Organizational Behaviour Chapter 1-12
13 According to the textbook, up to what percentage of time do managers spend dealing with conflict, including conflicts in which the manager is directly involved as one of the principle actors?
20
18 In corporations with a 'strong culture' one would expect:
A broadly held and deeply shared common value system
3. Operant conditioning is illustrated by:
A department store manager congratulating employees for replacing product on demand
22 What is an organigraph? Mark the right answer below:
A drawing of how companies really work
23 What is a system goal? Mark the right answer below:
A goal that is concerned with conditions within the organization that are expected to increase its survival potential
16 In Deal and Kennedy's typology of culture, a process culture is characterised by:
A need for precision and uniformity
17. An approach avoidance conflict occurs when:
A person must decide to do something that has both positive and negative consequences.
3. A person's perceptual set is:
A person's past experiences, personality and values influencing their perception
28. Intermittent reinforcement is:
A reinforcement schedule that rewards behaviour only periodically
1. Learning is:
A relatively permanent change in behaviour resulting from experience.
30. What is a psychological contract? Mark the right alternative.
A specification of what an individual expects to give and receive from the organization
16. Dogmatic superiors tend to:
Accept subordinates based on how much the subordinates agree with accepted authority
24 Which of the following conflict management styles is highly cooperative but unassertive?
Accommodation
13 Herzberg suggested that performance can be improved by:
Adding satisfiers to people's jobs
11 Formal communication channels:
Adhere to the organization's hierarchy
29 Decision making in 'collectivist' cultures:
Aims at consensus
9. Social learning theory is associated with the work of:
Albert Bandura
25 Societal-level culture can affect organizational culture due to:
All of the alternatives
15 Which of the following characteristics apply to an organic organization?
Ambiguous division of authority
7 Corporate culture refers to:
An attempt by managers to deliberately create and mould organizational culture
7. Impression management is:
An attempt to behave in ways that will create and maintain desired impressions
19 The age of leaders today is:
An important current diversity issue
2 The formal structures of organizations may be shown in:
An organization chart
27 Below you find a number of definitions of a Divisionalized design. Mark the correct alternative.
An organizational structure that establishes a separate structure for each business or devision
29 Mark below the right definition of a strategic alliance:
Announced cooperative agreements or joint ventures between two independent organizations
24 Equity theory and expectancy theory:
Are both process theories
8 One-way messages:
Are efficient
26 Extrinsic rewards:
Are given to the individual by someone else
4 Simplified job designs:
Are highly specialised, with repetitive performance of a narrow set of tasks
6 Leader trait and behavioural approaches assume that traits and behaviours:
Are more important than other variables
11 Substitutes for leadership:
Are related to job characteristics
10 According to Bass, which is the more realistic way of looking at leadership?
As a transformational and transactional relationship
6 Reward power is the power over subordinates:
Because the superior controls money, compliments etc
4. The contingency approach to organizational behaviour believes that:
Behaviour may vary depending on circumstances and the people involved
20 Which theory of decision making holds that people act only in terms of what they perceive about a given situation?
Behavioural
25. Self-management strategies include:
Behavioural-focused and cognitive-focused strategies
19. The idiographic approach to personality:
Believes that an individual's personality emerges and develops with experience
26 When a manager shares a problem with subordinates or other group members individually, then makes a decision that may or may not reflect their input, the manager is using which variant of the Vroom-Jago model?
CI - first variant on the consultative decision
18 The degree to which members are attracted to, and motivated to remain a part of, a team is known as:
Cohesiveness
27 The integrated motivational model:
Combines content and process motivation theories
3 The taken-for-granted truths refers to which level of cultural analysis?
Common assumptions
26 Two alternative work arrangements are:
Compressed work week, flextime
11 Maintaining group cohesion by 'coming half-way' or admitting an error is an example of:
Compromising
26 Which design is appropriate for a huge corporation that produces many different products and services in many different industries?
Conglomerate
18 Which of the following is not one of the four basic steps in systematic decision making?
Consulting and seeking approval of others involved in the decision
9 Required behaviours are the:
Contributions formally requested by the organisation for continued employment
27 The vertical emphasis of machine bureaucracy facilitates:
Control
15. Monitoring performance is part of:
Controlling
30 A greater need for flexibility in production has led to a(n) ________________ organization structure?
Core-ring
18 The 'glass ceiling' is referred to as:
Corporate hierarchy
6 Patterns of values and philosophies that outwardly reject those of the larger organization or social system are called:
Countercultures
8 Phase One, unfreezing, includes:
Creating a felt need for change, minimising resistance to change
25. Which of these statements is correct?
Cultural self-awareness is a pre-requisite for understanding other cultures
3 Job simplification is characterised by:
De-skilling work
11 The degree to which authority to make decisions is given to lower levels in an organization's hierarchy is referred to as:
Decentralisation
16 The process of identifying a problem or opportunity and choosing among alternative courses of actions is called:
Decision making
19 Rewarding individual results tends to:
Decrease cohesiveness
7 Rules and procedures:
Describe in detail how a task is to be performed
19 Victor Vroom:
Developed a well-known version of expectancy theory
29 If employees hold values which contradict those of dominant coalitions:
Differences may be a source of creativity and diversity
14 In goal-setting theory:
Difficult goals lead to higher performance than easy ones
15 In House's path-goal theory, letting subordinates know what is expected is an example of leader:
Directiveness
20 Grouping individuals and resources in the organization around products, services, clients, territories and/or legal entities is an example of which form of horizontal specialisation?
Divisional
7 Communication which occurs at minimum cost in terms of resources expended is:
Efficient
28 House's path-goal theory of leadership is a situational contingencies theory. It emphasizes how a leader influences employees' perceptions of both work goals and ME LTD (personal) goals and links or paths found between these two sets of goals. House's path-goal theory represents a process approach to leadership that takes into account three interrelated variables. Taking these three aspects together, they can lead to outputs that enhance the organization, the employee and the leader. Below you find the 3 interrelated variables and a fourth that this wrong. You have to mark the wrong variable.
Employee attributes
17 Herzberg's theory does not include:
Equity
5 Which of the following are considered higher-order needs?
Esteem and self-actualisation
27 The _________ is the shared set of understandings in an organization about what is correct behaviour and how ethical issues will be handled.
Ethical climate
28 A situation in which a person must decide whether to do something that (although benefiting the person or the organization or both) may be considered unethical or perhaps illegal is called:
Ethical dilemma
11 Reason, coalition, bargaining and assertiveness are all strategies for:
Exercising influence
10 Vertical loading is defined as:
Expanding job content by adding tasks previously performed by supervisors
6. Kolb's learning theory is an example of:
Experiential Learning Theory
10 Which of the following is the power base for rational persuasion?
Expertise
9 What is the process of reaching goals and dealing with outsiders?
External adaptation
10 Organizational culture is said to help deal with which two fundamental problems?
External adaptation and internal integration
12 The firm is a network of information and communication channels. There are now three categories. Which of the following is not one of these?
External channels
15. Withholding reinforcement for a behaviour that has previously been positively reinforced is known as:
Extinction
22. When a manager counsels an employee's co-workers to stop 'covering up' for the worker's lateness and poor performance, it is an application of:
Extinction.
6 The sources of noise include all of the following except:
Feedback
9. An effective manager is one who:
Focuses on task performance and human resource performance
10 Which communication channel follows the chain of command established by the organisational hierarchy?
Formal
18 Grouping resources into departments by skill, knowledge and action is known as a__________ pattern.
Functional
13. The more immediate the delivery of a reward after the occurrence of a desirable behaviour, the:
Greater the reinforcing effect on the behaviour
12 Collections of two or more people who interact with one another for a common purpose are which of the following?
Groups
17 Departmentalization for division does which of the following?
Groups individuals and resources by product service, client, territory or legal entity
12 The three needs in Alderfer's modification of Maslow's theory are existence, relatedness and:
Growth
12 Who developed a diagnostic approach to job enrichment based on five core job characteristics?
Hackman and Oldham
15. Which of the following is not one of the 'Big 5' personality dimensions?
Halo-rusty halo
17 Planned change is change that:
Happens as a result of specific efforts on the part of the change agent
9 Bass's leadership approach:
Has been researched extensively but more research needs to be done
21 Resistance to the change agent is most likely to occur with a change agent who:
Has different characteristics from key persons involved in the change
13 Effective teams:
Have a long-term working relationship
21 High levels of conflict tend to:
Have a negative effect on performance
20 Moderate levels of conflict tend to:
Have a positive effect on performance
2 Job enrichment is inspired by which of the following theories?
Herzberg's two-factor theory
8 Groups whose members have similar backgrounds, interests, values and attitudes are called__________ groups.
Homogeneous
10 Which of the following statements is most typical of the storming stage of group development?
Hostility and infighting may occur
21. Which of these statements is correct (based on research findings)?
In Scandinavian countries employees prefer participative management styles
17 In alternative cultures, similar leadership behaviours are carried out:
In different ways
20. Which of the following is not an advantage of employing a diverse workforce?
In diverse workforces individual are stereotyped
11. The use of stereotyping for judging people results in:
Inaccurate assessment of an individual's performance potential
13 Staff personnel:
Include such departments as public relations and accounting in a manufacturing firm
23 Flextime:
Increases individual autonomy in the work schedule
6 Job simplification:
Increases task specialisation
1 Introducing a new product is an example of a change called:
Incremental
4 New technologies and new systems are specific examples of:
Incremental change
1 The individual performance equation comprises:
Individual attributes, organizational support and work effort
21. Value congruence occurs when:
Individuals express positive feelings on encountering others with similar values
24 Possible problems of bureaucracy include which of the following?
Inflexibility
28 Mechanistic design is characterised by:
Inflexibility
22 We have two major leadership categories. Choose the right alternative among the alternatives below.
Informal and formal leadership
27 Best alternatives to negotiated agreement (BATNA) is associated with:
Informational foundations of integrative agreements
22 Most management writing on organizational culture adopts the following perspective:
Integration
24 The ________ perspective views organizational culture as a system of shared meanings, unity and harmony.
Integration
1 Each of the following is a type of formal work group except one. Mark the latter:
Interest group
21 Leadership is a special case of ______ influence that gets an individual or group to do what the leader wants done. Choose the missing word among the alternatives below.
Interpersonal
28. What is an effective manager? There are ten roles of effective managers. They are categorized in three major groups. Below four alternatives are mentioned. Your job is to mark the fourth alternative that is wrong:
Intrapersonal Roles
2 Understanding leadership as a process:
Involves an understanding of followers
4 Maslow's theory:
Is a content motivation theory
29 An annualized scheme:
Is a scheme whereby workers weekly hours are calculated on an annual basis
20. A continuous reinforcement schedule, as compared to an intermittent reinforcement schedule:
Is more costly
23 Herzberg's work:
Is quite controversial
16 Goal-setting theory:
Is related to MBO
4 The managerial grid perspective:
Is similar to the Ohio State studies
16 Which of the following statements is not true of the continual improvement approach to team building?
It is typically held with the assistance of a consultant
6 Which of the following statements best describes planned change?
It occurs as a result of specific efforts on its behalf by a change agent
3. Among the special characteristics of organizational behaviour are:
Its emphasis on rigorous inquiry
22 The compressed work week is more effective if accompanied by:
Job enrichment
24 In the textbook there are two leadership perspectives - the traditional leadership and the new leadership. Within the new leadership perspective we have two major leadership types. Please mark the one belownot among these two types.
Leader traits and behaviours
3 One way of looking at leaders and managers is:
Leaders promote change: managers promote stability
14. Inspiring commitment is a part of:
Leading
19. Single loop learning is concerned with:
Learning by rote, with an emphasis on memorisation rather than comprehension
26 Fiedler applied an instrument called the ______ to measure a person´s leadership style. Mark below the missing alternative in the sentence above.
Least preferred co-worker (LPC) scale
13. Externals are__________ than internals.
Less reliant on their judgement
5. Hofstede developed originally four dimensions of culture. In the 90ties, a further so called fifth dimension was added. Mark the name of the fifth dimension among the alternatives below:
Long-term-short-term orientation dimension
12 A manager with a wide span of control is most likely to have:
Many subordinates
21. When a worker meets his/her production quota to avoid nagging by the supervisor it is an example of:
Negative reinforcement.
29 Mark below the right definition of Distributive negotiation:
Negotiation in which the focus is on "positions" staked out or declared by the parties involved, who are each trying to claim certain portions of the available "pie"
5 Which one of the following is not one of Belbin's team roles:
Negotiator
21 The novel used as an illustration of the totalitarian aspects of organizational culture is:
Nineteen Eighty-Four by George Orwell
2 The methods that organizational groups develop and teach to new members are called:
Observable culture
4 Which level of analysis deals with a description of an awards banquet?
Observable culture
1 The three levels of cultural analysis highlighted in the textbook concern:
Observable culture, shared values and common assumptions
8. The 'rusty halo' effect involves:
One attribute of a person or situation leading to a negative overall impression
4. Positive reinforcement is a part of:
Operant conditioning
14 When action is needed quickly in a crisis situation, which design is typically most appropriate?
Organic
2. Which of the following provides insights which can help any organizational member deal with common workplace problems and opportunities?
Organizational behaviour
1 The process of sending and receiving symbols with attached meanings in organizations - from one person to another - is called:
Organizational communication
1 The process of choosing and implementing structural configuration is called:
Organizational design
30 Mark below the right definition of a virtual organization:
Organizations that comprise individuals, groups and businesses that work together across time and space
12. Assigning people to jobs is a part of:
Organizing
13. Allocating resources is a part of:
Organizing
5 Goals that define the types of businesses an organization is in are called:
Output goals
19 Delaying change and awaiting a better time is a good way to minimize resistance to change stemming from:
Poor timing
12 In Fiedler's contingency theory, the three variables which define the amount of control a situation allows the leader are: leader-member relations, task structure and:
Position power
4 Legitimate power is a form of:
Position power
18. Strengthening of desirable behaviour comes from:
Positive and negative reinforcement
19 When the compressed work week is first implemented:
Positive effects seem to occur
27 Which of the following disadvantages is most likely to be encountered with flextime?
Potential problems with scheduling
1 The ability to get someone to do something or to make things happen in a specific way is called:
Power
15 Political power is:
Power that is directed towards ends not sanctioned by the organization
7. The word "Presenteeism" is mentioned in the textbook. Mark the right definition below.
Presenteeism is the act of attending work while sick
17 An uncertain decision environment occurs when:
Probabilities as to the outcome of various courses of action cannot be predicted
2 Communication is the:
Process of sending and receiving symbols with attached meanings, from one person to another
18. Knowledge management focuses on:
Processes designed to improve an organization's ability to capture, share and diffuse knowledge in order to improve business performance
14 Each of the following is a step in the team-building process except:
Promoting individual competition
19 Unique, shared values can:
Provide a stable social system
18 Process theories:
Provide an understanding of the thoughts that influence behaviour
11. A worker being reprimanded for absenteeism is an example of which OB Mod strategy?
Punishment
20 Teams of workers who meet periodically to discuss and develop solutions for production problems related to quality, productivity or cost (an approach that originated in Japan) are known specifically as:
Quality circles
2 Change that results in a major make-over of the company and/or its component systems is known as:
Radical change
19 The first step in decision making is to:
Recognise and define the problem
15 An attitude or behaviour that reflects a person's unwillingess to make or support a desired course of action is known as:
Resistance to change
1 Intrinsic work rewards:
Result directly from task accomplishment
14 Standardized activities at special times/occasions that may have practical consequences are called:
Rites
17 A set of expectations for the behaviour of a person holding a particular office or position is known as a:
Role
12 Heroic accounts of accomplishments are called:
Sagas
14. The nomothetic view of personality:
Seeks to identify the ways in which an individual's personality varies from others
8 Control involves all of the following except:
Selecting manpower
29 A person's belief that he or she can perform adequately in a situation is called:
Self-efficacy
24 The business control process consists of 4 activities. There are 5 alternatives below. Mark the one that is not included among these four.
Set input
14. The creation of new behaviour by the positive reinforcement of successive approximations to the desired behaviour is known as:
Shaping
14 Please mark the change strategy that attempts to bring about change by identifying or establishing values and assumptions so that support for the change naturally emerges:
Shared power
20 __________ help turn routine activities into valuable, important actions:
Shared values
25 A design configuration which involves one or two ways of specializing individuals and units is called a __________ design.
Simple
23 Heuristics are:
Simplifying strategies
13 The advice to match leadership style with leadership situations is most associated with which kind of leadership approach?
Situational contingencies
10. Self-management strategies are related most closely to:
Social learning theory
6. People's approach to ethics are influenced by the stance they adopt when confronting an ethical dilemma. Below three of these approaches from the textbook are mentioned along with one approach that is wrong. Please mark the latter:
Social responsibility
3 Four functions of organizational communication are particularly important. Which of the following is not one of these:
Sourcing information
5 Legitimate power is based on the:
Subordinate's beliefs that the superior has the right to command
30 Two goals are at stake in any negotiation. These are ______. and ______. Mark the two missing words among the alternatives below.
Substance goals and relationship goals
25 Effective negotiation occurs when:
Substance issues are resolved and relationships are maintained
15 A conflict that occurs in the form of a fundamental disagreement over ends or goals to be pursued and the means for accomplishment is known specifically as a(n)__________conflict.
Substantive
14 The two basic types of conflicts are:
Substantive and emotional
28 Which of the following is not a strategy or technique for empowering employees?
Surrender all power
13 An object, act or event that serves to transmit cultural meaning is called a__________.
Symbol
2 The creation of a whole that is greater than the sum of its parts is known as:
Synergy
8. The creation of a whole that is greater than the sum of its parts is known as:
Synergy
6 In order to increase survival potential, organizations create:
System goals
26 When using organizational culture to help the organization to compete:
Take the opportunity to reassess approaches to decision making when adding new products to an existing market
7 Each of the following is one of the four major categories of group input factors except:
Task performance
11 Which of the following is one of the core elements in the Job Characteristics Model of job enrichment?
Task significance
15 Enhancing creativity and clarifying core values is a part of:
Team building
5 The most effective style in the leadership grid is:
Team management
28 Tichy argues that there are 3 fundamental sets of problems associated with those people who design, manage and change organizations:
Technical design, political allocation and culture/ideological mix problems
3 The combination of resources, knowledge and techniques that creates a product or service output is called:
Technology
24 An escalating commitment is a:
Tendency to continue with a course of action despite negative feedback
4. Projection is:
The assignment of one's own personal attributes to other individuals
23 Which of the following is not an example of a cultural form?
The assumptions held by the Managing Director
7 Performance contingent reward behaviour is:
The degree to which a leader rewards or positively reinforces performance
24 Planned change often assumes that:
The future is predictable and there is an end stage to be reached
9 Effective communication occurs when:
The intended meaning of the source is the same as the perceived meaning of the receiver
7 In the experiments on obedience at Yale University:
The majority of subjects would shock another person to a dangerously high level
14 Organizational politics is defined to include:
The management of influence to obtain ends not sanctioned by the organization
27 Fiedler´s cognitive resource theory is a further development of his previous cognitive theory. According to the latter approach the behaviour depends on the four situational contingencies listed below. In addition to these four there is a fifth alternative that is wrong. You shall mark the wrong alternative.
The motivation of the leader or subordinate group members
21 The key difference between making a decision in the classical style and making one in the behavioural style is:
The presence of cognitive limitations
17. Mark the correct definition of empowerment below.
The process by which managers delegate power to employees
23 Mark the correct definition of informal leadership among the alternatives below
The process of exercising influence through special skills or resources that meet the needs of other people
11. What specifies what the individual and the organization expect to give to and receive from each other in the course of their working relationship?
The psychological contract
28 The bargaining zone in negotiation is:
The range between minimum and maximum reservation points
27. Extinction is:
The withdrawal of the reinforcing consequences of behaviour
22. Which one of the following is not a trend in workplace diversity?
There is a smaller pool of younger workers
25. Which of the following statements regarding generations X and Y is not true?
They expect to have one job throughout their working lives
9 Alderfer's modification of Maslow's theory puts the need levels into how many different categories?
Three
26 According to Marris, organizations that go through change need to allow employees:
Time to digest the changes, as they would if they endured a family bereavement
9 Common signs of too much control include all of the following except:
Too many realistic expectations
12 The change strategy that tries to command change through formal authority is:
Top-down
30. Which of the following provides necessary preconditions for organizational learning?
Trust, commitment and organizational support
22 What strategy could be employed where people are resisting the change because there will be adjustment problems?
Try giving facilitation and support
9 The three basic power relationships to ensure success are:
Upward, downward and lateral
23 When using explicit or implicit coercion to deal with resistance to change, a manager is most likely to:
Use force to get people to accept change
25 Valence is defined by Vroom as the:
Value attached by an individual to various work outcomes
23. Which of these statements is correct?
Values are less specific than attitudes
30 According to Miles, radical change is:
Vision led, total-system based, and requires sustained organizational learning
16. An example of a re-engineered work value is:
We are all part of a team, a good manager builds teams
6. The fundamental attribution error occurs when:
We overestimate the influence of personal factors on the behaviour of others
23 Bureaucracy is the theory proposed by:
Weber
29. Define the expression "Inducements".
What the organization gives to the individual on behalf of the group
27 Groupthink is:
When members in highly cohesive groups demand conformity and become unwilling to criticise group members' ideas
8 The zone of indifference is a:
Willingness of the subordinate to follow directives without critical evaluation or judgement
2. Work effort is best described as:
Willingness to perform
23 An internal organizational competition usually results in a:
Win-lose outcome
26. What is the definition of the expression "Casual work"?
Work where the number and schedule of work hours vary and there are little or no security of ongoing employment
30 An advantage of working in a 'virtual office' is:
Workers can work in a variety of locations
19. The presence of demographic differences among members of a given workforce is known specifically as:
Workforce diversity
17 Corporations with a 'strong culture' are:
More difficult to change than other firms
16 In Alderfer's theory:
More than one need can be activated at one time
9. Which of the following is not included as a major factor contributing to perceptual differences?
Motivation
2. Which of the following is not included in general approaches to learning?
Motivation learning
10 When achieving upward influence, employees:
Need to use personal power
1 An individual's willingness to perform is directly related to their:
Needs, expectations, values
24. Self-management behaviour strategies do not include:
Establishing negative thought patterns and reduce self-efficacy
3 The need level immediately preceding self-actualisation in Maslow's hierarchy of needs theory is:
Esteem
20 The probability assigned by an individual that work effort will be followed by a given level of achieved task performance is:
Expectancy
15 Goal-setting theory is based on:
Expectancy theory
17 Joint decision making by superior and subordinate in MBO is called:
Means-end chains
13 A normative-reeducative strategy seeks to:
Establish social support for change
29 In which design are managers most likely to run their own businesses and compete against one another for resources?
Divisionalized
15 In Handy's power culture type, an organization's culture is dominated by:
A powerful central figure
11 The three acquired needs in McClelland's theory are:
Achievement, affiliation, power
24. Meglino's values schema consists of:
Achievement, helping and concern for others, honesty and fairness
4 An effective group is one that:
Achieves high levels of both task performance and human resource maintenance
15 ERG theory is the work of:
Alderfer
13 One guideline for implementing a successful empowerment strategy is:
Allow room for error: encouraging employees to be more involved inevitably entails some risk-taking
28 Among the definition alternatives below only one is correct in defining adhocracy. Mark the right answer.
An organizational structure that emphasizes shared, decentralized decision making, extremely horizontal specialization, few levels of management, the virtual absence of formal controls and few rules, policies and procedures.
10. Stereotyping is:
Assigning an individual to a group or a category and judging the person accordingly
7. The use of operant conditioning to modify animal and human behaviour was popularized by:
B. F. Skinner
30 To work well, merit pay plans should:
Be based on accurate measure of individual performance
17. Globalization is the process of:
Becoming more international in scope, influence or application
12. Internals are__________ than externals.
Better at learning and problem solving tasks
18 Specifically, intergroup conflict occurs:
Between groups in an organization
19 Interorganizational conflict occurs:
Between two firms
26 Departementalization can be achieved in a number of ways. Among the four alternatives below, three are correct. Please mark the one that is wrong.
By departments
10The degree to which the authority to make decisions is restricted to higher levels of management is called:
Centralization
9 Improper refreezing results in:
Change that is abandoned
16 Incremental change is:
Change that occurs more frequently and less traumatically as part of an organization's natural evolution
27 Which of the following is not a consideration that Williams, Dobson and Walters recommend when attempting to change organizational culture:
Change the corporate strategy
22 Satisficing is:
Choosing the first alternative that appears to give an acceptable resolution to a problem
3 Which of the following is a basis for position power?
Coercive power
5 Frederick Herzberg's two-factor theory suggests more use of job:
Enrichment
26. The "Law of effect" is most commonly associated with:
E. L. Thorndik
13 Who specified a goal-setting theory for improving work performance?
Edwin Locke
16 A conflict that involves interpersonal difficulties that arise over feelings of anger, mistrust, fear etc. are known specifically as a(n)__________ conflict.
Emotional
12 The process by which managers help others acquire and use the power needed to make decisions affecting themselves and their work is called:
Empowerment
12. Both positive and negative reinforcement attempt to:
Encourage a desirable behaviour
26 Integrative negotiation usually leads to:
Enlarging the pie
21 The key terms in expectancy theory are:
Expectancy, instrumentality, valence
18 Offering information and encouragement is a good way to minimize resistance to change stemming from:
Fear of the unknown
1 As leaders, senior managers are expected to:
Foster work environments conducive to learning and self-renewal
11 Lessons learned from the heroic effort of an embattled entrepreneur are called:
Founding stories
16 Who started the situational contingency era with his contingency theory of leadership effectiveness?
Fred Fiedler
4 The set of cultural, economic, educational and legal-political forces in a given geographical area is called the __________ of an organization.
General environment
20 What is the process of developing, negotiating and formalising the task objectives that an employee is responsible for accomplishing?
Goal setting
7 One of the needs in Alderfer's theory is called:
Growth
23. In China, social obligations and tradition are part of deeply rooted cultural values. This is an example of Hofstede's:
High long-term orientation
8 The creation of a collective identity and the means of matching methods of working and living together is internal:
Integration
3 Which of the following statements best describes incremental change?
It builds on existing operating methods and seeks to enhance or extend them in new directions
5 Which of the following statements best describes unplanned change?
It occurs at random without a change agent's direction
28 A well-developed management philosophy is important because:
It provides a consistent way of approaching novel situations
10. Organizational behaviour is of interest to everyone - not just managers - because:
It provides tools for reflection on our own experiences of work organizations
9 The practice of building motivating factors into job content is known as:
Job enrichment
7 Increasing the variety of tasks performed by a worker is called:
Job rotation
8 What is the periodic shifting of workers from one job to another?
Job rotation
28 When one full-time job is assigned to two persons who divide the work, it is called:
Job sharing
18 The essence of Management by Objectives (MBO) is:
Joint goal setting between a manager and a subordinate
24 Job sharing:
May require a high degree of co-ordination
8 The theory of acquired needs that focus on power was developed by:
McClelland
22 Which indirect conflict management technique assigns a person to manage conflict between groups that are prone to conflict?
Linking pins
24. In Hofstede's classification of culture, Singapore is depicted as exhibiting:
Low uncertainty avoidance
25 The benefits associated with compressed work week plans include:
Lower commuting costs
18. 'The Prince' is the basis of a personality dimension called:
Machiavellianism
20 What is the distinction between leadership and management? Mark the right answer.
Management is primarily concerned with administration within a stable context, while leaders provide inspiration, and motivate people to gain (and then use) their support on fundamental long-term choices
16. Ethical concerns about systematic use of punishment include that:
Managers can abuse their power
16 Which of the following is a characteristic of a mechanistic organization?
Many rules and procedures
25 Trait theory is the earliest approach used to study leadership and dates back to the turn of the 20th century. After almost a century of study there is clearly no "magic bullet" for leader effectiveness in aspects relating to traits or various aspects of personality and attitudes. However, there are some traits theories that are frequently applied to improve the recruiting processes in the western world. One of the most popular among these theories is the BIG 5 NEO-PI-R, which has been culturally adapted to a number of countries e.g. Norway. Below you find all five of the BIG 5 theory and also a 6th factor which is wrong. You shall mark the wrong 6th factor.
Masculine - feminine
2 Content motivation theories are represented by:
Maslow, Alderfer, Herzberg and McClelland
10 Which of the following relates to Alderfer's existence needs?
Material wellbeing
22 The unity of command principle is not achieved in which form of departmentalization?
Matrix
21 The aerospace solution to the problem of a management structure placing emphasis both on technical development and on product development is called:
Matrix organization
25 AII - the second variant on the authority decision in the Vroom-Jago model - means that the manager:
Obtains information from subordinates, then solves the problem alone
5. A halo effect occurs when:
One attribute of a person or situation is used to develop an overall impression
14 Which leadership theory argues that a leader's key function is to act in ways that complement the work setting in which subordinates operate?
Path-goal
22 The meaning of pay from an equity theory perspective is that:
Pay is an object of social comparison
11 A rational persuasion strategy assumes that:
People are influenced by logic
20 Education and communication should be used as a strategy to overcome resistance to change when:
People lack information
5. Social learning theory is achieved through reciprocal interactions among:
People, behaviour and environment
2 __________is the ability to control another's behaviour because the person wants to identify with the power source.
Referent power
21 Self-managing teams are:
Small groups of people empowered to manage themselves
6 The need for love or affection or the sense of belongingness in one's relationships is known as:
Social
8. People acquiring new behaviours by directly observing and then imitating the behaviour of others is called:
Social learning
14 McClelland's need for achievement is characterised by a desire to:
Solve problems
29. The difference between organizational learning and teaching organizations is:
Teaching organizations aim to pass on learning to others to achieve and maintain success, whereas organizational learning explains the process of acquiring or developing knowledge that can change behaviour and improve performance
27. What does a contingency approach imply?
That the approach is based on a recognition that human behaviour may vary depending on the circumstances and the people involved.
3 When an individual contribution is less noticeable, there is greater risk for:
The Ringelmann effect
23. Lifelong learning can be defined as:
The adoption of a philosophy that we learn throughout our lives, and that learning does not cease when we reach a certain age
20. Find and mark the correct definition of the glass ceiling phenomenon in international management:
The invisible barrier that stops women from attaining senior positions within organizations
25 Child discusses the concept of "emergent change" and links this to:
The range and size of change
5 In communication, noise would not include:
The sender
25 Mark the right definition of the expression "Unity of command":
The situation in an organization where each worker has a clear reporting relationship to only one supervisor
4 Which element of the communication process encodes the intended meaning into a message?
The source
1. Organizational behaviour is:
The study of individuals and groups in organizations
29 One major concept of leadership was originally developed by Bernard Burns (1978) and was revised and enhanced by Bernard Bass in the 1980ties Mark the correct alternative of this concept among the alternatives below.
The transformational and transactional leadership approach
22. Cognitive dissonance occurs when:
There is a state of inconsistency between an individual's attitudes and behaviour
21 Task goals are expected to lead to higher performance when:
They are specific
19 Which of the following does the textbook list as a disadvantage of functional structure?
Too much time and effort spent by management
8 Management by exception and laissez-faire behaviours represent which type of leadership?
Transactional
6 A work group:
Transforms resource inputs into resource outputs
29 Force-coercion strategy:
Tries to command change through the formal authority of legitimacy, rewards and punishments
7 The three phases of change are:
Unfreezing, changing and refreezing
17 Intrapersonal conflict occurs:
Within the individual
5 ____________________are unique patterns of values and philosophies within a group that are not inconsistent with the dominant culture of the larger organization or social system.
subcultures
