Administrative Behavior
Practice Questions
Course Introduction
Administrative Behavior explores the processes and dynamics of decision-making within organizations, emphasizing how individuals and groups formulate policies, solve problems, and execute tasks in administrative settings. The course examines foundational theories of organizational behavior, reviews Herbert Simons model of decision processes, and analyzes practical approaches to management in both public and private sector institutions. Students will gain a deeper understanding of how cognitive, social, and organizational factors influence administrative actions and outcomes, and will apply this knowledge to case studies that illustrate real-world administrative challenges.
Recommended Textbook
Organizational Behavior Managing People and Organizations 11th Edition by Ricky W. Griffin
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18 Chapters
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Page 2
Chapter 1: An Overview of Organizational Behavior
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Sample Questions
Q1) When Sheila attempts to motivate her employees with compensation and job opportunity, she is utilizing which managerial function?
A)Synergizing
B)Controlling
C)Leading
D)Planning
E)Organizing
Answer: C
Q2) __________ is used to transform inputs into outputs.
Answer: Technology
Q3) Joshua is able to visualize how the various tasks within his company fit together and how each task contributes towards the "big picture." Joshua can be said to have strong
A)problem-solving skills.
B)diagnostic skills.
C)technical skills.
D)conceptual skills.
E)interpersonal skills.
Answer: D
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Chapter 2: The Changing Environment of Organizations
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Sample Questions
Q1) Pureflow collects water at a natural spring, filters it, and bottles it for sale. This work process makes Pureflow an example of a(n) _________ organization.
Answer: manufacturing
Q2) A knowledge worker's career path may run parallel to a management career path. The benefit of this path for the worker is
A)the chance to take on substantial management responsibilities.
B)more frequent training in management tasks.
C)less highly specialized training.
D)compensation that is equivalent to that available to management.
E)freedom from specialized technical work.
Answer: D
Q3) Which of the following statements about technology is NOT true?
A)Technology is a major driver for organizational change.
B)It has widespread effects on the behavior of people in the organization.
C)Technology provides a competitive advantage.
D)It separates and transforms resources into outcomes.
E)It is causing shift toward a service-based economy.
Answer: D
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4
Chapter 3: Foundations of Individual Behavior
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Sample Questions
Q1) One of the primary differences between attitudes and personality is that
A)attitudes are more difficult to assess than personality attributes.
B)attitudes are stronger than personality attributes.
C)attitudes are more deeply rooted than personality attributes.
D)attitudes are less important than personality attributes in predicting behavior.
E)attitudes are not as stable as personality attributes.
Answer: E
Q2) John believes that all engineers are good in math, which indicates that he is ____ this occupational group.
Answer: stereotyping
Q3) George is highly committed and has an attachment to the organization where he works. He feels he is a true member of the company. George is demonstrating
A)organizational citizenship.
B)organizational commitment.
C)job identification.
D)job satisfaction.
E)job involvement.
Answer: B
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5
Chapter 4: Motivation in Organizations
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Sample Questions
Q1) Sunil is an employee of McDowell Instruments. Sunil takes longer breaks than his coworkers, and often rationalizes his behavior because the organization does not pay him enough for the level of work that he does. Sunil is reducing his perceived inequity by
A)altering his perception of self.
B)altering his perception of the situation.
C)changing his inputs.
D)changing his outcomes.
E)changing the object of comparison.
Q2) According to equity theory, people
A)have the motivation to improve their standard of living.
B)have the motivation to develop satisfying relationships.
C)want to be treated fairly.
D)want everything to be equal.
E)compare what they get from a job with what they want from a job.
Q3) A manager who praises her subordinates every time they reach a specified performance level is practicing ________ reinforcement scheduling.
Q4) How is ERG theory similar to Maslow's hierarchy of needs? How is it different?
Q5) Reinforcing behavior every time it occurs is called ________ reinforcement.
Q6) Discuss the four types of reinforcement, giving examples of each.
Page 6
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Chapter 5: Motivating Employee Performance Through Work
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Sample Questions
Q1) Describe how a manager might use the job characteristics approach to design a job for a telecommuter.
Q2) The problems encountered when implementing job rotation in the workplace include all of the following EXCEPT:
A)few companies rely on it as motivational tool.
B)it increases flexibility in transferring workers to new jobs.
C)it creates short-lived increases in workers' interest.
D)it reduces efficiency.
E)it maintains narrowly defined and routine work.
Q3) The degree to which the job activities give the individual direct and clear information about the effectiveness of his or her performance refers to _________.
Q4) _______ job loading involves adding more tasks to a job as well as giving the employee more control over those tasks.
Q5) A quality circle is a group of employees who are assigned to inspection teams that ensure production quality on an assembly line.
A)True B)False
Q6) Horizontal job loading is also known as _______.
Page 7
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Chapter 6: Motivating Employee Performance Through Rewards
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Sample Questions
Q1) Organizations typically conduct performance appraisals
A)when the employee asks for one.
B)when the manager asks for one.
C)quarterly.
D)once a year.
E)more frequently for older employees than for younger ones.
Q2) An organization's social security, unemployment, and workers' compensation contributions are set by law.
A)True
B)False
Q3) Employers who allow their workers to choose "cafeteria-style" from a variety of benefits packages are following a(n) _____________ system.
Q4) Which of the following best describes a reward system that involves employees in its design and administration?
A)Open pay system
B)Bonus systems
C)Participative pay system
D)Merit pay plans
E)Flexible reward system
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Chapter 7: Managing Stress and the Work-Life Balance
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Sample Questions
Q1) Discuss the relationship between work-life relationships and stress. How can individuals and organizations balance work-life linkages?
Q2) Unpleasant stress that accompanies negative events is called _______.
Q3) If you were conducting a workshop on Time Management, you should suggest all of the following steps EXCEPT:
A)create and manage impressions.
B)take a list every morning.
C)work on tasks in order of importance.
D)identify critical activities.
E)identify trivial activities.
Q4) Life trauma is any upheaval in an individual's life that alters his or her abilities, emotions, or behaviors.
A)True
B)False
Q5) _______ is an individual's adaptive response to a stimulus that places excess demands on that individual.
Q6) _______ consequences of stress include ulcers, headaches, and acne.
Q7) Describe and give examples of how burnout develops and address the consequences of burnout.
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Chapter 8: Decision Making and Problem Solving
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Sample Questions
Q1) The decision maker who lacks enough information to estimate the probability of outcomes faces a condition of certainty.
A)True
B)False
Q2) A decision maker's actions are guided by
A)personal decisions.
B)a goal.
C)an operating budget.
D)interpersonal relationships.
E)a code of honor.
Q3) Prospect theory argues that when people make decisions under conditions of _____ they are more motivated to avoid losses than they are to seek gains.
A)certainty
B)rationality
C)risk
D)insanity
E)burnout
Q4) ______ represents a coming together of all the scattered thoughts and ideas that were maturing during incubation.
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Chapter 9: Foundations of Interpersonal and Group Behavior
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Sample Questions
Q1) Command groups are usually indicated in the _________ chart.
Q2) Discuss the various ways group size may affect performance.
Q3) A task group is relatively temporary and formal.
A)True
B)False
Q4) Intergroup interactions are affected by all of the following EXCEPT
A)group norms.
B)location.
C)resources.
D)task interdependence.
E)time and goal interdependence.
Q5) Cohesiveness is generally higher in small groups than it is in large groups.
A)True
B)False
Q6) The basic group performance factors include groupthink, social loafing, and norm creation.
A)True
B)False
11
Q7) The final stage of group development in which members work effectively towards accomplishing goals is called __________ and __________.
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Chapter 10: Using Teams in Organizations
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Sample Questions
Q1) Members, in both teams and groups, hold themselves mutually accountable.
A)True
B)False
Q2) Describe the process by which organizations can move from leader-centered teams to self-managing teams.
Q3) Which of these would comprise managers from different areas who coordinate work teams?
A)Quality circle
B)Product development team
C)Management team
D)Skills team
E)Virtual team
Q4) In a team, all team members are committed to a common _______.
Q5) Describe, discuss and give examples of the three types of rewards systems that are common in a team environment.
Q6) High-performing problem-solving teams are often _______, meaning that team members come from many different functional areas.
Q7) _______ teams may never actually meet together in the same room; their activities take place via computer.
Page 13
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Chapter 11: Communication in Organizations
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Sample Questions
Q1) In which of these each member communicates with the people on both sides but with no one else?
A)Star
B)Circle
C)Chain
D)Wheel
E)All-channel
Q2) The receiver responds with _______ to the original source in order to verify receipt and understanding of the message.
Q3) _______ includes both actual movement and body positions during communication.
Q4) The degree of correspondence between the intended message from the source and the message as translated by the receiver is called A)static.
B)distortion.
C)filtering.
D)communication breakdown.
E)communication fidelity.
Q5) _______ is the study of language forms and helps identify the attribution of different meanings to the same words.
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Chapter 12: Traditional Models for Understanding Leadership
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Sample Questions
Q1) The University of Michigan studies identified the _______-centered and _______-centered forms of leader behavior.
Q2) The LPC theory attempts to explain and reconcile both the leader's _______ and the complexities of the _______.
Q3) The goal of the Michigan leadership studies was to determine the pattern of leadership behaviors that results in effective _____.
A)individual performance
B)leader performance
C)group performance
D)supervisor behavior
E)organizational productivity
Q4) Identify and discuss three factors that determine the favorableness of a situation for a leader. Which of the three is most important? Which is most difficult for a leader to change?
Q5) Problems with the ______ approach prompted researchers to examine leader behaviors.
Q6) According to the Leadership Grid, the ideal leadership style is _______.
Page 15
Q7) The two firms that have experimented with Fiedler's training program are _______ and _______.
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Chapter 13: Contemporary Views of Leadership in Organizations
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Sample Questions
Q1) Evaluate the overlap between attribution theory and leadership. Give an example of how attributions affect leaders and followers.
Q2) Jermaine is a manager whose subordinates have low to moderate readiness. According to the Hersey and Blanchard model of leadership, Jermaine should use which of the following styles?
A)Telling
B)Selling
C)Participating
D)Delegating
E)Situational
Q3) Research has not provided leaders with a thorough and definitive guide for functioning in the virtual world.
A)True
B)False
Q4) _______ leaders assign work, evaluate performance, and make decisions.
Q5) A(n) ______ is a person who helps a less-experienced person learn the ropes and to better prepare him or herself to advance within the organization.
Page 16
Q6) Compare and contrast transactional and transformational leadership styles.
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Chapter 14: Power, Politics, and Organizational Justice
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Sample Questions
Q1) Trying to eliminate political behaviors within organizations will probably
A)decrease interdepartmental conflict.
B)increase a manager's power base.
C)increase political behavior.
D)violate the cannons of justice.
E)reduce skill-based pay.
Q2) Leadership is the use of noncoercive _______ to direct and coordinate the activities of group members to meet goals.
Q3) Procedural justice refers to people's perceptions of the fairness with which rewards and other valued outcomes are distributed within the organization.
A)True
B)False
Q4) What is impression management? Discuss its implications for managers.
Q5) People may engage in _______ to boost their own self-esteem.
Q6) In organizations with a mechanistic and bureaucratic nature, the lines of legitimate power are often closely specified and strictly followed.
A)True
B)False
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Chapter 15: Conflict and Negotiation in Organizations
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Sample Questions
Q1) Third-party peacemakers usually come from inside the organization.
A)True
B)False
Q2) Either too much or too little conflict may result in low _______.
Q3) ______ is the process in which two or more parties reach agreement on an issue even though they have different preferences regarding that issue.
Q4) Goals are neither completely compatible nor completely incompatible and interactions are moderately important to goal attainment in
A)competition.
B)collaboration.
C)compromise.
D)accommodation.
E)avoidance.
Q5) Team-building activities include all of the following EXCEPT:
A)are intended to enhance effectiveness.
B)are used when the need for conflict management is acute.
C)are intended to enhance satisfaction.
D)it promotes overall group effectiveness.
E)there should be less conflict among group members.
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Chapter 17: Organization Design
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Sample Questions
Q1) The ____ is everything outside an organization and includes all elements, people, other organizations, economic factors, objects, and events, that lie outside the boundaries of the organization.
A)universal approach
B)general environment
C)organizational environment
D)task environment
E)contingency approach
Q2) The ____ approach views the organization as an open system structured to integrate the two important subsystems: the task and social subsystem.
A)open systems
B)close systems
C)sociotechnical systems
D)autonomous work group
E)organic design
Q3) Contemporary organizational designs has four dominant themes that include people, technology, customers, and globalization.
A)True
B)False
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Page 19
Chapter 18: Organization Culture
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Sample Questions
Q1) Of all the social sciences, anthropology is most closely related to the study of culture.
A)True
B)False
Q2) Ouchi found that, in most typical U.S. firms, decision making
A)is individual.
B)is complex and irregular.
C)is simple and straightforward.
D)is explicit and formal.
E)is implicit and informal.
Q3) Creating a vision
A)involves the actions taken to accomplish the vision.
B)involves the values that employees need to have and act on for the organization to carry out its strategic values.
C)is a picture of what the organization will be like at some point in the future.
D)is the means through which people learn the organization's norms and values.
E)is formulated after the organization's vision is determined.
Q4) The sociological study of culture has often been focused on the ______ social structure.
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20
Chapter 19: Organization Change and Development
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Sample Questions
Q1) In what situations would an organization prefer to use an internal change agent instead of an external change agent? Explain.
Q2) According to the continuous change process model, in the measurement, evaluation, and ______ phase, top management assesses the degree to which the change is having the desired effect.
Q3) Which of the following is one of the organizational sources of resistance to change found by Katz and Kahn?
A)Threatened expertise
B)Rapidity of change
C)Decentralization
D)Formalization
E)Specificity of change
Q4) The changes that are occurring in organizations include all of the following EXCEPT: A)cultures.
B)structures.
C)work relationships.
D)customer relationships.
E)strategic initiatives.
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