Communication in Organizations Final Exam Questions
Course Introduction
This course explores the fundamental theories, principles, and practices of communication within organizational settings. Students will examine how effective communication impacts organizational culture, teamwork, leadership, conflict resolution, and decision-making processes. Emphasis is placed on both formal and informal channels of communication, including verbal, nonverbal, written, and digital methods. Through case studies, group projects, and practical exercises, participants will develop skills to analyze communication barriers, enhance interpersonal interactions, and design strategies to improve organizational effectiveness in diverse and dynamic work environments.
Recommended Textbook
Organizationl Behavior Emerging Knowledge Global Insights 4th Edition by Steven
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Page 2
McShane
Chapter 1: Introduction to the Field of Organisational Behaviour
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107 Verified Questions
107 Flashcards
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Sample Questions
Q1) Which of the following concepts are closely associated with corporate social responsibility?
A) Knowledge management
B) Triple bottom line
C) Stakeholders
D) Triple bottom line and stakeholders
Answer: D
Q2) Organisations retain intellectual capital by:
A) Transferring human capital into structural capital
B) Encouraging employees to take early retirement
C) Discouraging employees from communicating with each other
D) All of the options listed here are correct
Answer: A
Q3) One of the fastest ways to acquire knowledge is to hire individuals or purchase entire companies that have the valued knowledge.
A)True
B)False
Answer: True
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Chapter 2: Individual Behaviour, Personality and Values
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Sample Questions
Q1) It is sometimes difficult to apply the individual rights principle of ethical decision making because one individual right may conflict with another.
A)True
B)False
Answer: True
Q2) Motivation affects a person's ______ of voluntary behaviour.
A) Direction,intensity and persistence
B) Antecedents,consequences and reinforcers
C) Size,shape and weight
D) Aptitudes,abilities and competencies
Answer: A
Q3) The 'Big Five' personality dimensions represent:
A) All of the personality traits found in an ideal job applicant
B) The aggregated clusters representing most known personality traits
C) The personality traits caused by the environment rather than heredity
D) All of the options listed here are correct
Answer: B
Q4) What determines an individual's personality?
Answer: Both nature and nurture determine an individual's personality.
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Chapter 3: Perceiving Ourselves and Others in Organisations
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Sample Questions
Q1) Our self-evaluations are now thought to influence our attitudes,motivation,decisions and behaviour
ACCSB: Reflective thinking
A)True
B)False
Answer: True
Q2) Employees can break out of their existing mental models by working with colleagues from diverse backgrounds who bring different mental models to the workplace.
A)True
B)False
Answer: True
Q3) Fundamental attribution error refers to the tendency to attribute the behaviour of other people to internal factors more than external factors.
A)True
B)False
Answer: True
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Chapter 4: Workplace Emotions, Attitudes and Stress
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Sample Questions
Q1) Stress refers mainly to environmental conditions that cause people to experience fear.
A)True
B)False
Q2) Cognitive dissonance will be greater when the dissonant behaviour is known to everyone,was voluntary and is not easy to change.
A)True
B)False
Q3) Self-awareness is the ability to perceive and understand the meaning of:
A) Self management
B) Relationship management
C) Conscious information
D) One's own emotions
Q4) Which of these statements about emotions is FALSE?
A) Emotions are influenced by our personality traits
B) Emotions are directed towards specific people or objects,whereas moods are not directed towards anything in particular
C) Emotions include a person's beliefs,feelings and behavioural intentions
D) Emotions influence a person's assessed feelings about the attitude object
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Chapter 5: Foundations of Employee Motivation
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Sample Questions
Q1) Research has found that entrepreneurs are more likely to succeed if they have:
A) A low need for socialised power
B) A high need for personalised power
C) A high need for affiliation
D) A high need for achievement
Q2) In four-drive theory,the drive to bond does not produce any emotional markers.
A)True
B)False
Q3) Describe McClelland's three needs for achievement.
Q4) Which of the following basic needs is explicitly stated in needs hierarchy theory and theory of learned needs?
A) Physiological needs
B) Power needs
C) Financial needs
D) None of the options listed here is correct
Q5) One way to increase an employee's E-to-P expectancy regarding a specific task is to increase the person's self-confidence through counselling and coaching.
A)True
B)False
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Chapter 6: Applied Performance Practices
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Sample Questions
Q1) Most employee benefits are based on which type of reward system?
A) Membership of the organisation
B) Job status
C) Individual job performance
D) Competency
Q2) The head of operations at NanoTech Systems announced that the company 'empowers its employees to perform their jobs at peak performance'.Discuss the operations manager's statement in the context of the meaning of empowerment.
Q3) Skill-based pay plans:
A) Discourage employees from learning new jobs
B) Create a psychological distance between employees and managers
C) Discourage poor performers from leaving the organisation
D) Can be expensive because they motivate employees to spend more time learning new jobs
Q4) Job specialisation increases training costs and makes it more difficult for companies to match employee aptitudes to jobs for which they are best suited.
A)True
B)False
Q5) What are the five elements that make up the self-leadership strategy?
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Chapter 7: Decision Making and Creativity
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Sample Questions
Q1) The ideas that appear during the insight stage of creativity are quickly forgotten unless documented.
A)True
B)False
Q2) Senior management at Candoo Graphics has numerous administrative and client problems.In the past,the company assigned one person (typically a senior executive or department manager)to solve each problem alone.Although no one was prevented from discussing these issues with colleagues,the macho style of most managers was that they could overcome the challenging assignment without anyone's help.The results were usually adequate,but rarely exceptional.A few were disastrous.Senior management is now considering involving employees in these decisions,but it isn't sure how employee involvement makes a difference.Explain to Candoo's managers how employee involvement potentially results in more effective decisions.
Q3) Post-decisional justification causes decision makers to forget what decision they made.
A)True
B)False
Q4) What is perceptual defence?
Q5) Describe the rational choice paradigm of decision making.
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Chapter 8: Team Dynamics
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Sample Questions
Q1) An important rule in brainstorming is that no one is allowed to evaluate or criticise another team member's ideas.
A)True
B)False
Q2) What are the outcomes of team cohesion?
Q3) Teams work better when the organisational structure:
A) Organises teams around specialised skills rather than work processes
B) Has many layers of management
C) Encourages interaction with team members rather than through supervisors
D) Organises teams around specialised skills,has many layers of management AND encourages interaction with team members
Q4) Although informal groups are not created to serve organisational objectives,they have a profound influence on:
A) Organisations and individual employees
B) Wellbeing in an organisation
C) Social networking
D) None of the options listed here is correct
Q5) What are the most common constraints on team decision making?
Q6) What are some of the advantages and disadvantages of teams?
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Chapter 9: Communicating in Teams and Organisations
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Sample Questions
Q1) Channels with high media richness tend to involve more:
A) Direct social interactions
B) Face-to-face communication
C) Diverting attention
D) Self-representation
Q2) Which of the following activities helps us to cope with information overload?
A) Working longer hours
B) Improving our time management
C) Learning to read faster and reading abstracts rather than entire documents
D) All of the options listed here are correct
Q3) Which of these statements about non-verbal communication is FALSE?
A) In conversations,more information is usually communicated non-verbally than verbally
B) Non-verbal communication is less rule-bound than is verbal communication
C) Non-verbal communication is usually more carefully thought out than is verbal communication
D) Non-verbal communication plays a major role in emotional labour
Q4) Explain why communication is an important instrument for organisational learning and decision making.
Q5) What are the limitations of communicating through email?
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Chapter 10: Power and Influence in the Workplace
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Sample Questions
Q1) Organisational politics tends to increase in situations where decisions become routinised and programmed.
A)True
B)False
Q2) In persuasive communication,the inoculation effect involves warning listeners that others will try to influence them in the future and that they should be aware of the opponent's arguments.
A)True
B)False
Q3) Organisational politics is more common where decisions are:
A) Easy to understand
B) Based on complex and ambiguous rules
C) Based on the brainstorming technique
D) Based on clearly defined rules
Q4) Which of the following is an influence strategy?
A) Dressing appropriately for the occasion
B) Being polite to others
C) Reminding co-workers of their obligation to serve customers
D) All of these are influence strategies
Q5) Describe the sources of power in organisations.
Page 12
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Chapter 11: Conflict and Negotiation in the Workplace
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Sample Questions
Q1) Conflict begins whenever both parties realise that they have opposing interests.
A)True
B)False
Q2) In the conflict process,what immediately follows conflict perceptions and emotions?
A) Sources of conflict
B) Manifest conflict
C) Conflict outcomes
D) Conflict management
Q3) When conflict reduces each side's motivation to communicate,they rely more on stereotypes to reinforce their perceptions of the other side.
A)True
B)False
Q4) The process in which one party perceives that its interests are being opposed or negatively affected by another party is called:
A) Mediation
B) Conflict
C) Negotiation
D) Dialogue
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Chapter 12: Leadership in Organisational Settings
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Sample Questions
Q1) Cultural values shape the expectations that followers have of their leaders.
A)True
B)False
Q2) Attribution theory is a major component of which of these leadership perspectives?
A) Trait perspective
B) Implicit leadership perspective
C) Contingency perspective
D) Transformational perspective
Q3) Servant leadership is most closely associated with:
A) Path-goal leadership
B) The implicit leadership perspective
C) The competency perspective of leadership
D) The behavioural perspective of leadership
Q4) A leader's higher levels of extroversion and conscientiousness describe his or her:
A) Drive
B) Integrity
C) Emotional intelligence
D) Personality
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Chapter 13: Organisational Structure
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Sample Questions
Q1) One of the main benefits of formal hierarchy as a coordinating mechanism is that it increases flexibility and responsiveness to customer needs.
A)True
B)False
Q2) A widely accepted scholarly view of an organisation's structure and its environment is that organisational decision makers can choose the environments in which they want to operate.
A)True
B)False
Q3) A narrower span of control is consistent with the trend towards employee involvement and teamwork.
A)True
B)False
Q4) Job descriptions and training are examples of coordination through standardisation.
A)True
B)False
Q5) What type of departmentalisation should a large multinational organisation adopt?
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Chapter 14: Organisational Culture
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Sample Questions
Q1) Reality shock among new employees typically occurs when:
A) Newcomers experience information overload as they enter the workplace
B) Employers are unable or unwilling to live up to their promises
C) Newcomers develop exaggerated expectations about the job
D) All of the options listed here are correct
Q2) The best way to measure an organisation's culture is to:
A) Interview executives
B) Look for evidence of its publicly-stated values
C) Sample information from a range of organisational artefacts
D) Read public relations statements produced by the organisation
Q3) Reality shock improves the organisational socialisation process by forcing newcomers to pay more attention to work activities.
A)True
B)False
Q4) Reality shock occurs on or before the first day of work.
A)True
B)False
Q5) Shared mental models are part of an organisation's culture.
A)True
B)False
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Chapter 15: Organisational Change
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Sample Questions
Q1) People sometimes resist change because the situation undermines their attempts to change.
A)True
B)False
Q2) Employee involvement is almost an essential part of the change process,but it has its problems.Identify one of these problems.
Q3) The unfreezing of beliefs which may be required of some employees in the change process,needs to be conducted in an ethical,i.e.respectful,way.
A)True
B)False
Q4) A parallel learning structure is an organisational change intervention in which a social structure is constructed alongside the formal hierarchy to increase the organisation's learning.
A)True
B)False
Q5) Discuss the role of external forces in creating urgency for change.
Q6) Differentiate between incremental change and quantum change.
Q7) Define future search as a large group intervention approach to change.What are its limitations?
Page 17
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