HRMC002

1: The behavioral response of a target towards the sensed & accepted expectation of the perceiver is known as the:
Pygmalion effect

2: Delaying action on a conflict by buying time is known as: Administrative Orbiting

3: Presenting to share information can be crucial for: Problem solving & collaboration

4: The transactional focus on leadership suggested that: Exchanges by leader with different subordinates can be
different in quality

5: Leadership wisdom is associated with: self-objectivity & self-reflection

6: The question is not about which one is a better source of motivation we all experience: Both extrinsic & Intrinsic

7: In Management literature the term “Organization” refers to both: Process of management as well as an outcome
of that process, that is, a structure

8: It is now established that these patterns of perception and judging the cause of an event is: Psychologically
shaped

9: The major contentions against the drive theory are that its assumptions take: a mechanistic view of humans

10: As per Kotter Leadership process involves: Setting a direction for the organization

21: Needs are important for optimal Human Development & Integrity because prolonged deprivation of important
needs may lead to: negative results & serious problems

22: Non contingent rewards induce employees to develop: Personalized relationship with powerful people within
the org

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

24: The leadership trait theory focusses on: Leader personality characteristics

25: One of the major challenges any CEO or senior level executive faces is: Almost never – finding and
keeping efficient people

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 26: How many types of Organizational culture are known as per Handy (1993): Four

27: When someone exercises the qualitative aspect of a skill such as: Effectiveness or appropriateness, we judge
that person as competent

28: Planned Organizational change is aimed at: Involving everyone in the organization

29: As per Hofstede’s research, Japanese Managers value: Group decisions

30: 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

20: When a manager shouts at an employee after a heated argument with a customer, it is an example of what kind
of defense mechanism: Displacement

19: Hull explained motivation in terms of drives which are created by: Fulfill needs, deficit or Satisfaction

31: As per trait theory which of the following is NOT a focus of trait theory: Situational Characteristic

32: When the interview & experiential data about a candidate is insufficient or too voluminous, varied or
contradictory managers use their own: attribution & Contacts

33: When Leaders act as change agents: They set the direction from the top

34: A Clan-type culture is characterized by: The relationships structured by the hierarchy, mutual interests
and a share fate

35: As per Fiedler’s theory if a leader-member relations are good the task is unstructured & position power is weak,
then it would lead to: LPC will be situational / HIGH LPC

36: The Indian Managers are willing to put: Time and resources into thinking differently about how to
manage people

37: The least preferred co-worker or LPC scale requires a leader to describe the one person with whom he/she:
Worked the least well with

38: Secondary or learned needs are developed because of our interaction with others in our: social group

39: Attitudes such as Satisfaction, Commitment & Citizenship behavior can influence: Performance & Employees
effectiveness significantly

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 40: Personal enactment by top Managers is an organization is an ample of …………….. Culture: Artifacts

41: Self-Awareness involves: Knowing one's strength, weakness, drives, values and impact on others

42: P-I motive relates with the need for: Pioneering-Innovating

43: Consensus is established by observing whether people other than the target person behaved in: Same in
manner in same situation

44: Attribution means when casual relationships is established between: an event & its behavior

45: According to Maslow, the higher needs are different because they do not arise out of: Deficiency and they
are not cyclical

46: Organizations are a continuing system of: Differentiated & coordinated human activities

47: When systems undergo transitions, it creates: Uncertainty and confusion

48: A Culture with a consensus on the values that drive the company & with an intensity: A strong Culture

49: For more favorable attitudes at work, the organizations can provide the context for: creating, strengthening,
changing, and employee’s effectiveness

50: The term “Skill: in the behavioral science is defined as: Intentionally repeatable, goal directed behaviors
and behavior sequences

51: A high LPC score suggest that the leader has a: Human relations orientation

52: Role-modelling is done by: The senior, more experienced people

53: The Path-Goal theory suggested that: Management styles can be placed on the grid coordinates along
two axes of leader’s concern for task and people

54: Primary or unlearned needs are: Biological and cyclical in nature

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 55: Personality is understood as a dynamic organization within the individual of those psychological systems that
determine: His unique adjustment to his environment

56: Positive Personal & work outcomes include: Internal work motivation, general job satisfaction, growth
satisfaction & work effectiveness

57: There are four components of commitment: Affective, involvement, continuance and normative

58: The achievement of super ordinate goals require: Cooperation by both the parties

59: Organizational socialization can be understood as an attempt to: Manage the newcomer’s desire for an
identity by defining the organization

60: Distinctiveness is established by observing whether: the same person behaves same in different situations

61: The trait theories highlight that: The leader brings personal skills & traits to everything he does

62: Organizational commitment has been found to be a more direct measure of: Turnover intentions than
satisfactions

63: Organizations that are considering opening foreign offices should focus on: Understanding cultural
(customs) differences

64: The early studies at Ohio State & Michigan Universities brought in a shift in focus from skills & traits to leader’s
behavior classified as: Consideration & Initiating structure

65: A company organizes a family annual day for its employees, it can be considered as: A rite of success /
Integration

66: While the modern, fast, high-tech modes of communication increase the freedom & speed, but they also have
very different implications for the: Interpersonal process of communication, problem solving & the bonding
between members off same group

2: Interpersonally competent people comfortably & naturally use the skill necessary to get competent:
Performance, growth, solidarity among colleagues

3: As per LMX theory of leadership, the “out-group” employees: All are correct

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 4: A social membership which limits or closes admission of outsiders by rules- so far as its order is enforced by the
action of:

5: When you are promoted in your job, you attribute your success to your hard work & intelligence, this is an
example of attribution error of: Self-serving bias error

6: As per Leadership grid theory a scale of L9 point: country club manager style

7: Motivation is understood as a goal directed behavior aimed at achieving some goal: only achieving
something desirable

8: Managers focus on:

9: How people address each other in an organization refers to the practice of: Rituals

10: When leaders act as change agents: They set the direction from the top

11: It is now established that these patterns of perception & judging the cause of an event is: Psychologically
shaped

12: Fiedler’s theory states that leader’s effectiveness is based upon: The favorableness of their situation

13: The social context of work plays an important role: Not only in satisfying the need for correctness & social
effectiveness but also in managing the threshold for social need
14: Assertive skills refer to acting or communicating in ways that are realistic & polite, aimed at maintaining respect
for self as well as others and not being either: Aggressive or submissive

15: Organizations are also the social units deliberately constructed & reconstructed to seek: Specific goals

16: Herzberg proposed that the job content, element of challenge in the job, amount of responsibility it involved
and so on: provided: Work motivation

17: To be effective culture tools, stories must be: Credible

18: The stories about an organization on how it handles the “firing policy for employees” is an example of
……………… level of culture: Values

19: The question is not about which one is a better source of motivation, we all experience: BOTH EXTRINSIC AND
INTRINSIC

20: Which of the following organizational conditions do NOT encourage political activity: Autocratic decision
making

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 21: Based on previous knowledge, perceivers also plug additional data so that the information they have in hand
for making:

22: Attractive individuals are perceived to be warm, social, independent etc., this is due to …………..barrier to social
perception: stereotyping

23: The process by which individuals try to control the impressions others have of them: Impression
management

24: Transformational leadership adds to the effect of transactional leadership:

25: consistency is established by observing whether: the extent to which the person behaves like this every time
the situation occurs the same person behaves in the same fashion over time

26: 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

27: The Indian Managers are willing to put: Time and resources into thinking differently about how to
manage people

28: which of the following characteristics is not shown by managers who use powers successfully: preference for
principled dissent

29: Organizational socialization can be understood as an attempt to: Manage the newcomer’s desire for an
identity by defining the organization

30: The context of perception is provided by: The type of occasion, timing and the customs

31: People with low E1 are more likely to be cause of conflicts: Inadequate information

32: Organizations are a continuous system of:

33: As per Fiedler if a leader describes his LPC in positive terms: Relationship oriented

34: The first double bind causing: Strong work motivation and commitment

35: Role modeling is done by: Anyone

36: To be effective culture tools, Stories must be: Credible

38: Which of the following characteristics is not shown by managers who use power successfully: Preference or
principled dissent

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 39: Organizational socialization can be understood as an attempt to: Manage the newcomer’s desire for an
identity by defining the organization

40: The leadership grid theory was propounded by: Robert Black & Jane Mouton

41: Motivated behavior is understood to follow patterns created by:

42: As per Hofstede, the difference in work related attitude is strongly due to: Culture

43: Hersey & Blanchard define employee readiness/maturity is defined as the extent to which a follower has: the
ability & willingness to accomplish a given function

44: Several theorists’ present motivation, perception & learning as interacting forces shaping: Personality

45: Dissatisfied employees are more likely to engage in: late coming, absenteeism and turnover

46: Employees highly satisfied with their jobs are more likely to:

47: The western perspective of organizations would suggest that: Membership is contractual

48: Personality refers to a wide range of: Individual attributes

49: The distinguishing personal characteristic of a leader are known as:

50: The second meaning of personality refers to the: Structures, dynamics, processes, and propensities

51: If the power network is high vs middle vs low, then it will result into: Role Conflict

52: Which of the following is not a Big 5 trait: Locus of Control

53: The word trait or predisposition indicates unique: Individual Characteristics

54: When systems undergo transition, it creates - Uncertainty and confusion

55: The term skill in the behavioral science is defined as: Intentionally repeatable, goal directed
behaviors and behavior sequences
56: The path goal theory suggested that: Leaders should create conditions enabling
subordinate success

57: Anita is a manager at Country roads plc, she encourages employee participation:
Democratic leader

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 58: it is believed that the level of our emotional, psychological & physical well-being go as
high as allowed by the levels of our: Inter Personal Skills

59: Three elements of perception: The target, the object and the context of perception

60: Perception & Personality of an employee play a very crucial role in shaping their: Behavior at work

61: The term dedication as a work attitude is defined as the disposition of employees to voluntarily engage in
affectively: Unpleasant non rewarding organizationally relevant behaviors

62: Fiedler’s situational leadership model suggest that when the situation is highly favorable or unfavorable, a
leader should use: A high task oriented style

63: In an MBA class, Indian students were horrified when American students challenged the professor on a subject
topic. This conflict occurs due to: Differences in culture

64: BATNA stands for: Best Alternative to a negotiated agreement

65: Mr. Kulkarni got promotion last year & has been posted………………………….

A- The prominent error in making the changes was ----- UNFREEZING

B- Supervisors were facing the problem of------ all of the above
C- Kulkarni had assumed that-------- workers poses theory X personality
D- The problem shown in the case is of----- PERCEPTION

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