Chapter 1 - True / False
If the employee turnover of a firm is contingent upon the unemployment rate, it could mean that turnover increases as unemployment decreases.
TRUE
The technical requirements for accomplishing goals are the same across cultures.
TRUE
Explanation and management constitutes action.
FALSE
If a kind of organizational behaviour can be predicted, then we must be able to explain why it occurs.
FALSE
If a manger implements a program to lower employee turnover based on what other companies are doing, he/she is practicing evidence based management.
FALSE
Most managers today practice evidence-based management
FALSE
Research by Simon and Isenberg indicates that successful managers almost never rely on intuition.
FALSE
A family could be an example of an organization, as the term organization is defined in the text.
TRUE
A manager who decides to commit more money and employees to the development of a potentially lucrative new product is performing the managerial roles of both entrepreneur and resource allocator.
TRUE
Canada's top CEOs believe that retaining employees has become their number one priority.
TRUE
When we say that rewards should be contingent on the needs of the worker, we mean that workers with different needs may require different rewards.
TRUE
Management and organizational behaviour are two different terms for the same thing.
FALSE
Managers have a very accurate idea about how much their peers and superiors are paid.
FALSE
Nearly all workers prefer stimulating, challenging jobs.
FALSE
Organizational behaviour is defined in the text as those employee behaviours that contribute to the achievement of organizational goals.
FALSE
Organizations across all cultures face the same type of diversity issues as exist in North America.
FALSE
Pay is the best way to motivate most employees and improve job performance.
FALSE
The behavioural requirements for accomplishing goals are the same across cultures.
FALSE
The contingency approach to management focuses on systematic improvement in the quality of an organization's products.
FALSE
The field of organizational behaviour contributes to the prediction and understanding of behaviour, but it leaves the technology of intervening in organizational events to other disciplines.
FALSE
The field of organizational behaviour is concerned with the actual behaviour or activities of organizational members but not with their attitudes.
FALSE
The idea of Scientific Management was developed at the Hawthorne works in the 1920s.
FALSE
The negotiation of a collective agreement with a union is a good example of the managerial role of disturbance handler.
FALSE
The text argues for a very physical, rather than a social, definition of organizations.
FALSE
The text defines organizations as socially unstructured units of authority.
FALSE
When we say that organizations are social inventions, we mean that their existence depends on the presence of specific individuals.
FALSE
Workers have a very accurate idea about how often they are absent from work.
FALSE
A pizza company might define quality in terms of speedy delivery service.
TRUE
According to Luthans, Hodgetts, and Rosenkrantz, if success is defined in terms of moving up the ladder quickly, then successful managers were those who devoted above average effort to networking.
TRUE
According to the text, all viable organizations have goals.
TRUE
Kotter found that managers use interpersonal networks to accomplish important organizational agendas.
TRUE
National culture is one of the most important contingency variables in organizational behaviour.
TRUE
Survival is a goal of virtually all organizations.
TRUE
The best companies to work for also have the best performance.
TRUE
The best companies to work for in Canada have an annual rate of turnover that is lower than the national average and half that of other companies.
TRUE
The text suggests that, in general, explaining behaviour is a more complex process than predicting behaviour.
TRUE
When the text says that organizations are "social inventions" it means that they are essentially defined by people, not things.
TRUE
When we say that organizational behaviour involves contingencies, we mean that the occurrence of organizational behaviour depends on the presence or absence of other factors.
TRUE
Nonprofit organizations have goals.
TRUE
A manager who presents a new company policy to her employees at a meeting is performing the managerial role of spokesperson.
FALSE
A manager who wants to have employees who are satisfied and committed should focus on interacting with people and informal socializing.
FALSE
A manager who wants to move up in the organization quickly should focus on motivating and developing employees.
FALSE
According to Luthans, Hodgetts, and Rosenkrantz, if success is defined in terms of moving up the ladder quickly, then successful managers were those who devoted above average effort to human resource management.
FALSE
Behaviour in organizations can be effectively and efficiently controlled even if it can't be predicted or understood.
FALSE
Canada's top CEOs believe that recruiting employees has become their number one priority.
FALSE
Canadian organizations face more severe labour shortages than organizations in the United States.
FALSE
Effective organizational leaders tend to possess identical personality traits.
FALSE
Evidence-based management involves the use of management intuition.
FALSE
