Industrial and Organizational Psychology
Exam Preparation Guide
Course Introduction
Industrial and Organizational Psychology is the scientific study of human behavior in the workplace, focusing on the application of psychological principles and research methods to understand and solve problems related to people at work. This course explores topics such as employee selection, training and development, motivation, job satisfaction, leadership, work performance, and organizational culture. Students will examine how individual, group, and organizational dynamics influence productivity, well-being, and overall organizational effectiveness, while also addressing issues like work-life balance, diversity, and ethical decision-making in professional settings.
Recommended Textbook Organizations Behavior Structure Processes 14th Edition by James L Gibson
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Page 2
Chapter 1: Managing Effective Organizations
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Sample Questions
Q1) The pattern of basic assumptions used by individuals and groups to deal with the organization and its environment is called ____________.
A)structure
B)culture
C)holistics
D)synergistic
Answer: B
Q2) Standards of performance are associated with the _______ management function.
A)interpersonal
B)leading
C)organizing
D)controlling
Answer: D
Q3) Mintzberg is known for identifying the four functions of management.
A)True
B)False
Answer: False
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Page 3
Chapter 2: Organizational Culture
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Sample Questions
Q1) Some instances of _________ enhance the dominant culture,while in other cases they may have the opposite effect and actually constitute a counterculture.
A)ethos
B)entrepreneurs
C)tradition
D)subcultures
Answer: D
Q2) A flexible control orientation and an external focus of attention are associated with a(n)____________ culture.
A)clan
B)bureaucratic
C)entrepreneurial
D)market
Answer: C
Q3) Globalization is making understanding "diversity" less important as working with people from other cultures is common place.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Managing Globally
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Q1) The ____________ emphasizes enjoyment,living with the flow,and being gratified for the moment.
A)being culture
B)communitarian culture
C)collective orientation
D)None of the above
Answer: A
Q2) According to the culture shock cycle ___________.
A)the interrelatedness of assignments in global corporations lessens the impact of culture shock
B)expatriate and third party-country nationals experience culture shock at different levels
C)culture shock typically occurs after an initial positive experience
D)All of the above
Answer: C
Q3) Regardless of national culture,being late for a meeting is typically considered disrespectful.
A)True
B)False
Answer: False
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Chapter 4: Individual Behavior and Differences
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Sample Questions
Q1) Responses to psychological contract violations typically follow a sequential pattern.The sequence of response is: _______________________.
A)voice,retreat,destruction,exit
B)voice,silence,retreat,destruction,exit
C)voice,silence,retreat,organizing,destruction,exit
D)silence,voice,retreat,organizing,destruction,exit
Q2) Psychological contract violations are determined by _________.
A)the individual
B)the organization
C)the courts
D)Both A and B
Q3) In Kurt Lewin's formula B = f(I,E); I refers to __________.
A)individual
B)interest
C)involvement
D)None of the above
Q4) An attitude is a positive or negative feeling or mental state of readiness.
A)True
B)False
Q5) What is perception and what is the process by which stimuli lead to responses?
Page 6
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Chapter 5: Motivation: Background and Theories
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Sample Questions
Q1) Need explanations are popular because they're so easy to remember.
A)True
B)False
Q2) Does the concept of valence apply to first or second order needs? Justify your answer.
Q3) A student received a paper back from a instructor with no notations other than "F." He complained.The instructor told him to stop complaining and walked away.Use the dimensions of organizational justice to describe this situation.
Q4) The essence of _______________ is that employees compare their efforts and rewards with those of others in similar work situations.
A)equity theory
B)reward theory
C)ERG theory
D)expectancy
Q5) Process motivation theories include Herzberg's,Vroom's and Skinners' work.
A)True
B)False
Q6) Pay is not a "motivator." Use the concepts of Herzberg's two-factor theory to support or refute this statement.
Page 7
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Chapter 6: Motivation: Organizational Applications
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Sample Questions
Q1) Locke proposed that goal setting was a(n)____________________ process of some practical utility.
A)inventive
B)investigative
C)subconscious
D)cognitive
Q2) Punishment may be a poor approach to learning for because ____________.
A)the results of reward aren't as predictable as those of punishment
B)the effects of punishment are less permanent than those of reward
C)punishment is frequently accompanied by positive attitudes toward the administrator of the punishment
D)None of the above
Q3) Jane was recognized by her former supervisor for bringing in fresh flowers for her office daily.Her new supervisor does not acknowledge the flowers and Jane stops bringing them.This may be an example of extinction.
A)True
B)False
Q4) What are the three main objectives of a reward system?
Q5) Briefly discuss three nontraditional reward strategies.
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Chapter 7: Managing Workplace Stress
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Sample Questions
Q1) Jane gives a coworker feedback and affirmation.She has provided ___________.
A)appraisal support
B)informational support
C)social affirmation support
D)positive reinforcement
Q2) The underlying assumption of _________ techniques is that people's thoughts,in the form of expectations,beliefs,and assumptions,are labels they apply to situations,and these labels elicit emotional responses to the situation.
A)biofeedback
B)relaxation
C)meditation
D)cognitive
Q3) Stress outcomes are associated with both individual and organizational consequences.
A)True
B)False
Q4) What is burnout?
Q5) What is a moderator? Discuss at least three conditions that may act as stress moderators.
Q6) What are the organizational consequences of stress?
Page 9
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Chapter 8: Group and Team Behavior
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Sample Questions
Q1) While groups can satisfy social needs,esteem needs generally cannot be met by group membership.
A)True
B)False
Q2) Teams typically increase productivity because they bring together complementary skills that fall into the following categories: ___________.
A)technical,problem-solving and interpersonal
B)technical,functional expertise,and problem-solving
C)problem-solving,decision-making skills,and interpersonal skills
D)technical and interpersonal
Q3) High levels of cohesiveness and closeness are a primary contributor to ___________.
A)the Ash effect
B)groupthink
C)social loafing
D)social shirking
Q4) All teams exist to solve problems.
A)True
B)False
Q5) When can group cohesiveness be bad?
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Chapter 9: Conflict and Negotiation
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Sample Questions
Q1) Conflict between groups is ___________ in organizations.
A)positive
B)negative
C)inevitable
D)improbable
Q2) In a negotiation session,a line manager states to an internal supplier,"I don't need you,there are dozens of external venders that can do the job cheaper." What negotiation technique is the line manager using?
A)Low-balling
B)The power of competition
C)The push-back
D)Flexing
Q3) Pat has been described as "tough under a cloak of amiability,likability,and affability." This profile best fits the _______ personality type.
A)power seeker
B)persuader
C)reliable performer
D)limited performer
Q4) Three elements are critical to team building success.Describe these elements
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Chapter 10: Power and Politics
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Sample Questions
Q1) Which of the following would be considered a coping activity? Coping by
A)prevention
B)information
C)absorption
D)All of the above
Q2) Political behavior is typically within the legitimate,recognized power system but is designed to benefit an individual or subunit,often at the expense of the organization in general.
A)True
B)False
Q3) McClelland proposed that n Pow may be shown by,among other ways,a concern for reputation.
A)True
B)False
Q4) Substitutability of the activities of a subunit and subunit power within the organization are negatively correlated.
A)True
B)False
Q5) How can the ability to cope with uncertainty influence power?
Page 12
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Chapter 11: Leadership: Fundamentals
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Sample Questions
Q1) Describe the leadership styles presented in contingency model of leadership and the variables that Fielder considered in determining situational favorableness.
Q2) Tom has been given a new job task.He is highly motivated to complete the job but lacks the ability to do the task.In this situation,SLM would suggest a ___________ approach.
A)participative
B)selling
C)telling
D)delegating
Q3) The path-goal approach suggests individuals have more flexibility in leader style than that suggested by Fiedler's contingency model.
A)True
B)False
Q4) To a significant extent,the personnel testing component of scientific management supported the trait theory of leadership.
A)True
B)False
Q5) Describe the concept of "readiness" as it is used in SLM.
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Chapter 12: Leadership: Emerging Perspectives
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Sample Questions
Q1) As a leader your primary attributional task is to categorize the cause of subordinate behavior into one of three source dimensions: _________.
A)person,entity,or context
B)internal,external,or mixed
C)distinctiveness,consistency,or consensus
D)ability,willingness,or maturity
Q2) One limitation of the traditional Vroom-Yetton model is that it did not take into account the geographic restrictions.
A)True
B)False
Q3) James adjusts his team's goals,direction,and mission for practical reasons.Based upon this limited description,James can be best characterized as a ___________ leader.
A)transactional
B)transformational
C)trans-actualization
D)transcendental
Q4) How might a work system be designed so that the context provides a substitute for task oriented leadership?
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Chapter 13: Work Design
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Sample Questions
Q1) Job enlargement involves moving individuals from job to job to reduce potential boredom.
A)True
B)False
Q2) Billing department employees at RobCo,while expected to work eight hours a day,are permitted to report to work anytime between five and nine in the morning and depart anytime after two in the afternoon.The billing department is allowing
A)creative commuting
B)flextime
C)flex schedules
D)None of the above
Q3) A colleague has suggested that job enrichment and job enlargement are not compatible within the same organization.Are they correct? Justify your answer.
Q4) Sociotechnical theory was developed based up the Hawthorne studies conducted in the early part of the 20<sup>th</sup> century.
A)True
B)False
Q5) How are total quality management and job enrichment related?
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Chapter 14: Organization Structure
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Q1) Organic design proponents believe that integration can be achieved through the creation of rules,procedures,plans,and a hierarchical chain of command that places managers in the position of integrators.
A)True
B)False
Q2) The mechanistic model is intended for use in manufacturing settings where the organic model is appropriate for use in services organizations.
A)True
B)False
Q3) Fayol's attitudes towards bureaucracy favor the ___________ model of organizational design.
A)bureau
B)competitive
C)mechanistic
D)organic
Q4) Organization structure is an abstract concept.
A)True
B)False
Q5) Is "bureaucracy" bad? Has the term always had its current common meaning?
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Chapter 15: Managing Communication
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Sample Questions
Q1) What techniques can a manager use to become better communicators?
Q2) Studies have found that in a typical day ___________ of a manager's communications occur in face-to-face interactions.
A)less than 25%
B)less than 50%
C)over 50%
D)over 75%
Q3) Managers from polychronic time cultures do many things at once,are subject to interruptions,and are committed to task completion even at the expense of human relationships.
A)True
B)False
Q4) Individuals in ___________ tend to have a polychronic time culture.
A)Latin America
B)the Middle East
C)Britain
D)Both A and B
Q5) Sketch and describe the Johari Window.
Q6) Explain the concept of proxemics and its importance in the communication process.
Page 17
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Chapter 16: Decision Making
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Sample Questions
Q1) _______________ has the advantage of having several judges while removing the biasing effects that may occur during face-to-face interaction.
A)The Delphi process
B)Brainstorming
C)The nominal group technique
D)Scenario analysis
Q2) Compare and contrast the three techniques presented in the text for simulating creativity in group decision making.Provide situations when each may be most effective.
Q3) The only way to ensure excellent results from a decision is to ___________.
A)faithfully follow the decision steps
B)involve all stakeholders in the process
C)involve objective outsiders to critique the process
D)there is no way to guarantee an excellent result
Q4) Problem identification may be hindered by _________.
A)perceptual problems
B)defining problems in terms of solutions
C)identifying symptoms as problems
D)All of the above
Q5) Define and provide an example of escalation of commitment.
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Chapter 17: Managing Organizational Change and Learning
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Sample Questions
Q1) The attitude survey is a useful diagnostic approach if the potential focus of change is
A)small units within the organization
B)the total organization
C)the individual
D)All of the above
Q2) While empowerment has been credited with improving production and service quality in a number of companies it has not been shown to be related to efficiency.
A)True
B)False
Q3) What guidelines would you provide an organization facing a change initiative? Is there a "recipe" that will guarantee success.G.Dyer,who has spent 30 years assisting organizations to reach their potential effectiveness.He states that the following conditions must be present if the intervention is to have some chance of bringing about the desired change:1.Management and all those involved must have high and visible commitment to the effort.
Q4) Team building is typically only effective when deployed during team formation.
A)True
B)False
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