Organizational Behavior Exam 2
A cognitive category contains a number of radically different objects.
False
According to Vroom, expectancy represents a person's belief that a particular outcome is contingent on accomplishing a specific level of performance.
False
An obliging style of handling conflict encourages "I win, you lose" tactics.
False
Contrast effect refers to the tendency to remember recent information. If the recent information is negative, the person or object is evaluated negatively.
False
Due to unlimited mental capacity, people are able to attend to all physical and social stimuli in their environment.
False
Inaccurate perceptions and stereotypes do not influence whether or not you get hired, promoted, or fired.
False
Managers are more likely to delegate if the lower-level employee has no supervisory experience.
False
Maslow believed that once safety needs are relatively satisfied, one's physiological needs emerge.
False
Maslow viewed love as the highest step in the hierarchy of needs.
False
Metaphors of war are appropriate ways to think of workplace conflict.
False
Motivation is entirely driven by pay.
False
People usually do not pay attention to salient stimuli.
False
Reward, coercive, and negative legitimate power tend to produce commitment rather than compliance.
False
Semantic memory describes the appropriate sequence of events in well-known situations.
False
The dialectic method involves assigning one person the role of critic.
False
The ingratiating influence tactic involves trying to build enthusiasm by appealing to others' emotions, ideals, or values.
False
A 12 foot tall university student would be a salient stimulus.
True
A schema represents a person's mental picture or summary of a particular event or type of stimulus.
True
A stereotype is a set of beliefs about the characteristics or attributes of a group.
True
A stronger relationship between the parties involved is a desired outcome of conflict.
True
According to Maslow, having enough food, air, and water to survive is the most basic need.
True
An instrumentality of zero indicates there is no relationship between rewards and performance.
True
Both devil's advocacy and the dialectic method are useful in stimulating functional conflict.
True
Impression management is the process by which people attempt to control or manipulate the reactions of other to images of themselves or their ideas.
True
Increased group cohesiveness can lead to in-group thinking, whereby in-group members see themselves as morally correct, while viewing members of other groups negatively and as immoral.
True
Many hiring decisions are made on the basis of implicit cognition.
True
Maslow believed that once a need is satisfied it activates the next higher need in the hierarchy.
True
Perception is a cognitive process that enables us to interpret and understand our environment.
True
The integrating style of handling conflict involves cooperatively identifying the problem, generating and weighing alternative solutions, and selecting a solution.
True
Compliance is one possible outcome of an attempt to influence someone.
True
Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party.
True
Distributive justice reflects the perceived fairness of how resources and rewards are distributed.
True
Functional conflict serves the interests of the organization.
True
Galatea effect occurs when an individual's high self-expectations lead to high performance.
True
People, events, and objects are interpreted and categorized by comparing their characteristics with schemata.
True
The Golem effect is a loss in performance resulting from low leader expectations.
True
The contact hypothesis states that the more the members of different groups inter-act, the less intergroup conflict they will experience.
True
The inspirational appeal influence tactic involves trying to build enthusiasm by appealing to others' emotions, ideals, or values.
True
The rational persuasion tactic involves trying to convince someone with reason, logic, or facts.
True
Too much within-group cohesiveness can lead to intergroup conflict.
True
Valence refers to the positive or negative value people place on outcomes.
True
When making equity judgments, people tend to compare themselves to similar others rather than dissimilar others.
True
Empowerment involves sharing power with lower-level employees to tap their full potential.
True
Empowerment is easy to understand but difficult to implement.
True
Exchange, coalition, and pressure are examples of hard tactics.
True
Expert and referent appear to be the best combination of results and favorable reactions from lower-level employees.
True
Facilitation, conciliation, mediation and arbitration are all techniques for alternative dispute resolution.
True
Mutuality of interest involves win-win situations in which individual and organizational interests are balanced.
True
One source of inaccurate performance appraisals is faulty schemata about what constitutes good versus poor performance.
True
Organizational politics involves intentional acts of influence to enhance or protect the sel-interests of individuals or groups.
True
