S. No.

5
6
7
8
9

10

11
12

13

14
15

16

17
18
19
20
21
22
23
24
25
26

27

28

29

30

31

32

33
34

35
36

37

38

39
40

41

42

43

44

45

46

47
48

49

50

51

52
53
54
55
56
57
58
59
60
61
62
63
64
65
66

67

68
69

70
71

72

73

74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100

101

102

103
104

105

106

107

108
109
110

111

112

113

114

115
116

117

118
119
120

121

122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140

141

142
143
144
145
146
147

148
149

150

151
152

153

154
155
156
157
158

159

160

161
162
163
164

165

166

167

168
169
170
171
172

173

174
175
176
177
178

179

180
181
182
183

184
185

186

187

188
189
190
191
192

193

194

195

196

197

198

199

200
201
202
203
204
205
206
207
208
209
210

211

212
213
214
215
216
217
218
219
220
221
222
223
224
225
226
227

228

229

230

231

232

233

234
235
236
237
238
239
240

241

242

243

244

245

246

247
248

249

250
251
252
253
254
255
256
257
258

259

260

261

262
263

264

265

266

267

268

269

270

271

272

273

274

275

276

277
278
279
280

281

282

283
284
285
286

287
288

289
290

291

292
293
294
295
296

297

298

299
300
301
302
303
304
305
306

307

308
309

310

311

312

313

314

315
316
317
318

319

320
321

322
323

324
325

326

327

328
329

330

331

332
333

334

335
336
337
338
339

340

341
342

343

344

345
346
347
348
349

350

351

352
353
354
355
356
357
358
359
360
361
362
363
364

365

366
367

368

369
370
371

372

373

374

375
376
377

378

379

380
381
382
383

384

385

386

387

388
389

390

391

392

393

394

395

396

397
398

399

400
401
402
403

404

405

406

407
408

409

410
411
412
413
414
415

416

417
418
419

420

421
422
423

424
425

426

427

428

429
430
431
432
433
434
 Question

Which of the following statements is most correct?

When an employee remains with a firm because he or she faces significant exit barriers, this can be characterized as:

Which of the following would not be considered a weakness of expectancy theory?

Susan was reflecting on Jim's behavior in her recent meeting with Jim regarding his performance review. Normally Jim is o
and Susan would consider him high on indicators of CSE. Jim however, was rather subdued and quiet during the review. Jim
explained as a result of
The JDI measures:
People may engage in immoral acts or even violent behavior as committed members of their group when:
Which of the following is considered a key benefit of diversity?
An ethical theory that emphasizes the nature and characteristics of an act is:
Research focusing on the variety of roles within a society or culture highlights which disciplines contribution to organizatio
The first discipline to take the modern corporation as the unit of analysis and emphasize the design, implementation, and co
administrative and organization systems was:
According to the MBTI a successful top executive is likely to be a/an:
Values reflected in the way individuals actually behave are called:

Individuals who make external attributions will be more likely to:

The belief that performance is connected to rewards is known as:

Equity theory is a/an:
When you encounter a warm and personable car salesperson and don’t assume that this behavior reflects the salesperson’s p
which principle in social perception?
At what stage of group development is the leader’s role primarily one of recognition of the group’s achievements?
According to Edgar Schein, the essence of culture is:
The primacy effect is also known as:
Which of the following personality types would most likely display the most consistent behavior "across situations"?
is the term for creatively applying new technology.
The dynamic process through which the emotions are transferred from one person to another is called
Corporations and business enterprises tend to subscribe to:
Which of the following conditions would LEAST encourage political activity?
When employees view managers as being overpaid, workers may:
The establishment of new attitudes, values, and behaviors as the new status quo is consistent with what stage in Lewin's cha

As a manager that understands the implications of self-esteem on work behavior, you should:

Some experts believe that only indivichuals within a team can be creative, but a professor at Northwestern University sugge
be achieved. Which of the following practices would NOT enhance team creativity?
Assume you are a senior accounting major. A friend who is taking a Principles of Accounting course seeks you out for tutor
example of _____ power
Instrumental values includes

The two sets of social benefits available to team or group members includes:

Denise and Teresa are two students in a course on organizational behavior. Denise outperforms Teresa on the first exam in O
herself that Denise is not really a good person to compare herself to because Denise is a psychology major and Teresa is ma
Which of the following is the best explanation for Teresa’s reaction?
An effective team exhibits:
According to the Jungian approach to personality, the basic preference that reflects what we pay attention to or how we pref

The fit perspective is useful in explaining:

The belief that performance is connected to rewards is known as:

Modern management practices such as employee management recognition programs, flexible benefit packages, and stock o

A "wild turkey in the top management team is:

A problem with the behavioral measure for personality would be

The study of individual behavior and group dynamics in organizational settings describes the content of study in:
If you use calculated involvements as a basis for understanding a person's relationship with a work organization, which of th
best framework?

Individuals who make external attributions will be more likely to:

In research on styles of conflict management, the _______ style was least effective.

Job satisfaction and employee performance are likely to be positively related when:

According to the strategic contingency perspective, which one of the following factors is NOT a primary factor used to exp
between departments?

Attributional biases implies that managers must:

The importance and value placed on a reward in expectancy theory is known as:
Increasing workforce diversity is likely to reduce __________ as a barrier to social perception.

A technique that is valuable in its ability to generate a number of independent judgements without the requirement of a face

The theories of leadership concerned with identifying the specific leader behaviors that are most effective in specific leader

As a supervisor of a group of employees, all of whom have an internal locus of control, you should

Authentic leaders are characterized by all of the following EXCEPT:

Escape from conflict by daydreaming is known as:
A defense mechanism in which an individual continues dysfunctional behavior that will clearly not solve a conflict is know
An example of an internal force for change is:
Attribution theory helps to _______ of behavior in organizations.
Self-managed teams are sometimes called
A deterioration of mental efficiency, reality testing, and moral judgement resulting from in-group pressures defines:
A key understanding to the relationship between hygiene and motivation factors is:
In the case of repeated failure under expectancy theory, an employee may,
Emotional Intelligence (ET) relates to the ability to manage
The development of group cohesiveness is negatively influenced by:
A method for countering social loafing includes:
When two departments are in conflict but are also facing a common threat, the _____ style of conflict management is most
If a manager asks an employee to purchase a gift for his wife, the employee would think this request.
The close linkage of ______ to performance under expectancy theory is crucial for enhancing motivation.

The basic idea behind leader-member exchange theory is:

A manager who is considered Machiavellian would rely on what type of power?

Under equity theory, people are motivated when

The motivation theory that holds that employee motivation is determined by the belief that a valued outcome will result from
An example of a rite of enhancement is a/an:

Upper echelon theory argues that:

The webike strutures that contract some or all of their operating functions to other organisations and then coordinate their a
and other employees at their headquarters are called
Persons who have a strong desire to control others are high in:
Projection occurs most often when you:
All of the following would be consistent with new ideas in motivation except
Which trait is associated with less absenteeism at work?
The western perspective of organisations would suggest
It is believed that the levels of our emotional, psychological and physical well being go as high as allowed by the levels of o
One of the major challenges any CEO or senior level executive faces is
Whch of the following is not a "Big 5"trait
The discounting principle in social perception is a characteristic of
An instrument/tool used to measure Carl Jung's theory of individual differences
The first meaning of personality refers to the way an individual is perceived by others - personality from observer's perspec
Primary or unlearned needs are
Mr sharma called the company for resolution of his complaint, his call was tranferred to
Which of the following is not a dimesion of political skills
The expression "reality-distortion"was coined by the employees of _______ to describe charisma of their leader
Personality refers to a wide range of
People with low EI are more likely to be cause of conflits
In a task culture, influence is strongly based on _________ power
It is now established that theses patterns of perceptions and judging the cause of an event
The work/home conflict i.e where the role as worker clashed with the role of spouse/parent is an example of
Non-contigent rewards induce employees to develop
When systems undergo transitions, it creates
Presenting to share inforomation can be crucial for
As per Kotter, leadership process involves
Territory is often demarched by the
Fiedler's theory states that leader's effectiveness is based on
Mr Kulkarni got promotion last year and has been posted as Foreman ina production shop…..(Supervisors were facing prob

The basic skills practiced by interpersonally competent people include

In an MBA class, Indian student wee horrified (surprised) when American students challenged the professor on a subject to
to
A high LPC score suggests that the leader has
On eof the most frequently quoted definition descrive work motivation as a set of energetic forces

Self awareness invloves

As per Hofstede, the differences in work related attitudes is strongly due to

The companies are often trapped in transition between these two paradigms because

The leadership trait theory focuses on

Personal enactment by top managers in an organization is an example of _______ of culture
Level 2 leader contributes individual capabilities
Instinctive motivation is considered superior, more enduring source of motivation that has postive association with iportant
such as

Consequential theory of ethics states

Mr Kulkarni got promotion last year and has been posted as Foreman ina production shop…..(Kulkarni had assumed that)
Mr Kulkarni got promotion last year and has been posted as Foreman ina production shop…..(The prominent error Kulkarn
changes was)
The situational focus by Hersey and Blanchard highlighted that
Organizational socialization can be understood as an attempt to
Anita is a manager at County Roads pic. She encourages employee participation, and delegates as much authority as she can
is a good example of
Mr Kulkarni got promotion last year and has been posted as Foreman ina production shop…..(The problem shown in the ca
The least preferred cowrker of LPC scale requires a leader to describe the one person with whom he or she
A company organizes a family annual day for its employees, it can be considered as

Attitude such as satisfaction, commitment and citizenship behaviour can influence

Role modelling is done by

The process of transforming newcomers to effective members of the organization by making them organizational culture is
How people address each other in an organization refers to the practive of
If the power network is high versus middle versus low, the it results into
There are three elements of
The early studies at Ohio state and Michigan universities brought in a shift in focus from skills and traits to leaders behavio
The social context of work plays an important role,
As per transactional leadership theory, the leader relies on
According to Maslow, the higher need are different because they do not arise out of
Experience and satisfaction of secondary needs requires
There are four components of commitment
When an individual is able to perceive multiple characteristics of another person rather than attend to just afew traits is a fu
An empathic leader can
Secondary or learned needs are developed because of our interaction with others in our
Organizational Citizenship Behaviours (OCBs) are
Which of the following organizational conditions do not encourage political activity
Planned organizational change is aimed at
Organizations that are considering opening foreign offices should focus on
Leader-member relationship is favourable to the extent to which
When the powerful people reinforce it by preferring personal status and adoption of personalized leadership style, job invol
commitment weaken, leading to poor
When an employee shouts at an employee after an heated argument with a customer, it is an example of what kind of defen
As per fiedler's theory if a leader-member relations are good, the task is unstructured and position power is weak, then it wo
The context of perception will be provided by
Autonomy as a part of the job design is measured by verifying if the emmployee
One of the following is not one of the variables in the management process model:
When power is so legitimated, it denotes;

Level-2 leader contributes individual capabilities

The term ‘skill’ in the behavioral science is defined as;

Position power is obtained by a combination of one’s;

The belief behind coercive power is similar to the life position:

Individuals join groups because through the group membership, they can satisfy their needs for;

An employee oriented supervisor’s behavior conveys his belief that:

Familial collectivism, high power distance and deep rooted traditionalism promote perceptions of
How people address each other in an organization refers to the practice of
Team leadership marks:
The storm stage is characterized by interaction amid;
Presenting to share information can be crucial for;

Informal groups are spontaneously created when the group members are;

A cohort is a group of people who share;

Innovativeness as one dimension of the Organizational Culture indicates whether high or low value attend attached to:
Employees and groups can achieve higher levels of productivity, quality, and team member satisfaction through;
Personality is understood as a dynamic organization within the individual of those psychological systems that determine;
The first meaning of personality refers to the way an individual is perceived by otherspersonality from the observer’s perspe

Organizational socialization can be understood as an attempt to:

Greater cohesion in a group can also;

Power is known as a:

The transactional focus on leadership suggested that:

A high LPC score suggested that the leader has a:
TO be effective culture tools, stories must be
The second meaning of personality refers to the
Interpersonally competent people comfortably and naturally use the skills necessary to get component;

As per Hersey and Blanchard, the leader’s task behavior reflects:

Individualism and Low Power distance promote perceptions of;

Use of coercive power might create;
The trait theories highlighted that:
Sometimes the norm for group consensus overrides motivation to realistically appraise alternative courses of action. This is
The factors such as the salary, good work conditions, etc. Which Herzberg called;

In management literature generally the term “Interpersonal” refers to relationship and interactions with;

The acronym ERG stands for

Herzberg proposed that the job content, element of challenge in the job, amount of responsibility it involved and so on, prov
A Clan-type culture is characterized by;
P-I motive relates with the need for;

Threat-reducing behavior implies actions on our part that intend to minimize or eliminate others perceptions that we might
The path-goal theory suggested that:

Several theorists present motivation, perception and learning as interacting forces shaping;
Opportunism refers to self-interested behavior understood as ‘taking advantage” of others or using other’s weakness for one
in an;
Task structure as a situational variable could be measured as high if:
Planned organizational change is aimed at:
Fielder’s situational leadership model suggests that when the situation is highly favorable or unfavorable, a leader should us
______ is deeply connected to organizational culture
Cohesiveness refers to the forces that bind members to each other and to their group, giving them a feeling of;
Assertive skills refer to acting or communicating in ways that are realistic and polite, aimed at maintaining respect for self a
being either;

Dominant culture represents

Power culture draws from:

Cohesion increases member tendency to conform to the group norms, which can be harmful for;
One possible group process loss is attenuation blocking – members who are prevented from contributing comments as they
them later in the meeting because they seem;
The word ‘trait’ or ‘predisposition’ indicates unique;
Intrinsic motivation is considered superior, more enduring source of motivation that has positive association with important
such as;
According to a study, leaders with personalized power orientation, want to accumulate power for personal gain, and use it in
Decision making high uncertainty work environment enables;
Personality refers to a unique combination of an individual’s characteristics that remains stable over time, influences the pe
Expert Power is gained through specialized knowledge arising out of;
The context of perception is provided by;
Primary or unlearned needs are
Persistence helps us distinguish motivation from similar concepts such as
As per Path Goal theory, is employees are inexperienced & working on ambiguous unstructured task, the leadership style
The process by which individuals try to control the impressions others have of them
The social context of work plays are important role
The leadership grid theory was propounded by

The Indian managers are willing to put

The acceptance of someone’s power can be significantly different across variables such as the subject's
Attitude of an individual reflects and individual’s persistent tendency to think, feel and behave towards an object in a partic
Organization are also the social unit deliberately constructed and reconstructed to seek
Power can be seen as a function of structure, as one gains power due to one’s position in the organization, which gives acro
The fact is that about two-thirds of the companies surveyed
Experience and satisfaction or secondary needs requires;
Organisation with strong cultures have
American culture believes in
Which of the following is NOT one of the levels, written Maslow’s theory of motivation?
The three levels of organizational culture are
Use of power requires minimum two parties
How many types of organizational culture are known as per Handy )1993
As per LMX theory of leadership, the out-group employees
Globalization means that
Socialized power orientation is found to result into accumulation of power into the hands of one person for
When someone exercises the qualitative aspects of a skill such as;

Three basic needs are important for individualization

Non-contingent rewards induce employees to develop

Group working also involves difficulties or limitation and so on;

Needs are important for optimal human development and integrity because prolonged
derivation of important needs may lead to

The term skill in the behavioural science is defined as

Reward power includes

Cultures helps
Power comes to individuals from two major bases
The first double-bind causing
Leaders who have socialized power orientation
Richer perspective, diverse cognitive resources and general problem solving capacity can be gained out of members
Norm stage is when eventually dialogue emerges amid disagreement about roles and activities leading to
The major contentions against the drive theory are that its assumptions take

While the modern, fast, high-tech modes of communication increase the freedom and speed, but they also have very differe

The situational focus by Hersey and Blanchard highlighted that

The enduring nature and consistency of personality characteristics lead to.

The description of an organization as more like a snake pit, with daily conflict, distress, and struggle, would come from whi
organization?
The description of an organization as clockworks, in which human behavior is logical and rational, would come from which
organization?

The study of organizational behavior is concerned with:

An internal perspective of human behavior tends to explain a person's actions in terms of:
The science of human behavior and individual differences is:
When Black & Decker placed a special emphasis on human productivity and efficiency through the application of organizat
differential piece rate systems, they were borrowing ideas from the discipline of:
Culture and the study of learned behavior comprise the domain of:
The recent growth of corporate wellness programs is an example of a contribution from which discipline?
Which of the following is not an internal component of a work organization?
In an open system the transformation or conversion of inputs to outputs is accomplished with:
An organization's suppliers, customers, and federal regulators is called the:
The human, informational, material, and financial resources of an organization system would be considered:
The Hawthorne Studies uncovered the importance of:
The beliefs and assumptions about people, work, and the organization best reflects the:
Which of the following is NOT one of the major challenges that managers must deal with in order to remain competitive?

Globalization implies all of the following except:

A transnational organization is one where:

Given the increasing attractiveness of U.S. business ventures in China, a major challenge for Western managers will be und
practice of guanxi, which is:
The work of Hofstede is important because his studies revealed that more differences in work-related attitudes can be expla
Hofstede's cross-cultural research found that Japanese managers valued:

Hofstede's work casts doubt on the:

An expatriate manager is one who:

Which of the following was NOT recommended as a technique for increasing the sensitivity of differences between people

Attention to diversity has particularly increased in recent years because of:

The globalization of business and changing demographic trends will present organizations with a tremendously culturally d
represents the risk that:

Emphasizing the use of inclusive language such as "partner" instead of "spouse" would be directed at what type of diversity

The major difference between prejudice and discrimination is:

Assume you are the manager of a department with a diverse work group, but white males comprise the largest subgroup. M
resent having to work along side of female and minority employees who have less seniority and work experience but are pa
conflicts and incidents have taken place between the white males and others that have disrupted the workplace. Which of th
would be more appropriate and effective in dealing with this situation?
According to the proponents of interactional psychology, all of the following are correct except:

The basis for understanding individual differences stems from:

The way in which factors such as skills, abilities, personalities, perceptions, attitudes, values, and ethics differ from one ind
referred to as:
All of the following are examples of individual differences except:
What is considered the single best predictor or work performance across many occupations studied both here in the United S
cultures?
A relatively stable set of characteristics that influence an individual's behavior defines:
Personality is shaped by:
The traits associated with high-performing employees are:
Which of the following is not considered one of the "Big Five" personality traits?
The approach to the study of personality that focuses on both person (dispositions) and situational variables as combined pr
known as:

Which of the following statements regarding internals and externals is False

Which of the following is NOT a component of CSE.

An individual's generalized belief about internal control versus external control is called:
Which type of situation is interpreted the same way by different individuals, evoking
Individuals possessing an internal locus of control:

Individuals possessing a Type A personality:

Assume you are a supervisor of ten employees, one of whom is clearly a Type A personality. Which of the following appro
effectively manage this employee?

All of the following are characteristics of the target of one's perceptions, except:
The process of interpreting information about another person is:

The three major categories of factors that influence one's perception of another person include:

Which of the following is NOT an important characteristic of the perceiver that can affect social perception?
The ability of an individual to perceive multiple characteristics of another person rather than attend to just a few traits is a f
All of the following are characteristics of the target that influence social perception except:
In which of the following situations are situational cues and social context most formalized?
The discounting principle is a characteristic of the:
An employee who does not get along well with other employees but generates the most sales is evaluated only on sales perf
example of:
Suppose, for example, that a sales manager is evaluating the performance of his employees. One employee does not get alon
rarely
A supervisor's high expectations of a new employee and the subsequent high performance of that employee is known as:
In managing organizational behavior, the importance of attitudes:
An individual's psychological tendency expressed by evaluating an entity with some degree of favor or disfavor reflects:
All of the following are indications of affect except:
Asking an employee whether he or she would use a new computer software package is an attempt to determine:
An individual does not have an attitude until he or she responds to an entity on a:
When one's attitudes and required job behavior conflict, ________ may develop.
Attitudes are learned and two major influences include:

A major reason why attitudes derived from direct experience are so powerful is because:

When one's attitudes and required job behavior conflict, ________ may develop.
If a salesperson is required to sell a defective TV set but believes this act to be unethical, he or she would:

Which of the following is not an important aspect or process of modeling?

In social learning, the family, peer group, religious organizations, and culture shape an individual's attitudes in a(n):
Assume you are a supervisor and you strongly endorse keeping an open line of communication with your employees, you a
door open and you instruct your secretary to not screen phone calls from employees. These conditions include:
Which of the following is NOT one of the five things the attitude-behavior correspondence depends upon?
If an individual from a country holds a negative attitude towards women in management because of a cultural belief system
behavior consistent with that attitude in a group, the link between the attitude-behavior is probably weak because:
An enduring belief that a particular behavior or end state of existence is preferred is known as a/an:
All of the following are considered terminal values except:
Which of the following is not an instrumental value?
The goals to be achieved, or the end states of existence, are called:

Recent research found four values exerted the most influence on job choice decisions. Which of the following was not one o

Which of the following work values is LEAST relevant to individuals?

What type of work culture would you most likely find in Iran?
Assume you own and operate a small printing and specialty advertising business that employs 25 persons. With increased h
insurance premiums you are contemplating the cancellation of health and hospitalization insurance for your employees. You
employees to become greatly concerned about:
Assume you have accepted a job offer and will shortly begin working in your first professional position. The firm provides
and benefit package. Your attention is now directed to learning and advancement opportunities. According to Alderfer and M

McGregor believed that Theory X assumptions were appropriate for:

Maslow's progression hypothesis states:

According to Herzberg, a major difference between motivator and hygiene factors includes:

After working as a sales associate in an appliance store for six months, you begin to become dissatisfied with various rules

Which of the following has been identified as both a hygiene and motivational factor in research done on Herzberg's two-fa
Which of the following is considered a motivating factor in Herzberg's two-factor theory?

Which of the following would be considered a valid conclusion regarding Herzberg's two-factor theory?

Which of the following would NOT be considered a valid criticism of Herzberg's two-factor theory?

According to Herzberg, which factors are related to job dissatisfaction?

A prerequisite for successful goal-setting programs, such as management by objectives (MBO), is:

An important function of goal setting is:

Acting in ways consistent with one's personal values and the commonly held values of the organization and society is:
Ethical behavior is influenced by which two major factors?
An enduring belief that a particular behavior or end state of existence is preferred is known as a/an:
Which of the following qualities has NOT been suggested as important to making ethical decisions?
The process of arousing and sustaining goal-directed behavior is called:

Which of the following statements is most accurate regarding the current state of motivation theories?

Maslow's hierarchy of needs model begins with ________ needs and ends with ________ needs.
Work groups place a strong emphasis on:

A group is a collection of two or more persons with common interests or objectives, whereas a work team:

A small number of people with complementary skills who are committed to a common mission, performance goals, and app
themselves mutually accountable is known as a/an:
Groups emphasize all of the following except:
Which of the following is a characteristic of a well-functioning group?
The two sets of social benefits available to team or group members includes:
Integrated involvement as a social benefit of group or team membership includes:
The standards that a work group uses to evaluate the behavior of its members are called:

The behavioral norms expected within work groups and considered to be among the most important from the organization's

Which of the following statements regarding group cohesion is NOT accurate?

According to the group development model discussed in the text, a group addresses which of the following issues?
An emergent group is known as a/an:
Dependence on guidance and direction is the defining characteristic in what stage of group development?
At what stage of group development does the leader need to adopt a coaching style due to team challenges?
A good group decision approach when an objective is to maximize the number of alternatives is:
Self-managed teams are sometimes called:
The legitimacy inherent in one's job is _____, whereas the ability to influence someone else is _____.
If a person can affect the thoughts, behavior, and feelings of another person, she has:
Enlarging an employee's zone of indifference is accomplished by:
Which of the following power sources is LEAST likely to be available to a non-supervisory, technical employee?
The power base of the future will likely be:
As a student, you are developing _____ power.
Which base of power has the strongest relationship with performance and satisfaction?
Your authors suggest the addition of another source of power to French and Raven's five sources of power. Which of the fo
additional source of power?
An important aspect of a manager's exercise of reward power in the determination of employee salary increases is:
To use power ethically an manager should examine the behavior by asking three questions regarding criterion outcomes of:

Which of the following is NOT a positive power-oriented characteristic according to McClelland?

McClelland's two faces of power include:

McClelland's positive face of power is:
McClelland's perspective of power is best reflected by which statement?

McClelland has found that the best managers are those who have:

According to McClelland, when a manager treats others as objects to be utilized to get ahead, or views situations as win-los
which form of power?

Teams are appropriate where:

A beneficial team environment is one where an individual does the following:

Which stage requires that team members feel they are a part of the team for further progression in group development to oc
An effective team exhibits:

Which of the following is most accurate regarding the impact of dissimilarity on teams and team members?

Some experts believe that only individuals within a team can be creative, but a professor at Northwestern University sugges
be achieve(d) Which of the following practices would NOT enhance team creativity?
A team-oriented work environment places emphasis on:
Which of the following is not considered to be a foundation for successful teamwork?
According to John Kotter, leadership (in contrast to management) entails:
Which of the following is NOT one of the leadership theory categorization factors?

Kotter suggests that leadership and management:

Trait leader theories focus on all the following except:

Which of the following statements best reflects the support for trait theories to identify universal distinguishing attributes of

Trait theories of leadership attempt to:

When considering the type of leadership style exhibited according to the behavioral theories, which of the following is mos
When comparing autocratic leadership style to democratic leadership style, democratic leaders:

Fiedler would advocate which of the following in effecting a match of the leader to a favorable leadership situation?

The LPC scale is:

According to Fiedler, the effectiveness of leaders is dependent on:

According to Fiedler's leadership research, high LPC (relationship-oriented) leaders are most successful in situations where

As a manager using Fiedler's approach to leadership, which of the following interventions would be most effective?

Conflict involves disagreement between two or more parties because of:

EI is defined as:

Estimates show that managers spend what percent of their time dealing with conflict?
The power not only to control emotions but also to perceive them is termed:

Conflict can be functional, or a positive force, in all of the following situations except:

All of the following are negative conflict diagnostic questions except:

As a manager, your ability to diagnose conflict as good or bad is contingent upon your looking at all of the following excep
One occasion in which managers should work to stimulate conflict is when:
Two departments in a university are engaged in a conflict because one had its budget cut. This is an example of conflict bas
At a software company there is one person for databases, one for statistical packages, and another for expert systems. The s
between these individuals is:
Which of the following is NOT a structural cause of conflict in organizations?
You have a problem with your computer, so you call the company that made it. They inform you that the problem is caused
the software division and they tell you it's the hardware. This is an example of:
Two machine operators disagree over the cause of an equipment breakdown. This conflict is based on differences in:
Long lasting and difficult conflicts between individuals usually stem from differences in:
A pattern of basic assumptions that are considered valid and that are taught to new members as the way to perceive, think, a
is known as:
Organizational culture is most rooted in which of the following fields of study?
Which of the following is NOT an important attribute of organizational culture?
Which of the following include the three levels of culture identified by Edgar Schein?
The key to understanding culture through artifacts lies in:
The most visible and accessible level of culture is:
When a corporate president is the first employee to give blood during a corporate blood drive, this is an example of:
The employees of Stillwater Designs know that if monthly sales are higher than sales in the same month of the previous yea
and CEO) will hold a cookout for the employees the following Friday. This would be a result of the CEO's use of:
Which of the following would NOT provide an indication of an organization's culture?
When the president of your college or university awards scholarships at a banquet to high-achieving students, this is an exam
An early fall semester convocation on your campus can be considered a:
When Southwestern Bell emphasizes the importance of management training by kicking off classes using a high-ranking ex
graduation ceremony when classes are completed, they have utilized:
Everyday organizational practices that are repeated over and over defines:
A corporate logo is:
All of the following are planned corporate changes except:

Which of the following is NOT a term to describe the organizations that will succeed in meeting the competitive challenges
While downsizing can increase shareholder value by better aligning costs and revenues, the effective organizations are the o

Workout sessions at GE are designed to:

Which of the following is NOT an external force that can stimulate the need for change?

Technological changes bring about profound change because they are not just changes in the way work is performed, but al

When an organization moves to a radically different, and sometimes unknown, future state, they have made what type of ch
When the organization changes its mission, culture, culture, goals, strategy, and structure it has:
When the organization makes a large-scale change such as moving to a new structure, the change would be considered:
A price adjustment in gasoline by an oil company in response to an excise tax increase is a/an _____ change.
A person who acts as the initiator and assumes responsibility for change management is called a/an:
The most massive scope of change is known as:
 Answer
Persons with an internal locus of control make more ethical
decisions than others.
Continuance Commitment
The values for each construct have been relatively stable
over time.

Jim is a high self-monitor

Job Satisfaction
There is a loss of individuality
Flexibility and adaptation
rule-based
Sociology

Management

extrovert, sensor, thinker and judger

enacted values
develop feelings of incompetence which may lead to
depression
Instrumentality
Process approach to motivation

Discounting principle

Performing
Assumptions
First-impression error
Low self-monitor
Reinvention
emotional contagion
consequential ethics
Abundant resources
reduce their commitment
Refreezing
give them appropriate challenges and opportunities for
success

Conformity

Expert

All of these
The two sets of social benefits available to team or group
members includes:

Teresa’s high self-esteem is protecting her from this

unfavourable comparison.

Shared Leadership
sensing/intuiting

short-term performance
instrumentality

external incentives

a devil's advocate who challenges the thinking of the CEO

and other top executives
the observer’s ability to stay focused
organizational behavior

Social exchange

develop feelings of incompetence which may lead to

depression
Avoiding
rewards are valued by employees and are tied directly to
performance

Amount of formal authority given departments

know as much as possible about individual differences and

determine the cause of behavior and perceived source of
responsibility
Valence
stereotyping

the Delphi technique

Contingency theories

allow them considerable leeway in determining how to

perform their work.
benevolence
Fantasy
Fixation
an increased grievance rate
explain causes
autonomous work groups
groupthink
they are independent
reduce effort
conceptual skills
Internal competition
formal evaluation of member contributions
collaborating
Falls outside his zone of indifference
valence
leaders form two groups of followers (in-groups and out-
groups)
Personal
they are in equilibrium with perceptions of inputs and
outcomes
expectancy theory
employee of the month award
characteristics of the top management team can predict
organizational characteristics

Networked Organisation

need for power

surround yourself with others similar to you
individuals need to be activated by unmet needs
Positive effect
membership is contractual
interpersonal skills
Almost never- finding and keeping efficient people
openness to experience

MBTI
Private and verifiable
biological and cyclical in nature
Communication barrier
interpersonal influence
Apple
Individual attributes
Inadequate information
Expert
Psychologically shaped
Intra personal conflict
Personalized relationship with powerful people
Uncertinity and confusion
Problem solving and cooperation
setting a direction for the organization
Hierarchy, system and formal authority
The favourableness of their situation
All the above
Listening, questioning, and presenting, facilitating others,
asserting self, negotiating and group working

Differences in culture

Human relation orientation

Both within and beyond an individual's being
Knowing one's strength, weakness, drives, values and
impact on others
Culture

While they ask their people to be committed to work, at the

very top of organization, executives still talk about loyalty

Leader personality characteristics

Artifacts
To the achievement of group objectives

creativity, risk taking and work quality

That the consequences are based on characters of the act

Workers posses Theory X personality

Unfreezing

In order to be effective, a learder should

Manage the newcomer's dezire for an identity

An autocratic leader

Perception
Worked the least well with
A rite of success

performance and organizational effectiveness significantly

The senior, more experienced people

Organizaltional socialization
Rituals
Role conflict
The target, the object and the context of perception

Not only in satisfying the need for correctness

Rewards and punishment
deficiency, and they are not cyclical
presence of and interaction with others
Affective, involvement, contunuance and normative
Congnitive complexity
Identify, retain, and develop talent of people
social group
Pro-social, voluntary, and discretionary behaviours
Autocratic decision making
Chnaging organizational structure
Understanding cultural (customs) differences
The employees accept the leader

Work commitment

Displacement
LPC will be situational
The type of occasion, timing and the customs
Accountable and responsible
Management style
Authority
Highly capable individual who plays an important role
through his/her own talent
Intentionally repeatable, goal directed behaviors and
behavior sequences.
Job title or designation, job description and prescribed
responsibilities
I am OK, you are not OK
Safety, belongingness, and esteem needs

The “human relations” are an important aspects of the job

External locus of control and causality

Rituals
All of the above
The lack of clarity, confrontation and conflict
Problem solving and collaboration
Located within close distance with each other, and interact
more
A different background and have a different perspective on
things.
Being innovative, open to new opportunities, risk taking
Delegation of more task-related decision to the team
His unique adjustment to his environment
Public and verifiable
Manage the newcomer’s desire for an identity by defining
the organization
Discourage external contact and influence vital to the high-
performing teams
Capacity to influence another person or a group to accept
one’s ideas or plans
Leaders changing deep structures, major processes, culture
of organization
Human relations orientation
Credible
Structures, dynamics, processes, and propensities
Performance, growth, solidarity among colleagues
The extent to which the leader engages in specifying
subordinate duties and responsibilities.
Internal locus of control and causality.
Anger, resentment and even relation
The leader brings personal skills and traits to everything he
does
groupthink
Context or hygiene or maintenance factors
Bosses, leaders, subordinates, peers, suppliers and
customers
Existence, Relatedness and Growth
Work motivation
The relationships structured by the hierarchy, mutual
interests and a share fate
Pioneering-Innovating

Goals, concerns, or well-being

Management styles can be placed on the grid coordinates
along two axes of leader’s concern for task and people.

Personality
using other’s weakness for one’s own benefit, especially in
an;
Formal authority the leader due to his or her position in the
organization is high.
Changing organization structure
a high task-oriented style
Anthropology
Groupness

Aggressive or submissive

The core values of the organization those are valid and

essential to the organization

The power and influence of a central figure or a select few

such that power radiates from the power-center like a web

Creativity and innovation

Less original, relevant, or important

Individual attributes

Creativity, risk taking and work quality

Encouraging and manipulative manner

Faster or more effective decision
Behavior, and determines individual style
Formal education or work experience
The type a occasion, timing and the customs
Biological and cyclical in nature
Job satisfaction
Directive oriented style
Impression management
Not only in satisfying the need for connectedness
Robert Black & Jane Mouton
Time and resources into thinking differently about how to
manage people
Age, gender, culture, and personality
Favor or disfavor
Specific goals
People, information and financial resources
Do planning or important workforce issues
Presence of and interaction with others
Uniformity in instruction
Individualism
Society needs
Artifacts, values, basic assumptions
An actor or agent, and a subject
Four
All are correct
All the above
Larger social benefit
Effectiveness or appropriateness, we judge that person as
competent
The need for competence and the need for autonomy, and
the need for relatedness.
Personalized relationship with powerful people within the
organization
Slowed decision-making, conflicts, less than full
participation and so on.

Positive results and simple problems

Intentionally repeatable, goal directed behaviours and

behaviour sequences.
allocation of resources, selection, performance evaluation,
approvals, giving of higher salary, incentives, bonus or
even better work
All the above
Position power and personal power
Strong work motivation and commitment
Empower their subordinates, share information, and
delegate authority
diversity in the group
cooperation and collaboration
a mechanistic view of humans

interpersonal processes of communication, problem solving

and the bonding between members of the same group

In order to be effective, a leader should adopt leadership

style depending upon subordinate maturity
Predictable patterns of behavior in similar ways across
situations and settings
Individual level

Organizational level

Psychosocial, interpersonal, and group dynamics in

organizations
Personal value system
Psychology

Engineering

Anthropology
Medicine
Product market
Technology
Task environment
Inputs
The informal organization
Informal organization
anticipating changes in foreign currency valuations
an organization's nationality is held strongly in
consciousness
the global viewpoint supersedes national issues

the use of personal connections to conduct business

culture
group decisions

the universal applicability of U.S. management theories

works in a country other than his or her home country

role analysis technique (RAT)

the changing demographics of the working population

prejudices and stereotypes will prevent managers and
employees from developing a synergy that can benefit the
organizations
sexual orientation
prejudice refers to an attitude and discrimination refers to
behavior
Indicate that discriminatory and other inappropriate
behavior will not be tolerated and initiate a series of
meetings to address the problems and encourage open and
frank discussion of the issues.
behavior is a function of heredity and physical stature
Lewin's contention that behavior is a function of the person
and the environment

individual differences

Norming

GMA

personality
heredity and environment
conscientiousness and emotional stability
heredity

the integrative approach

Internals and externals have distinctly different reactions to

being promoted with internals having higher organizational
commitment than externals.
General Mental Ability
locus of control
strong situation
prefer participative management styles
may become aggressive, even somewhat hostile when faced
with conflict and other work-related difficulties
Assist the employee through encouraging time management
applications and convincing the person to pace him or
herself.
purpose and context of encounter or interaction
social perception

characteristics of the perceiver, the target, and the situation

emotional stability
cognitive complexity
cognitive complexity
job interview
Situation

selective perception

selective perception

self-fulfilling prophecy
lies in their link to behavior
an attitude
he believes that young employees are error prone
behavioral intent
cognitive, behavioral, and affective basis
cognitive dissonance
direct experience and social learning
they are easily accessed and are active in our cognitive
processes
cognitive dissonance
experience the discomfort of cognitive dissonance

The model must not be aware of the learner's presence.

indirect manner

attitude specificity

the experimental model used to test the relationship

of social constraints

value
self-control
self-respect
terminal values

Pay

Professionalism
collectivist culture

self-actualization needs
growth and Theory Y concerns

individuals motivated by lower order needs

only ungratified needs motivate behavior

motivators deal with job characteristics that are intrinsic to

the job and hygiene factors deal with characteristics of the
work environment or factors extrinsic to the job

hygiene factors

Pay
recognition
Hygiene factors are of some importance up to a threshold
level.
Extrinsic factors may be more important in determining
satisfaction or dissatisfaction on the job
hygiene factors
organizational commitment
reducing role stress associated with conflicting and/or
confusing expectations
ethical behavior
individual characteristics and organizational factors
Value
Commitment
motivation

There are several approaches to motivation, and one or

another may be useful in specific organizational contexts,
with specific individuals or groups, at different times.

physiological, self-actualization
shared leadership
is usually a small number of people with complementary
skills who are committed to a common goal for which they
are mutually accountable

work team

collective work products

people express both their feelings and their thoughts
psychological intimacy and integrated involvement
opportunity for influence
norms of behavior

organizational culture and credos

highly cohesive groups tend to have higher interpersonal

exchanges away from the workplace.
interpersonal, task, and authority issues
informal group
forming
storming
brainstorming
autonomous work groups
authority; power
influence
the use of power
legitimate
expert
expert
expert

information power

distributive justice
distributive justice, utilitarian, and individual rights
Explain just enough to pacify employees sufficiently so
they won't ask questions.
personal and social
social power
The concept of power is value free and neutral.

a high need for social power and a low need for affiliation

personal power

the knowledge and talent of workers are dispersed across

members and require integration
comes up with initiatives
forming
shared leadership
value dissimilarity is negatively related to team
involvement

Conformity

empowerment and collaboration

goal clarity
setting a direction for the organization
attitudes
are two distinct, yet complementary systems of action in
organizations
situational characteristics
Findings on traits as a basis for explaining leader
effectiveness are neither strong nor uniform.
focus on leaders physical attributes, personality, and
abilities

Situational characteristics are not important because the

leader's style does not vary over different situations.
do not closely supervise and allow employee initiative and
decision making
reengineer the situation
a projective technique that evaluates the person a leader has
least preferred to work with
the favorableness of their situation
leader-member relations are good, the task is unstructured,
and position power is weak

Reengineer the situation to fit the leader's predisposition.

incompatible goals
the power to control one's emotions and perceive emotions
in others
21%
emotional intelligence

when group and organizational cohesion is broken down

Do the potential losses exceed any potential benefits?

the presence of groupthink
the group suffers from groupthink
common resources

specialization

skills and abilities

jurisdictional ambiguities

perception
perceptions

corporate culture

anthropology
pervasiveness and endurance
artifacts, values, and basic assumptions
figuring out what they mean
Artifacts
personal enactment

personal enactment

number of products produced

a ceremony
rite of renewal

a rite of enhancement and a rite of passage

a ritual
a symbol
responding to an increase in the excise tax on gasoline

mechanistic
systematic innovation

make the organization faster, less complex, and able to

respond effectively to change
changes in employee's expectations

changes in work relationships and organizational structures

transformational
made a transformational change
strategic
incremental
change agent
transformational