Organizational Behavior

Test 1

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

Ans - The values for each construct have been relatively stable over time

2. An example of a rite of enhancement is

a/an: Ans - Employee of the month award

3. At what stage of group development is the leader's role primarily one of recognition of the group's achievements?

Ans – Performing

4. Alderfer's growth need category corresponds to

Maslow's Ans - Self-esteem and self-actualization needs

5. A wild turkey in a top management team is

Ans- A devil's advocate who challenges the thinking of the CEO and other top executives

6. A defense mechanism in which an individual continues dysfunctional behavior that will clearly not solve a
conflict is known as:

Ans- Fixation

7. An example of an internal force for change

is Ans- Increased grievance rate.

8. Assume you are an employment interviewer. An applicant's physical appearance could cause you to commit
an incorrect hiring decision because of all of the following except

Ans- Self-fulfilling prophecy

9. Values reflected in the way individuals actually behave are

called Ans - Enacted values

10. Denise and Teresa are two students in a course on organizational behavior. Denise outperforms Teresa on
the first exam in OB, and Teresa convinces herself that Denise is not really a good person to compare herself
to because Denise is a psychology major and Teresa is majoring in accounting. Which of the following is the
best explanation for Teresa's reaction?

Ans- Teresa's high self-esteem is protecting her from this unfavorable comparison

11. In the case of repeated failure under expectancy theory, an employee

may Ans – Reduce effort

12. Self-managed teams are sometimes

called Ans- Autonomous work groups

 13. A technique that is valuable in its ability to generate a number of independent judgments without
the requirement of a face-to-face meeting is

Ans - The Delphi technique

14. A problem with the behavioral measure for personality would

be Ans - The observer's ability to stay focused

15. According to Edgar Schein, the essence of culture

is Ans – Assumptions

16. Which of the following conditions would LEAST encourage political activity?

Ans - Abundant resources

17. According to the Protestant ethic, a person should work hard because hard work and prosperity would lead to
a place in heaven. The organizational scholar who advanced the Protestant Ethic notion was

Ans - Max Weber

18. Which of the following statements is most correct?

Ans- Persons with an internal locus of control make more ethical decisions than others

19. Instrumental values includes

Ans- All of these (ambition, honesty, self sufficiency)

20. Fear of loss and the unknown are

Ans - Reasons why individuals resist

change

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

should Ans - Allow them considerable leeway in determining how to perform their work

22. The theories of leadership concerned with identifying the specific leader behaviors that are most effective
in specific leadership situations would be

Ans- Contingency theories

23. Job satisfaction and employee performance are likely to be positively related

when: Ans- Rewards are valued by employees and are tied directly to performance

24. The development of group cohesiveness is negatively influenced

by: Ans- Internal competition

25. Equity theory is a/ an

Ans – Process approach to motivation

 26. The study of individual behavior and group dynamics in organizational settings describes the content of study

in Ans - Organizational behavior

27. All of the following are considered important work process issues

except: Ans - Role specification

28. Modern management practices such as employee management recognition programs, flexible benefit
packages, and stock ownership plans emphasize

Ans - External incentives

29. A pleasurable or positive emotional state resulting from the appraisal of one's job or job experience

reflects: Ans- Job satisfaction

30. A deterioration of mental efficiency, reality testing, and moral judgement resulting from pressures within
the group

Ans – Groupthink

Organizational Behavior

Test 2

1.

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

should Ans - Give them appropriate challenges and opportunities for success

3. Employee loyalty toward the organization is a significant factor

in Ans - affective commitment

4. The importance and value placed on a reward in expectancy theory is known

as Ans – Valence

5. The belief that performance is connected to rewards is known

as Ans – instrumentality

6. An example of a rite of enhancement is

a/an: Ans - Employee of the month award

7. A pleasurable or positive emotional state resulting from the appraisal of one's job or job experience

reflects: Ans- Job satisfaction

8. According to the group development model, which one of the following set of issues need to be addressed
as part of a group's authority issues?

Ans- Who is in charge, management of power and influence, and who has the right to tell whom to do what

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

Ans – Avoiding

10. Upper echelons theory argues that

Ans - characteristics of the top management team can predict organizational characteristics

11. The basic idea behind leader-member exchange theory is

Ans - leaders form two groups of followers (in-groups and out-

groups)

12. An example of an internal force for change

is Ans- Increased grievance rate.

13. The weblike structures that contract some or all of their operating functions to other organizations and
then coordinate their activities through managers and other employees at their headquarters are called

Ans – Networked Organization

14. According to the strategic contingency perspective, which one of the following factors is NOT a primary
factor used to explain differences in power between departments?

Ans - Amount of formal authority given departments

15. Which trait is associated with less absenteeism at work?

Ans - Positive affect

16. Increasing workforce diversity is likely to reduce _ as a barrier to social perception

Ans – Stereotyping

17. The primacy effect is also known

as: Ans - First-impression error

18. The JDI

measures Ans - Job

satisfaction

19. Transformational leaders:

Ans – Inspire and stimulate followers to high performance levels

20. Escape from a conflict through daydreaming is known

as Ans - Fantasy.

21. Which of the following is a characteristic of quality teams?

Ans – They make data-based decisions about improving product and service quality
 Organizational Behavior

Test 3

1. Which of the following is considered key benefit of diversity?

Ans - flexibility and adaptation

2. The Primary purpose of socialization is the?

Ans - transmission of core values to new organization members

3. The Leadership and Strategy council (LSC) is a feature of?

Ans - Circle Organization

4. The impoverished manger is one who

Ans - exerts just enough effort to avoid being

fired.

5. The set of authority and task relations among group members is known

as Ans - status structure

6. The conflict that develops when a role behavior clashes with individual values is

called Ans - Person-role

7. Assume you are an employment interviewer. An applicant’s physical appearance could cause you to
commit an incorrect hiring decision because of all the following except - -

Ans-- self-fulfilling prophecy

8. Assume you are a senior accounting major. A friend who is taking a Principles of Accounting course seeks
you out for tutorial assistance. This is an example of _ power

Ans – Expert

9. If you use calculated involvements as basis for understanding person's relationship with a work
organization, what would be best framework?

Ans - - - social exchange

10. Crude comments or sexual jokes and behaviors that disparage someone's sex or convey hostility
is considered which type of sexual harassment

Ans--gender harassment

11. When employees view managers as being overpaid, workers

may Ans - - Reduce their commitment

12. The dynamic process through which emotions are transferred from one person to another is

called: Ans - Emotional contagion

13. The specific setting within which organizational behavior is enacted would be called
the: Ans ---organizational context
 14. The path-goal theory of leader effectiveness by Robert House is based

on: Ans ---the expectancy theory of motivation

15. When you encounter a warm and personable car salesperson and don't assume that this behavior reflects
the salesperson's personality, you are using which principle in social perception?

Ans-- discounting principle

16. Projection occurs most often when

you: Ans-- surround yourself with others similar to

you

17. A transnational organization is one

where: Ans - the global viewpoint supersedes national

issues

Organizational Behavior

Test 4

1. Social loafing is usually

Ans - detrimental to the group and may cause interpersonal conflict within the group

2. is the term for creatively applying new technology

Ans – Reinvention

3. Under equity theory, People are motivated when:

Ans - they are in equilibrium with perceptions of inputs and outcomes

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

Ans - continuance commitment.

5. The establishment of new attitudes, values, and behaviors as the new status quo is consistent with what
stage in Lewin's change model?

Ans – refreezing

6. A manager who is considered Machiavellian would rely on what

power Ans - Personal Power

7. The motivation theory that holds that employee motivation is determined by the belief that a valued
outcome will result from effort is called the:

Ans - expectancy theory

8. A method for countering social loafing

includes: Ans - formal evaluation of member contributions
 9. Which of the following personality types would most likely display the most consistent behavior
"across situations"?

Ans - Low self monitor

10. Some experts believe that only individuals within a team can be creative, but a professor at
Northwestern University suggests that team creativity can be achieved. Which of the following practices
would NOT enhance team creativity?

Ans – conformity

11. The close linkage of to performance under expectancy theory is crucial for enhancing

motivation Ans – Valence

12. All of the following would be consistent with new ideas in motivation

EXCEPT: Ans - individuals need to be activated by unmet needs

13. What do we call an ethical theory that emphasizes the nature and characteristics of an

act? Ans - rule-based theory

14. If a manager asks an employee to purchase a gift for his wife, the employee would think this

request: Ans - falls outside his zone of indifference

15. An effective team exhibits:

Ans - shared leadership

Organizational Behavior

Test 5

1. According to the MBTI a successful top executive is likely to be

a/an: Ans - Extrovert, sensor, thinker and judger

2. Susan was reflecting on Jims behavior in her recent meeting with Jim regarding his performance review.
Normally Jim is outgoing, sure of himself and Susan would consider him high on indicators of CSE. Jim
however, was rather subdued and quiet during the review. Jims behavior could best be explained as a
result of

Ans - Jim is a high self monitor

3. A key understanding to the relationship between hygiene and motivation factors

is Ans - they are independent.

4. Corporations and business enterprises tend to subscribe

to: Ans - consequential ethics

 5. An approach to minimize groupthink is to:

Ans - re-examine the preferred solution even if consensus has been reached

6. People may engage in immoral acts or even violent behavior as committed members of their group when

Ans - there is a loss of individuality

Organizational Behavior

Test 6

1. People may engage in immoral acts or even violent behavior as committed members of their group

when Ans - there is a loss of individuality

2. As a member of a study group, you feel that others are making minimal contributions. in this situation
you are LEAST likely to:

Ans - increase your participation and contribution

3. The fit perspective is useful in explaining:

Ans - long-term performance

4. The first discipline to take the modern corporation as the unit of analysis and emphasize the
design, implementation, and coordination of various administrative and organization systems was:

Ans – management

Organizational Behavior

Test 7/8

1. A type of organizational commitment based on an individual's perceived obligation to remain with

an organization is called

Ans - Normative Commitment

2. The two sets of social benefits available to team or group members

includes: Ans - psychological intimacy and integrated involvement.

3. Attribution theory helps to _ behavior in organization

Ans - explain causes of

4. Authentic leaders are characterized by all of the following

EXCEPT: Ans – benevolence

 5. According to the According to the MBTI a successful top executive is likely to be a/an an approach
to personality, the basic preference that reflects what we pay attention to or how we prefer to
gather information is

Ans - sensing/intuiting.

Organizational Behavior

Test 9

1. Persons who have a strong desire to control others are high

in Ans - need for power

2. Group polarization results in

Ans - tendency for group discussion to produce shifts toward more extreme attitudes among members

3. Research focusing on the variety of roles within a society or culture highlights which disciplines
contribution to organizational behavior?

Ans – Sociology

Final Exams

1.) The behavioral response of a target towards the sensed and accepted expectation of the perceiver is known
as the: Pygmalion effect
2.) Delaying action on a conflict by buying time is referred as: Administrative orbiting
3.) Presenting to share information can be crucial to:
A) Problem solving and cooperation
B) Problem assessment and collaboration
C) Problem solving and collaboration
D) Problem assessment and cooperation

4.) The transactional focus on leadership suggested that: Leaders changing deep structure, major processes,
culture of organization.
5.) Leadership wisdom is associated with: Self-Objectivity and Self-Reflection
6.) The question is not about which one is a better source of motivation: we all experience: both extrinsic and
intrinsic.
7.) It is now established that these patterns of perception and judging the cause of an event is:
A) Socially shaped
B) Psychologically shaped
C) Physiologically shaped
D) Culturally shaped

8.) In management literature, the term “organization” refers to both

E) Process of operation as well as an outcome of that process that is structure.
F) Process of management as well as an outcome of that process that is a structure.
G) Process of management as well as an outcome of that operation that is not a structure.
H) Process of management as well as an outcome of that process that is not a structure.
 9.) the major contentions against the drive theory are that its assumptions take:

A) A Mechanistic view of humans

B) A socialist view of humans
C) A capitalist view of humans
D) A liberal view of humans

10.)As per Kotter, Leadership process involves: A) Setting a direction B) planning and budgeting C) Controlling &
problem solving D) All of above

11) Needs for important for optimal human development and integrity because prolonged deprivation of important needs
may lead to: Problem results and serious problems

12) Non-contingent rewards induce employees to develop: Personalized relationship with powerful people within the
organization.

13) The leadership trait theory focus on: 1) Leader physical attributes 2) Leader personality characteristic 3) Leader Ability
4) All of above

15) The first meaning of personality refers to the way an individual is perceived by others- personality from
the observer’s perspective: Public and verifiable

16) On the major challenges any CEO or senior level executive faces is:

A) Almost always-finding and keeping people needing jobs

B) Almost never-finding and keeping people
C) Almost always-finding and keeping good people
D) Almost never- finding and keeping efficient people

17) How many types of organizational culture as known as per handy(1993): 4

18) When someone exercises the qualitative aspects of a skill such as : Effectiveness or appropriateness, we
judge the person as competent
19) Planned organizational change is aimed at: Changing organization structure
20) As per hofstede’s research, Japanese managers valued: Group decisions
21) The work/home conflict i.e. where the role as worker clashes with the role of spouse/parent is an
example of : Inter role conflict
22) When a manager shouts at an employee after an heated argument with a customer, it is an example of
what kind of defence mechanism: Displacement
23) Hull explained motivation in terms of drives which are created by: fulfilled needs, deficits or satisfaction
24) As per trait theory, which of the following is not a focus of trial theory: Situational characteristics
25) When the interview and experimental data about a candidate is insufficient or too voluminous, varied or
contradictory, manager use their own: A) Information and contacts B) Perception and Information C)
Perception and attribution D) Attribution and contacts.
26) When leaders act as change agents: they set the direction from the top
27) A clan-type culture is characterized by: The relationships structured by the hierarchy, mutual interests
and shared fate.
28) As per Fiedler’s theory if a leader-member relations is good, the task is unstructured and position power
is weak, then it would lead to: High LPC
29) The least preferred co-worker or LPC scale requires a leader to describe the one person with whom he or
she: Worked the least well with
30) The indian managers are willing to put:
A. Time and resources into thinking differently about how to manage people
B. Capital and profit into thinking differently about how to manage people
C. Profit and resources into thinking differently about how to manage people
D. Capital and time into thinking differently about how to manage people

31) Secondary or learned needs are developed because of our interaction with others in our: Social group
32) Attitude such as satisfaction, commitment and citizenship behavior can influence: Performance and
organisational effectiveness significantly.
33) Personal enactment by top managers in an organization is an example of Values of culture.
34) Self-awareness involves: Knowing one’s strength, weakness, drives, values, and impact on others.
35) P-I motive relates with the need for: pioneering-innovating
36) Consensus is established by observing whether people other than the target person behaved in: The
same manner in the same situation
37) Attribution means when causal relationship is established between: An event and behavior
38) According to maslow, the higher needs are different because they do not raise out of: Deficiency and
they are not cyclical.
39) Organisations are a continuing system of: Differentiated and coordinated human activities
40) A culture with a consensus on the value that drive the company and with an intensity is:
A) A fit culture
B) A strong culture
C) A motivated organisational culture
D) A people driven culture

41) When system undergo transition, it creates: uncertainty and confusion

42) The term skill in the behavioral science is defined as: Intentionally repeatable , goal directed behavior
and behavior sequencesA)
43) For more favorable attitudes at work, the organisations can provide the context for:

A) Eliminating, strengthening and sustaining employee effectiveness

B) Creating, strengthening and sustaining employee effectiveness
C) Creating, strengthening and changing employee effectiveness
D) Creating, weakening and sustaining employee effectiveness

44) Role modeling is done by: Anyone or the senior, more experienced person
45) A high LPC score suggests that the leader has a : human relations orientation
46) The path-goal theory suggested that: Leader should create conditions enabling subordinate success
47) Personality is understood as a dynamic organization within the individual of those psychological systems
that determine: his unique adjustment to his environment
48) Primary or unlearned needs are: Biological and cyclical in nature
49) There are four components of commitment: Effective, involvement, continues, normative
50) Positive personal and work outcomes include: Internal work motivation, general job satisfaction, growth
satisfaction and work effectiveness.
51) The achievement of super ordinate goals require: Cooperation by both the parties.
52) The prominent error Kulkarni made in making the changes: Unfreezing
53) Organisational socialization can be understood as an attempt to: Manage the newcomer’s desire for an
identity by defining the organization
54) The trait theories highlight that: the leader brings personal skills and traits to everything he does.
55) Distinctiveness is established by observing whether: the same person behaves same in different
situations(Correct answer check)
56) Organisational commitment has been found to be more direct measure of:
A) Loyalty than satisfaction
B) Turnover intentions than satisfaction
 C) Turnover intentions than dissatisfaction
D) Loyalty than dissatisfaction

57) Organisations that are considering opening foreign offices should focus on: Understanding culture
difference.
58) The early studies at Ohio state and Michigan universities brought in a shift in focus from skills and traits at
leader’s behavior classified as:
A) Human orientation and production orientation
B) Consideration and initiating structure
C) Consideration and production orientation
D) Human orientation and initiating structure

59) A company organises a family annual day for its employees, it can be considered as: A) A rite of
integration B) A rite of renewal C) A rite of success D) A rite of enhancement
60) While the modern, fast, high-tech modes of communication increases the freedom and speed, but they
also have very different implications for the: ( C )Interpersonal process of communication, problem
solving, and the bonding between member of the different group.
61) The problem shown in the case is of: Perception
62) Kulkarni had assumed that: Workers possess theory x personality
63) Supervisor were facing the problem of: All of these
64) Interpersonally competent people comfortably and naturally use the skills necessary to get competent:
A) Incentives, growth, solidarity among colleagues
B) Performance, Incentives, solidarity among colleagues
C) Performance, growth, Incentives among colleagues
D) Performance, growth, solidarity among colleagues

65) As per LMX, theory of leadership, the “out group” employees: A) outside the circle of leader B) Get fewer
reward C) Managed by rules and policies D) All are correct
66) A social membership which limits or closes admission of outsiders by rules_ so far as its order is enforced
by the action of:
A) Unique Individuals
B) Ordinary Individual
C) Talented Individuals
D) Specific Individuals

67) When you are promoted in your job, you attribute your success to your hard work & intelligence, this is
an example of attribution error of:
A) Self serving bias error
B) Fundamental attribution error
C) Self fulfilling bias error
D) Selective attribution error

68) As per leadership grid theory a scale of 1,9 points to a: country club manager style
69) As per leadership grid theory a scale of 9,9 points to a: Team management
70) As per leadership grid theory a scale of 5,5 points to a: Middle of the road management
71) As per leadership grid theory a scale of 1,1 points to a: Impoverished Management
72) As per leadership grid theory a scale of 9,1 points to a: Authority compliance management
73) Motivation is understood as a goal directed behavior aimed at achieving some goal: Both achieving
something desirable and avoiding something undesirable.
74) Organisation are a continuing system of:
A) Differentiated and coordinated human activities
B) Simple and general human activities
C) Non differentiated and non coordinated human activities
 D) Unique and integrated human activities

75) Manager focus on: To help people see meaning in goals, to do the right things, to bring about
organisational change through vision, to get things done make people perform better.
76) As per Fiedler if a leader describes his LPC in positive terms are: Relationship oriented
77) Fiedler’s theory states that leader’s effectiveness is based upon: Task structure and relationship style.
78) The social context of work plays are important role: Not only in satisfying the need for connectedness
and social effectiveness, but also in managing the thresholds for social need.
79) Attractive individual are perceived to be warm, social, independence etc, this is due to Stereotype barrier
to social perception
80) The term ‘dedication’ as a work attitude is defined as ‘the disposition of the employee to voluntarily
engage in affectively:
pleasant, non-rewarding organisationally relevant behaviours,
unpleasant rewarding organisationally relevant behaviours,
unpleasant non-rewarding organisationally relevant behaviours
unpleasant non-rewarding organisationally irrelevant behaviours.
81) The leadership grid theory was propounded by: Robert Blake and Jane Mouton
82) BATNA stands for best alternative to a negotiated agreement
83) One of the most frequently quoted definition describes work motivation as a set of energetic forces:
both within and beyond and individual's being
84) there are three elements of perception: Target, object and the context of perception
85) In an MBA class, indian students were horrified when American students challenged the professor on a
subject topic. The conflict occurs due to: Difference in culture
86) The situational focus by Hersey and Blanchard highlighted that: In order to the effective, a leader should
adopt leadership style depending upon subordinates maturity
87) When your friend achieved good grades in the exam, you attribute his success to coaching that he
received from the exam, this is an example of attribution error of:
E) Self serving bias error
F) Fundamental attribution error
G) Self fulfilling bias error
H) Selective attribution error
88) Fiedler’s situational leadership model suggests that when the situation is highly favorable or unfavorable,
a leader should use: A Low task oriented style
89) The western perspective of organization would suggest that: Membership is contractual.
90) The conflict management style that is intermediate in both assertiveness and cooperativeness is:
Compromising
91) As per path goal story, if employees are inexperienced & working on ambiguous unstructured task,the
leadership style suited is: Directive oriented style
92) An employee oriented supervisor’s behavior conveys his belief that: Human relations are an important
aspects of the job
93) The process by which individuals try to control the impressions others have of them: Impression
Management
94) The loyalty paradigm means that the employees:
95) When an individual is able to perceive multiple characteristics of another person rather than attend to
just a few traits is a function of: Cognitive complexity
96) How people address each other in an organization refers to the practice of: Rituals
97) It is believed that the levels of our emotional, psychological and physical well-being go as high as allowed
by the levels of our:
A) Interpersonal skills
B) Communication skills
C) Management skills
D) Learning skills

98) Based on previous knowledge, perceivers also plug additional data so that the information they have at
hand for making: The meaning becomes complete and the unconnected becomes connected
99) Dissatisfied employees are more likely to engage in: Late coming, absentees, turnover.
100) The first double - bind causing:
A) Strong work motivation and performance
B) Strong work motivation and commitment
C) Weak work motivation and performance
D) Weak work motivation and commitment

101) Perceptual constancy is a perceiver’s tendency to view objects as:

A) Change regardless of the change in the viewing conditions
B) Constant regardless of the constant in the viewing conditions
C) Change regardless of the constant in the viewing conditions
D) Constant regardless of the change in the viewing conditions

102) OCBs are : Option D Pro social, voluntary and discretionary behaviors
103) The expression reality-distortion was coined by employees of_ to describe charisma of their
leader: Apple
104) An empathic leader can: identify, retain and develop talent of people(Option A)
105) As per transactional leadership theory, the leader relies on: Rewards & Punishment
106) University of Michigan studies identified two styles of leadership, they were: Employee oriented
and production oriented
107) Mr. Sharma called the company for resolution of his complaint, his call was transferred to several
different people/departments but got no satisfactory reply, this illustrates: Jurisdictional ambiguity(B) or
communication barrier
108) Perception and personality of an employee play a very crucial role in shaping their: Attitude at
work or behavior at work
109) Leaders have the ability: to effect the behavior of others in a particular direction.
110) Consistency is established by observing whether: option D the extent to which the person
behaves like this every time the situation occurs the same person behaves in the same fashion
over time

111) The word trait of predisposition indicates unique:

A) Individual attitude
B) Individual perception
C) Individual expectation
D) Individual Characteristic

112) Intrinsic motivation is considered superior, more enduring source of motivation that has positive
association with important organisational outcome such as: option C(Creativity, risk taking and work
quality)
113) The enduring nature and consistency of personality characteristics lead to: predictable patterns of
behavior in similar ways across situations and setting(Option B)
114) In the USA, employees may view participative management positively, while in Germany
employees may see It as managerial incompetence, employee in india might wonder:
A) Why the boss is involving the employee in appraisal
B) Why the boss is involving the employee in decision-making
C) Why the boss is involving the employee in feedback
D) Why the boss is involving the employee in training

115) Which of the following characteristic is not shown by managers who use power successfully:
Preference of principle dissent
116) The Distinguishing personal characteristic of a leader are known as: Traits
117) Personality refers to a unique combination of an individual’s characteristic that remains stable
over time, influence the person’s
 A) Behavior and determines individual goals
B) Perception, and determines individual style
C) Behavior and determines individual style
D) Perception and determines individual goals

118) People with low EI are more likely to be cause of conflicts:

A) Correct
B) Incorrect
C) Inadequate Information
D) Depends on context

119) The basic skills practiced by interpersonally competent people include:

A) Listening, answering, and presenting facilitating others, asserting self, negotiating and group
working
B) Listening, questioning, and presenting, facilitating self, asserting self, negotiating and group
working
C) Listening, questioning, and presenting, facilitating others, asserting others, negotiating and
group working
D) Listening, questioning and presenting, facilitating others, asserting self, negotiating and group
working.

120) The process of transforming newcomers to effective members of the organization by making them
organization culture is: A) adaptation process B) social acclimatization C) organisational socialization
D ) Organisational transformation process

121) As per Hofstede, the difference in work related attitudes is strongly due to: culture
122) Which of the following organisational conditions do not encourage political activity?: Available of
resources.
123) Persistence helps us distinguish motivation form similar concepts such as:
A) Loyalty
B) Rewards
C) Commitment
D) Job Satisfaction

124) The Second meaning of personality refers to the:

A) Systems, dynamics, processes, and propensities
B) Structure, dynamics, procedures, and propensities
C) Structure, dynamics, processes, and propensities
D) Structure, dynamics, processes, and perceptions

125) The companies are often trapped in transition between these two paradigms because: While they
ask their people to be committed to work, at the very top of organization, executives still talk about
loyalty
126) In task culture, influence is strongly based on Expert power.
127) Assertive skills refer to acting or communicating in ways that are realistic and polite, aimed at
maintaining respect for self as well as others and not being either”
A) Aggressive or calm,
B) Aggressive or polite
C) Aggressive or subject
 D) Aggressive or submissive

128) The discounting principle in social perception is a characteristic of the:

A) Perceiver
B) Situation
C) Target
D) None of these
129) One important change on the employees side of attitudes at work at that:
E) Work commitment is not becoming more relevant than loyality
F) Loyality is becoming more relevant than commitment
G) Work commitment is becoming more relevant than loyality
H) Loyality is not becoming more relevant than work commitment

130) Task structure as a situational variable could be measured as:

I) Formal Authority the leader due to his or her position in the organization is high
J) The leader is in charge of all tasks
K) The task entrusted to the subordinate was definite, routine and
L) Tasks are well organized

131) Territory is often demarcated by the:

A) Hierarchy, structure and formal authority
B) Hierarchy, system and formal authority
C) Hierarchy, system and informal authority
D) Hierarchy, structure and informal authority

132) Team leadership marks:

E) A break from command and control percpective of management
F) Movement towards facilitative, collaborative leadership
G) Ensuring empowerment and continues improvement
H) All of above

133) Transnational organization means that: Option D(Global viewpoint supersedes national issues)

134) The stories about an organization on how it handles the firing policy for employees is an example
of _ level of culture: A) Artifacts B) Rites C) Values D) Basic Assumption
135) Hersey and Blanchard define employees readiness/maturity is defined as the extant to which a
follower has:
A) The ability to accomplish a given function
B) The willingness to accomplish a given function
C) The ability and willingness to accomplish a given function
D) Neither the ability and willingness to accomplish a given function

136) Organization is also viewed as a system of:

A) Unconsciously coordinated activities- of two or more person

B) consciously coordinated activities- of one or two person
C) consciously coordinated activities- of two or more person
D) Unconsciously coordinated activities- of one or two person
137) Motivated behavior is understood to follow patterns created by: Option B( repetitive choice of
goals as well as set of behavior)
138) Autonomy as a part of the job design is measured by….Accountable and responsible.
139) As per path goal theory, if employees are skilled professionals, task is difficult yet achieve. The
leadership style suited is: Achievement oriented style.
140)
Organizational Behavior and Opportunity: Multiple Choice Questions
1. The description of an organization as more like a snake pit, with daily conflict, distress, and struggle, would come
from which level within the organization?
(a) group level
(b) organizational level
(c) individual level
(d) department level
2. The description of an organization as clockworks, in which human behavior is logical and rational, would come
from which level within the organization?
(a) individual level
(b) group or department level
(c) organizational level
(d) internal level
3. The study of organizational behavior is concerned with:
(a) psychosocial, interpersonal, and organizational structure
(b) psychosocial, interpersonal, and work design
(c) interpersonal, group dynamics in organizations, and work design
(d) psychosocial, interpersonal, and group dynamics in organizations
4. An internal perspective of human behavior tends to explain a person's actions in terms of:
(a) job demands
(b) personal value system
(c) task design
(d) organization communication channels
5. The science of human behavior and individual differences is:
(a) anthropology
(b) sociology
(c) engineering
(d) psychology
6. When Black & Decker placed a special emphasis on human productivity and efficiency through the application of
organizational goal setting and differential piece rate systems, they were borrowing ideas from the discipline of:
(a) Psychology
(b) Anthropology
(c) Sociology
(d) Engineering
7. Culture and the study of learned behavior comprise the domain of:
(a) management
(b) anthropology
(c) sociology
(d) psychology
8. The recent growth of corporate wellness programs is an example of a contribution from which discipline?
(a) medicine
(b) psychology
(c) sociology
(d) management
9. Which of the following is not an internal component of a work organization?
(a) Structure
(b) Task
(c) Technology
(d) product market
10. In an open system the transformation or conversion of inputs to outputs is accomplished with:
(a) technology
(b) task structure
(c) borrowed financial resources
(d) robots
11. An organization's suppliers, customers, and federal regulators is called the:
(a) task environment
(b) market
(c) political economy
(d) general environment
12. The human, informational, material, and financial resources of an organization system would be considered:
(a) inputs
(b) throughputs
(c) the transformation
(d) outputs
13. The Hawthorne Studies uncovered the importance of:
(a) the workflow and scheduling of work for production efficiency
(b) delegating authority downward and throughout the organization
(c) the informal organization
(d) viewing an organization as clockworks
14. The beliefs and assumptions about people, work, and the organization best reflects the:
(a) formal organization
(b) overt part of an organization
(c) informal organization
(d) social surface
Challenges for Managers: Multiple Choice Questions
1. Which of the following is NOT one of the major challenges that managers must deal with in order to remain
competitive?
(a) globalizing the firm's operations to compete in the global village
(b) managing ethical behavior, good character, and personal integrity
(c) managing a diverse workforce
(d) anticipating changes in foreign currency valuations
2. Globalization implies all of the following except:
(a) the world is free from national boundaries
(b) a borderless world
(c) competition between workers from other countries
(d) an organization's nationality is held strongly in consciousness
3. A transnational organization is one where:
(a) an organization's nationality is held strongly in the consciousness of managers even though the organization
competes on a global scale
(b) the global viewpoint supersedes national issues
(c) the global and national interests are linked in an overriding perspective
(d) a prevalent ethnic viewpoint begins to be held strongly in the consciousness of managers
4. Given the increasing attractiveness of U.S. business ventures in China, a major challenge for Western managers will
be understanding the Chinese practice of guanxi, which is:
(a) the strong use of rewards and punishment in the workplace
(b) the use of personal connections to conduct business
(c) the practice of group members evaluating the performance of individual group members
(d) the tendency to negotiate small but specific agreements in order to interact effectively
5. The work of Hofstede is important because his studies revealed that more differences in work-related attitudes
can be explained by:
(a) gender
(b) profession
(c) culture
(d) age
6. Hofstede's cross-cultural research found that Japanese managers valued:
(a) high risk taking
(b) group decisions
(c) a short-time perspective
(d) Individualism
7. Hofstede's work casts doubt on the:
(a) ability of cross-cultural attitudes to predict job-related attitudes
(b) use of masculinity versus femininity as an orientation that has cultural variation
(c) use of time as an orientation that differs across cultures
(d) the universal applicability of U.S. management theories
8. An expatriate manager is one who:
(a) has left a transnational organization to work for a competitor
(b) works within a foreign-owned company within their own country
(c) works in a country other than his or her home country
(d) has given his or her allegiance to a transnational type of organization over a more national/domestic perspective
9. Which of the following was NOT recommended as a technique for increasing the sensitivity of differences between
people from various cultures?
(a) describing one another's culture
(b) cultural sensitivity training
(c) role analysis technique (RAT)
(d) cross-cultural task forces or teams
10. Attention to diversity has particularly increased in recent years because of:
(a) the use of telecommunications
(b) the opportunity for use of lower cost labor in other countries
(c) the changing demographics of the working population
(d) Legislation
11. The globalization of business and changing demographic trends will present organizations with a tremendously
culturally diverse workforce which represents the risk that:
(a) prejudices and stereotypes will prevent managers and employees from developing a synergy that can
benefit the organizations
(b) families will not be left intact
(c) values will begin to erode
(d) opportunities will not be available
12. Emphasizing the use of inclusive language such as “partner” instead of “spouse” would be directed at what type of
diversity?
(a) Culture
(b) social status
(c) sexual orientation
(d) Age
13. The major difference between prejudice and discrimination is:
(a) prejudice has been shown to have more of an impact on productivity than discrimination
(b) discrimination has been shown to have more of an impact on productivity than prejudice
(c) prejudice refers to behavior and discrimination refers to an attitude
(d) prejudice refers to an attitude and discrimination refers to behavior
14. Assume you are the manager of a department with a diverse work group, but white males comprise the largest
subgroup. Many of the white males resent having to work along side of female and minority employees who have less
seniority and work experience but are paid the same. Several conflicts and incidents have taken place between the
white males and others that have disrupted the workplace. Which of the following approaches would be more
appropriate and effective in dealing with this situation?
(a) Fire the white male perpetrators.
(b) Extend preferential treatment to female and minority employees.
(c) Urge female and minority employees to take legal action against those who have caused problems.
(d) 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.
Personality: Multiple Choice Questions
1. According to the proponents of interactional psychology, all of the following are correct except:
(a) behavior is a function of heredity and physical stature
(b) people vary in terms of cognitive, affective, motivational, and ability factors
(c) a situation can be viewed objectively
(d) one's subjective view of the situation can also be important
2. The basis for understanding individual differences stems from:
(a) Jung's development of personality archetypes
(b) Carl Roger's contention that everyone is unique
(c) Bandura's approach to social-cognitive social learning theory
(d) Lewin's contention that behavior is a function of the person and the environment
3. The way in which factors such as skills, abilities, personalities, perceptions, attitudes, values, and ethics differ from
one individual to another is referred to as:
(a) personality
(b) individual differences
(c) the basis for group differences
(d) variation in traits
4. All of the following are examples of individual differences except:
(a) Personality
(b) general mental ability
(c) emotional intelligence
(d) Norming
5. What is considered the single best predictor or work performance across many occupations studied both here in
the United States and across different cultures?
(a) GMA
(b) Extraversion
(c) Conscientiousness
(d) Emotional Stability
6. A relatively stable set of characteristics that influence an individual's behavior defines:
(a) behavioral predispositions
(b) personality
(c) the integrative approach to behavior
(d) the approach emphasizing the perceptual process
7. Personality is shaped by:
(a) consequences of behavior and the environment
(b) the person and the situation
(c) thinking and feelings
(d) heredity and environment
8. The traits associated with high-performing employees are:
(a) extraversion and agreeableness
(b) agreeableness and conscientiousness
(c) conscientiousness and emotional stability
(d) emotional stability and agreeableness
9. Which of the following is not considered one of the “Big Five” personality traits?
(a) heredity
(b) extraversion
(c) emotional stability
(d) conscientiousness
10. The approach to the study of personality that focuses on both person (dispositions) and situational variables as
combined predictors of behavior is known as:
(a) trait theory
(b) the integrative approach
(c) psychodynamic theory
(d) wholistic humanism
11. Which of the following statements regarding internals and externals is
FALSE?
(a) Internals and externals have similar positive reactions to being promoted.
(b) Internals and externals have distinctly different reactions to being promoted with internals having
higher organizational commitment than externals.
(c) Internals tend to have positive feelings to a promotion longer than do externals.
(d) Externals may be more reluctant than internals to participate in decision making.
12. Which of the following is NOT a component of CSE.
(a) General Mental Ability
(b) Locus of Control
(c) Generalized Self-Efficacy
(d) Self-Esteem
13. An individual's generalized belief about internal control versus external control is called:
(a) self-efficacy
(b) self-esteem
(c) locus of control
(d) self-monitoring
14. Which type of situation is interpreted the same way by different individuals, evoking
agreement on the appropriate behavior in the situation?
(a) weak situation
(b) middle situation
(c) ambiguous situation
(d) strong situation
15. Individuals possessing an internal locus of control:
(a) display high anxiety
(b) tend to be dissatisfied on the job
(c) prefer participative management styles
(d) avoid greater responsibility
16. Individuals possessing a Type A personality:
(a) are socially secure
(b) are less prone than Type B personalities to heart attacks
(c) may become aggressive, even somewhat hostile when faced with conflict and other work-related
difficulties
(d) tend to be relatively calm in difficult situations
17. Assume you are a supervisor of ten employees, one of whom is clearly a Type A personality. Which of the
following approaches would you follow to effectively manage this employee?
(a) Frequently remind the employee about schedules and deadlines.
(b) Try to maintain a certain level of conflict with the employee because this will stimulate higher performance.
(c) Keep the employee very busy by adding tasks and projects to the person's workload.
(d) Assist the employee through encouraging time management applications and convincing the person to
pace him or herself.
Perception and Attribution: Multiple Choice Questions
1. All of the following are characteristics of the target of one's perceptions, except:
(a) physical appearances
(b) oral communication
(c) nonverbal cues
(d) purpose and context of encounter or interaction
2. The process of interpreting information about another person is:
(a) high external control
(b) social perception
(c) Encoding
(d) Evaluation
3. The three major categories of factors that influence one's perception of another person include:
(a) characteristics of the perceiver, the target, and the situation
(b) availability of information, the target person, and the situation
(c) recentcy of information, availability of information, and consistency of information
(d) characteristics of ourselves, the target person, and consistency of information
4. Which of the following is NOT an important characteristic of the perceiver that can affect social perception?
(a) Attitude
(b) Mood
(c) self-concept
(d) emotional stability
5. The perceiver's pattern of thinking or manner in which they assemble and interpret information about another
person is:
(a) the strength of situational cues
(b) cognitive structure
(c) self-concept
(d) attitude structuring
6. The ability of an individual to perceive multiple characteristics of another person rather than attend to just a few
traits is a function of their:
(a) attention span
(b) ability to focus
(c) cognitive weighting
(d) cognitive complexity
7. All of the following are characteristics of the target that influence social perception except:
(a) inferred intentions
(b) nonverbal communication
(c) verbal communication
(d) cognitive complexity
8. In which of the following situations are situational cues and social context most formalized?
(a) job interview
(b) employee coaching session
(c) on-the-job instruction for new employees
(d) employee briefing at start of work shift
9. The discounting principle is a characteristic of the:
(a) Situation
(b) Perceiver
(c) Target
(d) cognitive miser
10. An employee who does not get along well with other employees but generates the most sales is evaluated only on
sales performance. This is an example of:
(a) Stereotyping
(b) the cognitive miser
(c) the self-fulfilling prophecy
(d) selective perception
11. Suppose, for example, that a sales manager is evaluating the performance of his employees. One employee does
not get along well with colleagues and rarely
completes sales reports on time. This employee, however, generates the most new sales contracts in the office. The
sales manager chooses to ignore the negative information and evaluates the salesperson only on contracts generated.
The manager is exercising:
(a) Projection
(b) selective perception
(c) self-fulfilling prophecy
(d) fundamental attribution error
12. A supervisor's high expectations of a new employee and the subsequent high performance of that employee is
known as:
(a) impression management
(b) Stereotyping
(c) perceptual bias
(d) self-fulfilling prophecy

Attitudes: Multiple Choice Questions

1. In managing organizational behavior, the importance of attitudes:
(a) is determined by observation
(b) rests with understanding nonproductive behavior
(c) lies in their link to behavior
(d) can be assessed from observing non-work behavior
2. An individual's psychological tendency expressed by evaluating an entity with some degree of favor or disfavor
reflects:
(a) an attitude
(b) one's mood
(c) values
(d) beliefs
3. All of the following are indications of affect except:
(a) he believes that young employees are error prone
(b) she dislikes eating lunch in the company cafeteria
(c) he prefers group discussion
(d) she likes the new phone system
4. Asking an employee whether he or she would use a new computer software package is an attempt to determine:
(a) Affect
(b) Cognition
(c) dissonance reduction
(d) behavioral intent
5. An individual does not have an attitude until he or she responds to an entity on a:
(a) personal, cognitive, and behavioral basis
(b) cognitive, interactive, and behavioral basis
(c) behavioral, affective, and interactive, basis
(d) cognitive, behavioral, and affective basis
6. When one's attitudes and required job behavior conflict, ________ may develop.
(a) Affect
(b) attitude consonance
(c) behavioral tendency
(d) cognitive dissonance
7. Attitudes are learned and two major influences include:
(a) repeated behavior and affect
(b) direct experience and social learning
(c) cognitive dissonance and negative affectivity
(d) random behavior modeling and unconscious motivation
8. A major reason why attitudes derived from direct experience are so powerful is because:
(a) they become a heuristic to assist in decision making
(b) they are easily accessed and are active in our cognitive processes
(c) they are accessible through the left part of the brain which is more intuitive
(d) of the behavioral intention component of an attitude
9. When one's attitudes and required job behavior conflict, ________ may develop.
(a) Affect
(b) attitude consonance
(c) behavioral tendency
(d) cognitive dissonance
10. If a salesperson is required to sell a defective TV set but believes this act to be unethical, he or she would:
(a) not engage in the act
(b) experience the discomfort of cognitive dissonance
(c) need to be at Kohlberg's 5th level of cognitive development in order to resolve the conflict between attitudes and
behavior
(d) reexamine his or her behavioral intention
11. Which of the following is not an important aspect or process of modeling?
(a) The learner must focus attention on the model.
(b) The model must not be aware of the learner's presence.
(c) The learner must retain, accept, and/ or stamp in what was observed for the model.
(d) The learner must practice the model's behavior.
12. In social learning, the family, peer group, religious organizations, and culture shape an individual's attitudes in
a(n):
(a) direct manner
(b) indirect manner
(c) reciprocal manner
(d) parallel manner
13. Assume you are a supervisor and you strongly endorse keeping an open line of communication with your
employees, you always keep your office door open and you instruct your secretary to not screen phone calls from
employees. These conditions include:
(a) attitude specificity
(b) cognitive dissonance
(c) little connection between attitudes and appropriate behavior
(d) non-compliance with social constraints
14. Which of the following is NOT one of the five things the attitude–behavior correspondence depends upon?
(a) attitude specificity
(b) attitude relevance
(c) social constraints
(d) the experimental model used to test the relationship
15. If an individual from a country holds a negative attitude towards women in management because of a cultural
belief system, but does not reflect behavior consistent with that attitude in a group, the link between the attitude–
behavior is probably weak because:
(a) the measurement timing is poor
(b) of social constraints
(c) the individual is a low self-monitor
(d) of low attitude relevance
16. An enduring belief that a particular behavior or end state of existence is preferred is known as a/an:
(a) message
(b) value
(c) ethic
(d) attitude
17. All of the following are considered terminal values except:
(a) wisdom
(b) achievement
(c) self-control
(d) equality
18. Which of the following is not an instrumental value?
(a) helpfulness
(b) independence
(c) self-respect
(d) courage
19. The goals to be achieved, or the end states of existence, are called:
(a) instrumental values
(b) terminal values
(c) lifelong values
(d) permanent values
20. Recent research found four values exerted the most influence on job choice decisions. Which of the following was
not one of those values?
(a) Achievement
(b) concern for others
(c) Fairness
(d) Pay
21. Which of the following work values is LEAST relevant to individuals?
(a) Honesty
(b) Fairness
(c) concern for others
(d) Professionalism
22. What type of work culture would you most likely find in Iran?
(a) individualist culture
(b) work culture based on task accomplishment
(c) work culture based on contributions to loyalty
(d) collectivist culture

Emotions and Ethics: Multiple Choice Questions

1. Acting in ways consistent with one's personal values and the commonly held values of the organization and society
is:
(a) legal behavior
(b) ethical behavior
(c) cognitive behavior
(d) loyal behavior
2. Ethical behavior is influenced by which two major factors?
(a) religion and value system
(b) terminal and instrumental values
(c) level of ethical reasoning and intelligence
(d) individual characteristics and organizational factors 
3. An enduring belief that a particular behavior or end state of existence is preferred is known as a/an:
(a) Message
(b) Value
(c) Ethic
(d) Attitude
4. Which of the following qualities has NOT been suggested as important to making ethical decisions?
(a) competence to identify issues
(b) self-confidence to seek out different opinions
(c) tough-mindedness
(d) Commitment

Motivation at Work: Multiple Choice Questions

1. The process of arousing and sustaining goal-directed behavior is called:
(a) energizing
(b) goal setting
(c) motivation
(d) expectancy theory
2. Which of the following statements is most accurate regarding the current state of motivation theories?
(a) The reinforcement approach to motivation has been found to be superior to other motivational models.
(b) Freud's psychodynamic theory of motivation has generally been supported with the strongest empirical evidence.
(c) 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.
(d) The motivational models that make strong economic assumptions regarding human motivation have received the
most universal acceptance.
3. Maslow's hierarchy of needs model begins with ________ needs and ends with ________ needs.
(a) security, social
(b) achievement, power
(c) power, affiliation
(d) physiological, self-actualization
4. Assume you own and operate a small printing and specialty advertising business that employs 25 persons. With
increased health care costs and related insurance premiums you are contemplating the cancellation of health and
hospitalization insurance for your employees. Your decision may cause your employees to become greatly concerned
about:
(a) self-esteem needs
(b) affiliation needs
(c) safety and security needs
(d) self-actualization needs
5. Assume you have accepted a job offer and will shortly begin working in your first professional position. The firm
provides a very competitive salary and benefit package. Your attention is now directed to learning and advancement
opportunities. According to Alderfer and McGregor, these are:
(a) Theory X and relatedness concerns
(b) existence and Theory Y concerns
(c) growth and Theory Y concerns
(d) neither Theory X nor Y concerns
6. McGregor believed that Theory X assumptions were appropriate for:
(a) individuals located at the top of the organization
(b) employees located at the lower level of the organization
(c) individuals motivated by lower order needs
(d) individuals motivated by higher order needs
7. Maslow's progression hypothesis states:
(a) only ungratified needs motivate behavior
(b) needs are ordered
(c) individuals will move down the hierarchy as well as up the hierarchy
(d) higher order needs are more important than lower order needs
8. According to Herzberg, a major difference between motivator and hygiene factors includes:
(a) motivators are controlled by supervisors and hygienes are contained within the job
(b) hygiene factors allow self-actualization when present whereas motivation factors can only be activated when pay
and benefits are acceptable
(c) hygiene factors deal with personal appearance and motivators concern negative aspects of the job environment
(d) 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
9. After working as a sales associate in an appliance store for six months, you begin to become dissatisfied with
various rules and regulations, or:
(a) motivator factors
(b) Theory Y assumptions
(c) hygiene factors
(d) relatedness concerns
10. Which of the following has been identified as both a hygiene and motivational factor in research done on
Herzberg's two-factor theory?
(a) achievement
(b) coworker relations
(c) advancement
(d) pay
11. Which of the following is considered a motivating factor in Herzberg's two-factor theory?
(a) recognition
(b) fringe benefits
(c) supervision
(d) working conditions
12. Which of the following would be considered a valid conclusion regarding Herzberg's two-factor theory?
(a) The presence of motivation factors is not necessarily essential to enhancing employee motivation to excel at
work.
(b) Hygiene factors are of critical value to enhancing motivation.
(c) The model has adequately addressed individual differences.
(d) Hygiene factors are of some importance up to a threshold level.
13. Which of the following would NOT be considered a valid criticism of Herzberg's two-factor theory?
(a) Data have not been provided that support a clear separation of hygiene and motivator factors.
(b) There is an absence of individual differences in the theory.
(c) Extrinsic factors may be more important in determining satisfaction or dissatisfaction on the jo(b)
(d) Most of the supporting data for the model has come from Herzberg's students using the critical incident
technique.
14. According to Herzberg, which factors are related to job dissatisfaction?
(a) motivation factors
(b) hygiene factors
(c) lower level needs
(d) the absence of motivation factors
15. A prerequisite for successful goal-setting programs, such as management by objectives (MBO), is:
(a) a relatively benign or stable environment
(b) supervisory goal commitment
(c) the connection between goals/ outcomes/rewards
(d) organizational commitment
16. An important function of goal setting is:
(a) reducing role stress associated with conflicting and/or confusing expectations
(b) reducing the mental effort required in employee jobs
(c) minimizing performance evaluations
(d) simplifying supervision

Groups: Multiple Choice Questions

1. Work groups place a strong emphasis on:
(a) shared leadership
(b) mutual accountability
(c) products that require collective work
(d) individual accountability
2. A group is a collection of two or more persons with common interests or objectives, whereas a work team:
(a) consists of two or more persons who are loosely tied together, yet each member works independently
(b) may be dozens of people who are quickly assembled to perform a task that may only take a few minutes
(c) has several persons but the performance or contribution of any particular member is inconsequential for the
team's output
(d) is usually a small number of people with complementary skills who are committed to a common goal for
which they are mutually accountable
3. A small number of people with complementary skills who are committed to a common mission, performance goals,
and approach for which they hold themselves mutually accountable is known as a/an:
(a) Group
(b) cohesive group
(c) work team
(d) effective group
4. Groups emphasize all of the following except:
(a) collective work products
(b) individual leadership
(c) exclusive work products
(d) personal accountability
5. Which of the following is a characteristic of a well-functioning group?
(a) decisions are usually based on what a majority of the group wants
(b) conflict and disagreement tend to be over individual personalities or approaches
(c) the atmosphere tends to be stressful and formal
(d) people express both their feelings and their thoughts
6. The two sets of social benefits available to team or group members includes:
(a) recognition and integrated involvement
(b) integrated involvement and achievement
(c) psychological intimacy and recognition
(d) psychological intimacy and integrated involvement
7. Integrated involvement as a social benefit of group or team membership includes:
(a) emotional support
(b) affection and warmth
(c) opportunity for influence
(d) interpersonal openness
8. The standards that a work group uses to evaluate the behavior of its members are called:
(a) role congruence
(b) expectation consistency
(c) norms of behavior
(d) superordinate goals
9. The behavioral norms expected within work groups and considered to be among the most important from the
organization's perspective are known as:
(a) Visions
(b) organizational culture and credos
(c) group cohesion
(d) Groupthink
10. Which of the following statements regarding group cohesion is NOT accurate?
(a) group cohesion can enhance job satisfaction for members.
(b) group cohesion can enhance organizational productivity.
(c) highly cohesive groups tend to have higher interpersonal exchanges away from the workplace.
(d) highly cohesive groups are better able to control and manager their membership better than work groups low in
cohesion.
11. According to the group development model discussed in the text, a group
addresses which of the following issues?
(a) personal, task, and authority issues
(b) cultural, interpersonal, and task issues
(c) task, authority, and cultural issues
(d) interpersonal, task, and authority issues
12. An emergent group is known as a/an:
(a) formal group
(b) assigned group
(c) informal group
(d) temporary group
13. Dependence on guidance and direction is the defining characteristic in what stage of group development?
(a) norming
(b) forming
(c) performing
(d) adjourning
14. At what stage of group development does the leader need to adopt a coaching style due to team challenges?
(a) forming
(b) storming
(c) norming
(d) performing
15. A good group decision approach when an objective is to maximize the number of alternatives is:
(a) brainstorming
(b) dialectical inquiry
(c) the Delphi technique
(d) nominal grouping
Work Teams: Multiple Choice Questions
1. Teams are appropriate where:
(a) the knowledge and talent of workers are dispersed across members and require integration
(b) tasks are independent and complex
(c) tasks are simple and routine
(d) knowledge and talent is placed in highly skilled individuals
2. A beneficial team environment is one where an individual does the following:
(a) suppresses their own thoughts
(c) comes up with initiatives
(b) follows orders
(d) doesn't rock the boat
3. Which stage requires that team members feel they are a part of the team for further progression in group
development to occur?
(a) forming
(b) storming
(c) norming
(d) performing
4. An effective team exhibits:
(a) no weaknesses
(b) shared leadership
(c) intragroup conflict
(d) formal, designated leadership
5. Which of the following is most accurate regarding the impact of dissimilarity on teams and team members?
(a) value dissimilarity is negatively related to task conflict
(b) functional dissimilarity is negatively related to team involvement
(c) value dissimilarity is negatively related to team involvement
(d) demographic dissimilarity has no impact on OCB
6. Some experts believe that only individuals within a team can be creative, but a professor at Northwestern
University suggests that team creativity can be achieve(d) Which of the following practices would NOT enhance team
creativity?
(a) building a playground
(b) team diversity
(c) facilitator training
(d) Conformity
7. A team-oriented work environment places emphasis on:
(a) empowerment and collaboration
(b) power and authority or the distribution of power among team members
(c) internal competition
(d) hierarchical control by top management
8. Which of the following is not considered to be a foundation for successful teamwork?
(a) working together
(b) empowerment skills
(c) goal clarity
(d) process skills
9. Self-managed teams are sometimes called:
(a) quality circles
(b) quality teams
(c) autonomous work groups
(d) cross-functional work teams

Power and Political Behavior: Multiple Choice Questions

1. The legitimacy inherent in one's job is _____, whereas the ability to influence someone else is _____.
(a) power; authority
(b) influence; authority
(c) authority; power
(d) power; control
2. If a person can affect the thoughts, behavior, and feelings of another person, she has:
(a) influence
(b) power
(c) authority
(d) dominance
3. Enlarging an employee's zone of indifference is accomplished by:
(a) the use of authority
(b) the use of power
(c) the use of effective communication techniques
(d) eliminating cognitive dissonance
4. Which of the following power sources is LEAST likely to be available to a non-supervisory, technical employee?
(a) expert
(b) referent
(c) knowledge
(d) legitimate
5. The power base of the future will likely be:
(a) reward
(b) legitimate
(c) referent
(d) expert
6. As a student, you are developing _____ power.
(a) legitimate
(b) expert
(c) reward
(d) personal
7. Which base of power has the strongest relationship with performance and satisfaction?
(a) legitimate
(b) referent
(c) expert
(d) reward
8. Your authors suggest the addition of another source of power to French and Raven's five sources of power. Which
of the following best reflects this additional source of power?
(a) network centrality
(b) position power
(c) gatekeepers power
(d) information power
9. An important aspect of a manager's exercise of reward power in the determination of employee salary increases is:
(a) individual rights
(b) utilitarian outcomes
(c) distributive justice
(d) procedural justice
10. To use power ethically an manager should examine the behavior by asking three questions regarding criterion
outcomes of:
(a) procedural justice, utilitarian, and individual rights
(b) individual rights, utilitarian, and distributive justice
(c) distributive justice, utilitarian, and individual rights
(d) procedural justice, distributive justice, and individual rights
11. Which of the following is NOT a positive power-oriented characteristic according to
McClelland?
(a) Explain just enough to pacify employees sufficiently so they won't ask questions.
(b) Publicly put the company and its needs before one's own needs.
(c) A strong belief is justice and equity.
(d) View of work as positive and self-discipline building.
12. McClelland's two faces of power include:
(a) coercive and social
(b) legitimate and personal
(c) personal and social
(d) legitimate and social
13. McClelland's positive face of power is:
(a) social power
(b) personal power
(c) expert power
(d) referent power
14. McClelland's perspective of power is best reflected by which statement?
(a) The concept of power is value free and neutral.
(b) It is not so much how power is used but rather the base of power that is important.
(c) Power and the use of politics to increase power inevitably will have negative effects on the organization.
(d) All managers should receive training in the effective use of power.
15. McClelland has found that the best managers are those who have:
(a) a high need for affiliation
(b) a high need for social power and a high need for affiliation
(c) a low need for social power and a high need for affiliation
(d) a high need for social power and a low need for affiliation
16. According to McClelland, when a manager treats others as objects to be utilized to get ahead, or views situations
as win-lose, the manager is using which form of power?
(a) personal power
(b) social power
(c) legitimate power
(d) expert power

Leadership: Multiple Choice Questions

1. According to John Kotter, leadership (in contrast to management) entails:
(a) planning and budgeting
(b) organizing and staffing
(c) problem solving
(d) setting a direction for the organization
2. Which of the following is NOT one of the leadership theory categorization factors?
(a) traits
(b) attitudes
(c) behavior
(d) contingency
3. Kotter suggests that leadership and management:
(a) consist of very similar activities
(b) involve the alignment of people to the overall direction of the organization through communication
(c) involve the management of major change efforts within the organization
(d) are two distinct, yet complementary systems of action in organizations
4. Trait leader theories focus on all the following except:
(a) intelligence
(b) personality characteristics
(c) physical attributes
(d) situational characteristics
5. Which of the following statements best reflects the support for trait theories to identify universal distinguishing
attributes of leaders?
(a) Trait studies have identified physical attributes as being more important to leadership than personality or leader
abilities such as intelligence.
(b) When looking at physical attributes, height has been the indicator a leader attribute with universal
generalizability.
(c) Findings on traits as a basis for explaining leader effectiveness are neither strong nor uniform.
(d) Trait theory studies have tended to conclude that there are strong implications for training and development
rather then selection.
6. Trait theories of leadership attempt to:
(a) fit traits to various situations
(b) emphasize the situation in classifying approaches to leadership
(c) suggest leaders are born and not made
(d) focus on leaders physical attributes, personality, and abilities
7. When considering the type of leadership style exhibited according to the behavioral theories, which of the
following is most accurate?
(a) The specific situation is important because the leader's style varies with each situation.
(b) The emotional atmosphere of the work environment has not been associated with a particular leadership style.
(c) Situational characteristics are not important because the leader's style does not vary over different
situations.
(d) Laissez-faire leadership is similar to the employee-centered or subordinate-centered approach to leadership.
8. When comparing autocratic leadership style to democratic leadership style, democratic leaders:
(a) are more directive and less likely to allow follower initiative
(b) force compliance to rules and procedures
(c) do not closely supervise and allow employee initiative and decision making
(d) require more structure in the work environment
9. Fiedler would advocate which of the following in effecting a match of the leader to a favorable leadership
situation?
(a) leader behavior training
(b) follower skill training
(c) better selection and assignment of leaders
(d) reengineer the situation
10. The LPC scale is:
(a) an attitudinal scale that measures leadership style
(b) a projective technique that evaluates the person a leader has least preferred to work with
(c) highly reliable
(d) an instrument that evaluates the type of person a leader likes least
11. According to Fiedler, the effectiveness of leaders is dependent on:
(a) the favorableness of their situation
(b) the least preferred coworker
(c) task structure
(d) position power
12. According to Fiedler's leadership research, high LPC (relationship-oriented) leaders are most successful in
situations where:
(a) leader-member relations are poor, the task is unstructured, and position power is weak
(b) leader-member relations are poor, the task is structured, and position power is strong
(c) leader-member relations are good, the task is unstructured, and position power is weak
(d) leader-member relations are good, the task is structured, and position power is weak
13. As a manager using Fiedler's approach to leadership, which of the following interventions would be most
effective?
(a) Insure that you recruit leaders with flexible leadership approaches.
(b) When you find a misfit between the leader and the situation, provide the necessary training to remedy the lack of
fit.
(c) Constantly monitor leadership orientation through the LPC to detect any change in orientation.
(d) Reengineer the situation to fit the leader's predisposition.

Conflict and Negotiation: Multiple Choice Questions

1. Conflict involves disagreement between two or more parties because of:
(a) mutual interest
(b) incompatible goals
(c) resource dependency
(d) goal congruence
2. EI is defined as:
(a) any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition
between two or more parties
(b) constructive agreement between two or more people
(c) the positive side of emotional quality
(d) the power to control one's emotions and perceive emotions in others
3. Estimates show that managers spend what percent of their time dealing with conflict?
(a) 11%
(b) 21%
(c) 31%
(d) 41%
4. The power not only to control emotions but also to perceive them is termed:
(a) self-awareness
(b) emotional intelligence
(c) disciplined empathy
(d) emotional perception
5. Conflict can be functional, or a positive force, in all of the following situations except:
(a) when group and organizational cohesion is broken down
(b) when it stimulates creativity out of a friendly rivalry
(c) when it causes individuals or groups to better understand themselves and their contribution to the organization
(d) when it motivates people to change
6. All of the following are negative conflict diagnostic questions except:
(a) Is energy being diverted from goal achievement?
(b) Is the outcome likely to be negative for the organization?
(c) Are the parties hostile toward each other?
(d) Do the potential losses exceed any potential benefits?
7. As a manager, your ability to diagnose conflict as good or bad is contingent upon your looking at all of the
following except:
(a) the issue
(b) the parties involved
(c) the context of the conflict
(d) the presence of groupthink
8. One occasion in which managers should work to stimulate conflict is when:
(a) there has been a tendency to over use the devil's advocate perspective
(b) group members are highly cohesive
(c) there is only one source of conflict
(d) the group suffers from groupthink
9. Two departments in a university are engaged in a conflict because one had its budget cut. This is an example of
conflict based on:
(a) jurisdictional ambiguity
(b) interdependence
(c) authority relationships
(d) common resources
10. At a software company there is one person for databases, one for statistical packages, and another for expert
systems. The structural cause for conflict between these individuals is:
(a) sharing common resources
(b) status inconsistencies
(c) interdependence
(d) specialization
11. Which of the following is NOT a structural cause of conflict in organizations?
(a) skills and abilities
(b) Interdependence
(c) status inconsistencies
(d) goal differences
12. You have a problem with your computer, so you call the company that made it. They inform you that the problem
is caused by software, so you call the software division and they tell you it's the hardware. This is an example of:
(a) interdependent forms of structural conflict
(b) goal differences
(c) jurisdictional ambiguities
(d) common resources
13. Two machine operators disagree over the cause of an equipment breakdown. This conflict is based on differences
in:
(a) personalities
(b) perception
(c) emotions
(d) needs
14. Long lasting and difficult conflicts between individuals usually stem from differences in:
(a) emotions
(b) values
(c) perceptions
(d) communication styles
 
Organizational Culture: Multiple Choice Questions
1. A pattern of basic assumptions that are considered valid and that are taught to new members as the way to
perceive, think, and feel in the organization is known as:
(a) socialization
(b) corporate culture
(c) psychological contract
(d) value system
2. Organizational culture is most rooted in which of the following fields of study?
(a) social psychology
(b) political science
(c) sociology
(d) anthropology
3. Which of the following is NOT an important attribute of organizational culture?
(a) shared norms and values
(b) Symbolism
(c) employee socialization
(d) pervasiveness and endurance
4. Which of the following include the three levels of culture identified by Edgar Schein?
(a) artifacts, values, and symbols
(b) basic assumptions, awareness, and values
(c) values, ceremonies and rites, and artifacts
(d) artifacts, values, and basic assumptions
5. The key to understanding culture through artifacts lies in:
(a) identifying the visible portion of culture
(b) identifying the most important artifact of culture which is symbols
(c) figuring out what they mean
(d) the awareness of how values are communicated through culture
6. The most visible and accessible level of culture is:
(a) Values
(b) Assumptions
(c) Artifacts
(d) socialization processes
7. When a corporate president is the first employee to give blood during a corporate blood drive, this is an example
of:
(a) Ritual
(b) Symbolism
(c) rite of integration
(d) personal enactment
8. The employees of Stillwater Designs know that if monthly sales are higher than sales in the same month of the
previous year that Steve Irby (founder and CEO) will hold a cookout for the employees the following Friday. This
would be a result of the CEO's use of:
(a) ceremonies and rites
(b) Stories
(c) Rituals
(d) personal enactment
9. Which of the following would NOT
provide an indication of an organization's culture?
(a) employee dress code
(b) performance expectations of employees
(c) use of job titles
(d) number of products produced
10. When the president of your college or university awards scholarships at a banquet to high-achieving students,
this is an example of:
(a) personal enactment
(b) a ritual
(c) a symbol
(d) a ceremony
11. An early fall semester convocation on your campus can be considered a:
(a) rite of integration
(b) rite of renewal
(c) rite of enhancement
(d) rite of success
12. When Southwestern Bell emphasizes the importance of management training by kicking off classes using a high-
ranking executive and has a graduation ceremony when classes are completed, they have utilized:
(a) a rite of renewal and a rite of passage
(b) a rite of enhancement and a rite of passage
(c) a rite of integration and a rite of enhancement
(d) a rite of passage and a rite of integration
13. Everyday organizational practices that are repeated over and over defines:
(a) culture
(b) a rite
(c) a ritual
(d) a symbol
14. A corporate logo is:
(a) a ritual
(b) a symbol
(c) usually an indication of what the organization produces as a product or provides as a service
(d) a rite of integration

Managing Change: Multiple Choice Questions

1. All of the following are planned corporate changes except:
(a) installing a computer-controlled machine tool
(b) responding to an increase in the excise tax on gasoline
(c) preparing materials and making arrangements for a workforce diversity-training workshop
(d) scheduling production runs for the peak vacation period of June through August
2. Which of the following is NOT a term to describe the organizations that will succeed in meeting the competitive
challenges that businesses face?
(a) adaptiveness
(b) flexibility
(c) responsiveness
(d) mechanistic
3. While downsizing can increase shareholder value by better aligning costs and revenues, the effective organizations
are the ones that excel at:
(a) reengineering and downsizing
(b) Outsourcing
(c) identifying attractive joint ventures
(d) systematic innovation
4. Workout sessions at GE are designed to:
(a) set the strategic direction of the organization
(b) identify the success factors that will lead to better performance within markets
(c) identify the competitive moves of competitors
(d) make the organization faster, less complex, and able to respond effectively to change
5. Which of the following is NOT an external force that can stimulate the need for change?
(a) labor market
(b) competitor's pricing decisions
(c) changes in employee's expectations
(d) effective date of new federal employment law
6. Technological changes bring about profound change because they are not just changes in the way work is
performed, but also result in:
(a) frustration
(b) changes in work relationships and organizational structures
(c) control being transferred to upper levels within the organizations because of the upper echelon's access to more
and better information
(d) richer forms of communication
7. When an organization moves to a radically different, and sometimes unknown, future state, they have made what
type of change?
(a) strategic
(b) transactional
(c) transformational
(d) incremental
8. When the organization changes its mission, culture, culture, goals, strategy, and structure it has:
(a) attempted a turnaround
(b) made strategic changes
(c) made a transformational change
(d) made a transactional change
9. When the organization makes a large-scale change such as moving to a new structure, the change would be
considered:
(a) strategic
(b) transactional
(c) transformational
(d) radical
10. A price adjustment in gasoline by an oil company in response to an excise tax increase is a/an _____ change.
(a) incremental
(b) nonreversible
(c) strategic
(d) transactional
11. A person who acts as the initiator and assumes responsibility for change management is called a/an:
(a) consultant
(b) change agent
(c) arbitrator
(d) liaison official
12. The most massive scope of change is known as:
(a) transactional
(b) strategic change
(c) transitional
(d) transformational
1. The behavioural response of target towards the sensed and accepted expectation
of the perceiver is known as- Pygmalion effect
2. Role Modelling is done by – anyone
3. Anita is a manager at Country Roads plc. She encourages employee participation-
a democratic leader
4. Consistency is established by observing whether- the same person behaves in
the same fashion over time
5. When leaders act as change agents- they set the direction from the top
6. The stories about an organisation on how it handles the ‘firing policy for
employees’ is an example of ____ level of culture- Rites
7. Consensus is established by observing whether people other than the target
person behaved in- the same manner in the same situation
8. The process by which individuals try to control the impression others have of
them- Impression Management
9. Which of the following is not a Big 5 Trait--- Locus of Control
10. When an individual is able to perceive multiple characteristics of another person
rather than attend to just a few traits is a function of- cognitive complexity
11. Personal enactment by top managers in an organisation is an example of ___of
culture- Artifacts
12. Experience and satisfaction of secondary needs require- presence of and
conflicts with others
13. While the modern, fast, high tech modes of communication increase the freedom
and speed but they also have very different implications for the
14. Attitudes such as satisfaction commitment and citizenship behaviour can influence
15. The transformational approach to leadership emphasizes-
16. Needs are important for optimal human development and integrity because
prolonged deprivation of important needs may lead to- negative results and
serious problems
17. Non contingent rewards induce employees to develop- personalized
relationship with powerful people within the organisation
18. Organisational Citizenship Behaviour (OCBs) are
19. When someone exercises the qualitative aspects of skill such as- effectiveness
or appropriateness, we judge that person as competent
20. Territory is often demarcated by the- hierarchy, structure and formal
authority
21. The conflict management style that is intermediate in both assertiveness and
cooperativeness is- Compromising
22. Presenting to share information can be crucial for- problem solving and
collaboration
23. Personality is understood as a dynamic organisation within the individual of those
psychological systems that determine-
24. The first meaning of personality refers to the way an individual is perceived by
others- personality from the observer’s perspective- private and verifiable
25. An empowering leader-
26. The process of transforming newcomers to effective members of the organisation
by making them organisation culture is- organisational socialisation
27. As per Hofstede’s research, Japanese Managers valued- group decisions
28. Autonomy as a part of the job design is measured by verifying if the employees
feel- accountable and responsible
29. As per path goal theory if employees are inexperienced & working on ambiguous
unstructured task, the leadership style suited is- directive oriented style
30. The Indian Managers are willing to put- time and resources into thinking
differently about how to manage people
31. Positive personal and work outcomes include:
32. Mr. Sharma Called the company for resolution of his complaint, his call was
transferred to several different people/ departments- jurisdictional ambiguity
33. An employee-oriented supervisor’s behaviour conveys his belief that- – The
‘human relations’ are important aspect of the job
34. Organisations are also the social units deliberately constructed and reconstructed
to seek- Specific goals
35. As per leadership grid theory a scale of 1,9 points to a- country club manager
style
36. A transactional focus on leadership suggested that
37. Attractive individuals are perceived to be warm social independent etc This is due
to___ barrier to social perception- stereotype
38. Consequential theory of ethics states
39. The expression “really-distortion” was coined by employees of ___- Apple
40. Fiedler’s situational leadership model suggests that when the situation is highly
favourable and unfavourable, a leader should use
41. When you are promoted in your job, your attribute your success to your hard
work & intelligence this is an example of attribution error of
42. As per Path Goal Theory, if employees are skilled professionals task is difficult yet
achievable the leadership suited is
43. Level 2 leader contributes individual capabilities
44. One of the major challenges any CEO or senior level executive faces is- almost
never-finding and keeping efficient people
45. Attributions means when casual relationship is established between- an event
and its behaviour
46. Leader- member relationship is favourable to the extent to which- the
employees accept the leader
47. Delaying action on a conflict by buying time is referred as- Administrative
Orbiting
48. Perception and personality of an employee play a very crucial role in shaping
their- behaviour at work
49. The early studies at Ohio State and Michigan universities brought in a shift focus
from skills and traits to leader’s behaviour classified as- consideration and
initiating structure
50. Several theorists present motivation perception and learning as interacting forces
shaping- personality
51. The work/home conflict where the role as worker clashes with the role of
spouse/parent is an example of- Inter role conflict
52. How many types of organisational culture are known as per Handy (1933)- Four
53. The major contentions against the drive theory are that its assumptions take
leader- mechanistic view of humans
54. According to Maslow, the higher needs are different because they do not arise out
of-
55. In management literature the term Organisation refers to both- process of
management as well as outcome of that process that is structure
56. Which of the following characteristic is not shown by managers who use power
successfully?
57. In an MBA class, Indian students were horrified (surprised) when American
students challenged the professor on a subject topic. This conflict occurs due to-
differences in culture
58. Leadership wisdom is associated with
59. The term dedication as a work attitude is defined as- unpleasant, non
rewarding organisationally relevant behaviours
60. A company organises a family annual day for its employees, it can be considered
as- a rite of integration
61. The leadership grid theory is propounded by- Robert Blake & Jane Moutan
62. The social context of work plays an important role
63. The leadership trait theory focuses on- leader personality characteristics
64. BATNA stands for- best alternative to a negotiated agreement
65. One of the most frequently quoted definition describes work motivation as a set
of energetic forces- both within and beyond and individual’s being
66. There are three elements of perception
67. The situational focus by Hersey and Blanchard highlighted that- in order to be
effective
68. When a manger shouts at employee after an heated argument with a customer-
displacement
69. When your friend achieved good grades in the exam, you attribute his success to
coaching that he received for the exam, this is an example of attribution error of
___- fundamental attribution error
70. The Western perspective of organisation would suggest that- membership is
contractual
71. As per Fiedler if a leader describes his LPC in positive terms are
72. Motivation is understood as a goal directed behaviour aimed at achieving some
goal
73. The Path Goal Theory suggested that- leader should create conditions
enabling subordinates success
74. A high LPC score suggest that the leader has a- human relation orientation
75. When the interview and experiential data about a candidate is insufficient or too
voluminous varied or contradictory managers use their own- perception and
information
76. Fiedler’s theory states that leader’s effectiveness is based upon- the
favourableness of their situation
77. The Loyalty paradigm means that the employees
78. The question is not about which one is a better source of motivation, we all
experience- both extrinsic and intrinsic
79. How people address each other in an organisation refers to the practice of
80. Based on previous knowledge perceivers also plug additional data so that the
information they have at hand for making- meaning become complete and
unconnected becomes connected
81. It is believed that the levels of our emotional, psychological and physical well
being go as high as allowed by the levels of our- Interpersonal skills
82. Self-awareness involves
83. The achievement of super ordinate goals requires
84. Positive personal and work outcomes include- internal work motivation,
general job satisfaction, growth satisfaction and work effectiveness
85. A clan type culture is characterised by
86. The term skill in behavioural science is defined as
87. When systems undergo transition, it created
88. Dissatisfied employees are more likely to engage in
89. The first double bind causing
90. Perceptual constancy is a perceiver’s tendency to view objects as- constant
regardless of the change in viewing condition
91. Secondary or learned needs are developed because of our interaction with others
in our
92. An empathic leader can
93. As per transactional leadership theory, the leader relies on-
94. As per Kotter, leadership process involves- setting a direction for the
organisation
95. Leaders have the ability
96. Intrinsic motivation is considered superior, more enduring source of motivation
that has positive association with important organizational outcomes such as
97. It is now established that these patterns of perception and judging the cause of
an event is- psychologically shaped
98. Planned organisational change is aimed at
99. Hull explained motivation in terms of drives which are created by- fulfilled
needs, deficits or satisfaction
100. As per trait theory, which of the following is not focus of trait theory- situational
characteristics
101. As per Fiedler’s theory if a leader member relations are good, the task is
unstructured and position power is weak, then it would lead to- LPC will be
situational
102. The least preferred co worker or LPC scale requires a leader to describe the one
person with whom he or she- worked the least well with
103. P-I motive relates with the need for- Pioneering- Innovating
104. Self awareness involves- knowing one’s strengths
105. Attribution means when casual relationship is established between
106. Organisations are a continuing system of
107. When system undergo transition, it creates- uncertainty and confusion
108. For more favourable attitudes at work, the organisations can provide the context
for-
109. A high LPC Score suggests that the leader has a
110. Primary or unlearned needs are- biological and cyclical in nature
111. There are four components of commitment- effective, involvement,
continuance, normative
112. Positive personal and work outcomes include
113. The achievement of super ordinated goals require
114. Organisation socialisation can be understood as an attempt to
115. Distinctiveness is established by observing whether
116. The Trait theories highlighted that- the leader brings personal skills and
traits to everything he does
117. Organisations that are considering opening foreign offices should focus on
118. Organisational commitment has been found to be a more direct measure of
119. Interpersonally competent people comfortably and naturally use the skills
necessary to get competent
120. As per LMX theory of leadership the out-group employees- All of the above
121.A social membership which limits or closes admission of the outside by rules..so
far as its order is enforced by the action--- Specific Individuals
122. Managers focus on
123. Assertive skills refer to acting or communicating in ways that are realistic and
polite, aimed at maintaining respect for self as well as others and not being
either- aggressive or subjective
124. Organisations are also the social units deliberately constructed and reconstructed
to seek
125.Herzberg proposed that the job content element of challenge in the job- Job
Satisfaction
126.To be effective culture tools, stories must be- Credible
127. Which of the following organisational conditions do not encourage political
activity- Availability of resources
128. The context of perception is provided by-
129. People with low EI are more likely to be cause of conflicts- Inadequate
Information
130. Motivated behaviour is understood to follow patterns created by- repetitive
choice of goals as well as the sets of behaviour for achieving those
goals
131. As per Hofstede, the difference in work related attitudes is strongly due to-
Culture
132. Hersey and Blanchard define employee readiness/ maturity is defined as the
extent to which a follower has- the ability and willingness to accomplish a
given function
133. The employees are highly satisfied with their jobs are more likely- to stay with
the organisation, are less absent, are more likely to engage in
organisational citizenship behaviour
134. Personality refers to a wide range of- individual attributes
135. The distinguishing personal characteristics of a leader are known as- Traits
136. If the power network is high versus middle versus low, then it results into – role
conflict
137. The second meaning of personality refers to the- Structures, dynamics ,
processes and propensities
138. The word trait or predisposition indicates unique
139.One possible group process loss is attenuation blocking – members who are
prevented from contributing comments as they occur, forget or suppress them
later in the meeting because they seem- Less original, relevant or important
 140.Employees and groups can achieve higher levels of productivity, quality & team
member satisfaction through- – Delegation of more task related decisions to
the team
141.The basic skills practiced by interpersonally competent people include:
Listening, questioning, and presenting facilitating others, asserting self,
negotiating and group working
142.In a task culture, influence is strongly based on __ power- expert
143.The discounting principle in social perception is a characteristic of the- perceiver
144.Leaders who have socialized power orientation- empower their subordinates,
share information and delegate authority
145.Power is known as a – capacity to influence another person or group to
accept one’s ideas
146.Decision making by groups in the high uncertainty work environments enables-
faster or more effective decision
147.Personality refers to a unique combination- behaviour and determines
individual styles
148.In the USA, employees may view –
149.Hersey and Blanchard, the leader task- the extent to which the leader
engages in specifying subordinate duties and responsibilities
150.Attitude of an individual reflects- Favour or disfavour

CASE STUDY ANS- UNFREEZING, PERCEPTION, ALL THE ABOVE, WORKER

POSSESS THEORY X
1. The word trait or predisposition indicated unique – Individual expectation
2. Attractive individuals are perceive to be warn, social, independence etc – Stereotype
3. Which of the following task is not carried out by operations manager – Manages cash flow and
investments
4. Machine downtime is an example of – Internal failure
5. The term slack refers to __________ in project – An activity who delay has effect on project completion
6. The recognized bench mark of six sigma implementation is – General electric
7. Which of the following statement is not true for Delphi Method – Process iterates until a consensus is
reached.
8. The word t
9. Mr Kulkarni PROMINENT ERROR – Unfreezing
10. Mr Kulakrni gets promotion PROBLEM SHOWN IN CASE IS – Perception
11. Mr Kulkarni has assumed that – Workers possess Theory X personality
12. Mr Kulakarni – All of the above
13. The enduring nature and consistency of personality characteristics – Predictable patterns of behavior in
similar ways across situation and settings
14. In the usa, employees may view participative management – Why the boss is involving employees in
decision makings
15. Which of the following characteristics is not shown by managers who use power successfully –
Preference for principles dissent
16. The distinguished personal characteristics of leaders – Traits
17. One of the major challenge any CEO or senior level executive – Almost always – finding and keeping
good people
18. The behavioral response of a target towards the sensed and accepted expectation of the perceiver is
known as the –
19. As per transactional leadership theory the leader relies on – Rewards and Punishment
20. People with Low EI are more likely to cause of conflict – Correct
21. The basic skills practiced by interpersonally competent people include – Listening, questioning, and
presenting, facilitating other. Asserting self, negotiating and group-working.
22. The process of transforming newcomers to effective members of the organization – Organization
socialization
23. A clan-type culture is characterized by – The relationship structured by the hierarchy, mutual interests
and a shared fate.
24. The least preferred co-worker or LPC scale requires a leader to describe the organization – Worked the
least well with
25. Delaying action on a conflict by buying time – Administrative orbiting
26. As per hosftede, the differences in work related – Culture
27. According to Maslow, the higher needs are different because they do arise out of – Deficiency
28. Which of the following organizational conditions do NOT encourage political activity – Performance
appraisal process
29. Leadership wisdom is associated with –
30. Organisations that are considering opening foreign office should focus on – Understanding cultural
31. When leader act as change agent – They set the direction from top
32. Secondary and learned needs are developed because of our-
33. The conflict management style that is intermediate in both assertiveness – Compromising
34. BATNA STANDS for – Best alternative to a negotiated agreement
35. Organizational socialization can be understood – Manage the newcomer’s desire for an identity
36. In an MBA class, Indian students were horrified – Difference in culture
37. Assertive skills refers to acting or communicating in ways that are realistic and polite – Aggressive or
submissive
38. The question is not about which one is a better source of motivation we all – Both extrinsic and intrinsic
39. In a task culture, influence is strongly based on EXPERT power
40. As per leadership grid theory a scale of 1,9 points – Country club manger style
41. Planned organizational change is aimed at – Involving everyone in the organization
42. Am empathic leader can – Identify, retain and develop talent of people
43. When you are promoted in your job, you attribute your success to your hard – Self serving bias error
44. A company organizes a family annual day for its employees – A rite of integration
45. The stories about organization on how it handles the firing policy is an example – Basic Assumptions
46. Transitional organisations means that - Global viewpoint supersedes national issues
47. As per fiedler if a leader describer his LPC in positive terms – Relationship oriented
48. The employees highly satisfied with their jobs – To stay with the organization, are less absent, are more
likely to engage in Organisational Citizen Behavior
49. Personality refers to unique combination of an individual – behavious and determines individual styles
50. Big 5 – Focus on control
51. When an individual is able to perceive multiple characteristics of another person – Cognitive complexity
52. Personal enactment by top management – NOT Basic Assumption,Values,Symbols
53. Experience and satisfaction of secondary needs – presence of and conflicts with others
54. While the modern, fast, high-tech modes of communication increase the freedom and speed –
Interpersonal processes of communication, problem solving and the bonding between members of the
same group
55. Attitude such as satisfaction, commitment and citizen behaviuor – Performance and organization
effectiveness significantly
56. The transformational approach of leadership emphasizes – Leaders changing deep structures, major
processes culture of organization.
57. Needs are important for optimal human development and integrity because prolonged – Negative results
and serious problems.
58. Non-contingent rewards induces employees to develop – personalized relationship with powerful people
with the organization
59. Orhanisational Citizenship Behaviors (ocb) – Anti-social, voluntary and discretionary behaviors
60. When some exercises the qualitative aspects of skill such as – Effectiveness or appropriateness, we judge
that person as competent
61. Territory is often demarcated by the – hierarchy, structure and informal authority
62. The conflict management style that is intermediate in both assertiveness – Compromising
63. Presenting to share information can be crucial for – Problem solving and collaboration
64. Personality is understood as dynamic organization when the individual of those psychological system that
determines – His unique adjustment to his environment
65. The first meaning of personality refers to the way an individual is perceived by other – Public and
unverifiable
66. An empowering leader - Relinquishes power
67. As per Hofstede’s research – Group decision
68. Autonomy as a part of the job design is measured by verified if the employees feel – Loyal and
responsible
69. As per Path Goal theory – Supportive oriented style
70. The Indian managers are willing to put – Time and resource into thinking differently about how to
manager people
71. The behavioral response of a target towards the sensed and accepted expectation – Pygmalion effect
72. Role modeling is done by – Anyone
73. Anita is a manager as country roads PLC – An autocratic leader
74. Consistency is established by – The different person behaves in the same fashion overtime
75. When leaders act as a change agent – Focus only on hard elements
76. Consensus is established by observing weather people other than – The same manner in different
situation
77. The process by which individuals try to control the impressions others have them – Impression
management
78. When the powerful people – Work commitment
79. The western perspective of - Membership is contractual
80. As per Fiedler’s contingency theory Low LPC – Situation of intermediate favorableness
81. As per Fiedler’s theory if a leader-member relations are good – Low LPC
82. In order to make meaningful conclusions, we tend to – C its data and its analysis
83. Organization commitment has been found to be a more direct measure of – Loyalty than satisfaction
84. As per Fiedler’s theory if a leader member – High LPC
85.