Industrial and Organizational Psychology
Chapter Exam Questions
Course Introduction
Industrial and Organizational Psychology explores the application of psychological principles and research methods to the workplace with the aim of improving productivity, employee well-being, and organizational effectiveness. This course examines topics such as personnel selection, training and development, performance appraisal, motivation, leadership, team dynamics, job satisfaction, occupational health, and work-life balance. Students will analyze how individual differences, group processes, organizational structure, and culture impact behavior within organizations, and evaluate strategies for enhancing workplace performance and employee satisfaction.
Recommended Textbook
Canadian Organizational Behaviour 10th Canadian Edition by Steven Mcshane
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Page 2
Chapter 1: Introduction to the Field of Organizational Behaviour
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Sample Questions
Q1) Which of these statements is consistent with the four anchors of organizational behaviour?
A)The field of organizational behaviour should rely on other disciplines for some of its theory development.
B)Organizations are like machines that operate independently of their external environment.
C)Each OB topic relates to only one level of analysis.
D)Organizational behaviour theories must apply universally to every situation.
E)None of these statements is consistent with the OB anchors.
Answer: A
Q2) The topic of ethics is most closely associated with A)workforce diversity.
B)the open systems anchor.
C)the contingency approach to organizational behaviour.
D)workplace values.
E)the scientific method.
Answer: D
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Chapter 2: Individual Behaviour
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Sample Questions
Q1) Personality traits are more evident in situations where social norms and reward systems constrain behaviour.
A)True
B)False
Answer: False
Q2) Morally sensitive people tend to have more empathy and knowledge about the situation.
A)True
B)False
Answer: True
Q3) There is evidence to show that English and French Canadian values are converging A)True
B)False Answer: True
Q4) Organizations that don't align corporate values with the dominant values of the society in which they operate may experience increased employee turnover.
A)True
B)False
Answer: True
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Chapter 3: Perceiving Ourselves and Others in Organizations
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Q1) People tend to make an internal attribution about someone's behaviour if that person has rarely acted like this either in the past or in other situations.
A)True
B)False
Answer: False
Q2) The recency effect is more common when
A)evaluating someone who is easily identified with a visible demographic group.
B)making an evaluation involving complex information.
C)the decision maker has considerable experience in that situation.
D)the decision maker believes most employees are above average.
E)the decision maker has a strong learning orientation.
Answer: B
Q3) Grouping people and objects into recognizable patterns is part of the selective attention process.
A)True
B)False
Answer: False
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Page 5
Chapter 4: Workplace Emotions
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Sample Questions
Q1) People whose work is paced by a machine experience
A)a role-related stressor.
B)more resilience.
C)a physical environment stressor.
D)a task control stressor.
E)None of these statements are correct.
Q2) In certain cases, even subtle or persistent incivility can constitute psychological harassment.
A)True
B)False
Q3) People who lack energy, feel tired, and think their emotional resources are depleted A)are in the final stages of workaholism.
B)will probably engage in workplace aggression unless they soon manage the stress.
C)have a Type B behaviour pattern.
D)are experiencing the first stage of job burnout.
E)are experiencing the final stage of job burnout.
Q4) Give two reasons why employee involvement tends to increase organizational commitment.
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Chapter 5: Foundations of Employee Motivation
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Q1) According to four-drive theory, three drives are proactive (i.e. we actively seek to fulfill them), whereas the drive to defend is reactive (activated only in reaction to threat).
A)True
B)False
Q2) According to expectancy theory, employee motivation will remain high even when the P-to-O expectancy falls to zero.
A)True
B)False
Q3) The optimal level of goal difficulty occurs where the goal has more than a low level, but less than a moderate level of goal difficulty.
A)True
B)False
Q4) Four-drive theory is based on the idea that A)needs can be learned.
B)people do not really have any needs.
C)needs form a permanent hierarchy.
D)the sources of employee needs are hard-wired.
E)employee motivation is based on expectations.
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Chapter 6: Applied Performance Practices
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Q1) Describe two social characteristics that the job characteristics model may overlook.
Q2) Performance-based rewards have been criticized on the grounds that
A)they tend to discourage creativity.
B)they potentially distance employees and management from each other.
C)they undermine the employee's motivation from the work itself.
D)they are used as quick fixes for problems.
E)All of the answers are correct.
Q3) Which of the following is NOT an individual level performance reward?
A)Gainsharing
B)Bonuses
C)Commissions
D)Awards
E)Piece rates
Q4) Scientific management is most closely associated with
A)reward systems.
B)empowerment.
C)self-leadership.
D)job specialization.
E)employee motivation.
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Chapter 7: Decision Making and Creativity
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Q1) Escalation of commitment can be minimized by ensuring that A)those who choose the decision are different from those who implement and evaluate it.
B)there are ready-made alternatives to resolve the problem.
C)the team leader has strong opinions about the preferred options.
D)organizational goals are relatively ambiguous.
E)the person who makes the decision is also responsible for terminating the project.
Q2) Confirmation bias gives people an excessively optimistic evaluation of their decisions, but only until they receive very clear and undeniable information to the contrary.
A)True
B)False
Q3) According to almost all organizational behaviour research, intuitive decision making causes us to make wrong decisions.
A)True
B)False
Q4) Creative people tend to have a high need for social approval
A)True
B)False
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Chapter 8: Team Dynamics
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Sample Questions
Q1) Which of these statements about brainstorming is FALSE?
A)Brainstorming rules seem to keep team members focused on the task.
B)The most important brainstorming rule is that team members must silently vote for their preferred idea after all ideas have been presented.
C)Effective brainstorming sessions spread feelings of optimism and enthusiasm about the project.
D)Brainstorming rules do not completely remove evaluation apprehension.
E)Brainstorming is based on the idea that the quality of ideas presented increases with the quantity of ideas presented.
Q2) Scouting activity, is described as a general scanning for ideas and information about the competition, the market, or the technology.
A)True
B)False
Q3) Having access to a toolkit of communication channels is a one of the success factors for virtual teams.
A)True
B)False
Q4) Describe the distinctive features of a typical self-directed team.
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10
Chapter 9: Communicating in Organizations
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Sample Questions
Q1) Management by walking around
A)is the label used to describe new executives when they get lost in unfamiliar buildings.
B)minimizes the problem of filtering in the communication process.
C)should be used only when executives need to explain corporate decisions.
D)is an ineffective process for upward communication.
E)All of these statements refer to management by walking around.
Q2) In the communication process model, "feedback" is:
A)is the sender's way of ensuring that he or she has actually encoded the message.
B)deliberately excluded from the communication process model.
C)formal acknowledgment, or indirect evidence from the receiver's actions.
D)defined as a formally encoded message from the receiver.
E)included in the first two steps of the model.
Q3) The CEO of Bear Securities Ltd. is concerned that investment analysts and brokers at Bear Securities are using too much jargon to communicate with each other and with clients. The CEO believes that the use of jargon will result in costly communication errors and may intimidate clients. Discuss the accuracy of the CEO's concerns.
Q4) Comment on the accuracy of the following statement:
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11
Chapter 10: Power and Influence in the Workplace
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Q1) Displaying one's diplomas and degrees on office walls is one way professionals increase their visibility.
A)True
B)False
Q2) Employees are more likely to comply with a supervisor's legitimate power when:
A)the employees have low collectivism.
B)the employees have a high power distance value.
C)the power holder gives orders outside the employees' normal role requirements.
D)the employees have a low power distance value.
E)the company encourages people to disobey orders that interfere with their work.
Q3) Upward appeal is not considered a type of influence tactic.
A)True
B)False
Q4) The most powerful coping strategy to deal with uncertainty is prevention
A)True
B)False
Q5) What do we mean by the statement "Power does not flow to unknown people in the organization"?
Q6) Why do people with diverse networks tend to be more successful job seekers?
Page 12
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Chapter 11: Conflict and Negotiation in the Workplace
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Q1) The poor work ethic of Generation-X employees is one of the main sources of conflict in work organizations.
A)True
B)False
Q2) The conflict escalation cycle
A)helps employees to move from socioemotional to task conflict.
B)helps the conflicting parties to remove the sources of conflict.
C)includes the situation where behaviours during manifest conflict communicate the perception of conflict to the other party.
D)rarely occurs in organizational settings.
E)Involves all of these.
Q3) Most of us experience some degree of relationship conflict whenever we are engaged in constructive debate.
A)True
B)False
Q4) The union and management teams are under a deadline to conclude negotiations. Discuss two effects that time management will have on the negotiation process.
Q5) Briefly describe the five interpersonal conflict handling styles.
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Chapter 12: Leadership in Organizational Settings
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Sample Questions
Q1) Transformational leaders communicate their vision through symbols, metaphors, stories, and other vehicles that transcend plain language.
A)True
B)False
Q2) When people have leadership prototypes, they
A)tend to observe the leader's performance rather than physical features and other traits.
B)attribute the actions of leaders to external causes.
C)give leaders more credit or blame than they are due because of our need to believe that life's events are caused mainly by human agents.
D)believe that effective leaders are infallible.
E)believe that leaders are effective only if they behave consistently with their own preconceptions of how an effective leader should act.
Q3) Managerial leadership is more macro-focused, whereas transformational leadership is more micro-focused.
A)True
B)False
Q4) Explain the concept of shared leadership.
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Chapter 13: Designing Organizational Structures
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Sample Questions
Q1) Integrator roles increase informal communication as a coordinating mechanism
A)True
B)False
Q2) In organizational structures, integrator roles serve mainly as:
A)an informal communication coordinating mechanism.
B)the main element in divisionalized structures.
C)one of four types of technology.
D)a form of standardization.
E)a form of direct supervision.
Q3) Which of the following is NOT a feature of team-based organizations?
A)Team members replace supervisors as conduits to senior management.
B)Most teams are formed around functional departments rather than work processes.
C)Team-based structures have very few layers of hierarchy.
D)Employees within each unit are encouraged to talk to each other.
E)Teams have a high degree of autonomy.
Q4) Informal communication is a coordination mechanism only in small and a few medium-sized organizations.
A)True
B)False
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Chapter 14: Organizational Culture
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Sample Questions
Q1) Adaptive cultures focus employees on the changing needs of customers and other stakeholders and support initiative and leadership to keep pace with these changes.
A)True
B)False
Q2) A friend is thinking about applying for a technical or managerial job opportunity at a large computer network firm. However, past experience has made your friend aware that it is important to ensure that the company's dominant values are aligned with his or her own. Identify three (3) different types of artifacts that your friend should consider when deciphering the culture of the computer network firm. Your friend is a job applicant, so your answer should relate to the experience of being recruited into an organization.
Q3) Reality shock occurs on or before the first day of work then quickly subsides.
A)True
B)False
Q4) The attraction-selection-attrition (ASA) theory explains why companies are able to attract, and select people who fit the culture, but later on have difficulty forcing them out.
A)True
B)False
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Page 16
Chapter 15: Organizational Change
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Sample Questions
Q1) Increasing the driving forces and reducing the restraining forces tends to:
A)increase environmental stability.
B)reduce the need for change.
C)increase equilibrium.
D)refreeze the status quo.
E)unfreeze the status quo.
Q2) In some situations, resistance to change occurs when employees are worried that it will make them worse off.
A)True
B)False
Q3) Resistance to change potentially engages people to think about the change strategy and process.
A)True
B)False
Q4) Organizational systems such as, rewards, patterns of authority, career paths, and selection criteria are not reasons why employees resist change, because the choice to resist is internal rather than externally-based.
A)True
B)False
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