) True
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According to Equity Theory: The importance of inputs and outcomes varies from one person to the next
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According to Four-drive Theory, organizations maximize motivation by focusing employees on opportunities to fulfill only one of the four drives. (T/F) False
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According to Four-drive Theory, three drives are proactive (i.e. we actively seek to fulfill them) whereas the drive to defend is reactive (i.e. activated only in reaction to threat). T
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According to Learned Needs Theory, companies should hire leaders with a strong need for personalized power F
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According to Learned Needs Theory, companies should hire leaders with a strong need for personalized power. (T/F) False
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According to equity theory, employees feel inequity only when other people receive higher salaries than they do F
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According to force field analysis, the preferred strategy for unfreezing the status quo is to: increase the driving forces and reduce or remove the restraining forces
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According to path-goal theory, supportive leadership is desirable for employees who work in teams with low cohesiveness. (T/F) True
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According to recent writing on the subject, which of the following competencies is/are characteristic of effective leaders? All of these are leadership competencies
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According to recent writing on the subject, which of the following competencies is/are characteristics of effective leaders? E. All of these are leadership competencies
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According to research on gender and conflict management styles, women tend to adopt the ___ style, whereas men tend to adopt the ___ style. D. Problem-solving, forcing
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According to research on gender and conflict management styles, women tend to adopt the---- style, whereas men tend to adopt the-----style. yielding, avoiding
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According to social identity theory: people define themselves by their group affiliations
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According to social learning theory, people can reinforce heir own behavior. (T/F) True
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According to social learning theory, people can reinforce their own behavior T
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According to some experts, the subtle forms of resistance create the greatest obstacles to change because they are not as visible. (T/F) True
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According to the Johari Window, the hidden area is reduced through disclosure. (T/F) True
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According to the MARS model of individual behavior and performance, employee performance will remain high even if one of the four factors significantly wakens. (T/F) False
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According to the Myers-Briggs Type Indicator, some people are 'sensing-thinking' types whereas others may be 'intuitive-feeling' types T
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According to the action research model, which of the following occur during the "diagnose need for change" step? Analyze data
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According to the attraction-selection-attrition (ASA) theory, alignment with the company's culture is often a factor when deciding which applicant to hire T
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According to the behavioral perspective of leadership: leadership behaviors are clustered into people- oriented and task-oriented groups
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According to the communication process model, communication begins with forming the message, then encoding it. (T/F) True
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According to the communication process model, communication begins with forming the message, then encoding it. T
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The perspective that effective organizations incorporate several workplace practices that leverage the potential of human capital is called HPWP
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The perspective that effective organizations incorporate several workplace practices that leverage the potential of human capital is called: A. HPWP
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The philosophy behind Scientific Management is to increase job enrichment and decrease job specialization F
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The philosophy behind Scientific Management is to increase job enrichment and decreases job specialization. (T/F) False
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The philosophy of positive organizational behavior states that: C. Focusing on the positive rather than negative aspects of life will improve organizational success and individual well-being
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The potential for conflict between two employees would be highest under conditions of: C. Reciprocal interdependence
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The potential for conflict between two employees would be highest under conditions of: reciprocal interdependence
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The pre-employement stage of organizational socialization would be more effective if: employers and job applicants gave and received accurate information about each other
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The rational choice paradigm assumes that decision makers have limited information-processing capabilities and engage in a limited search for alternatives. (T/F) False
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The rational decision making model begins with: recognizing and defining the problem
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The recency effect has occurred when a person's annual performance evaluation is heavily influenced by performance results over the last month. (T/F) True
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The relationship between job satisfaction and job performance would likely be stronger if more organizations provided valued rewards for good performance T
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The relatively stable pattern of behaviors and consistent internal states that explain a person's behavioral tendencies refers to Personality
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The right to control information flow in the organization is a form of legitimate power T
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The separation strategy is most appropriate when the merging companies are unrelated industries T
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The statement "First impressions are lasting impressions" best represents the premises of : Primacy effect
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The statement "First impressions are lasting impressions" best represents the premises of: A. Primacy effect
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The stronger your needs, the less motivated you are to fulfill them F
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The stronger your needs, the less motivated you are to fulfill them. (T/F) False
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The tendency for people to dislike losing a particular amount more than they like gaining the same amount is called: E. Prospect theory
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The tendency to define problems in terms of a preferred solution occurs because: E. Only 'A' and 'B'
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The textbook describes several strategies to minimize change. Which two of these strategies should be applied LAST? Coercion and negotiation
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The three components of listening are encoding, decoding and interpreting F
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The three main components of active listening, in order, are: A. Sensing, evaluating and responding
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The three main components of active listening, in order, are: sensing, evaluating and responding
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The three structural dimensions of self-concept are: complexity, consistency, and clarity. (T/F) True
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The topic of ethics is most closely associated with: Values
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The trend toward flatter organizational structures (delayering) has occurred because this action: does only 'A' and 'C' , tends to reduce overhead costs, and puts decision makers closer to front line staff and information
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The triple bottom line philosophy says that: Companies should try to support the economic, social, and environmental spheres of sustainability
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The triple bottom line philosophy says that: E. Companies should try to support the economic, social, and environmental spheres of sustainability
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The two fundamental requirements of all organizational structures are divsionalization and decentralization F
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The two main forms of conflict are constructive and socioemotional
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The two main forms of conflict are: B. Constructive and socioemotional
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The uncomfortable tension felt when our behavior and attitudes are inconsistent with each other is called: D. Cognitive dissonance
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The urgency for change must always be initiated from a problem-oriented perspective in order to be effective. (T/F) False
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The view that conflict in organizations is bad is overly simplistic and in some cases incorrect T
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The view that conflict in organizations is bad is overly simplistic and in some cases incorrect. (T/F) True
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The yielding conflict management style should be used: when the issue is much less important to you than to the other party
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Three challenges organizations are facing globalization, increasing workforce diversity and emerging employment relationships. (T/F) True
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Three general strategies for coping with uncertainty include: prevention, forecasting, absortption
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Three personality traits are care, utilitarianism, and distributive justice. (T/F) False
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To collect and analyzer information systematically, OB researchers rely on: E. Both 'A' and 'C'
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To determine the fairness of pay or other outcomes, people almost always rely on the equity principle T
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To develop the most accurate estimate of an organization's culture, we should: E. Answers A,B, and C only
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To increase work efficiency and make it easier to match employee competencies with job requirements, companies tend to: divide work into more specialized jobs
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To learn about their progress towards goal accomplishment, employees usually prefer feedback from supervisors and other people. (T/F) False
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To maximize cohesiveness, the team should be as small as possible without jeopardizing its ability to accomplish the task. (T/F) True
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To minimize resistance to change, change agents need to reduce the restraining forces rather than pushing harder on the driving forces. (T/F) True
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Transactional leaders are mainly change agents F
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Transactional leaders are mainly change agents.(T/F) False
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Transactional leaders: A. Improve efficiency
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Transactional leadership is most similar to: path-goal theory of leadership
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Transformational leaders shape a strategic vision of the future that focuses employees on a superordinate organizational goal. (T/F) True
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Travel Happy Corp. gives simple accounts to newly hired employees, and then adds more challenging accounts as employees master the simple tasks. This practice mainly : increases person-job matching
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Trust is a reciprocal activity; to receive trust from employees, corporate leaders must demonstrate their trust in those employees. (T/F) True
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Trust is a reciprocal activity; to receive trust from employees. (T/F) True
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Trust, employee involvement, and organizational comprehension tend to increase organizational commitment. (T/F) True
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Two companies should not merge if a bicultural audit determines that they have substantially different cultures. (T/F) False
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What effect does 'noise' have in the communication model? A. It distorts and obscures the senders intended message
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What effect does 'noise' have in the communication model? It distorts and obscures the sender's intended message
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What is the significance of artifacts in organizational cultures? C. Artifacts represent the directly observable symbols and signs of an organization's culture
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According to the halo effect, a supervisor's initial expectations of you influence your behavior so that you are more likely to act consistently with those expectations. (T/F) False
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According to the leadership substitutes theory, characteristics of the employee, task, or organization limit the leader's influence or make it unnecessary. (T/F) True
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According to the systems perspective, most organizations have one working part rather than many sub-components F
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According to the systems perspective, most organizations have one working part rather than many sub-components. (T/F) False
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According to the textbook, charismatic leadership differs from transformational leadership. (T/F) True
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Action research adopts the emerging philosophy of positive organizational behavior F
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Action research is: a highly participative process of planned change
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Adam Smith introduced the principles of Scientific Management F
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Adam Smith introduced the principles of Scientific Management. (T/F) False
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Adaptive cultures focus employees on the changing needs of customers and other stakeholders and support initiative and leadership to keep pace with these changes. (T/F) True
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Agreeableness, extroversion, and conscientiousness are three of the 'Big Five' personality dimensions T
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All groups are teams, but some types of teams are not groups F
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All of the following are domains in Schwartz's values model EXCEPT: conscientiousness
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All of the following organizational environment features potentially affects team effectiveness EXCEPT which one? D. Team size
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All of the following organizational environment features potentially affects team effectiveness EXCEPT which one? Team size
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All of these are prominent strategies for building organizational commitment EXCEPT outsourcing
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All of these factors directly influence an employee's voluntary behavior and performance EXCEPT: D. Moral intensity
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All of these factors directly influence an employee's voluntary behavior and performance EXCEPT: Moral intensity
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All of these represent reasons why people resist change EXCEPT: E. Coercion
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All organizational structures have the following two fundamental requirements: division of labor and coordination
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All organizations have a collective sense of purpose, whether it's producing oil or creating the fastest Internet search engine T
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All organizations have a collective sense of purpose, whether it's producing oil or creating the fastest Internet search engine. (T/F) True
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Although constructive conflict can degenerate into relationship conflict, it is easy to prevent this from happening F
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An effective team member- and manages the team's work so it is performed efficiently and harmoniously. coordinates
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An emerging view of employee resistance to change is that it is a resource rather than impediment to change in modern organizations T
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An employee has power in the organization only when he or she: A. Has the authority to influence others
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An employee's ability to influence others increases as the source of his or her power becomes more substitutable. (T/F) False
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An important feature of parallel learning structures is that they operate within the existing organizational hierarchy. (T/F) False
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An important principle in organizational behavior is that OB theories should never be used to predict or influence organizational events F
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An important rule for effective negotiations is to avoid using persuasive communication tactics since this often demonstrates weakness. (T/F) False
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An individual's personality: C. Is less evident in situations where social norms, reward systems, and other conditions constrain behavior.
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An individuals perceived probability that a particular level of effort will result in a particular level of performance refers to the: E- to P expectancy
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An organization's structure is mainly its organizational chart F
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An organization's structure is mainly its organizational chart. (T/F) False
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An organizational chart mainly illustrates which type of coordinating mechanism? Formal hierarchy
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Anger, Fear, joy and sadness represent: Types of emotions
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Anger, fear, joy, and sadness represent: C. Type of emotions
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Appreciative inquiry begins by: identifying the positive elements of an organization or work unit that is performing well
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Appreciative inquiry tries to break away from the approach to change advocated by action research. (T/F) True
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Aptitudes are natural talents that help individuals to learn specific tasks more quickly and perform them better than pother people. (T/F) True
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Aptitudes, skills, and competencies all fall under which of the following concepts Ability
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Artifacts of organizational culture may include the building's design, the way people are greeted and the food served in the companies cafeteria T
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Artifacts refer mainly to the paintings and other tangible objects that appear throughout the organization F
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As an organization's culture gets stronger, it: E. Makes it more difficult for decision makers to identify problems or opportunities outside the mental model of that culture
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As is the case in most cultures, making concessions symbolizes a negotiator's motivation to bargain in good faith. (T/F) True
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As our society moves from an industrial to a knowledge based economy, employees are gaining expert power
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As soon as people divide work among themselves, they need to: E. Rely on one of more coordinating mechanisms
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At meetings of a major consumer products firm, employees habitually stand up when the most senior executive at the meeting enter the room. This practice represents: C. A ritual that probably symbolizes the organization's dominant culture
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Co-workers no longer praise you when you engage in dangerous pranks, so you stop engaging in these pranks extinction
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Coaching and other forms of learning reduce resistance to change mainly by helping employees break previous routines and develop new role patterns T
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Coercion should never be used to manage change in organizations F
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Cognitive dissonance is more likely to occur when the dissonant behavior is known to everyone, was done voluntarily and can't be undone. (T/F) True
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Communication and understanding interventions should be applied only after differentiation between the parties has been reduced T
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Communication and understanding interventions should be applied only after differentiation between the parties has been reduced. (T/F) True
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Communication problems partly explain why conflict is more likely to occur in a multicultural workforce T
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Communication problems partly explain why conflict is more likely to occur in a multicultural workforce. (T/F) True
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Companies are applying job specialization when employees are made directly responsible for specific customers and having them communicate directly with those customers. (T/F) False
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Companies can be centralized in some parts of the organization and decentralized in other parts T
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Companies with strong corporate cultures invariably have much higher performance than companies with weak cultures. (T/F) False
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Companies with the best team dynamics are more likely to have team-based rewards and encourage interaction among team members. (T/F) True
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Compared to other strategies for merging two organizations, assimilation is most likely to result in a culture clash F
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Compared to people in low-cohesion teams, members of high cohesion teams: B. Are more likely to resolve conflicts swiftly and effectively
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Compared with divisionalized structures, functional structures are known to: A. Create better economies of scale
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Compared with other countries, Hungarian employees have above average levels of job satisfaction F
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Compared with quantum change, incremental change interventions involve less risk to the organization and tend to produce less resistance among affected employees T
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Compared with quantum change, incremental change interventions involve less risk to the organization and tend to produce less resistance among affected employees. (T/F) True
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Competencies include: D. All of the above
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Competency, contingency, implicit, and transformational represent four of the main: perspectives of leadership
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Concurrent engineering can be used to encourage informal communication as a coordinating mechanism. (T/F) True
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Confirmation bias causes use to screen out information that is contrary to our values and assumptions. (T/F) True
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Conflict and ambiguity associated with the matrix structure causes some employees to experience more stress T
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Conflict begins when two parties experience manifest conflict F
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Conflict is defined as: C. A process in which one party perceives that its interests are being opposed or negatively affected by another party
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Conflict is defined as: a process in which one party perceives that its interests are being opposed or negatively affected by another party
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Conflict is more likely to occur between two departments with pooled interdependence than reciprocal interdependence F
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Conflict occurs when one party perceives that its interest are being opposed or negatively affected by another party T
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Conflict tends to escalate more with a win-lose than with a win-win orientation. (T/F) True
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Conforming, performing, and reforming are all None of the above
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Conscientiousness refers to the extent that people are sensitive, flexible, creative, and curious. (T/F) False
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Consistency, consensus and distinctiveness are: C. The three rules determining whether to make an internal or external attribution
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Constructive conflict is more likely to escalate into relationship conflict among employees in highly cohesive teams F
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Constructive conflict: B. Encourages people to think about different points of view
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Contingencies, such as size, technology, and environment do not necessarily determine an organization's structure. (T/F) True
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Continuous reinforcement provides the most rapid learning of the targeted behavior T
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Convergent thinking mainly improves what stage of the creative process? Convergent thinking does not improve any part of the creative process
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Coordination through formal hierarchy relies on: direct supervision
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Counterproductive work behaviors are voluntary T
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Counterproductive work behaviors include threats and work avoidance T
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Counterproductive work behaviors include threats and work avoidance. (T/F) True
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Countervailing power refers to: C. The capacity to keep someone who is more powerful than you exchanged in the relationship
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Countervailing power refers to: the capacity to keep someone who is more powerful than you exchanged in the relationship
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Creative people tend to have a high need for social approval F
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Creative people tend to have a high need for social approval. (T/F) False
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Creative people value self- direction, but also have a strong need to follow rules F
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Creativity tends to suffer during times of downsizing and corporate restructuring T
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Cultural values shape the expectations that followers have of their leaders T
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Decision makers have a need to reduce uncertainty, so they tend to focus on solutions before fully understanding the problem. (T/F) True
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Decreasing the driving forces and increasing the restraining forces: E. Are related to none of these statements
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Departmentalization establishes interdependencies and coordination through informal communication within each work unit T
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Dialogue potentially reduces conflict by: improving communication and understanding between the parties
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Discovery, dreaming, and delivering are the first three stages of appreciative inquire F
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Display rules are norms that require employees to show certain emotions and to withhold others T
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Displaying one's diplomas and degrees on office walls is one way professionals increase their visibility. (T/F) True
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Distributive justice increases directly with the extent that the decision allows voice, can be appealed, and has an unbiased decision maker F
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Distributive justice increases directly with the extent that the decision allows voice, can be appealed, and has an unbiased decision maker. (T/F) False
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Diverse teams have faultlines that may split the team into subgroups along gender, ethnic or other dimensions. (T/F) True
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Diversity among team members tends to undermine cohesion. (T/F) True
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Diversity awareness programs mainly educate employees about the value of diversity and the problems with stereotyping T
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During the role management stage of organizational socialization, employees are newcomers who test their pre-employment expectations with the received realities. (T/F) False
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During times of uncertainty, a company newsletter or similar formal communication activity can effectively replace the informal grapevine. (T/F) False
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During what stage of socialization do people FIRST learn about the organization and job? Pre-employment
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ERG theory recognizes three learned needs: achievement, affiliation, and power F
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Effective communication occurs when: information is transmitted and understood between two or more people
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Effective feedback is all of the following EXCEPT: General
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Effective feedback: none of the above
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Effective leaders are good at perceiving and expressing emotions, as well as regulating emotions in themselves and others. (T/F) True
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Effective leaders have "leadership motivation"; that is, they are motivated to be leaders T
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Effective leaders: D. Do all of the above
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Effective managers should: encourage constructive conflict for better decision making and minimize relationship conflict
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Effective negotiators: set negotiation goals for themselves
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Email is a very good medium for communicating emotions. (T/F) False
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Emotional contagion fulfills our drive to bond with others. (T/F) True
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Emotional contagion has what effect in the communication process? It provides feedback to the sender that the receiver understands and empathizes with the message
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Emotional dissonance occurs when we use our emotional intelligence on others but other people do not use their emotional intelligence on us. (T/F) False
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Emotional intelligence can be learned to some extent. (T/F) True
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Emotional intelligence includes the ability to Do all of the above
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Emotional intelligence is a set of abilities T
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Emotional intelligence is best described as: A set of abilities
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Emotional intelligence tends to increase with age T
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Emotional labor refers to: A. The effort, planning, and control needed to express organizational desired emotions during interpersonal transactions
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Emotions are brief events or "episodes". (T/F) True
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Emotions are communications to ourselves, which serve to put us in a state of readiness T
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Empathy, emotional contagion, and anger are three types of noise in the communication process F
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Employee behaviors that extend beyond normal job duties: Are called organizational citizenship behaviors
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Employee involvement potentially improves decision making quality and commitment T
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Employee involvement potentially improves decision-making quality and commitment T
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Employee involvement potentially improves decision-making quality and commitment. (T/F) True
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Employee involvement tends to have which of the following benefits in decision making? All of these statements are correct
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Employee involvement tends to have which of the following benefits in decision making? E. All of these statements are correct
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Employee resistance to change mos often takes the form of overt work behaviors F
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Employee satisfaction with work accomplishments is influenced to a large degree by whether they take credit for those accomplishments or attributes the success to external causes. (T/F) True
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Employees are losing their expert power as society moves from an industrial to a knowledge-based economy. (T/F) False
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Employees are more likely to be committed to implementing a solution when they are involved in making the decision T
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Employees are more likely to quit if values incongruence is sufficiently low F
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Employees are more likely to quit their jobs and be absent from work if they are dissatisfied with their jobs. (T/F) True
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Employees are more motivated in teams because they are accountable to fellow team members who also monitor their performance T
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Employees are organizationally socialized: long before the first day of work
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Employees assembling complete computer modems would have higher task identity than those assembling only one component and passing it along to others for further assembly T
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Employees at CyberTech perform repetitive jobs that have resulted in boredom as well as repetitive strain injury. Technology makes it difficult to combine existing jobs, but the company wants to make employees more multiskilled. Which of the following would best help CyberTech to improve this situation? D. Introduce job rotation
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Espoused values are values proclamations T
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Espoused values represent the values that you and your spouse have in common. (T/F) False
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Establishing a preset level at which the decision is abandoned or re-evaluated is recommended mainly to: C. Minimize escalation of commitment
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Ethically sensitive people recognize the presence and determine the relative importance of an ethical issue T
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Ethically sensitive people recognize the presence and determine the relative importance of an ethical issue. (T/F) True
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Ethics experts say that the most effective way to ensure that employees engage in ethical behavior is to introduce ethical codes of conduct F
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Eustress refers to the short-term causes of stress, whereas distress refers to long-term causes F
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Eustress refers to the short-term causes of stress, whereas distress refers to long-term causes. (T/F) False
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Evaluation apprehension is most common in meetings attended by people with different levels or status or expertise. (T/F) True
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Even though you should be visiting clients most of the time, you make a point of stopping by the office each day so your boss sees that you are working. This increases your power by increasing your centrality. (T/F) False
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Everyone is a manager T
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Everyone is a manager. (T/F) True
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Evidence regarding the effectiveness of the Myers-Briggs Type Indicator (MBTI) and Jung's psychological types is inconclusive T
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Evidence regarding the effectiveness of the Myers-Briggs Type Indicator (MBTI) and Jung's psychological types is inconclusive. (T/F) True
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Exaggerating one's resume is categorized within the influence strategy of persuassion F
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Exchange and ingratiation are: E. Two forms of influence
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Exchange and ingratiation are: two forms of influence
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Expectations of new workforce entrants has: A. Made employee motivation less relevant as an influence on job performance; B. Made it less difficult to motivate employees using financial rewards; C. Made it more difficult to identify what motivates employees; D. made it impossible to use any form of goal setting
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Extreme forms of assertiveness include blackmailing colleagues T
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Extreme forms of assertiveness include blackmailing colleagues. (T/F) True
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Feelings of procedural injustice produce anger, which, in turn, generates either withdrawal or aggression T
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In Expectancy Theory, the performance-to-outcome expectancy represents the anticipated satisfaction or dissatisfaction that an individual places on an outcome. (T/F) False
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In Maslow's needs hierarchy, the bottom four levels are collectively known as ---- needs, where as self-actualization is called a --- need deficiency, growth
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In any relationship, both parties have some degree of power over the other. (T/F) True
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In national polls,- percent of Americans have been satisfied with their jobs for the past decade or more More than 85
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In order for something to be called an organization it must have buildings and equipment F
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In order for something to be called an organization it must have buildings and equipment. (T/F) False
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In organizational change, unfreezing may occur by: Doing both 'B' and 'D', increasing the driving forces, and reducing the restraining forces
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In organizational change, unfreezing may occur by: E. Doing both 'B' and 'D'
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In organizational conflict, scarce resources are typically identified as: A. A source of conflict
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In organizational settings, power is defined as: B. The capacity to influence others
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In organizational settings, power is defined as: the capacity to influence others
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In the Four drive theory, the drive- is most closely associated with the need for relative status and recognition to acquire
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In the Four-drive Theory, the drive ___ is the drive to form social relationships and develop mutual caring commitments with others. A. To bond
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In the communication process model, encoding the message refers to selecting the appropriate medium and sending your ideas through that medium. F
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In the communication process model, what happens immediately after the receiver receives the encoded message? C. The receiver decodes the received message
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In the communication process, filtering occurs when: People communicate mainly positive information about themselves by screening out negative information
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In the conflict process, what immediately follows conflict perceptions and emotions? Manifest conflict
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In the context of motivation, drives are also called primary needs, fundamental needs, or innate needs T
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In the context of motivation, drives are also called primary needs, fundamental needs, or innate needs. (T/F) True
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In the context of organizational socialization, the adjustment process is better for: C. Newcomers with diverse work experience
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In the field of organizational behavior, organizations are best described as: D. groups of people who work interdependently towards some purpose.
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In the organizational change process, strategic visions: minimize fear of the unknown and provide a better understanding about what behaviors are required
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In times of uncertainty, a company newsletter or similar formal communication activity can effectively replace the informal grapevine. (T/F) False
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In which decision-making structure do participants typically meet, but only interact with each other for part of the meeting? B. Nominal group technique
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Incongruence between a company's dominant values and an employee's values is known to: D. All of the above
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Increasing inventories between sequential work units tends to reduce potential conflict by: E. Reducing task interdependence
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Increasing resources and creating more precise rules for the allocation of those resources represent two ways to increase conflict. (T/F) False
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Incubation and verification are: A. Stages of the creative process
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Informal communication as a coordinating mechanism is ineffective in non-routine situations F
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Informal communication as a coordinating mechanism is ineffective in non-routine situations. (T/F) False
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Informal communication is a coordination mechanism only in a small and few medium-sized organizations F
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Informal groups: All of the above
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Information overload occurs when a person's information-processing capacity exceeds the jobs information load. (T/F) False
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Initial, target, and resistance represent three elements in: B. The bargaining zone model
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Integrator roles do which of the following? They support informal communication as a coordinating mechanism
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Integrator roles increase informal communication as a coordinating mechanism T
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Intellectual capital refers to : the stock knowledge that resides in an organization
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Intellectual capital refers to: B. the stock of knowledge that resides in an organization.
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Interacting with people from other backgrounds is more likely to minimize perceptual biases when these people have equal status with you throughout the interaction. (T/F) True
...
Intuition allows us to draw on our tacit knowledge to guide our decision preferences. (T/F) True
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Intuition is the main strategy to minimize escalation of commitment F
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It is often difficult to maintain feelings of equity among employees because: D. Each employee has different opinions regarding which inputs should be regarded and which outcomes are more valuable than others
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It is reasonable to conclude from recent surveys that nearly all employees in the United States are truly very satisfied with their jobs F
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Jargon improves communication efficiency when both the sender and receiver understand this specialized language T
...
Job descriptions, goal setting, and training are applications of coordination through standardization T
...
Job enlargement increases skill variety. (T/F) True
...
Job enrichment usually: None of the answers apply
...
Job evaluation and skill-based pay plans are both considered: E. None of the answers apply
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Job evaluation mainly supports the competency approach to rewards F
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Job evaluations are used in which type of reward system? Job status rewards
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Job satisfaction is an ethical issue that influences the organization's reputation in the community T
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Job sharing and telework are usually considered ways to reduce stress through work/life balance T
...
Job specialization increases training costs and makes it more difficult for companies to match employee aptitudes to jobs for which they are best suited. (T/F) False
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Job specialization increases work efficiency, but it tends to reduce employee motivation T
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Job specialization usually reduces the employee's work efficiency F
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Keeping the team size sufficiently small and designing tasks such that each team member's performance is measurable are two ways to: minimize social loafing
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Knowledge and experience can undermine creativity because it can lead to routinization of that knowledge. (T/F) True
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Knowledge management is an extension of: The open systems perspective of organizational behavior
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Language differences represent one of the most obvious cross-cultural communication challenges. (T/F) True
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Language reflects an organization's dominant values but not the values of its subcultures F
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Larger organizations tend to: make greater use of standardization than do smaller firms
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Leadership competencies identify leadership potential, not leadership performance. (T/F) True
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Legitimate pwoer is an agreement between people that one person has the right to request specific behaviors from the other person. (T/F) True
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Legitimate, referent, and expert are: C. Different sources of organizational power
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Legitimate, referent, and expert are: different sources of organizational power
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Maintaining eye contact to show interest in someone's conversation is one of the few forms of nonverbal communication that transmits common meaning across all cultures. (T/F) False
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Management by walking around occurs whenever senior executives get out of their offices and communicate face- face with employees T
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Management by walking around occurs whenever senior executives get out of their offices and communicate face-to-face with employees. (T/F) True
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Management by walking around: C. Minimizes the problem of filtering in the communication process
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Managers should arbitrate decisions when employees cannot resolve their differences alone. (T/F) True
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Managers tend to prefer which of the following types of third-party interventions? A. Inquisitor
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Many view charismatic leadership as being the highest degree of transformational leadership T
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Maslow is credited for bringing a mechanistic perspective to the study of motivation F
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Maslow is credited for bringing a mechanistic perspective to the study of motivation. (T/F) False
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Mature adults tend to have a single unitary self-concept that remains relatively stable F
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Media richness refers to the financial cost of using the medium relative to its frequency of use in the organization F
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Media richness refers to the financial cost of using the medium relative to its frequency of use in the organization. (T/F) False
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Mental imagery helps us to anticipate and work out solutions to potential obstacles in our work T
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Mental models that give us a rich understanding of one's environment may cause us to screen out or ineffectively organize information in another environment. (T/F) True
...
Mergers and acquisitions tend to increase conflict due to different values and beliefs T
...
Mergers and acquisitions tend to increase conflict due to different values and beliefs. (T/F) True
...
Moderate levels of conflict produce improved decision-making T
...
Most change agents are external consultants rather than corporate executives F
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Most employees would say that ___ helped them adjust to their new job most. C. Socialization agents
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Most employees would say that---- helped them adjust to their new job most Socialization agents
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Most employers say that nowadays motivating employees is more challenging that it used ot be T
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Most organizational behavior theories have been developed by OB scholars rather than from other disciplines. (T/F) False
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Motivation affects a person's ___ of voluntary behavior. A. Direction, intensity, and persistence
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Motivation is closely related to the concept of employee engagement. (T/F) True
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Motivator-Hygiene Theory highlights the idea that job content is an important source of employee motivation T
...
Motivator-Hygiene Theory highlights the idea that job content is an important source of employee motivation. (T/F) True
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Multi-communicating is possible because of the reduced sensory demand for most forms of computer-mediated communication T
...
Multi-communicating is possible because of the reduced sensory demand for most forms of computer-mediated communication. (T/F) True
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Myers-Briggs type indicator (MBTI) includes all of these EXCEPT: Internal/ external locus
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Need for stimulation, the ability to synthesize ideas, and low need for social approval are characteristics of: A. People who tend to be more creative
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Needs Hierarchy Theory explains how people develop perceptions of fairness in the distribution and exchange of resources F
...
Needs Hierarchy Theory explains how people develop perceptions of fairness in the distribution and exchange of resources.(T/F) False
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Negotiation and the norm of reciprocity are associated with the influence process of exchange T
...
Negotiators share information more fully by adopting a win-lose orientation F
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Negotiators tend to be more competitive and less willing to give concessions when their audience directly observes the negotiations T
...
Negotiators tend to be more competitive and less willing to give concessions when their audience directly observes the negotiations. (T/F) True
...
Networking helps to increase a person's expert power and centrality T
...
Neuroticism is explicitly identified in: big five personality dimensions
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New employees learn corporate culture through the process of organizational socialization T
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Omitting and buffering strategies help employees to reduce the amount of information they must process (i.e. information load) T
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One advantage of ERG Theory over Maslow's Needs Hierarchy Theory is that the ERG model seems to explain human motivation somewhat better. (T/F) True
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One advantage of competency-based rewards is that measuring employee competencies is mostly done through objective measurement methods. (T/F) False
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One common type of matrix structure overlays a functional structure with: project teams
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One dilemma in workplace design is the requirement to balance the need to encourage social interaction with the employees' need for privacy T
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One dilemma in workspace design is the requirement to balance the need to encourage social interaction with the employees' need for privacy. (T/F) True
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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 types of structure
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One of the first steps in a merger to minimize cultural clashes is to: B. Conduct a bicultural audit
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One of the main advantages of network structures is that they ensure the core organization has a high degree of control over production, marketing and other functions F
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One of the main benefits of formal hierarchy as a coordinating mechanism is that it increases flexibility and responsiveness to customer needs. (T/F) False
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One of the main implications of Four-drive Theory is that: employers should offer enough opportunity to keep all four drives in balance
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One of the most common consequences of over reward inequity is that overpaid employees try to increase their inputs by working harder F
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One of the most important characteristics of empowerment is that it is a personality trait. (T/F) False
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One of the most significant discoveries in Equity Theory research is that people tend to keep the same comparison throughout their working lives F
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One of the reasons people use satisficing when making decisions rather than maximization is that it takes more information processing capacity than people possess or are willing to use to choose the best alternative. (T/F) True
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One of the rules of brainstorming is that no one is allowed to piggyback or build on the ideas of other team members. (T/F) False
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One problem with a strong organizational culture is that it increases conflict among employees within the company and makes it more difficult for them to understand each other F
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One problem with applying the individual rights principle of ethical decision making is that one individual right may conflict with another. (T/F) True
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One problem with linking rewards to job performance is that managers rely on different criteria when estimating employee performance levels. (T/F) True
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One problem with negotiation is that it tends to produce compliance rather than commitment to the change process T
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One problem with negotiation is that it tends to produce compliance rather than commitment to the change process. (T/F) True
...
One problem with path-goal theory is that: B. Some elements of the theory have not yet been studied
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One problem with stereotyping is that few traits assigned to a particular social category accurately describe every person identified with that group T
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One problem with the transformational leadership perspective is that specific elements within it are culture-bound. (T/F) True
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One problem with the utilitarian principle of ethical decision making is that: D. It is almost impossible to evaluate the benefits or costs of many decisions
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One reason why employees resist change is that they dislike predictable role patterns F
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One way organizations can retain intellectual capital is to have high employee turn around F
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One widely mentioned high-performance work practice is employee involvement. (T/F) True
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Online forums and instant messaging are two examples of social networking technologies. (T/F) True
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Organic structures are better suited dynamic environments than to stable environments. (T/F) True
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Organic structures are better than mechanistic structures for: A. Hostile environments
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Organic structures are better than mechanistic structures for: hostile environments
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Organizational behavior views organizations as: C. open systems.
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Organizational commitment refers to an employee's contractual obligation to provide a minimum amount of time and effort to the organization in return for a fair day's pay from the organization F
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Organizational commitment refers to an employee's contractual obligation to provide a minimum amount of time and effort to the organization in return for a fair day's pay from the organization. (T/F) False
...
Organizational countercultures further strengthen the organization's dominant culture F
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Organizational culture consists of the values and assumptions shared within an organization which also dictates the correct way of thinking about and acting on problems and opportunities facing the organization T
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Research indicates that ingratiation is more commonly used by managers in high power distance cultures than by managers in low power distance cultures. (T/F) False
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Research indicates that male and female leaders do not differ in their levels of task-oriented and people oriented leadership T
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Research indicates that university students value task- oriented instructors over people-oriented instructors T
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Research indicates that university students value task-oriented instructors over people-oriented instructors. (T/F) True
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Research on gender and leadership suggests that: E. None of the above
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Research suggests that effective workspace design mainly balances the trade-off between: employee privacy and social interaction
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Research suggests that feedback originating only from the supervisor provides more complete and accurate information than feedback received through a 360-degree process. (T/F) False
...
Research suggests that men and women differ in their attitudes toward money. (T/F) True
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Researchers have found that an organization's culture may be identified very easily and quickly by looking at one or two observable artifacts. (T/F) False
...
Resolving conflicts between work and nonwork mainly occurs during what stage of socialization? Role management
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Reward systems and employee's skills are substitutes for task- oriented leadership T
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Rituals are: Programmed routines of daily organizational life that dramatize the organization's culture
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Sabotage, threatening harm, and insulting other represent: A. Three forms of counterproductive work behaviors
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Satisficing occurs when people continue on a failing course of action F
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Satisficing occurs when people continue on a failing course of action. (T/F) False
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Satisficing refers to: A. The tendency to choose an alternative that is good enough rather than the best
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Satisficing refers to: the tendency to choose an alternative that is good enough rather than the best
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Scenario planning is a structured process that helps decision makers explore potential problems and choose the best solutions under different future conditions T
...
Schwartz's model organizes - into-. Values, ten broader domains
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Schwartz's model organizes ___ into ___. D. Values, ten broader domains
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Scientific Management is the process of systematically dividing work into its smallest possible elements and standardizing work activities to achieve maximum efficiency T
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Scientific Management is the process of systematically dividing work into its smallest possible elements and standardizing work activities to achieve maximum efficiency. (T/F) True
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Scientific management includes which of the following? B. Systematically dividing a job into its smallest possible elements and assigning these divided tasks to employees who are best qualified to perform them
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Scientific management includes which of the following? Systematically dividing a job into its smallest possible elements and assigning these divided tasks to employees who are best qualified to perform them
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Selective attention is a component of : the perceptual process
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Selective attention is a component of: B. The perceptual process
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Selective attention occurs after incoming information is organized and interpreted. (T/F) False
...
Self-awareness is the ____ level of ____. A. Lowest, emotional intelligence
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Self-directed work teams plan, organize, and control activities with little or no direct involvement of supervisors t
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Self-enhancement can result in bad decisions T
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Self-fulfilling prophecy may result in either better or worse performance than if the employee is not exposed to the self-fulfilling prophecy effect. (T/F) True
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Self-fulfilling prophecy occurs whenever supervisors accurately predict the future of performance of recently hired employees F
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Self-fulfilling prophecy tends to have a stronger effect on employees who are new to the job than on employees who have worked in that job for a few years T
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Self-fulfilling prophecy tends to have a stronger effect on employees who are new to the job than on employees who have worked in that job for a few years. (T/F) True
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Self-leadership borrows ideas from social learning theory and research in sports psychology on constructive thought processes T
...
Self-leadership borrows ideas from social learning theory and research in sports psychology on constructive thought processes. (T/F) True
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Self-leadership involves finding ways to increase job specialization F
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Self-leadership relies on ideas from: All of the answers are correct
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Self-leadership replaces the need for formal leadership in self-directed work teams T
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Self-leadership suggests that goals should be set by the employee's supervisor with or without the employee's involvement. (T/F) False
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Self-monitoring and designing natural rewards are both: D. Part of the self-leadership process
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Self-verification stabilizes our self-concept. (T/F) True
...
Sensing, feeling, and judging are three of the 'Big Five' personality traits F
...
Servant leaders try to understand employee needs and facilitate their work performance. (T/F) True
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Servant leadership emphasizes the notion that: E. None of these
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Servant leadership occurs when employees believe that their energy is put into serving their leader rather than accomplishing organizational objectives F
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Sexual harassment is a type of stressor. (T/F) True
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Share option plans: B. Give employees the right to purchase company shares at a future date at a predetermined price
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Share option plans: give employees the right to purchase company shares at a future date at a predetermined price
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Shared leadership is the view that anyone in the organization may be a leader in various ways and at various times T
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Shared mental models are part of an organization's culture. (T/F) True
...
Showing interest and clarifying the message are two activities associated with which active listening process? B. Responding
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Situational factors are working conditions within the employee's control F
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Situational factors are working conditions within the employee's control. (T/F) False
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Social entities are called organizations only when their members have complete agreement on the goals they want to achieve F
...
Social entities are called organizations only when their members have complete agreement on the goals they want to achieve. (T/F) False
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Social identity is a comparative process, and that comparison begins with categorical thinking. (T/F) True
...
Social identity theory states that we define ourselves in terms of our differences with people who belong to other social categories. (T/F) True
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Social loafing is more common among people with collectivist values F
...
Social networking sites such as Facebook provide employers with more efficient communication than traditional email systems F
...
Soft influence tactics such as persuasion tend to build compliance rather than commitment to the influencer's request F
...
Some ___ are just people assembled together without any necessary ___. A. Groups, interdependence
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Some critics argue that financial regards discourage creativity and distract employees from the meaningfulness of the work itself. (T/F) True
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Some critics argue that financial rewards discourage creativity and distract employees from the meaningfulness of the work itself. T
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Someone who is new to the job and has a low sense of achievement is: D. More vulnerable to the supervisor's self-fulfilling prophecies of that employee
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Stable, long-lasting beliefs about what is important in a variety of situations are: E. Called values
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Stakeholders are shareholders, customers, suppliers, governments and any other groups with a vested interest in the organization. (T/F) True
...
Standardization process is less effective in non-routine and complex work T
...
Stereotyping is an extension of the social identity process T
...
Stress is an adaptive response to a situation that is perceived as challenging or threatening to the person's wellbeing T
...
Stress is an adaptive response to a situation that is perceived as challenging or threatening to the person's wellbeing. (T/F) True
...
Students experience pooled interdependence when they are lined up at the laser printers trying to get their assignments done just before a class deadline T
...
Studies have found that people with power over others have more difficulty empathizing. (T/F) True
...
Successful change requires a well articulated and appealing vision of the desired future state T
...
Supervisors who use ingratiation and impression management tactics tend to lose the respect of their staff. (T/F) True
...
Suppose that you are the new supervisor of a unit of employees who work in non-routine jobs. These employees are highly experienced and confident in their work. According to path-goal theory, which leadership style would be most appropriate in this situation? Participative
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Systematic evaluation of alternatives helps to increase the use of implicit favorites and satisficing in the decision process. (T/F) False
...
THE ORGANIZATIONAL GRAPEVINE: D. Helps employees to make sense of their workplace when the information is not available through formal channels
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Tacit knowledge is mainly learned through observation and experience. (T/F) True
...
Task forces are temporary groups that typically investigate a particular problem and disband when the decision is made T
...
Team cohesiveness decreases with increased interaction because there are more chances for conflicts to emerge F
...
Team members are held together by their interdependence and need for collaboration to achieve common goals T
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Team members rarely conform to team norms unless other team members apply reinforcement or punishment. (T/F) False
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Team roles are typically negotiated among team members F
...
Team success, team size, and member similarity are three: A. Of the main factors influencing team cohesiveness
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Team-based organizational structures are usually found within larger divisionalized structures T
...
Teams are groups of two or more people who have equal influence over each other regarding the team's goals and means of achieving those goals F
...
Teams are groups with some degree of task interdependence and a common objective T
...
Teams have which of the following features? D. All of the above
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The 'Big Five' personality dimensions represent five clusters that represent most personality traits. (T/F) True
...
The 'Big Five' personality dimensions represent: the aggregated clusters representing most known personality traits
...
The A-B-C model of behavior modification helps us to : understand how environmental factors influence learning and behavior
...
The CEO of a large organization once commented how earlier in his career, he rented expensive artwork and displayed it in his office. 'Top management would drop by my office and immediately get a sense that I was sophisticated and professional', the CEO explained. 'I believe the artwork helped me to get promoted.' The artwork helped this executive gain power: through visibility
...
The Hersey-Blanchard situational leadership model identifies the following four leadership styles: telling, selling, participating, and deleagting. (T/F) True
...
The Myers-Briggs Type Indicator measures the personality traits described by Swiss psychiatrist Carl Jung T
...
The Primary objective of team building is to accelerate the team development process
...
The bargaining zone model of negotiations describes the best physical zone in which negotiations should occur. (T/F) False
...
The bargaining zone model states that: the negotiation process moves each party along a continuum with an area of potential overlap
...
The behavioral and contingency leadership theory adopt more of a transactional and less of a transformational perspective of leadership. T
...
The benefits of employee involvement increase with: E. The novelty and complexity of the problem or opportunity
...
The benefits of employee involvement increase with: the novelty and complexity of the problem or opportunity
...
The best way to determine an organization's shared assumptions is to: determine what the organization's enacted values are
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The best way to manage resistance to change among those who will clearly lose out from the change is to introduce coercion practices. (T/F) False
...
The best way to measure an organization's culture is to: C. Conduct a careful analysis of many organizational artifacts
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The capacity to influence others in organizational settings is known as: E. Power
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The capacity to influence others in organizational settings is known as: organizational power
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The concept of affective organizational commitment includes: All of the above
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The concept of bounded rationality holds that: B. Decision makers process limited and imperfect information and therefor rarely select the best choice
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The conflict process begins: when scarce resources, different values, or other conditions exist that potentially causes conflict
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The current perspective on organizational conflict is that: E. Moderate levels of conflict are necessary and produce favorable outcomes
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The current perspective on organizational conflict is that: moderate levels of conflict are necessary and produce favorable outcomes
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The current trend is for companies to shift their divisionalized structures away from: C. Geography
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The decision maker's emotions play an important role in his or her identification of a problem or opportunity T
...
The distributive justice principle of ethical decision making people who are similar in relevant ways should receive dissimilar benefits and burdens based on their individual rights. (T/F) False
...
The distributive justice rule applies the concept of : equity
...
The distributive justice rule applies the concept of: C. Equity
...
The drive to bond and the dynamics of social identity theory both explain why people: join informal groups
...
The easiest way to minimize stereotyping is by preventing the activation of stereotypes in our heads. (T/F) False
...
The economic benefits of job specialization were discovered in the 1950s. (T/F) False
...
The encoding and decoding process is enhanced when both parties have similar "passbooks." F
...
The extent of person's self-leadership is dependent on ___ and ___ factors. B. Situational, personal
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The field of organizational behavior relies on qualitative rather than quantitative research to understand organizational phenomena F
...
The first step in a self-fulfilling prophecy occurs when the observer acts differently towards people with whom he or she has high expectations than towards those with whom he or she has low expectations than towards those with whom he or she has low expectations F
...
The first step in self leadership is personal goal setting
...
The forces within a person affect the employee's motivation. (T/F) True
...
The four stages of appreciative inquire, in order, are: discovery, dreaming, designing, delivering
...
The higher the level of employee involvement, the more influence people have over the decision process. (T/F) True
...
The highest level of emotional intelligence is: E. None of the above
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The highest priority and first strategy required for any organizational change is to: communicate the need for change and keep employees informed about what they can expect from the change effort
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The idea behind 360- degree feedback is that employees should receive feedback for 360 continuous days F
...
The ideal situation in organizations is to have employees whose values are perfectly congruent with the organization's values. (T/F) False
...
The ideas that form during the insight stage of creativity need to be verified through conscious evaluation and experimentation T
...
The image used in the communication process model is that information is like fruit on a tree that needs to be picked F
...
The image used in the communication process model is that information is like fruit on a tree that needs to be picked. (T/F) False
...
The implicit leadership perspective explains how perceptual processes cause people to inflate the importance of leadership in explaining organizational events. (T/F) True
...
The introduction of email in organizations tends to reduce some face-to-face and telephone communication but increase the flow of information to higher levels in the organization T
...
The knowledge, skills, and abilities of employees is an example of structural capital. (T/F) False
...
The latest organizational behavior evidence concludes that happy workers are more productive workers to some extent T
...
The level of information overload is a function of: B. The receiver's information-processing capacity and the actual information load received
...
The longer team members work together, the better they develop common mental models to help them complete the work together T
...
The main objective of force field analysis is to help change agents to: diagnose the situation better by understanding the driving and constraining forces for change
...
The main purpose of a bicultural audit is to: Identify and diagnose differences in the corporate cultures of merging organizations
...
The main reasons why companies are moving toward a flatter organizational structure are because it improves coordination through formal hierarchy F
...
The modern perspective on conflict is that an optimal level exist which is beneficial to the organization. (T/F) True
...
The more diversified the environment, the more the firm would benefit from a divisionalized form of departmentalization. (T/F) True
...
The most appropriate influence tactic depends in party on the influencer's power base and position in the organization. (T/F) True
...
The open systems anchor of organizational behavior states that: A. Organization affect and are affected by their external environments
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The optimal level of goal difficulty: occurs where the goal is challenging but not impossible
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The organizational cultures of most companies can be identified as mercenaries, fortresses or communes. (T/F) False
...
The organizational grapevine is usually transmitted: E. From a small number of senders to a larger number of receivers
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The perceptual process begins by attributing behavior to internal or external causes F
...
What perceptual error occurs when a supervisor incorrectly rates an employee at a similar level across all performance dimensions based on an overall impression of that employee? Halo effect
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What tends to happen when an organization's culture is misaligned with its external environment? the organization has more difficulty anticipating and responding to stakeholder needs
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What types of power do people tend to gain through networking? Referent and expert power
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When Adam Smith reported on how 10 pin makers working together could produce many times more pins than if they worked alone, Smith was describing the benefits of job enrichment. (T/F) False
...
When does a divisionalized structure work best? Is it where the organization? Is expanding into several distinct product and /or client groups
...
When employees have higher job satisfaction they tend to do both A' and D', provide friendlier service to customers, and provide more consistent service to customers because of their longer employment in the job
...
When in a positive mood, people pay more attention to details and follow a non programmed decision routine F
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When jobs are highly independent, employers should: E.) Use a team-based reward and use an organizational-based reward system
...
When making an internal or external attribution about a person's behavior, we tend to look at whether the person has acted this way in the past and other situations and whether other people act similarly in this situation. (T/F) True
...
When managing change, learning should be used: when incongruent organizational systems reinforce past behaviors and cause resistance to new behaviors
...
When negotiators have an audience watching their progress in the negotiations, the aduience's negotiatior: B. Pays more attention to saving face
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When people empathize with others, it leads to a higher likelihood of the occurrence of attribution errors. (T/F) False
...
When should decision makers bypass the search for alternative solutions and development of new solutions? D. In most programmed decision-making situations
...
When the sender has previous experience with the receiver, the sender--- to communicate in ambiguous situations can use leaner media
...
When work activities are too complex to standardize through extensive training for employees, companies need to coordinate work effort through precise job descriptions. (T/F) False
...
When work activities are too complex to standardize through procedures or goals, companies often coordinate work effort: by extensively training employees
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When work is divided among people, a coordinating mechanism is needed to ensure that everyone works in concert T
...
Whenever an advertising firm lands a new contract, the successful team rings a loud bell and breaks our a bottle of champagne. In organizational culture, this practice would be considered: B. A ceremony
...
Which 'Big Five' personality dimension is most valuable for predicting job performance? Conscientiousness
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Which form of departmentalization increases the risk of duplication and underutilization of resources? Divisional structure
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Which form of departmentalization tends to have a very flat hierarchy, little formalization and organizes employees around work processes? Team-based structure
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Which leadership perspective takes the view that leadership is characteristic of the person? Competency (trait) perspective of leadership
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Which motivation theory is based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes? Expectancy Theory
...
Which of the following activities helps us to cope with information overload? E. All of the above
...
Which of the following allows employees to collectively plan, organize, and control work activities with little or no direct involvement of a higher- status supervisor? Self- directed teams
...
Which of the following competencies is NOT a characteristic of effective leaders A. Effective leaders have a high need for personalized power
...
Which of the following is NOT a strategy for coping with uncertainty? B. Substitution
...
Which of the following is NOT an individual level performance reward? gainsharing
...
Which of the following is NOT explicitly identified in the Johari Windo? Selective attention
...
Which of the following is NOT explicitly identified in the communication process model? Empathy
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Which of the following is NOT identified in the textbook as a form of influence? D. Visibility
...
Which of the following is NOT typically a problem with a functional structure? C. It is more difficult to directly supervise employees within each department
...
Which of the following is NOT usually identified as a category of emotions? Perceived
...
Which of the following is a form of knowledge acquisition? B. Experimentation.
...
Which of the following is a form of knowledge acquisition? Experimentation
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Which of the following is a perspective of learning emphasizing the environment rather than human thought as the source of all learning? D. Behavior modification
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Which of the following is a potential problem when evaluating and choosing alternatives in decision making? All of these are potential problems
...
Which of the following is a potential problem when evaluating and choosing alternatives in decision making? D. All of these are potential problems
...
Which of the following is a spawning ground for emerging corporate culture values? subcultures
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Which of the following is an advantage of job specialization? B. Jobs can be mastered quickly
...
Which of the following is an example of punishment? A. The organization takes away some of your paycheck to cover the cost of a machine that you carelessly broke
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Which of the following statements is most consistent with the view of shared leadership? The most effective form of leadership is the shared type
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Which of the following strategies for minimizing resistance to change should occur when all other strategies are ineffective? A. Coercion
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Which of the following systematically evaluates the worth of each job within the oranization? Job evaluation
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Which of the following systematically evaluates the worth of each job within the organization? C. Job evaluation
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Which of the following systematically evaluates the worth of each job within the organization? Job evaluation
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Which of the following tends to be the preferred medium for coordinating work, minimizing status differences, and is an increasing source of information overload? Email
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Which of the following tends to create an "ownership culture" and align employee behaviors more closely to organizational objectives? Stock option plans and employee stock ownership plans
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Which of the following would be a leadership substitute? All of the above
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Which of these characteristics is reported by several large-scale studies as the most important leadership characteristic? E. Integrity
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Which of these communication channels has the highest media richness? D. Video conferencing
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Which of these communication channels has the highest media richness? Video conference
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Which of these communication channels has the lowest media richness? A. Newsletter
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Which of these communication channels would have lower media- richness than a video conference between two people? All of the above
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Which of these conditions LIMITS the diffusion of change to other parts of the organization? Every employee involved in the pilot project stays with the pilot project rather than being moved to other areas of the organization
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____ is the study of what people think, feel, and do in and around organizations. A. OB
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______
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____________
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corporate cults are preferred, because they help suppress subcultures within organizations. (T/F) False
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ill-defined problems require a non-programed decision process T
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the four dimensions of emotional intelligence form a hierarchy T
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the objective of the Johari Window is to Do all of the above
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the uncomfortable tension felt when our behavior and attitudes are inconsistent with each other is called: cognitive dissonance
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which of the following statements about drives is FALSE? They include only basic physiological essentials, such as hunger and thirst
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___ are the natural talents that help employees learn specific tasks more quickly and perform them better. D. Aptitude
Aptitude
The ability to recognize the presence and determine the relative importance of an ethical issue is known as ethical sensitivity
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The nominal group technique tends to produce more and better ideas than do traditional interacting groups. (T/F) True
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The primacy effect causes interviewers to ignore information presented at the beginning of the interview and to pay more attention to information presented later in the interview F
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The primacy effect occurs because we have a strong need to quickly make sense of other people. (T/F) True
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The problem with the concept of employee engagement is that it lacks theoretical foundation. (T/F) False
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The problem-solving interpersonal style of conflict has: B. High assertiveness and high cooperativeness
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The process of assigning traits to people based on their membership in a social category refers to : stereotyping
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The purely rational model of decision making is rarely practiced in reality because: C. It assumes that people are efficient and logical in their information processing
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The purely rational model of decision making is rarely practiced in reality because: It assumes that people are efficient and logical in their information processing
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The rational choice paradigm assumes that decision makers have limited information- processing capabilities and engage in a limited search for alternatives F
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Typically, creative people possess less knowledge and experience on the subject than experts in the field. (T/F) False
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Unlike the traditional view of leadership, shared leadership lacks formal authority. (T/F) True
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Which conflict management style may be necessary when it is apparent that the other party will take advantage of information sharing and other cooperative strategies? Forcing
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Which drive in the Four-drive Theory is reactive rather than proactive? C. Drive to defend
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Which leadership theory or perspective adopts the view that leaders are agents of change? Transformational perspective
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Which model of organization change explicitly refers to unfreezing the current situation and refreezing the desired state? Force field analysis
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Which of the following actions would increase employee motivation mainly by enhancing their effort-to-performance expectancy? D. Let employees know that their chances of performing successfully are good
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Which of the following activities helps us to cope with information overload? All of the above
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Which of the following concepts are closely associated with corporate social responsibility? E. Both 'B' and 'C'
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Which of the following decision-making activities tends to make the most use of tacit knowledge? A. Intuition
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Which of the following doe NOT occur at very high levels of job specialization? A. Product quality increases while the quantity of output decreases
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Which of the following is NOT a component of empowerment? C. Mental imagery
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Which of the following is NOT a consequence of post-decisional justification? C. The individual continues to look for alternatives better than the one selected
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Which of the following is NOT a core job characteristic in the job characteristics model? D. Experienced meaningfulness
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Which of the following is the LEAST forceful influence tactic? A. Ingratiation
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Which of the following is/are acquired mainly through observation and experience? Tacit knowledge
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Which of the following occurs during the incubation stage of the creative process? D. Divergent thinking
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Which of the following organizational change activities is related to 'bringing the entire system into the room"? Future search conferences
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Which of the following organizational change activities is related to 'bringing the entire system into the room'? A. Future search conferences
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Which of the following organizational change strategies should be applied only when time is limited and other options are unlikely to succeed? Coercion
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Which of the following practices should be avoided when trying to bring about organizational change? E. None of these
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Which of the following questions is NOT explicitly considered in the contingencies of employee involvement? Do subordinates need to develop their decision-making skills?
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Which of the following reduces information overload by increasing the person's information-processing capacity? A. Using a filtering algorithm to screen out incoming e-mail
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Which of the following refers to the fact that motivation is goal-directed, not random? B. Direction
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Which of the following will improve creativity? D. All of these would improve creativity
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Which of these statements about leadership is FALSE? C. Scholars began studying leadership after World War II
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Which of these statements about team roles is FALSE? E. A team role is almost always assigned to the same person for the life of the team
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Work/life balance refers to minimizing conflict between work and non-work demands T
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Workforce diversity potentially improves decision making and team performance on complex tasks T
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Your boss is usually able to calm employees when they are upset and to get staff enthusiastic about an otherwise mundane activity. This ability probably means that your boss has: A. The highest level of emotional intelligence
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According to Expectancy Theory, a reward that is not wanted has: a negative outcome valence
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According to Fiedler's contingency model of leadership: Fiedler's theory states none of these
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According to the bargaining zone model, the parties should begin negotiations by describing their resistance point to each other. (T/F) False
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According to the behavioral perspective of leadership, people oriented leadership is associated with higher employee performance and better team dynamics F
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Compared with women, men give money a lower priority in their lives F
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Decision makers tend to rely on their implicit favorite when: they evaluate decision alternatives
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Decision structure, risk of conflict, and decision commitment are: contingencies of employee involvement
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Divergent thinking increases the level of: creativity
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Employees with low power distance are more likely to comply with legitimate power F
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Ethics is most closely related to: Values
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In organizational setting empathy: does all of the above
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Increasing inventories between sequential work units tends to reduce potential conflict by: reducing task interdependence
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Job enlargement increases skill variety T
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Mechanistic structures operate best: in stable environments
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Organizational citizenship refers to: B. Employee behaviors that extend beyond normal job duties
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Organizational citizenship refers to: employee behaviors that extend beyond normal job duties
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Organizational culture serves what purpose in organizations? All of these
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Personality is completely determined by heredity F
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Shared leadership roles are formally assigned by the team. (T/F) False
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Absenteeism is lower in organizations with general sick leave. (T/F) False
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According to ERG Theory, a person can regress down the hierarchy of needs when they fail to fulfill higher needs. (T/F) True
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A major consumer-products company wanted to create a more entrepreneurial and marketing-oriented culture. After failing to bring about the change through middle management, senior executives worked directly with selected teams of front-line employees. These teams, which represented each area of the organization, worked on special projects outside the normal organizational structure. This intervention is closest to which organizational change strategy C. Parallel learning structures
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Tacit knowledge is mainly learned through observation and experience T
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Your team has been put in charge of a major project involving a client. Although the organization has many clients, this is the largest source of revue and affects the work of several other teams in the organization. The project requires continuous involvement with the client, so any problems with the client are immediately felt by other in the organization. According to the model of power, your team has: B. A high degree of centrality
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___ is the amount of effort allocated to the goal. C. Intensity
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A decision maker's need to 'save face' tends to: increase escalation of commitment
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A deculturation strategy of merging two corporate cultures should be applied : When employees in the acquired firm want to hold on to their firm's culture even though ti does not fit the external environment
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A divisionalized structure has all of the following problems EXCEPT: it limits the ability to expand operations
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A financial institution wants to create online communities whereby employees can quickly receive information about a specific topic from colleagues throughout the organization. Which of the following communication media would likely work best in this situation? B. Instant messaging
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A good strategy for women who want to network is to learn how to play golf T
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A large retail organization previously divided work among its four employee benefits staff into distinct specializations. One person answered all questions about superannuation (pension plans), another answered all questions about various forms of paid time off (e.g. vacations), and so on. These jobs were recently restructured so that each employee benefits person answers all questions for people in a particular geographic area. For example, one staff member is responsible for all employee benefits inquiries from anyone in a particular geographic region. This job restructuring is an example of: B. Job enrichment
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A learning orientation is: an important condition for creativity
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A matrix structure often combines which two forms of departmentalization? Geographic divisional structure and product divisional structure
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A mechanistic organizational structure works better than an organic structure when: the organization requires a high degree of formalization
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A mechanistic structure is decentralized, has a narrow span of control and little formalization F
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A nonprogrammed decision is applicable in: any nonroutine situation in which employee's must search for alternative solutions
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Empowerment flourishes in organizations with a learning orientation. (T/F) True
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Equity Theory research has found that employees who feel over rewarded tend to alter their perceptions of inputs and outcomes rather than attempt to actually change them T
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Escalation of commitment can be minimized by ensuring that: B. Those who choose the decision are different from those who implement and evaluate it
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Escalation of commitment occurs when employees increase their support for a decision because most of their colleagues also support that decision F
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Escalation of commitment occurs when employees increase their support for a decision because most of their colleagues also support that decision. (T/F) False
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Globalization occurs when an organization: A. Increases its connectivity with people and organizations in other parts of the world
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Globalization refers to economic, social, and cultural connectivity with people in other parts of the world. (T/F) True
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Goal setting is more effective when employees can easily complete the goals assigned to them. (T/F) False
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Goal setting is most effective when: B. The goals stretch the employee's abilities and motivation
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Goal setting tends to be more effective when the goals are specific rather than general. (T/F) True
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Groupthink is cause by: E. All of these factors cause groupthink
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Groupthink is caused by: All of these factors cause groupthink
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Hersey and Blanchard's situational leadership model states that the best leadership style depends on: B. The availability of leadership substitutes
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Hersey and Blanchard's situational leadership model states that the best leadership style depends on: the readiness of followers
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Homogenization and differentiation are two activities in the process of forming and maintaining our social identity T
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Homogenization and differentiation are two activities in the process of forming and maintaining our social identity. (T/F) True
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How do mental models relate to the concept of organizational culture? D. Mental models represent the values within an organization's culture
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How do norms affect the behavior of team members? C. Norms help the team regulate and guide the behaviors of its members
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How we dress and the way we behave politely toward others represents a type of influence strategy. (T/F) True
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If conflict was eliminated, organizations would be more productive F
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If individuals are unable to satisfy a particular need, the ERG theory states that they: redirect their efforts towards fulfilling a lower need in the hierarchy
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Ill-defined problems require a non-programmed decision process. (T/F) True
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Implicit leadership theory explains difference in leadership practices across cultures T
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Implicit leadership theory states that: everyone is capable of being an effective leaders
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Impression management is a common strategy for people trying to get ahead in the workplace. (T/F) True
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Path-goal leadership theory includes directive, supervisory, and integrity leadership styles. (T/F) False
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Path-goal theory argues that: E. The most effective leader behavior depends on the situation
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Peer pressure typically represents a form of coercive power T
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People are consciously aware of most emotions they experience F
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People are consciously aware of most emotions they experience. (T/F) False
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People are creative because they work in creative environments, not because of any differences in their ability of personality. (T/F) False
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People are the most creative when management puts intense pressure on them to produce creative ideas. (T/F) False
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People born between 1946 and 1964 are referred to as Generation X Employees F
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People from cultures with a short-term orientation tend to value assertiveness, competitiveness and materialism. (T/F) False
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People perform better in most employment situations when they have a strong external locus of control. (T/F) False
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People tend to be more creative when: they have a reasonable level of job security
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People tend to evaluate female leaders slightly less favorably than male leaders because: B. They tend to rely on gender stereotypes and prototypes of leaders
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People who are 'equity sensitive' tend to: E. Want their outcome/input ratio to be equal to the outcome/input ratio of the comparison other
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People who are 'equity sensitive' tend to: Want their outcome/input ratio to be equal to the outcome/input ratio of the comparison other
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People who experience social isolation are more susceptible to physical and mental illness. (T/F) True
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People who learn to empathize with others are less likely to engage in attribution errors. (T/F) True
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People with a high ___ value assertiveness, competitiveness, and materialism. E. Achievement orientation
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People with a high need for affiliation tend to be more effective in jobs that allocate scarce resources among employees F
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People with a high need for affiliation tend to be more effective in jobs that require them to mediate conflicts T
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People with a high need for affiliation tend to be more effective in jobs that require them to mediate conflicts. (T/F) True
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People with a high power distance give money a low priority in their lives F
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People with a high power distance give money a low priority in their lives. (T/F) False
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People with a high score on the neuroticism personality dimension tend to be more relaxed, secure and calm. (T/F) False
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People with an internal locus of control and strong Machiavellian values are more likely to engage in organizational politics T
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People with high Machiavellian values tend to: B. Frequently use pwoer to manipulate others towards their own personal goals
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People with high Machiavellian values tend to: frequently use power to manipulate others toward their own personal goals
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People with high power distance expect relatively equal power sharing. (T/F) False
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Perceptual defense causes us to: D. Block out bad news or information that threatens our self-concept
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Personality is a relatively stable pattern of behaviors and internal states that explains a person's behavioral tendencies T
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Personality is a relatively stable pattern of behaviors and internal states that explains a person's behavioral tendencies. (T/F) True
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Persuasion is the most common form of influence in high power distance cultures F
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Persuasion is the most common form of influence in high power distance cultures. (T/F) False
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Pilot projects are usually more flexible and less risky than centralized, organization-wide programs T
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Pooled interdependence is: the weakest form of interdependence other than complete independence
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Poor work ethic is one of the main sources of conflict between Baby-boomer and Generation-X employees F
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Power is ---, whereas influence is---. potential, behavior
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Power is the act of changing another person's attitudes and behavior. (T/F) False
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Prejudice and discrimination are most closely tied to which of these concepts? E. Stereotyping
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Prejudice and discrimination are most closely tied to which of these concepts? Stereotyping
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Professions gain power in the marketplace by reducing their substitutability through the control of tasks and knowledge T
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Psychology and sociology have contributed many theories and concepts to the field of organizational behavior. (T/F) True
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Quantum change is most commonly applied in conjunction with employee involvement F
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Reality shock is: a perceived discrepancy between employee expectations and reality
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Reality shock occurs when you perceive a discrepancy between your pre-employment expectations and on-the-job reality. (T/F) True
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Receiving a bonus after successfully completing an important project is an example of which of the following? Positive reinforcement
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Receiving a commission only when a sale is made represents a variable ratio schedule
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Reciprocal interdependence is the highest level of task interdependence in organizations. (T/F) True
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Referent power is typically associated with: E. Charisma
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Reflecting and experimenting are components of: B. Experiential learning
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Relationship management is: the highest level of emotional intelligence
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Research concludes that when our emotions and logical analysis of a situation conflict with each other, we should follow our emotions F
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Research has found that absenteeism is rarely, if ever, caused by situational factors F
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Research has found that women are generally more sensitive than are men to nonverbal communication T
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Research has found that women are generally more sensitive than are men to nonverbal communication. (T/F) True
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-is the process of filtering information received by our senses selective attention
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......
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- are often "golden handcuffs" that potentially increase continuance commitment Membership/ seniority rewards
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- involves modifying behavior to be consistent with required emotions but continuing to hold different internal feelings Surface acting
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- is the study of what people, feel, and do in and around organizations OB
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- refers to an organizations moral obligation toward all of its stakeholders CSR
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- refers to economic, social, and cultural connectivity with people in other parts of the world Globalization
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- refers to the study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad Ethics
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---- has higher media richness than----- Telephone, Email
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---- produce emotions, whereas--- represent the motivational force of those emotions which are channeled toward particular goals Drives, needs
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-----establishes the chain of command, that is, the system of common supervision among positions and units within the organization Departmentalization
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-----occurs when employees at the acquired company willingly embrace the cultural values of the acquiring organization Assimilation
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----represents the substance of transformational leadership Strategic vision
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Attitudes consist of the following three components: emotions, beliefs, and behaviors. (T/F) False
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Attitudes develop from our emotional experiences as wells as from the perceptual process T
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Attribution theory is a major component of which of these leadership perspectives? B. Implicit leadership theory
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Behavioral modeling and self reinforcement are components of social learning theory
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Bounded rationality adopts the main assumptions of the rational choice paradigm of decision making F
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Brainstorming requires team members to: E. Do none of these
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Brooks' Law says that adding more people to a late software project only makes it later. This law is mainly referring to: process losses
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Buffering, summarizing and omitting are ways to: A. Reduce information overload
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Buffering, summarizing and omitting are ways to: reduce information overload
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Buffers tend to resolve conflict by reducing the level of interdependence between the conflicting parties T
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By creating a sense of urgency for change, change agents are motivating employees to change towards the new conditions T
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Calculus, knowledge and identification are: C. Three foundations of trust in teams
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Calculus, knowledge, and identification are: three foundations of trust in teams
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Calculus-based trust: B. Is the minimum level of trust to hold a relationship together
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Candoo Ltd. will soon flatten its hierarchy by removing two of the five layers of management. If the number of employees in the organization remains constant, which of the following must also occur? B. It must widen the span of control
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Categorical thinking is mostly a conscious process of deciding what information in the environment to notice F
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Ceremonies are more formal artifacts than rituals T
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Change agents can be: None of these may be change agents
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Change agents should apply the action research model if they want to help people to break out of a problem- solving mentality and, instead, reframe relationships around the positive and possible T
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Change experts recommend introducing quantum change when the organization wants to overhaul the system quickly and decisively. (T/F) True
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Charismatic leadership refers more to leader behaviors whereas transformational leadership refers mainly to personal traits that provide referent power over followers F
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Employees have ___, when others identify with them, like them, or otherwise respect them. C. Referent power
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Employees have more expert power today than a few decades ago because: society is shifting from an industrial to a knowledge- based economy
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Employees have----, ranging from sarcasm to ostracism, to ensure that coworkers conform to team norms. coercive power
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Employees probably should not make the decision alone (without the manager's involvement) when: A. Their goals and norms conflict with the organization's objectives
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Employees should almost always be organized into teams when they have: E. Reciprocal interdependence
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Employees tend to be less creative in organizations that punish failure. (T/F) True
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Employees tend to have higher organizational commitment when their personal values differ from the company's values. (T/F) False
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Employees tend to join a virtual or conventional team with: A. A moderate or high level of trust in their new team mebers
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Employees tend to join a virtual or conventional team with: a moderate or high level of trust in their new team members
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Employees who believe that accomplishing a particular task will almost certainly result in a day off with pay would have: B. A P-to-O expectancy close to 1
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Employees who experience feelings of inequity tend to change their comparison other: E. If they can't alter the outcome/input ratio through other means
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Employees who experience feelings of inequity tend to change their comparison other: if they can't alter the outcome/input ratio through other means
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Employees who experience job dissatisfaction or work-related stress are more likely to be absent or late for work. (T/F) True
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Employees who stay with an organization mainly because they believe it will cost them financially to leave, likely have: high continuance commitment
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Employees with high levels of affective commitment tend to engage in more organizational citizenship behaviors. (T/F) True
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Employees with high levels of affective commitment tend to engage in more organizational citizenship behaviors. True
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Employees with strong organizational commitment are more likely to engage in organizational citizenship behaviors
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Employees with strong organizational commitment are more likely to: A. Engage in organizational citizenship behaviors
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Employees, suppliers and governments: are organizational stakeholders
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Fiedler's contingency model of leadership has made an important and lasting contribution to the study of leadership because it: suggests that organizations need to engineer the situation to fit the leader's preferred style, rather than vice versa
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First-line supervisors may have legitimate, reward and coercive sources of power, but their actual power is often limited by lack of discretion T
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Flaming refers to the capacity of an organization to transmit information more quickly through computer networks than through traditional paper media F
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Flaming refers to the capacity of an organization to transmit information more quickly through computer networks than through traditional paper media. (T/F) False
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Flattering your boss and helping co-workers with their work: are forms of silent authority and upward appeal, respectively.
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For which type of environment should organizations adopt an organic structure? B. Dynamic environments
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Forming natural work units tends to increase task identity and task significance T
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Forming, storming, and norming are the three main levels of task interdependence. (T/F) False
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Four-drive Theory recommends keeping all four drives in "balance"; that is, organizations should avoid too much or too little opportunity to fulfill each drive. (T/F) True
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Frederick Herzberg's Motivator-Hygiene Theory casts more of a spotlight on the job itself (rather than the work environment) as an important source of employee motivation. (T/F) True
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Functional structures foster professional identity and permit greater specialization than most other forms of departmentalization. (T/F) True
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Fundamental attribution error refers to the tendency to attribute the behavior of other people to internal factors more than external factors. (T/F) True
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Gainsharing and share-ownership reward plans create an "ownership culture" that is good for owners, but bad for employees F
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Generally, a narrow span of control is necessary where employees perform highly interdependent work with others T
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Generous sick leave policies are known to: Increase absenteeism
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George believes that women have difficulty coping with the stress of executive decisions. Sally is promoted into a senior management position and George soon complains that Sally won't be able to cope with this job. George is exhibiting which of the following perceptual errors? Stereotyping
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Given that OB experts have been accumulating a distinct knowledge about behavior within organizations, OB is referred to as a field of study. (T/F) True
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Globalization occurs when an organization increases its connectivity
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Organizational effectiveness depends on the organization's capacity to acquire, share, use and store valuable knowledge T
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Organizational effectiveness depends on the organization's capacity to acquire, share, use and store valuable knowledge. (T/F) True
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Organizational learning is not dependent on individual learning since it mostly involves the organization managing its own knowledge- based assets F
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Organizational politics can result in lower job satisfaction, and high levels of work-related stress. (T/F) True
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Organizational politics flourish when resource allocation decisions are ambiguous and complex with no formal rules. (T/F) True
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Organizational politics refers to any use of power to influence others F
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Organizational politics tend to increase in situations where decisions become routine and programmed F
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Organizational size, technology, and environment are: E. Three contingencies of organizational design
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Organizational size, technology, and environment are: three contingencies of organizational design
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Organizational socialization does not occur until a person becomes a member of the organization F
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Organizational socialization is best described as a process of : learning and adjustment
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Organizations tend to become less formalized as they age and grow in number of employees F
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Organizations tend to become less formalized as they age and grow in number of employees. (T/F) False
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Organizations that tolerate or encourage subcultures with dissenting values: may eventually use those dissenting values to build a new set of dominant values in the future
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Organizations with very strong cultures may become dysfunctional because the suppress dissenting subcultural values T
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Our desire for informal groups is mostly influenced by our drive to defend F
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Our emotions influence what we recognize or screen out. (T/F) True
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Our likelihood of noticing a person or object depends on its: E. All of the above
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Our likelihood of noticing a person or object depends on its: all of the above: size, motion, intensity, novelty
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Over reward inequity occurs whenever other people receive less money than you do F
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Overreward inequity occurs whenever other people receive less money than you do. (T/F) False
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Two employees from different departments who are evaluated on different performance criteria and compensated based on different reward systems are likely to experience conflict due to goal incompatibility. (T/F) True
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Two technological contingencies that influence the best type of organizational structure are: variability, and analyzability
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Two ways to enrich jobs are by clustering jobs into natural groups and by establishing client relationships. (T/F) True
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Underreward inequity occurs when your outcome/input ratio is lower than the outcome/input ratio of a comparison other. (T/F) True
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Unfreezing occurs by making the driving forces stronger, weakening the restraining forces, or a combination of both. (T/F) True
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Unfreezing occurs by making the driving forces stronger, weakening the restraining forces, or combination of both T
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Upward appeal is not considered a type of influence tactic F
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Upward appeal is not considered a type of influence tactic. (T/F) False
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Values guide an individual but are not an important subject within an organization F
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Values represent an important invisible part of an organizations culture T
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Values represent an individual's short-term beliefs about what will happen in the future F
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Values represent the deepest part of an organization's culture F
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Virtual teams are best described as: B. Cross-functional groups of employees that operate across space, time and organizational boundaries
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Virtual teams are usually permanent functional groups that communicate mainly through weekly face-to face meetings F
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Voice and the right to appeal are two important practices that influence : perceptions of procedural justice
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Voice and the right to appeal are two important practices that influence: D. Perceptions of procedural justice
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Web-based magazines (e-zines): allow companies to communicate breaking news quickly and efficiently to employees
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What do impromptu storytelling, morphological analysis, and artwork have in common? they are forms or associative play
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What does the textbook recommend that corporate leaders should do with the organizational grapevine? B. Use the grapevine as a signal of employee anxiety and view it as a valid competitor to the company's formal communication system
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What effect can jargon potentially have in organizations? Jargon may improve communication efficiency, and other times lead to misunderstanding between sender and receiver
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Which of the following is an example of the influence tactic of forming coalitions? A group of employees band together to show management that they collectively demand that the company purchase new computer equipment
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Which of the following is an individual incentive? B. Piece-rate plans
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Which of the following is an individual incentive? Piece rate plans
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Which of the following is most consistent with employability- namely, that employees are expected to continuously learn skills that will keep them employed? Competency-based rewards
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Which of the following is one of the five main sources of power? None of the above
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Which of the following is pressuring large global organizations to move from geographically based to more client-based divisionalized structures? All of the above
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Which of the following refers to the fact that motivation is goal-directed, not random? Direction
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Which of the following represents a form of nonverbal communication? D. All of the above
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Which of the following sources of conflict is typically associated with mergers and acquisitions? B. Differentiation
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Which of the following statements about countervailing power in organizational relationships is TRUE? C. Countervailing power is the weaker party's power to maintain the stronger party's continued participation in the relationship
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Which of the following statements about cross-cultural values is TRUE? People with high individualism can have any level (high or low) of collectivism
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Which of the following statements about emotions is FALSE? We continuously experience an emotion for days or weeks at a time
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Which of the following statements about path-goal leadership is true? According to path-goal theory, leaders might simultaneously use two or more leadership styles
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Which of the following statements about power is FALSE? D. Power exists only when one person has something of value for a second person, but the second person has nothing of value for the first person
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Which of the following statements about power is FALSE? Power exists only when one person has something of value for a second person, but the second person has nothing of value for the first person
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Which of the following statements about the field of organizational behavior is FALSE? OB is a self-contained discipline, independent of other disciplines
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Which of the following statements about the leadership substitutes model is FALSE? C. Leadership substitutes neutralize or replace transformational rather than transactional leadership
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Which of the following statements about the leadership substitutes model is FALSE? Leadership substitutes neutralize or replace transformational rather than transactional leadership
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Which of the following statements about values is FALSE? A person's hierarchy of values typically changes a few times each year
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Which of these countries is more likely to accept of tolerate, than any other country, people who display their true emotions at work? D. Italy
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Which of these factors directly influences an employee's voluntary behavior and performance Only A and B, Motivation and Role perceptions
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Which of these factors directly influences an employee's voluntary behavior and performance? E. Only 'A' and 'B'
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Which of these factors, according to Herzberg, is a hygiene factor? Job security
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Which of these forces are commonly called resistance to change? D. Restraining forces
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Which of these forces pushes organizations toward a new state of affairs? B. Driving forces
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Which of these is NOT a reason contributing to escalation of commitment? Implicit favorites
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Which of these is NOT a source of conflict? A. Cohesiveness
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Which of these is NOT a strategy identified by the conflict management experts as something that might reduce the level of relationship conflict during constructive conflict episodes? D. Third-party conflict resolution
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Which of these is the most common form of influence in high power distance cultures? A. Silent authority
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Which of these refers to a person's beliefs about what behaviors are appropriate or necessary in a particular situation? B. Role perceptions
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Which of these refers to a person's beliefs about what behaviors are appropriate or necessary in a particular situation? Role perceptions
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Which of these refers to availability of alternatives? B. Substitutability
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Which of these refers to availability of alternatives? Substitutability
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Which of these refers to the degree and nature of interdependence between the powerholder and others? Centrality
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Which of these refers to the perspective that companies take their sustenance from the environment and, in turn, affect that environment through their outputs? Open system
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Which of these sources of power originates mainly from the person rather than the position? Referent power
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Which of these statement about emotional labor is FALSE? Research indicates that emotional display rules and standards are very similar around the world
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Which of these statements about decentralization is FALSE? C. Organizations operating in diverse environments are more effective when they centralized decision making
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Which of these statements about job satisfaction and customer satisfaction is TRUE? Both B and C are true, satisfied employees have a more positive mood, which communicates friendliness to customers, and satisfied employees are less likely to quit, so customers receive more consistent and familiar service
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Which of these statements about people-oriented and task-oriented leadership styles is FALSE? B. People-oriented and task-oriented leadership styles are at opposite ends of a behavioral continuum
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Which of these statements about the strength of organizational culture and organizational performance is TRUE? Organizations with stronger cultures tend to perform better than those with weak cultures when the culture content fits the external environment
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Which of these statements is consistent with the five anchors of organizational behavior? D. The field of organizational behavior should rely on other disciplines for some of its theory development
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Which of these statements represents the feelings dimension of attitudes? A. I don't like how my boss treats his employees
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Which organizational behavior perspective discusses inputs, outputs, and feedback? B. Open systems
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Which organizational behavior perspective discusses inputs, outputs, and feedback? Open systems
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Which reward system tends to discourage poor performers from voluntarily leaving the organization Membership and seniority-based pay
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Which reward system tends to discourage poor performers from voluntarily leaving the organization? A. Membership and seniority-based pay
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With respect to procedural justice, the "value-expressive" function which "voice" provides refers to: B. The way employees feel after voicing their opinions
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Women have difficulty getting into senior management because they are usually exclude from make networks T
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___ consists of technical language and acronyms as well as recognized words with specialized meaning in specific organizations or social groups. A. Jargon
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___ is a psychological state comprising the intention to accept vulnerability based upon positive expectations of the intent or behavior of other person. B. Trust
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___ is part of a larger influence tactic called ___. B. Ingratiation, impression management
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___ represents an employee's experienced meaningfulness in their work, a sense of self-determination, confidence in their abilities, and a sense that their work has an impact on the company's success? C. Empowerment
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___ represents the forces within a person that affect the direct, intensity, and persistence of voluntary behavior. A. Motivation
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__ refers to an individual's self-beliefs and self-evaluations. A. Self-concept
A. Self-concept
