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MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.
1 Organizational behaviour is generally defined as a field of study that.
1)
_______
A) examines how the structure of different organizations contributes too, or inhibits, effective communication.
B) investigates how organizations effectively face competition.
C) investigates how individuals, groups, and structure affect and are affected by behaviour within organizations.
D) seeks ways and means to match human effort with machines.
E) attempts to understand and solve problems regarding individual behaviour on and off the job.
2 Researchers in OB study individuals, groups, and the effects of structure on behaviour. The intent of such findings is to assist with
2)
_______
A) lowering job satisfaction. B) increasing absenteeism and employee turnover.
C) decreasing efficiency and effectiveness throughout the entire organization.
D) motivating employees to higher levels of performance.
E) lowering worker productivity.
3 OB is
3) _______
A) for managers only.
B) only for entrepreneurs and those working in the private and government sectors.
C) relevant to only those at the workplace.
D) for managers, employees, and those in the non-profit sectors.
E) relevant to only those in the private sector.
Organizational behaviour is 4) _______
A) the field of study where public expectations of employee behaviour is researched.
B) an application of common sense within business and organizations.
C) an applied field of study.
D) based on one field of study.
E) the use of a directive approach to manage employee behaviour.
4
5
The behavioural science discipline commonly referred to as ________, has been most influential on the OB subject of organizational culture.
5) _______
A) political science B) social psychology C) anthropology D) sociology E) psychology
6 Rita is concerned with the implications of the chronic absenteeism of her staff, especially since it is a very busy unit. She is likely most concerned about the expected
6) _______ A) quicker decision making. B) improved workflow.
C) decrease in efficiency and effectiveness.
D) greater quality of output.
E) decrease in efficiency only.
Recognition of the importance of developing interpersonal skills is closely tied to the need for organizations to 7)
_______
A) empower high-performing employees.
B) reward high-performing employees.
C) evaluate high-performing employees.
D) attract and retain high-performing employees.
E) train high-performing employees.
A recent study found that the main reason why people like their jobs or stay with an employer is
8)
_______
A) advancement opportunities.
B) proximity to home.
C) wages and benefits.
D) company cars.
E) supportiveness of the work environment.
7
8
9 ________ suggests that managers should be more scientific in how they think about management problems.
9)
_______
A) Evidenced-based management
B) Empowered management
C) Participative management
D)
Open book management
E) Democratic management
1
Tara is used to making decisions based on her intuition or "gut feel" even though she doesn't always make the right decision. Tara's decision making process could benefit from
10) ______
A) effective management. B) empowered management. C) organizational management. D) open book management. E) evidence-based management.
SCENARIO 1-1
You are an OB specialist at XYZ University and have been charged with the task of bringing together faculty from different behavioural disciplines to author a new textbook on organizational behaviour. You have faculty from the fields of psychology, sociology, social psychology, anthropology, and political science. The key tasks here are to consider the various ideas and to structure them in such a manner as to provide a clear and plausible description of organizational behaviour and how it applies to the work environment.
1
Referring to SCENARIO 1-1, you would likely address issues of communication to 11) ______ A) the anthropologist. B) the sociologist. C) the social psychologist. D) the political scientist. E) the psychologist.
1
Referring to SCENARIO 1-1, information on ________ would probably be a contribution from the faculty member from psychology.
12)
______ A)
job satisfaction
B)
individual decision making C)
personality D)
work stress
E)
all of the above
Referring to SCENARIO 1-1, one of the major considerations which will need to be clearly portrayed is that 13)
1
organizational behaviour is largely theoretical and difficult to apply to the real world. B)
organizational behaviour is based largely upon an intuitive approach. C) relationships between leadership and decision making are not clear.
D)
organizational behaviour is an applied behavioural science.
E)
leadership cannot be readily studied or understood through organizational behaviour.
1
Which of the following disciplines would most likely describe organizations as being the modern equivalent of tribes? 14)
1
Predictability of behaviour is improved if we know
the person's level of education.
B) that behaviour has a cause. C) the person's age.
D) how the person perceives the situation. E) that the person is rational.
1
You are working as an assistant to an OB specialist doing research on a project to determine relationships between certain variables and cause-effect situations. The specialist is attempting to determine when people are motivated by pay or salary, and when they are motivated by recognition, support, and encouragement. By examining the connection between rewards and incentives, and motivation under various conditions, the specialist appears to be using which of the following approaches in research?
16) ______ A) human resources approach B) scientific management approach C) systematic study D) open-systems approach E) observational approach
Which of the following is the best description of OB's current state?
17)
______ A)
cause-effect principles have been isolated and tend to apply to all situations B) political forces have a tendency to influence the study of OB and, hence, skew resulting conclusions C) all of OB is based on universal truths proposed by academics, researchers, and practitioners D) OB is practically based on situational or contingency conditions E)
there is little disagreement among OB researchers and scholars as to the current state
According to your text, a significant problem with using common sense to try and understand OB is
18)
1
1
______
A) it is usually wrong.
B) it is not considered progressive.
C)
some managers base actions on company policy, not common sense.
D) it is considered an effective management strategy.
E)
what one person considers common sense frequently runs counter to the other person's version of common sense; that is, what we consider common sense is frequently different than what someone else considers common sense.
1
The systematic approach to the study of OB is consistent with 19) ______ A) common sense.
B) observation. C) unpredictability.
D) unscientific evidence.
E)
cause-effect relationships.
Which of the following best describes the contingency approach in OB? 20) ______ A) since humans are logical so is their behaviour
B) employee behaviour is only dependent on perception
C) behaviour is predictable in all situations
D) behaviour is dependent on the situation
E) motivational sources explain all behaviour
2
2
The Competing Values Framework recognizes some of the most useful skills needed by individual managers and employees in today's world. These skills identified by the model include 21)
______
A)
skills for developing recognizable corporate responsibility.
B) conflict prevention skills.
C) skills for achieving sound financial performance.
D) computer and information management skills.
E) skills for understanding yourself and others.
2
The Competing Values Framework addresses issues facing organizations along two dimensions. These dimensions include
22) ______
A) communication and productivity.
B) team building and personal development.
C) opportunity vs. consistency and external focus vs. internal focus.
D) power and flexibility.
E) flexibility vs. control and external focus vs. internal focus.
The skills of a master manager also apply to the employee as 23) ______
A) organizations reduce the number of layers of management.
B) organizations struggle to be effective under changing social, environmental, and technological conditions.
C) organizations reduce the number of managers.
D) organizations face competing demands in their environment. E) all of the above
2
2
Frank manages twenty five employees in a small manufacturing business. He has discovered that he needs to be flexible because sometimes supplies are not immediately available, and because sometimes he can not get the final product out due to transportation problems. Frank also does the shift scheduling for when the employees work. He has found that although he needs to be flexible around some of the employees' schedules because they are students, he also needs to be firm in order to control the process. Using the ________ Frank needs to be ________.
competing values framework, flexible and in control
B) contingency approach, flexible and in control
C)
competing values framework, flexible, in control, and externally focused
D) competing values framework, flexible, in control, and externally and internally focused E) contingency approach, flexible, in control, and externally and internally focused
2
In general, a(n) ________ is best described as a coordinated social unit composed of two or more people that function to achieve a set of goals. 25) ______ A) organization B) union C) company D) team E)
2
The competing values framework includes the internal focus, which refers to 26) ______ A) environmental conditions. B) production processes. C) government regulations. D) technological changes. E) marketplace.
2 A new manager recalls that one of the seminars he attended about a year ago outlined a process called the competing values framework. He remembers this approach was important in that it assisted managers and employees to develop
behaviours which would address a variety of issues. Benefits of considering this framework include 27)
it is highly classroom-oriented and therefore becomes a cost-effective process for training.
B)
it places emphasis on traditional ways of doing things by enhancing those aspects that work well.
C) managers and employees can develop skills necessary to operate at various organizational levels.
D)
it assists managers and employees to develop specialized and content-specific skills.
E)
it provides a setting where employees have the opportunity of sharpening existing skills.
2
________ commitment refers to an employee's emotional attachment to the organization, whereas ________ commitment refers to the employee's attitude and willingness to go beyond expected behaviours for the benefit of the organization.
28) ______ A) Effective; efficient B)
Corporate; organizational C)
Affective; organizational D)
Organizational; affective E)
Citizenship; organizational
Ted is looking to give his employees more decision-making responsibility in the future. This is an example of:
2
29) ______ A) working with others B) global competition C)
3
A group challenge that exists in the Canadian workplace includes which of the following?
A)
Westjet is a firm with a strong managerial power base.
B)
Westjet is an organization that encourages employees to take pride in what they do.
C)
Westjet is an organization that encourages strong managerial guidance during all phases of decision making.
D)
Westjet is an organization with higher labour costs in comparison to their competitors.
E)
Westjet is an organization that allows its managers a high degree of freedom to manage others.
When Mike is faced with making a difficult decision that has ethical implications, he must draw on
34) ______
A)
moral values and principles that guide individual behaviour.
B)
principles that assist individuals to do the most efficient thing.
C)
principles that assist individuals to be more productive as they work for the good of the organization.
D)
religious artifacts and icons.
E)
principles that inform us whether knowledge is valid and useful.
3
3
Whereas ________ focuses on differences between people from different countries, ________ addresses differences among people within given countries.
35) ______ A) globalization; culturization
B) culture; diversity
C) globalization; workforce diversity
D)
culturalization; workforce diversity
E)
workforce diversity; globalization
3
Ahmad, as a new manager, wants to make sure that he manages workforce diversity effectively. To accomplish this, he should
______ A)
treat everyone the same so as to avoid discrimination.
B) recognize differences among individuals.
C) make sure no human rights laws are violated.
D) accelerate the assimilation process.
E) minimize conflict.
3
John feels like is is always "at work" because he can be reached on his Blackberry at any time and he is always taking work home. His employer should
37) ______ A) buy him a new Blackberry.
B) tell him to stop whining since everyone else is working hard too.
C) tell him how much it appreciates his hard work.
D) give him a raise.
E) help him to attain work-life balance.
Organization which do not help employees achieve a work-life balance will find it increasingly difficult to ________ the most capable employees.
38) ______ A) empower B) communicate with C) motivate D) attract and retain E) promote
3
3
Instead of responding to competitive pressures by "turning up the heat" on employees, many companies are now trying to
realize a competitive advantage by
39) ______
A) raising prices.
B) streamlining operations. C) changing its business plan.
D) cutting wages. E) encouraging a positive work environment.
4
One of the most important challenges facing managers today is dealing positively with workforce diversity. If this is accomplished, then a positive outcome might include
40) ______ A) less innovation because of less confusion. B) improved decision making with more creativity. C) quicker turnover.
D) a loss in creativity but a gain in productivity. E) a longer decision making process.
SCENARIO 1-2
As a long term employee of Challenge Services Inc., headquartered in Canada, you have been transferred to an overseas assignment. This assignment will involve management and decision making in a variety of areas, particularly focusing on the work place and the diversity of individuals who will ultimately be involved in your company's operations. Despite the many variables facing you, you are excited at this challenging opportunity and recognize that success will be achieved through a dedicated leadership style.
4
Referring to SCENARIO 1-2, you should expect to find ________ to be a particular problem.
41) ______ A) technology B) productivity C) computers
4
Referring to SCENARIO 1-2, during your initial planning phase for arrival at your new assignment, one of the major aspects you will need to consider and acquaint yourself with is
42) ______ A) local culture. B) your firm's corporate culture. C) travel and accommodation. D) computer operations. E) technology.
Which of the following is an example of being an efficient organization or employee?
43) ______ A)
operating a hospital at the lowest possible cost while achieving higher output B)
a business owner who expands his operation to more than the average number of locations for his industry C) an instructor who teaches larger classes than colleagues D) being the highest in sales as a real estate broker in Toronto E) a telemarketer who makes the expected and required number of calls at the end of the day
SCENARIO 1-3
4
Allison and Gail are both university students studying for a final exam in OB. Both students have a goal of making a grade of 90% or better despite the time pressures they seem to be facing. Gail studied diligently for six hours and made a grade of 92%. Allison studied diligently for nine hours and also made a grade of 92%.
4
Referring to SCENARIO 1-3, which of the students was effective?
44) ______ A) it is impossible to tell from the information given
Referring to SCENARIO 1-3, which of the following statements is most accurate?
45) ______ A)
Allison is more effective than Gail. B)
Gail is more efficient than Allison. C)
it is impossible to predict efficiency or effectiveness in this case D)
Allison is more efficient than Gail. E)
Gail is more effective than Allison.
Referring to SCENARIO 1-3, Gail appeared to be the more productive student because
46) ______ A)
her IQ is higher than Allison's. B)
her efficiency seemed to be better than Allison's. C)
it is impossible to tell from the information given D)
her effectiveness seemed to be better than Allison's. E)
Allison didn't seem to think that time was an important factor.
4
4
According to the textbook, one of the challenges facing organizations in the 21st Century is how to manage their human resources effectively. Which of the following issues would be of most interest when attempting to develop an effective employee?
47) ______ A)
global competition and its effects on the company
B)
managing and working in a multicultural world
C)
ignoring the employee's organizational citizenship behaviours
D)
lowering their absenteeism level
E)
none of the above
Gunter is an employee who can always be relied upon to go "above and beyond the call of duty " by helping his fellow employees in addition to doing his own job. He is exhibiting
48) ______
A) organizational citizenship behaviour.
B) organizational behaviour.
C) organizational social behaviour. D) corporate behaviour.
E) volunteer behaviour.
4
4
Volunteering for extra job activities, avoiding unnecessary conflicts, and showing care for organizational property is known as
49) ______
A) volunteer behaviour.
B) organizational citizenship behaviour. C) organizational behaviour. D) corporate behaviour.
E) organizational social behaviour.
5
Employees today need to learn to live with spontaneity, uncertainty, unpredictability, and permanent change due to
50) ______ A) global competition.
B) multiculturalism.
C) employee diversity.
D) increased empowerment. E) organizational citizenship.
Individuals enter the workplace with a variety of expectations and needs that 51) ______ A) are determined by others.
B) are dictated by their financial position. C) are unrealistic.
D) arise out of their personalities, values, perception, and attitudes. E) lack maturity and insight.
HRSDC has noted that important skills among employees and management include 52) ______ A) outsourcing skills. B) relationship building skills.
C) relationship and technical skills.
D) technical skills.
E) team building and priority management skills.
5
5
5
According to Pfeffer, successful organizational practices include 53) ______ A) supporting employment opportunity elsewhere as a way of encouraging employees to develop their own skills and knowledge, and remain employable.
B)
keeping information with employees about organizational performance confidential in order to avoid rumors etc.
C)
creating and utilizing individual work and rewards.
D)
providing extensive training to employees and creating self-managed work teams.
E)
providing extensive training only to employees who display organizational citizenship behaviour.
SCENARIO 1-4
An operations manager at a local distribution and supply warehouse wants to learn more about the major determinants of productivity, absenteeism, turnover, and job satisfaction within her department. Although many options are available in gathering this information, she has decided to focus upon individual-level, group-level, and organizational systems-level variables.
5
Referring to SCENARIO 1-4, one of the individual-level variables the operations manager will probably consider is 54) ______
A) perception.
B) communication patterns. C) conflict resolution.
D) human resource policies. E) levels of conflict.
Referring to SCENARIO 1-4, learning and motivation are important ________ variables.
55) ______
A) group-level
B) individual-level
C) organization systems-level
D) departmental-level
E) specialized-level
5
5
Referring to SCENARIO 1-4, communication styles, power and politics, and levels of conflict are ________ variables.
56)
______
group-level
A)
B) specialized-level
C) organization systems-level
D) departmental-level
E) individual-level
OB looks at the group level of analysis which includes 57) ______ A) organizational culture.
B) work environments.
C) developing good interpersonal skills. D) values.
E) personal decision making.
Awareness of diversity issues is shown by 58) ______
A)
the establishment of the Heritage Room in the RCMP's Regina training academy.
B) companies when they provide diversity training.
C) managers and companies when they recognize employees' differences.
D) companies when they establish family friendly benefit programs.
E) all of the above
5
5
5
Gabriela was proud that her department was known to be able to do things at the lowest possible cost. Thus, the department is known for its 59) ______
A) empowerment.
B) diversity.
C) absenteeism.
D) efficiency.
E) effectiveness.
Pfeffer advocates the "put people first" strategy that states 60) ______
A) organizations need to implement the competing values framework and be internally and externally focused.
6
B) people work harder when they have a more structured work environment because they know their job and the job expectations.
C) outsourcing is one of the most effective ways an organization can put people first.
D) international outsourcing is one of the most effective ways an organization can put people first because of the global nature of business.
E) people work harder when they feel they have more control and say in their work.
SCENARIO 1-5
Sheena Black, manager of operations at New Age Manufacturing and Services Inc., is facing new and different challenges in attempting to maintain the company's manufacturing operations profitability, while at the same time keeping costs down and employees satisfied with their jobs. Over the years, Sheena has developed a somewhat different style of leadership in that she has become a "walk-about" manager - observing and assisting employees and other managers as necessary. She has also adopted a series of contingency plans to provide for problem solving for unforeseen circumstances which have a tendency to occur at inopportune times.
Sheena Black is keenly aware that overall organizational function and her ability to provide leadership and effective decision making is dependent upon understanding the various disciplines which have contributed to the field of organizational behaviour. She knows that the next several years will require some major changes, not only in the technology used by the company, but in the establishment of programs and initiatives to assist other managers and employees in overcoming work place challenges. Sheena has identified the following priorities she will need to address:
1) empowering employees to enable them to assume greater responsibility and share decision making;
2) facilitating an improved climate of quality and excellence to challenge competitors in the marketplace;
3) developing a new style of leadership and management which
will value diversity and respect individuals in a supportive type of environment; and
4) carefully examining the whole realm of working conditions and devising strategies to create better job satisfaction and keep employee loyalty.
Sheena is also aware that training must become a major focus so that employees can develop new skills and managers can learn new ways of dealing with the problems of combining technology and human effort.
6
Referring to SCENARIO 1-5, one approach Sheena decided might have some merit in improving company effectiveness was to improve productivity, job satisfaction, and ultimate profitability. This approach would include
61) ______
A) empowering employees.
B) downsizing, layoffs, and restructuring.
C) hiring more managers to supervise technological development.
D) major emphasis on efficiency and production only.
E) new rules and regulations to govern employee behaviour.
6
Referring to SCENARIO 1-5, William Smith, Sheena's boss, suggested that Sheena needs to examine the whole process of employee turnover and the resultant effects and costs being realized by the company. Upon careful examination of the financial records in her department, Sheena noted that the following factor stood out as a major cost
62) ______
A) resistance to new employees by the HR department.
B) orientation programs for new employees.
C) design and development of new evaluation forms.
D) resentment of new employees by existing employees.
E) recruitment, selection, and training of new employees.
6
Referring to SCENARIO 1-5, assuming the four areas for development which Sheena has decided upon are reasonable and realistic, what might be her greatest challenge to achieving these?
63)
attempting to retain as many aspects of the traditional environment as possible
B)
establishing an environment where employees and all managers will "buy into" the process
C)
focusing on the global environment and problems associated with doing business in other countries
D)
attempting to unify workforce diversity through a more homogeneous approach to management
E)
keeping employees happy and satisfied at any cost to the company 6
Referring to SCENARIO 1-5 as Sheena pursued her challenge of developing a practical approach to the identified priorities, her frustration began to increase. She soon discovered that the whole phenomena of organizational commitment meant different things to different people. This was contrary to her understanding of organizational commitment, which was
emotional attachment of employees and managers results in identification and involvement with the company.
B)
company culture is the only factor that will build loyal employees.
C) profitability is the single most important factor that will generate organizational commitment because employees will be loyal to a profitable company.
D)
traditional ways and means of generating organizational commitment have worked in the past and so will continue to be successful. E)
hiring only individuals who follow company culture without questioning is most productive.
Recognition of the importance of developing interpersonal skills is closely tied to the need for hiring and retaining highperforming employees.
66)
6
Over the years, OB specialists have determined that people appear to be complex and complicated, and hence, only the most exacting scientific methods should be used to determine behaviour and to predict how behaviours affect
Renee has been offered a higher level position with significantly more pay by a competitor. She feels she should accept the offer, but also feels loyal to the company she is with. She is very involved in determining the direction of the company, enjoys her colleagues, and is content with her salary, although an increase would always be welcome. Renee is displaying affective commitment to the company she is now with.
OB is not important for self-employed people, as they often do not carry out the role of managers; OB is much more applicable to those who work in larger organizations.
Affective commitment describes the strength of an individual's emotional attachment to, identification with, and involvement in the organization.
Based on a survey, one of the main traits of the "50 Best Employers in Canada" is that they show appreciation for their employees.
Organizational behaviour examines the challenges in the Canadian workplace at two distinct levels: individual and organizational.
Putting employees in charge of what they do is defined as the "contingency approach."
Luc, a long time employee of an advertizing company, is given the opportunity to develop, price, and implement marketing plans for small businesses. He is also allowed the opportunity to address any complaints and concerns by clients. He is an empowered employee who has the opportunity to determine how he does his job.
Instead of responding to competitive pressures by "turning up the heat" on employees, many companies are now trying to realize a competitive advantage by raising prices.
When we speak of "workplace diversity," we are referring to organizations employing a variety of people in terms of gender, race, sexual orientation, ethnicity, age, and disability characteristics.
A study shows that a significant reason for managers leaving their organizations within 18 months of starting, is their failure to develop a relationship with their boss, colleagues, or subordinates.
Elders, Baby Boomers, Generation Xers, and the Net Generation bring very similar values and expectations to the workplace, although they are a diverse group otherwise.
The concept of effectiveness implies a concern for both productivity and efficiency.
Efficiency is concerned with the achievement of goals whereas effectiveness is concerned with the ratio of output to inputs.
Organizational citizenship behaviour describes behaviour that is part of an employee's formal job requirements.
Ethics refers to the moral principles that we consider in order to guide our behaviour when determining if an action is right or wrong.
Since organizational citizenship behaviour falls outside one's job description, there is no need for employees to engage in such behaviours, and no need for managers to be concerned about managing this behavior.
The North American Free Trade Agreement and the European Union are examples of initiatives which increase trade between each member country, thereby increasing the chance that managers work in a multicultural environment.
Evidence indicates that balancing work and life demands now surpasses job security as an employee priority.
Positive organizational scholarship concerns how organizations develop human strengths, foster vitality and resilience, and unlock potential.
94) ______ 9
Employees in today's workplace are becoming increasingly demanding of satisfying jobs; hence, job satisfaction should become a legitimate concern of managers.
95) ______
ESSAY. Write your answer in the space provided or on a separate sheet of paper. 96)
Having a broad range of interpersonal skills upon which to draw, makes us more effective as employees and managers. Explain the interpersonal skills that managers and employees need in today's workplace. Provide specific examples to support your points. Use the Competing Values Framework as the basis for part of your answer.
97)
Define the concept of an organization and briefly describe the characteristics of an organization.
98)
Your supervisor, Marvis, is an accountant, who is unconvinced about the value of studying or applying the principles of OB. In his words, "OB is not an empirical science, and cannot be valued on a balance sheet, therefore it has little if any value to a company." Explain to Marvis using OB findings how OB principles may be used by an employer to improve his/her company's financial performance.
SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question. 9
Describe the Contingency Approach to organizational behaviour.
99)
ESSAY. Write your answer in the space provided or on a separate sheet of paper. 100)
Does effective management have any impact on organizational success during economic turmoil? Provide arguments to support the contention that good management can make a difference to the economic welfare of a company, as well as arguments to support the contention that managing well really won't overcome financial difficulties. Use examples to substantiate your response.
101)
One of the challenges in the Canadian workplace is the challenge of managing diversity. Managers must address the differences among diverse groups of people. Describe what is meant by diversity in the workplace and then explain how organizations of today must manage and/or accommodate this diversity. Provide examples to support you response.
SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question. 1
Describe the concepts of productivity, efficiency and effectiveness using examples.
9)
10)
11)
12)
13)
14)
15)
18)
19)
20)
FALSE 73) TRUE 74) FALSE 75)
TRUE 76) FALSE 77) TRUE 78)
TRUE 79) FALSE 80) FALSE 81) TRUE 82) FALSE 83) TRUE 84) TRUE 85) FALSE 86) FALSE 87) FALSE 88) FALSE 89) FALSE 90) TRUE 91) FALSE 92) TRUE 93) TRUE 94) TRUE 95) TRUE 96) Suggested answer:
∙ Students will probably begin by explaining the Competing Values Framework in their answer. This will provide the internal vs. external, and flexibility vs. control dimensions that affect an organization.
∙ Once the Competing Values Framework is addressed, students may move on to provide examples of various skills needed to be mastered in the new workplace.
(Examples can be drawn from text, class discussion, Internet, newspapers such as The Globe and Mail,...) 97)
Suggested answer:
∙ Organization is a consciously coordinated social unit ; two or more people functioning on relatively continuous basis; achieve common goals; service-oriented or manufacturing -oriented.
∙ Large or small private firms, large or small public organizations.
∙ Can be unionized or non-unionized; publicly traded or privately held.
∙ Managers may own shares in a private firm; operate in profit or non-profit sectors.
(Examples can be drawn from text, class discussion, Internet, newspapers such as The Globe and Mail,...) 98)
Suggested answer:
∙ Turnover and absenteeism are major costs to employers.
∙ Job satisfaction is negatively related to turnover and absenteeism.
∙ Only employees who are relatively satisfied engage in OCB.
∙ Therefore, increasing job satisfaction among employees can save money.
∙ OB deals with factors associated with job satisfaction.
(Examples can be drawn from text, class discussion, Internet, newspapers such as The Globe and Mail,...) 99)
Just because people can behave differently at different times does not mean, of course, that we cannot offer reasonably accurate explanations of human behaviour or make valid predictions. It does mean, however, that OB must consider behaviour within the context in which it occurs–known as a contingency approach. In other words, OB's answers "depend upon the situation." For example, OB scholars would avoid stating that everyone likes complex and challenging work (the general concept). Why? Because not everyone wants a challenging job. Some people prefer the routine over the varied or the simple over the complex. In other words, a job that is appealing to one person may not be to another, so the appeal of the job is contingent on the person who holds it.
100)
Suggested answer:
∙ Basic premise discussed on pages 9-10; response will be a judgment call on the part of the instructor based on use of facts, examples, and how arguments are structured.
(Examples can be drawn from text, class discussion, Internet, newspapers such as The Globe and Mail,...) 101)
Suggested answer:
Diversity includes:
-the age differences among the Elders, Baby Boomers, Generation Xer's, the Net Generation
-ethnic, gender, race etc. differences
-those with disabilities
-women etc.
How organizations manage diversity:
-accommodation of religious differences
-addressing different lifestyles, family, needs, and work styles
-implementing different motivational practices
-varying communication styles
-understanding how culture shapes the individual
-creating an awareness of the diversity issues among all employees
-addressing the different work expectations
-building strong management skills using interpersonal dynamics and cultural understanding
-appropriating sufficient time to accommodate different cultural realities
(Examples can be drawn from text, class discussion, Internet, newspapers such as The Globe and Mail,...)
102)
Productivity implies a concern for both effectiveness (achieving goals) and efficiency (watching costs). The late management expert Peter Drucker stated that effectiveness is "doing the right thing," while efficiency is "doing things right." For example, a hospital is effective when it successfully meets the needs of its patients. It is efficient when it can do so at a low cost. If a hospital manages to achieve higher output from its present staff–say, by reducing the average number of days a patient is confined to a bed, or by increasing the number of staff—patient contacts per day–we say that the hospital has gained productive efficiency. Similarly, a student team is effective when it puts together a group project that gets a high mark. It is efficient when all the members manage their time appropriately and are not at each other's throats.
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Positive organizational scholarship (also called positive organizational behaviour) concerns how organizations develop human strengths, foster vitality and resilience, and unlock potential. Researchers in this area argue that too much of OB research and management practice has been targeted toward identifying what is wrong with organizations and their employees. In response, these researchers try to study what is good about organizations.