Download - Organizational Behavior Test Bank Robbins Chapter 1

5/24/2018 Organizational Behavior Test Bank Robbins Chapter 1

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Chapter 1 What Is Organizational Behavior?

MULTIPLE CHOICE

Importance o Interpersonal !"ills

1# Over the past t$o %eca%es& '(siness schools have a%%e% re)(ire% co(rses on

people s"ills to man* o their c(rric(la# Wh* have the* %one this?

a# Managers no longer nee% technical s"ills in s('+ects s(ch as economics

an% acco(nting to s(ccee%#

'# There is an increase% emphasis in controlling emplo*ee 'ehavior in the

$or"place#

c# Managers nee% to (n%erstan% h(man 'ehavior i the* are to 'e

eective#

%# These s"ills ena'le managers to eectivel* lea% h(man reso(rces

%epartments#

e# , manager $ith goo% people s"ills can help create a pleasant

$or"place#

-c. Mo%erate. Interpersonal !"ills. p# /0 ,,C!B2 ,nal*tic !"ills3

4# Which o the ollo$ing is most li"el* to 'e a 'elie hel% '* a s(ccess(l

manager?

a# Technical "no$le%ge is all that is nee%e% or s(ccess#

'# It is not essential to have so(n% interpersonal s"ills#

c# Technical s"ills are necessar*& '(t ins(icient alone or s(ccess#

%# Eectiveness is not impacte% '* h(man 'ehavior#

e# Technical s"ills %o not inl(ence eicienc*#

-c. Eas*. Interpersonal !"ills. p# 50 ,,C!B2 ,nal*tic !"ills3


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What Managers 6o

7# Which o the ollo$ing $o(l% not 'e consi%ere% an organization?

a# a ch(rch

'# a (niversit*

c# a militar* (nit

%# all a%(lts in a given comm(nit*

e# an elementar* school

-%. Mo%erate. Organization. p# 80 ,,C!B2 ,nal*tic !"ills3

/# Which o the ollo$ing is 'est %eine% as a conscio(sl* coor%inate% social

(nit& compose% o t$o or more people& $hich (nctions on a relativel* contin(o(s

'asis to achieve a common goal or set o goals?

a# part*

'# (nit

c# team

%# comm(nit*

e# organization

-e. Eas*. Organization. p# 80

5# Which o the ollo$ing is least li"el* to 'e consi%ere% a manager?

a# an a%ministrator in charge o (n%9raising activities in a non9proit

organization

'# a lie(tenant lea%ing an inantr* platoon

c# a %octor $ho acts as hea% o the ph*siotherap* %epartment at a p('lic

hospital

%# the ma*or o a large cit*


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e# an IT technician $ho ena'les comm(nication 'et$een all o a

compan*:s emplo*ees

-e. Challenging. Managers. p# 80 ,,C!B2 ,nal*tic !"ills3

8# Which o the ollo$ing is not one o the o(r primar* management (nctions?

a# controlling

'# planning

c# staing

%# organizing

e# lea%ing

-c. Mo%erate. Management ;(nctions. p# 80 ,,C!B2 ,nal*tic !"ills3


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e# contemplating

-%. Eas*. Management ;(nctions. p# 80 ,,C!B2 ,nal*tic !"ills3

># Mintz'erg concl(%e% that managers perorm 1 %ierent& highl* interrelate%roles# Which o the ollo$ing is one o the 'roa% categories into $hich these roles

co(l% 'e gro(pe%?

a# intrapersonal

'# instit(tional

c# %ecisional

%# aective

e# relective

-c. Mo%erate. Management @oles. p#


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e# %evil:s a%vocate

-'. Mo%erate. Interpersonal @oles. p#


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concept(al

e%(cation

-a. Mo%erate. Technical !"ills. p# =0 ,,C!B2 ,nal*tic !"ills3

15# ,ccor%ing to atz& technical s"ills encompass the a'ilit* to #

a# anal*ze an% %iagnose compleD sit(ations

'# eDchange inormation an% control compleD sit(ations

c# appl* specialize% "no$le%ge or eDpertise

%# initiate an% oversee compleD pro+ects

e# comm(nicate eectivel* $ith others

-c. Challenging. Technical !"ills. p# =0

18# Which one o the ollo$ing $o(l% not 'e consi%ere% a h(man s"ill in atz:s

str(ct(re?

a# %ecision ma"ing#

'# comm(nicating

c# resolving conlicts

%# $or"ing as part o a team

e# listening to others

-a. Eas*. H(man !"ills. p# =0 ,,C!B2 ,nal*tic !"ills3

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reactive

-%. Mo%erate. Concept(al !"ills. p# =0 ,,C!B2 ,nal*tic !"ills3

1=# ,ccor%ing to ;re% L(thans an% his associates& $hich o the ollo$ing isconsi%ere% a part o tra%itional management?

a# %isciplining

'# %ecision ma"ing

c# eDchanging ro(tine inormation

%# ac)(iring reso(rces

e# investing

-'. Mo%erate. Tra%itional Management. p# =0 ,,C!B2 ,nal*tic !"ills3

1># Which o L(thans: managerial activities involves socializing& politic"ing& an%

interacting $ith o(tsi%ers?

tra%itional management

comm(nicating

h(man reso(rce management

net$or"ing

investing

-%. Eas*. et$or"ing. p# >0

4# Ho$ %oes L(thans %eine a manager:s s(ccess?

a# '* the )(antit* an% )(alit* o their perormance

'# '* the satisaction an% commitment o their emplo*ees

c# '* the rate an% )(antit* o pa* raises

%# '* the spee% o their promotion

e# '* their scores on a 789%egree ee%'ac" anal*sis


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-%. Mo%erate. !(ccess(l Managerial ,ctivities. p# >0

41# ,ccor%ing to L(thans: research& s(ccess(l managers spent more o their

time on than on an* other activit*#

tra%itional management

h(man reso(rce management

net$or"ing

comm(nicating

hiring an% iring

-c. Mo%erate. et$or"ing. p# >0

44# What %i% a st(%* o U#!# managers in%icate a'o(t those managers $ho see"

inormation rom colleag(es an% emplo*ees?

a# The* are rapi%l* promote%#

'# The* are generall* more pop(lar#

c# The* are less eicient as lea%ers#

%# The* are generall* given e$er promotions& raises an% other re$ar%s#

e# The* are generall* more eective managers#

-e. Mo%erate. Eective Managerial ,ctivities. p# >0 ,,C!B2 Comm(nication3

EMBE6 PBr(sh

47# The pie charts a'ove sho$ ho$ 5 %ierent managers spent their time#

,ccor%ing to L(thans: research& $hich manager is most li"el* to receive more

promotions an% other re$ar%s associate% $ith career s(ccess?

a# Manager ,

'# Manager B

c# Manager C


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%# Manager 6

e# Manager E

-c. Mo%erate. !(ccess(l Managerial ,ctivities. p# >0 ,,C!B2 ,nal*tic !"ills3

4/# While the ;(nctions& @oles& !"ills& an% ,ctivities approaches to management

all %ier& the* all recognize that eective an% s(ccess(l managers m(st %evelop

$hich o the ollo$ing?

a# people s"ills

'# technical s"ills

c# eicienc*

%# entreprene(rialism

e# a'ilit* to net$or"

-a. Mo%erate. Manager:s Ao'. p# 10

Enter Organizational Behavior

45# ,n OB st(%* $o(l% 'e least li"el* to 'e (se% to oc(s on $hich o theollo$ing pro'lems?

a# an increase in a'senteeism at a certain compan*

'# a all in pro%(ctivit* in one shit o a man(act(ring plant

c# a %ecrease in sales %(e to gro$ing oreign competition

%# an increase in thet '* emplo*ees at a retail store

e# eDcessive t(rnover in vol(nteer $or"ers at a non9proit organization

-c. Mo%erate. Organizational Behavior. p# 10 ,,C!B2 ,nal*tic !"ills3

48# What are the three primar* %eterminants o 'ehavior that organizational

'ehavior oc(ses (pon?

a# proit str(ct(re& organizational compleDit*& +o' satisaction


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'# in%ivi%(als& proit str(ct(re& an% +o' satisaction

c# in%ivi%(als& gro(ps& an% +o' satisaction

%# gro(ps& str(ct(re& an% proit str(ct(re

e# in%ivi%(als& gro(ps& an% str(ct(re

-e. Challenging. Organizational Behavior. p# 10 ,,C!B2 ,nal*tic !"ills3


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-c. Mo%erate. !*stematic !t(%*. p# 110

7# Which o the ollo$ing is a reason that the st(%* o organizational 'ehavior is

(se(l?

a# H(man 'ehavior %oes not var* a great %eal 'et$een in%ivi%(als an%

sit(ations#

'# H(man 'ehavior is not ran%om#

c# H(man 'ehavior is not consistent#

%# H(man 'ehavior is rarel* pre%icta'le#

e# H(man 'ehavior is oten not sensi'le#

-'. Eas*. !*stematic !t(%*. p# 110 ,,C!B2 ,nal*tic !"ills3

71# What approach involves managers centering their %ecisions on the 'est

availa'le scientiic %ata?

a# int(ition

'# organizational 'ehavioral st(%ies

c# s('stantive evi%ence approach

%# preconceive% notions

e# evi%ence 'ase% management

-e. Eas*. Evi%ence Base% Management. p# 110

74# What %o the (n%amental consistencies (n%erl*ing the 'ehavior o all

in%ivi%(als ena'le researchers to %o?

a# o'serve h(man 'ehavior

'# s*stematize h(man 'ehavior

c# research h(man 'ehavior

%# pre%ict h(man 'ehavior

e# %etect h(man 'ehavior


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-%. Mo%erate. !*stematic !t(%*. p# 110

77# ,nal*zing relationships& %etermining ca(ses an% eects& an% 'asing

concl(sions on scientiic evi%ence all constit(te aspects o st(%*#

a# organizational

'# int(itive

c# theoretical

%# s*stematic

e# case9'ase%

-%. Mo%erate. !*stematic !t(%*. p# 110

7/# What %o the a(thors o the teDt'oo" a%vise?

a# %isregar% *o(r int(ition 'eca(se it:s (s(all* $rong an% $ill lea% to

incorrect ass(mptions

'# (se evi%ence as m(ch as possi'le to inorm *o(r int(ition an%

eDperience

c# rel* on research since it is almost al$a*s right an% researchers %on:t

ma"e mista"es

%# ma"e pre%ictions o in%ivi%(als: 'ehaviors 'ase% on others: actions

e# %on:t tr(st preconceive% notions (nless *o( have s('stantive evi%ence

to 'ac" them (p

-'. Mo%erate. !*stematic !t(%*. p# 170

6isciplines That Contri'(te to the OB ;iel%

75# Organizational 'ehavior is constr(cte% rom all o the ollo$ing %isciplines

eDcept #

a# ph*sics

'# ps*cholog*

c# anthropolog*


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%# sociolog*

e# social ps*cholog*

-a. Eas*. Behavioral !ciences. p# 170 ,,C!B2 ,nal*tic !"ills3

78# Ps*cholog*:s ma+or contri'(tions to the iel% o organizational 'ehavior have

'een primaril* at $hat level o anal*sis?

a# the level o the gro(p

'# the level o the in%ivi%(al

c# the level o the organization

%# the level o the c(lt(re

e# the level o interacting gro(ps

-'. Mo%erate. Ps*cholog*. p# 170

7


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%# political science

e# organizational 'ehavior

-'. Mo%erate. Ps*cholog*. p# 170 ,,C!B2 ,nal*tic !"ills3

7># 'len%s concepts rom ps*cholog* an% sociolog*#

a# Corporate strateg*

'# ,nthropolog*

c# Political science#

%# !ocial ps*cholog*

e# ,rchaeolog*

-%. Eas*. !ocial Ps*cholog*. p# 1/0 ,,C!B2 ,nal*tic !"ills3

/# The science that oc(ses on the inl(ence people have on one another is

#

a# ps*cholog*

'# anthropolog*

c# political science

%# social ps*cholog*

e# archaeolog*

-%. Mo%erate. !ocial Ps*cholog*. p# 1/0 ,,C!B2 ,nal*tic !"ills3

/1# Fro(p 'ehavior& po$er& an% conlict are central areas o st(%* or #

a# archaeologists

'# sociologists

c# anthropologists

%# social ps*chologists

e# operations anal*sts


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/4# oc(ses on the st(%* o people in relation to their social environment#

Ps*cholog*

!ociolog*

Corporate strateg*

Political science

Operations management

-'. Mo%erate. !ociolog*. p# 150 ,,C!B2 ,nal*tic !"ills3

/7# !igniicant contri'(tions to OB in the st(%* o gro(p 'ehavior in organizations

have 'een ma%e '* #

a# ps*chologists

'# sociologists

c# anthropologists

%# political scientists

e# operations anal*sts

-'. Mo%erate. !ociolog*. p# 150 ,,C!B2 ,nal*tic !"ills3

//# Which iel% o st(%* has contri'(te% to OB thro(gh its research on

organizational c(lt(re an% ormal organization theor* an% str(ct(re?

a# ps*cholog*

'# operations management

c# corporate strateg*


e# sociolog*

-e. Mo%erate. !ociolog*. p# 150 ,,C!B2 ,nal*tic !"ills3


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/5# Which o the ollo$ing iel%s has most helpe% (s (n%erstan% %ierences in

(n%amental val(es& attit(%es& an% 'ehavior among people in %ierent co(ntries?

a# anthropolog*

'# ps*cholog*

c# political science

%# operations research

e# ps*choling(istics

-a. Challenging. ,nthropolog*. p# 150 ,,C!B2 ,nal*tic !"ills3

/8# The s('+ect o organizational c(lt(re has 'een most inl(ence% '* $hich

'ehavioral science %iscipline?

a# anthropolog*

'# ps*cholog*

c# social ps*cholog*


e# corporate strateg*

-a. Mo%erate. ,nthropolog*. p# 150 ,,C!B2 ,nal*tic !"ills3

There are ;e$ ,'sol(tes in OB

/


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%# The ca(se9eect principles that ten% to appl* to all sit(ations have

'een %iscovere%#

e# Ca(se an% eect relationships or most h(man 'ehaviors have 'een

isolate%#

-'. Eas*. O'servational Behavior. p# 180 ,,C!B2 ,nal*tic !"ills3

/=# There are simple an% (niversal principles that eDplain organizational

'ehavior#

a# an ininit* o

'# a'sol(tel* no

c# a con(sing arra* o

%# o(rteen

e# e$ i an*

-e. Challenging. O'servational Behavior. p# 180

/># In or%er to pre%ict h(man 'ehavior $ith an* %egree o acc(rac*& $hat sort o

varia'les m(st 'e ta"en into acco(nt?

a# glo'al

'# general

c# %epen%ent

%# non9reactive

e# contingenc*

-e. Mo%erate. Contingenc* Garia'les. p# 180

Challenges an% Opport(nities or OB

5# isare the n(m'er one reason that '(siness travelers have c(t 'ac" on

their travel#


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a# Lo$er proits

'# !harehol%er interventions

c# Freater comm(nications technolog*

%# Better acco(nting principles

e# ;ear o terrorism

-e. Mo%erate. @espon%ing to Flo'alization. p# 1=0

51# Which o the ollo$ing OB topics is not central to managing emplo*ees: ears

a'o(t terrorism?

a# emotion

'# motivation

c# comm(nication

%# lea%ership

e# $or" %esign

-e. Eas*. @espon%ing to Flo'alization. p# 1=0

5# Whereas oc(ses on %ierences among people rom %ierent co(ntries&

a%%resses %ierences among people $ithin given co(ntries#

a# $or"orce %iversit*. glo'alization

'# glo'alization. $or"orce %iversit*

c# c(lt(re. %iversit*

%# c(lt(rization. $or"orce %iversit*

e# ps*cholog*. social ps*cholog*

-'. Challenging. Flo'alization an% Wor"orce 6iversit*. p# 1=0 ,,C!B2 ,nal*tic

!"ills3 ,,C!B2 M(ltic(lt(ral an% 6iversit*3

57# is a meas(re o ho$ organizations are 'ecoming more heterogeneo(s in

terms o gen%er& race& an% ethnicit*#


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Flo'alization

Wor"orce %iversit*

,irmative action

Organizational c(lt(re

Operational homogeneit*

-'. Eas*. Wor"orce 6iversit*. p# 1=0 ,,C!B2 M(ltic(lt(ral an% 6iversit*3

5/# In $hat $a* %oes c(rrent tho(ght on $or"place %iversit* %ier rom the ol%er

melting9potJ ass(mption?

'* recognizing that emplo*ees %on:t set asi%e their c(lt(ral val(es& liest*le

preerences& an% %ierences $hen the* come to $or"

'* realizing that people rom %iverse 'ac"gro(n%s $ill a(tomaticall* 'egin to

integrate into the larger $or"place an% comm(nit* over time

'* ta"ing active steps to minimize the eect o c(lt(ral val(es an% liest*le

preerence $ithin the $or"place

'* openl* see"ing a heterogeneo(s $or"place an% avoi%ing homogeneit* $herever

possi'le

'* (sing techni)(es s(ch as str(ct(re% $or"shops to sho$ emplo*ees that 'ehavior

that is perectl* vali% $ithin their comm(nit* ma* not 'e vali% in the conteDt o the

$or"place

-a. Mo%erate. Wor"orce 6iversit*. p# 1>0 ,,C!B2 M(ltic(lt(ral an% 6iversit*3

55# In 47& $hich gro(p ma%e (p /8#< percent o the U#!# la'or orce?

a# people over the age o 85

'# Latinoas

c# ,rican9,mericans

%# men

e# $omen

-e. Mo%erate. Wor"orce 6iversit*. p# 40 ,,C!B2 M(ltic(lt(ral an% 6iversit*3


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58# What is the pro'a'le conse)(ence o the act that $omen signiicantl*

o(tn(m'er men on U#!# college camp(ses?

a# Event(al parit* in the n(m'er o men an% $omen in the $or"orce#

'# ,n increase in the n(m'er o technical positions ille% '* $omen#

c# ,n increase in competition 'et$een men or proessional an%

managerial +o's

%# , stea%* increase in the n(m'er o technical& proessional& an%

managerial positions

e# , %ecrease in the competition or +o's in positions that have

tra%itionall* 'een ille% '* $omen#

-'. Mo%erate. Wor"orce 6iversit*. p# 40 ,,C!B2 M(ltic(lt(ral an% 6iversit*3

5


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-e. Challenging. Wor"orce 6iversit*. p# 40 ,,C!B2 M(ltic(lt(ral an% 6iversit*3

5># Which o the ollo$ing statements is not an implication o increase%

$or"place %iversit*?

Managers sho(l% recognize %ierences 'et$een $or"ers#

6iversit* training sho(l% 'e provi%e%#

Emplo*ee 'eneits sho(l% 'e revampe% to accommo%ate the %ierent nee%s o

%ierent emplo*ees#

It is critical that all $or"ers 'e treate% ali"e#

Innovation an% creativit* in organizations is li"el* to increase#

-%. Challenging. Wor"orce 6iversit*. pp# 49410 ,,C!B2 M(ltic(lt(ral an%6iversit*3

8# ,ccor%ing to the teDt'oo"& $hen %iversit* is not manage% properl*& there is a

potential or #

a# higher creativit*

'# comm(nication 'eneits

c# la'or cost ine)(ities

%# increase% competitiveness

e# higher t(rnover

-e. Mo%erate. Wor"orce 6iversit*. p# 410 ,,C!B2 M(ltic(lt(ral an% 6iversit*3

81# ,ccor%ing to management g(r( Tom Peters& almost all )(alit* improvement

comes rom o %esign& man(act(ring& la*o(t& processes& an% proce%(res#

a# mo%iication

'# stratiication

c# integration

%# separation


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e# simpliication

-e. Mo%erate. K(alit* Improvement. p# 410

84# To%a*:s managers (n%erstan% that the s(ccess o an* eort at improving)(alit* an% pro%(ctivit* m(st incl(%e #

a# process reengineering

'# )(alit* management programs

c# c(stomer service improvements

%# emplo*ees

e# man(act(ring simpliication

-%. Mo%erate. K(alit* Improvement. p# 410

87# The ma+orit* o emplo*ees to%a* in %evelope% co(ntries $or" in #

man(act(ring +o's

service +o's

MCs

government agencies

the militar*

-'. Mo%erate. C(stomer !ervice. p# 410

8/# ,pproDimatel* o the U#!# la'or orce is emplo*e% in service

in%(stries#

a# 1

'# 45

c# /

%# 8

e# =


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-e. Challenging. C(stomer !ervice. p# 410

85# !ervice in%(str* +o's incl(%e all o the ollo$ing eDcept #

a# ast goo% co(nter $or"er

'# sales cler"

c# $aiter

%# n(rse

e# pro%(ction line $or"er

-e. Eas*. p# C(stomer !ervice. p# 410 ,,C!B2 ,nal*tic !"ills3

88# Which o the ollo$ing actors ma"es it imperative that organizations 'e ast

an% leDi'le?

a# temporariness

'# corporate eDcess

c# tr(ncate% capacit*

%# a%vances in corporate strateg*

e# glo'alization

-e. Mo%erate. Temporariness. p# 470

8


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8=# Which o the ollo$ing is the ma+or challenge to managers in a (ll*

net$or"e% organization?

a# eliminating the nee% or paper comm(nication '* rel*ing entirel* on

email& ile transers an% the li"e

'# retaining team mem'ers $ho can easil* move to another emplo*er

$hen %eman% or their services changes

c# managing contract an% temporar* $or"ers

%# maintaining a virt(al oiceJ thro(gh the (se o comp(ters& interoice

net$or"s an% the Internet

e# managing people $ho $or" together '(t are geographicall* separate%

-e. Eas*. et$or"e% Organizations. pp# 4794/0

8># allo$-s0 people to comm(nicate an% $or" together even tho(gh the*

ma* 'e tho(san%s o miles apart#

a# ;leDi'le c('icles

'# !tratiie% $or" environments

c# C*'er9empo$erment machines

%# $i%esprea% (se o comp(ters

e# et$or"e% organizations

-e. Eas*. et$or"e% Organizations. p# 470


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the increase in %(al career ho(sehol%s

-%. Mo%erate. Balance Wor"9Lie Conlicts. p# 4/0 ,,C!B2 ,nal*tic !"ills3


27/48

%# real9$orl% scenario

e# %epen%ent varia'le

-a. Mo%erate. Mo%el. p# 480


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-a. Challenging. Pro%(ctivit*. p# 4


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-c. Mo%erate. Organizational Citizenship. p# 70

=# In%ivi%(al9level in%epen%ent varia'les incl(%e all o the ollo$ing eDcept

#

a# lea%ership

'# learning

c# perception

%# motivation

e# %ecision9ma"ing

-a. Mo%erate. In%ivi%(al9Level Garia'les. p# 710 ,,C!B2 ,nal*tic !"ills3

T@UE;,L!E

Importance o Interpersonal !"ills

=1# ,ltho(gh managers m(st 'e technicall* competent& technical "no$le%ge is

oten not eno(gh or s(ccess#

-Tr(e. Mo%erate. Interpersonal !"ills. p# 50

What Managers 6o

=4# Managers get things %one thro(gh other people#

-Tr(e. Eas*. Managers. p# 80

=7# The term organizationJ& as (se% in *o(r teDt'oo"& is meant to incl(%e

'(siness irms an% non9proits& '(t eDcl(%e government agencies#

-;alse. Eas*. Organization. p# 80


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=/# Managers ma* 'e reerre% to as a%ministrators in not9or9proit organizations#

-Tr(e. Mo%erate. Managers. p# 80

=5# Henri ;a*ol i%entiie% ive management (nctions2 planning& organizing&

comman%ing& coor%inating& an% controlling#

-Tr(e. Mo%erate. Management ;(nctions. p# 80 ,,C!B2 ,nal*tic !"ills3

=8# Mo%ern theorists have con%ense% ;a*ol:s ive management (nctions %o$n

to o(r2 planning& organizing& comman%ing& an% controlling#

-;alse. Mo%erate. Management ;(nctions. p# 80

=


31/48

>1# When managers initiate an% oversee ne$ pro+ects that $ill improve their

organization:s perormance& the* are acting in the capacit* o an entreprene(r&

$hich is an eDample o an inormational role#

-;alse. Mo%erate. 6ecisional @oles. p# 7# ,ccor%ing to ;re% L(thans an% his associates& those managers $ho are most

eective $ill spen% a greater proportion o their time net$or"ing than those

managers $ho are consi%ere% most s(ccess(l#

-;alse. Challenging. et$or"ing. p# >0

>/# @esearch con%(cte% '* L(thans s(pports the 'elie that promotions are

'ase% on perormance#

-;alse. Mo%erate. !(ccess(l Managerial ,ctivities. p# >0

>5# L(thans: research in%icates that among eective managers& comm(nication

ma%e the largest relative contri'(tion an% net$or"ing the least#

-Tr(e. Challenging. Eective Managerial ,ctivities. p# >0

>8# ,ccor%ing to *o(r teDt'oo"& managers nee% to %evelop their people s"ills i

the* are going to 'e eective an% s(ccess(l#

-Tr(e. Mo%erate. Manager:s Ao'. p# 10

Enter Organizational Behavior


32/48

>=# Man* people:s vie$s on h(man 'ehavior are 'ase% on int(ition#

-Tr(e. Eas*. Int(ition. p# 110

>># It is the inconsistencies in 'ehavior that ma"e pre%iction possi'le#

-;alse. Mo%erate. !*stematic !t(%*. p# 110

1# Behavior is generall* pre%icta'le& an% the s*stematic st(%* o 'ehavior is a

means to ma"ing reasona'l* acc(rate pre%ictions#

-Tr(e. Mo%erate. !*stematic !t(%*. p# 110

11# Int(ition comes rom g(t eelingsJ a'o(t the state o some phenomenon o

interest#

-Tr(e. Eas*. Int(ition. p# 140

14# People overestimate the acc(rac* o $hat the* thin" the* "no$#

-Tr(e. Mo%erate. !*stematic !t(%*. p# 140

6isciplines That Contri'(te to the OB ;iel%

17# Learning& perception& an% personalit* are OB topics $hose contri'(tions have

generall* come rom ps*chiatr*#


33/48

-;alse. Mo%erate. Behavioral !ciences. p# 170

1/# What ps*cholog* is to the gro(p& sociolog* is to the in%ivi%(al#

-;alse. Mo%erate. Behavioral !ciences. pp# 179150 ,,C!B2 ,nal*tic !"ills3

15# !ocial ps*cholog* is an area $ithin ps*cholog*& 'len%ing concepts rom 'oth

ps*cholog* an% socialism#

-;alse. Mo%erate. !ocial Ps*cholog*. p# 1/0

18# Conlict an% po$er have 'een ma+or topics o concern to social ps*chologists#

-Tr(e. Eas*. !ocial Ps*cholog*. p# 1/0

1# OB researchers cannot oer reasona'l* acc(rate eDplanations o h(man

'ehavior since people act ver* %ierentl* in similar sit(ations#

-;alse. Mo%erate. O'servational Behavior. p# 180

Challenges an% Opport(nities or OB

11# ,s the $orl% has 'ecomes more glo'al& managers have to 'ecome capa'le o

$or"ing $ith people rom %ierent c(lt(res#


34/48

-Tr(e. Mo%erate. Flo'alization. p# 1=0 ,,C!B2 M(ltic(lt(ral an% 6iversit*3

111# Wor"orce %iversit* is a topic %ealing $ith ho$ organizations are 'ecoming

more homogeneo(s in terms o gen%er& race& an% ethnicit*#

-;alse. Mo%erate. Wor"orce 6iversit*. p# 1=0 ,,C!B2 M(ltic(lt(ral an% 6iversit*3

114# People m(st set asi%e their c(lt(ral val(es an% %ierences $hen the* come

to $or"#

-;alse. Mo%erate. Wor"orce 6iversit*. p# 1>0 ,,C!B2 M(ltic(lt(ral an% 6iversit*3

117# ;ort* percent o the U#!# la'or orce is emale#

-;alse. Challenging. Wor"orce 6iversit*. p# 40 ,,C!B2 M(ltic(lt(ral an%

6iversit*3

11/# 6iversit*& i positivel* manage%& can increase creativit* an% innovation in

organizations#

-Tr(e. Eas*. Wor"orce 6iversit*. p# 40 ,,C!B2 M(ltic(lt(ral an% 6iversit*3

115# OB is concerne% $ith creating sta'le an% pre%icta'le organizations#

-;alse. Challenging. Temporariness. p# 470

118# To%a*:s managers an% emplo*ees m(st learn to cope $ith temporariness

learning to live $ith leDi'ilit*& spontaneit*& an% (npre%icta'ilit*#

-Tr(e. Mo%erate. Temporariness. p# 470

11


35/48

Coming ,ttractions2 6eveloping an OB Mo%el

11=# Organizational 'ehavior mo%els generall* ass(me +o' satisaction to 'e an

in%epen%ent varia'le#

-;alse. Mo%erate. OB Mo%el. pp# 4# There are three levels o anal*sis in OB& an% as $e move rom the in%ivi%(al

level to the national level to the glo'al level& $e a%% s*stematicall* to o(r

(n%erstan%ing#

-;alse. Challenging. OB Mo%el. p# 40

14/# @easona'le levels o emplo*ee9initiate% t(rnover acilitate organizational

leDi'ilit* an% emplo*ee in%epen%ence#


36/48

-Tr(e. Challenging. T(rnover. p# 4>0

145# The %ierence 'et$een the amo(nt o re$ar%s $or"ers receive an% the

amo(nt the* 'elieve the* sho(l% receive is terme% +o' satisaction#

-;alse. Mo%erate. Ao' !atisaction. p# 710

148# In%epen%ent gro(p9level varia'les st(%ie% in organizational 'ehavior incl(%e

perception& learning& an% motivation#

-;alse. Mo%erate. Fro(p9Level Garia'les. p# 710

!CE,@IO9B,!E6 KUE!TIO!

,pplication o What Managers 6o

Imagine that risten Mca* is a manager at a compan* specializing in 'rea% an%

'rea%9'a"ing paraphernalia# risten perorms all the normal management (nctions

o(tline% in *o(r teDt'oo"# ,ns$er the ollo$ing )(estions 'ase% on Henri ;a*ol:s

$or"#

14


37/48

14=# When Ms# Mca* %etermines $hich emplo*ees $ill %o $hat tas"s& she is

perorming the (nction o management#

planning

organizing

lea%ing

controlling

reacting

-'. Eas*. Management ;(nctions. p# 80 ,,C!B2 ,nal*tic !"ills3

14># When Ms# Mca* motivates her emplo*ees an% attempts to resolve conlicts

among %epartment mem'ers& she is perorming the (nction o management#

planning

organizing

lea%ing

controlling

reacting

-c. Mo%erate. Management ;(nctions. p# 80 ,,C!B2 ,nal*tic !"ills3

17# When Ms# Mca* compares pro+ecte% sales to act(al sales in her %epartment&

she is perorming the (nction o management#

planning

organizing

lea%ing

controlling

reacting

-%. Mo%erate. Management ;(nctions. p# 80 ,,C!B2 ,nal*tic !"ills3


38/48

,pplication o Management !"ills N Eective vers(s !(ccess(l Managerial ,ctivities

Aose o'les has 'een a manager at Mo(ntain Chemicals or ive *ears# Hire% or his

eDpertise in pro+ect acco(nting& he rose )(ic"l* thro(gh the ran"s an% is no$ the

hea% o the acco(nting an% inance %epartment# Aose is vie$e% as the rising star in

the organization '* his s(periors#

171# ,ccor%ing to atz& the s"ills that Mr# o'les $as hire% or $ere $hat t*pe o

s"ill?

a# h(man

'# concept(al

c# technical

%# controlling

e# %irecting

-c. Mo%erate. Technical !"ills. p# =0 ,,C!B2 ,nal*tic !"ills3

174# Base% on $hat little $e "no$& $e can concl(%e that accor%ing to L(thans& Mr#

o'les is pro'a'l* 'est at the management activit* o #

a# net$or"ing

'# comm(nicating

c# $or"ing $ith technolog*

%# controlling

e# %irecting

-a. Challenging. et$or"ing. p# >0 ,,C!B2 ,nal*tic !"ills3

177# Fiven the inormation $e have& Mr# o'les $o(l% pro'a'l* 'e categorize% '*

L(thans as $hat t*pe o manager?

a# eective

'# eicient


39/48

c# s(ccess(l

%# pro%(ctive

e# t*pe ,

-c. Challenging. !(ccess(l Managerial ,ctivities. p# >0

,pplication o Contri'(ting 6isciplines to the OB ;iel%

o( are 'ringing together ac(lt* rom %ierent 'ehavioral %isciplines to a(thor a

ne$ teDt'oo" in organizational 'ehavior# @epresente% are proessors rom

ps*cholog*& sociolog*& social ps*cholog*& anthropolog*& political science& an%

in%(strial engineering#

17/# The ac(lt* mem'er rom sho(l% (rnish inormation a'o(t personalit*&

learning& an% motivation#

a# sociolog*

'# ps*cholog*

c# anthropolog*


e# in%(strial engineering

-'. Mo%erate. Ps*cholog*. p# 170 ,,C!B2 ,nal*tic !"ills3

175# Which proessor o(t o this gro(p $o(l% *o( eDpect to a%%ress iss(es o

comm(nication?

a# the ps*chologist

'# the anthropologist

c# the political scientist

%# the social ps*chologist

e# the in%(strial engineer


40/48


178# o( sho(l% eDpect that the ac(lt* mem'er rom $ill pro'a'l*

contri'(te inormation a'o(t large scale gro(p 'ehavior#

a# sociolog*

'# ps*cholog*

c# social ps*cholog*

%# anthropolog*

e# in%(strial engineering

-a. Mo%erate. !ociolog*. p# 150 ,,C!B2 ,nal*tic !"ills3

,pplication o 6eveloping an OB Mo%el

The manager at a constr(ction site o'serves that he is spen%ing a great %eal o

time intervie$ing prospective emplo*ees# This is %(e to the large amo(nt o

a'senteeism an% t(rnover among his s"ille% $or"ers# On )(estioning eDiting

emplo*ees he %iscovers that man* o them )(it 'eca(se the* eel the $or"place is

too %angero(s# In partic(lar& several oremen have state% that the nee% to get the

+o' %one )(ic"l* is more important than a e$ r(les& an% have gone as ar as to

moc" the co(rage o $or"ers $ho )(estion this attit(%e#

17


41/48

17=# What is the 'est $a* or the manager to control the %eviant 'ehavior o the

oremen?

a# or%ering the oremen to conorm $ith the re)(ire% saet* stan%ar%s

'# in%ing o(t $h* the oremen place a greater importance on inishing

the +o' than in saet*

c# iring the oremen an% promoting ne$ oremen rom the c(rrent pool

o $or"ers

%# ta"ing over the $or" o the oremen himsel

e# instit(ting training classes or the oremen on the importance o saet*

-'. Challenging. 6eviant Wor"place Behavior. p# 4>0 ,,C!B2 ,nal*tic !"ills3

17># Which o the ollo$ing is an in%epen%ent varia'le $hich is li"el* to 'e the

root ca(se o the $or"place %eviant 'ehavior the manager has o'serve%?

a# ;oremen are pai% signiicant 'on(ses i the $or"ers the* s(pervise

complete their tas"s )(ic"l*#

'# ,'senteeism is o(n% to rise on those %a*s $hen partic(larl*

hazar%o(s $or" is 'eing perorme%#

c# !everal o the oremen are close personal rien%s $ho have ver*

similar attit(%es to $or" an% saet*#

%# The str(ct(re o the organization %oes not involve all $or"ers in the

%ecision ma"ing process#

e# Penalties or ignoring saet* stan%ar%s are not heav*& amo(nting to the

e)(ivalent o onl* several ho(rs: pa*#

-a. Challenging. In%epen%ent Garia'les. pp# 4>970 ,,C!B2 ,nal*tic !"ills3

,pplication o 6eveloping an OB Mo%el

,llison an% Fail 'oth are st(%*ing or a inal eDam# Both have a goal o

attaining a gra%e o >1 or 'etter# Fail st(%ie% 8 ho(rs an% ma%e a gra%e o >4#

,llison st(%ie% or > ho(rs an% also ma%e a gra%e o >4#


42/48

1/# Which o the st(%ents $as eective?

a# onl* Fail

'# onl* ,llison

c# neither Fail nor ,llison

%# 'oth Fail an% ,llison

e# ins(icient inormation to +(%ge

-%. Mo%erate. Eectiveness. p# 4


43/48

1/7# 6isc(ss the o(r management (nctions %eine% '* Henri ;a*ol as %escri'e%

in *o(r teDt#

The o(r management (nctions as con%ense% rom Henri ;a*ol are planning&

organizing& lea%ing& an% controlling# The planning (nction encompasses %eining

an organization:s goals& esta'lishing an overall strateg* or achieving those goals&

an% %eveloping a comprehensive hierarch* o plans to integrate an% coor%inate

activities# Organizing incl(%es the %etermination o $hat tas"s are to 'e %one& $ho

is to %o them& ho$ the tas"s are to 'e gro(pe%& $ho reports to $hom& an% $here

%ecisions are to 'e ma%e# The lea%ing (nction involves motivating emplo*ees&

%irecting the activities o others& selecting the most eective comm(nication

channels& an% resolving conlicts among mem'ers# ;inall*& controlling involves

monitoring& comparing& an% potential correcting to get the organization 'ac" ontrac"# -Mo%erate. Management ;(nctions. p# 80 ,,C!B2 ,nal*tic !"ills3

1//# What $ere the three essential management s"ills i%entiie% '* @o'ert atz?

Provi%e a short %escription o each s"ill#

atz intro%(ce% the notion o technical& h(man& an% concept(al s"ills as 'eing core

to management# Technical s"ills are %eine% '* the a'ilit* to appl* specialize%

"no$le%ge or eDpertise# H(man s"ills are %eine% '* the a'ilit* to $or" $ith&(n%erstan%& an% motivate other people# ;inall*& concept(al s"ills are %eine% '*

the a'ilit* to anal*ze an% %iagnose compleD sit(ations# -Eas*. Management !"ills.

p# =0 ,,C!B2 ,nal*tic !"ills3

1/5# EDplain ho$ ;re% L(thans %ierentiates 'et$een s(ccess(l an% eective

managers#

L(thans %eine% s(ccess(l managers in terms o the spee% o their promotions#

Eective managers $ere %eine% in terms o the )(antit* an% )(alit* o their

perormance an% the satisaction an% commitment o their emplo*ees# 6ierent

s"ills $ere associate% $ith each gro(p# !(ccess(l managers (se% more net$or"ing

s"ills& $hereas eective managers (se% more comm(nication s"ills# -Eas*.

Eective Gers(s !(ccess(l Managers. p# >0 ,,C!B2 ,nal*tic !"ills3


44/48

1/8# What is the one common threa% that r(ns thro(gh the (nctions& roles& s"ills&

an% activities approaches to management?

The common threa% in all these approaches to management is the importance o

managing people# It is clear that managers nee% to %evelop their people s"ills i

the* are going to 'e eective an% s(ccess(l# -Eas*. Manager:s Ao'. p# 10 ,,C!B2

,nal*tic !"ills3

1/


45/48

1/># Compare an% contrast the iel%s o ps*cholog*& social ps*cholog*& an%

sociolog*#

These iel%s all %eal $ith the h(man con%ition# While ps*cholog* oc(ses on

the in%ivi%(al& sociolog* st(%ies people in relation to their social environment or

c(lt(re# !ocial ps*cholog* 'len%s concepts rom 'oth ps*cholog* an% sociolog*&

tho(gh it is generall* consi%ere% a 'ranch o ps*cholog*# It oc(ses on peoples:

inl(ence on one another# Th(s it co(l% 'e sai% that social ps*cholog* alls 'et$een

the eDtremes o the in%ivi%(al oc(s o ps*cholog* an% the large gro(p oc(s o

sociolog*# -Eas*. Behavioral !ciences. pp# 179150 ,,C!B2 ,nal*tic !"ills3

15# Ho$ %oes glo'alization aect a manager:s people s"ills?

Flo'alization aects a manager:s people s"ills in at least t$o $a*s# ;irst&

managers are increasingl* li"el* to in% themselves on oreign assignments# Once

there& the* ma* 'e managing a $or" orce that is %eine% '* ver* %ierent nee%s&

aspirations& an% attit(%es rom the $or"orce 'ac" at home# !econ%& managers are

going to in% themselves $or"ing $ith s(periors& peers& an% emplo*ees $ho $ere

'orn an% raise% in a %ierent c(lt(re# To $or" eectivel* $ith these people&

managers $ill nee% to (n%erstan% their c(lt(re& ho$ it has shape% them& an% ho$

to a%apt a management st*le to these %ierences# -Mo%erate. Flo'alization. p# 1


46/48

154# What %epen%ent an% in%epen%ent varia'les are (s(all* i%entiie% or

constr(ction o an OB mo%el?

, %epen%ent varia'le is the "e* actor that *o( $ant to eDplain or pre%ict an%

that is aecte% '* some other actor# OB !cholars have historicall* emphasize%

pro%(ctivit*& a'senteeism& t(rnover& an% +o' satisaction# To%a*& %eviant $or"place

'ehavior an% organizational citizenship have 'een a%%e% to this list# ,n

in%epen%ent varia'le is the pres(me% ca(se o some change in the %epen%ent

varia'le# The in%epen%ent varia'les are %ivi%e% into in%ivi%(al9level& gro(p9level&

an% organization s*stems level varia'les# The in%ivi%(al9level varia'les incl(%e

'iographical characteristics& a'ilit*& val(es& attit(%es& personalit*& an% emotions&

perception& in%ivi%(al %ecision ma"ing& learning& an% motivation# Fro(p9level

varia'les incl(%e comm(nication& lea%ership& po$er& an% politics# Organization

s*stems level varia'les incl(%e the %esign o the ormal organization. the

organization:s internal c(lt(re. an% the organization:s h(man reso(rce policies an%practices# -Mo%erate. OB Mo%el Garia'les. pp# 4


47/48

ne$ pro+ects that $ill improve their organization:s perormance# ,s %ist(r'ance

han%lers& managers ta"e corrective action in response to (noreseen pro'lems# ,s

reso(rce allocators& managers are responsi'le or allocating h(man& ph*sical& an%

monetar* reso(rces# Managers perorm a negotiator role& in $hich the* %isc(ss

iss(es an% 'argain $ith other (nits to gain a%vantages or their o$n (nit#

-Challenging. Mintz'erg:s Managerial @oles. pp# 89=0 ,,C!B2 ,nal*tic !"ills3

15/# Organizational 'ehavior is an applie% 'ehavioral science '(ilt (pon

contri'(tions rom a n(m'er o %ierent %isciplines# What are these %isciplines an%

$hat are the contri'(tions o each %iscipline? Be complete in *o(r response an%

incl(%e o(r %ierent 'ehavioral science %isciplines#

Organizational 'ehavior is an applie% 'ehavioral science that is '(ilt on

contri'(tions rom a n(m'er o 'ehavioral %isciplines# The pre%ominant areas are

ps*cholog* an% social ps*cholog*& sociolog*& an% anthropolog*# Ps*cholog*:s

contri'(tions have 'een mainl* at the in%ivi%(al or micro level o anal*sis& $hile the

other %isciplines have contri'(te% to o(r (n%erstan%ing o macro concepts s(ch as

gro(p processes an% organization#

Earl* in%(strialorganizational ps*chologists concerne% themselves $ith the

pro'lems o atig(e& 'ore%om& an% other actors relevant to $or"ing con%itions that

co(l% impe%e eicient $or" perormance# @ecentl*& ps*cholog* has contri'(te% to

learning& perception& personalit*& emotions& training& lea%ership eectiveness&

nee%s an% motivational orces& +o' satisaction& %ecision9ma"ing processes&

perormance appraisals& attit(%e meas(rement& emplo*ee9selection techni)(es&

$or" %esign& an% +o' stress# !ocial ps*cholog* has contri'(te% in the areas o

implementing change an% re%(cing 'arriers to its acceptance. meas(ring&

(n%erstan%ing& an% changing attit(%es. comm(nication patterns. '(il%ing tr(st. an%

gro(p 'ehavior& po$er& an% conlict# !ociolog* has contri'(te% thro(gh the st(%* o

ormal an% compleD organizations incl(%ing organizational c(lt(re& ormal

organization theor* an% str(ct(re& organizational technolog*& comm(nications&

po$er& an% conlict# ,nthropolog* has contri'(te% to an (n%erstan%ing o

organizational c(lt(re& organizational environments& an% %ierences 'et$eennational c(lt(res# -Challenging. Behavioral !ciences. pp# 179150 ,,C!B2 ,nal*tic

!"ills3

155# What is an ethical %ilemma? Ho$ are organizations respon%ing to these

%ilemmas?


48/48

,n ethical %ilemma is a sit(ation in $hich emplo*ees are re)(ire% to %eine right

an% $rong con%(ct# 6ilemmas incl(%e $hether to 'lo$ the $histle& $hether the*

sho(l% ollo$ or%ers $ith $hich the* %on:t personall* agree& $hether the* sho(l%

give an inlate% perormance eval(ation to an emplo*ee $hom the* li"e& "no$ing

that s(ch an eval(ation co(l% save that emplo*ee:s +o'& or $hether the* sho(l%

allo$ themselves to pla* politics in the organization i it $ill help their careera%vancement# These ethical %ilemmas res(lt rom the 'l(rring o the line

%ierentiating right rom $rong# Managers an% their organizations are respon%ing

to this pro'lem rom a n(m'er o %irections# The* are $riting an% %istri'(ting co%es

o ethics to g(i%e emplo*ees thro(gh ethical %ilemmas# The* are oering seminars&

$or"shops& an% training programs to tr* to improve ethical 'ehaviors# The* are

also (sing in9ho(se a%visors to provi%e assistance an% the* are creating protection

mechanisms or emplo*ees $ho reveal internal (nethical practices# -Mo%erate.

Ethical 6ilemma. p# 480 ,,C!B2 ,nal*tic !"ills3 ,,C!B2 Ethical @easoning3

158# 6escri'e the concept o t(rnover# Wh* is t(rnover o s(ch great concern to

organizations?

T(rnover is the vol(ntar* an% invol(ntar* permanent $ith%ra$al rom an

organization# , high t(rnover rate res(lts in increase% recr(iting& selection& an%

training costs $hich are )(ite signiicant# , high rate o t(rnover can also %isr(pt

the eicient r(nning o an organization $hen "no$le%gea'le an% eDperience%

personnel leave an% replacements m(st 'e o(n% an% prepare% to ass(me positions

o responsi'ilit*# Ho$ever& reasona'le levels o emplo*ee9initiate% t(rnoveracilitate organization leDi'ilit* an% emplo*ee in%epen%ence& an% the* can lessen

the nee% or management9initiate% la*os# Unort(natel*& t(rnover oten involves

the loss o people the organization %oesn:t $ant to lose# -Mo%erate. T(rnover. p#

4>0 ,,C!B2 ,nal*tic !"ills3

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