Industrial and Organizational Psychology
Final Test Solutions
Course Introduction
Industrial and Organizational Psychology explores the scientific study of human behavior in the workplace and other organizational settings. This course examines theories, research, and practical applications related to personnel selection, employee motivation, job satisfaction, leadership, organizational development, performance appraisal, work-life balance, and occupational health. Students will learn how psychological principles can be applied to improve individual and organizational performance, enhance employee well-being, and address contemporary challenges in diverse and evolving work environments. Through case studies, research reviews, and practical exercises, the course prepares students to understand and address psychological issues in various organizational contexts.
Recommended Textbook
ORGB 3 3rd Edition by Debra L. Nelson
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18 Chapters
1924 Verified Questions
1924 Flashcards
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Page 2
Chapter 1: Organizational Behavior and Opportunity
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79 Verified Questions
79 Flashcards
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Sample Questions
Q1) The use of a wide range of tools, knowledge, and/or techniques used to transform inputs into outputs is called:
A)task environment
B)structure
C)the mission
D)the technology
Answer: D
Q2) The recent growth of corporate wellness programs is an example of a contribution from which discipline?
A)medicine
B)psychology
C)sociology
D)management
Answer: A
Q3) Culture and the study of learned behavior comprise the domain of:
A)management
B)anthropology
C)sociology
D)psychology
Answer: B
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Chapter 2: Challenges for Managers
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Sample Questions
Q1) The Americans with Disabilities Act defines disabled as:
A)persons with permanent physical and mental problems
B)anyone with a physical or mental impairment that substantially limits one or more major life activities
C)individuals with physical impairments only
D)those who cannot work
Answer: B
Q2) Which of the following is NOT a classification for ethical theories?
A)humanitarian
B)rule-based
C)consequential
D)cultural
Answer: A
Q3) Corporations that shatter the glass ceiling have many practices in common; however, these practices do NOT include:
A)upper-management support for the advancement of women
B)women representation on committees that address strategic business issues
C)targeting women for participation in executive education
D)systems that identify women for advancement with certain quotas in place
Answer: D
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Chapter 3: Personality, Perception, and Attribution
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) Susan was reflecting on Jim's behavior in her recent meeting with Jim regarding his performance review. Normally Jim is outgoing, sure of himself, and Susan would consider him high on indicators of CSE. Jim however, was rather subdued and quiet during the review. Jim's behavior could best be explained as a result of:
A)a weak situation
B)Jim is a high self monitor
C)a strong situation
D)random variation in behavior
Answer: B
Q2) When a manager makes the attribution that an employee's lack of effort or ability is the basis for poor performance, they are probably making an error called:
A)fundamental attribution
B)self-serving bias
C)discounting attribution
D)consistency attributions
Answer: A
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5
Chapter 4: Attitudes, Emotions, and Ethics
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Sample Questions
Q1) Cognition
A)The emotional component of an attitude.
B)Reflects a person's perceptions and beliefs.
C)A conflict between attitudes and behavior.
D)Acquisition of attitudes through observing others.
E)Acquisition of attitudes derived from personal experience.
Q2) An individual's psychological tendency expressed by evaluating an entity with some degree of favor or disfavor reflects:
A)an attitude
B)one's mood
C)values
D)beliefs
Q3) Acting in ways consistent with one's personal values and the commonly held values of the organization and society is:
A)legal behavior
B)ethical behavior
C)cognitive behavior
D)loyal behavior
Q4) Briefly explain the ABC model and provide an example of each model element.
Q5) What aspects of one's existence and environment shape attitudes?
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Chapter 5: Motivation at Work
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Sample Questions
Q1) Which of the following is considered a motivating factor in Herzberg's two-factor theory?
A)recognition
B)fringe benefits
C)supervision
D)working conditions
Q2) Which of the following would not be considered a weakness of expectancy theory?
A)The theory assumes a person is totally rational.
B)The theory's complexity has made it difficult to test.
C)The measures of instrumentality, valence, and expectancy have only weak validity.
D)The values for each construct have been relatively stable over time.
Q3) Adam Smith formulated the "invisible hand" and the free market to explain the motivation for individual behavior. The "invisible hand" refers to:
A)psychological determinants of behavior
B)unconscious motives
C)internal needs
D)unseen forces of a free market system
Q4) What are some of the characteristics of high achievers?
Q5) Briefly identify and explain two new ideas of motivation.
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Chapter 6: Learning and Performance Management
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Sample Questions
Q1) Outcome (or performance) feedback is greatly facilitated by:
A)qualitative goals
B)open-ended goals
C)quantitative goals
D)peer competitive goals
Q2) Which of the following is a form of operant conditioning?
A)expectancy theory
B)the expectation-performance-reward-satisfaction chain
C)the attempt by a supervisor to satisfy higher order needs of employees through participation
D)organizational behavior modification
Q3) A prerequisite for successful goal-setting programs, such as management by objectives (MBO), is:
A)a relatively benign or stable environment
B)supervisory goal commitment
C)the connection between goals/outcomes/rewards
D)organizational commitment
Q4) Briefly define performance, indicate how performance can be evaluated, and mention attributes of a good performance appraisal system.
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Chapter 7: Stress and Well-Being at Work
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Sample Questions
Q1) As a supervisor of claim adjusters for a property and casualty insurance company, you assign and reassign adjusters to handle routine and emergency situations. Your managerial skills have become severely tested because several adjusters, after short-term emergency assignments, are threatening to quit. What short-term approach to their stressful situation would be most appropriate?
A)Reduce task demands and make sure no adjuster works more than five days a week.
B)Place them on sick leave or provide immediate comp time.
C)Arrange for psychological counseling.
D)Rotate them back to their home location and place them on medical leave.
Q2) The approach to stress that is based on the concept of homeostasis is known as:
A)physiological
B)psychoanalytical
C)social psychological
D)psychological-cognitive
Q3) Role ambiguity and task uncertainty both indicate lack of information.
A)True
B)False
Q4) What are some of the differences between Type A and Type B personalities?
Q5) How can job redesign modify a job to prevent excessive stress?
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Chapter 8: Communication
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Sample Questions
Q1) A manager comments to her secretary, "How come Nancy (a word processor) is always hard to find when there is a deadline? She is a loafer." This is an example of:
A)deception
B)regression
C)misleading information
D)labeling
Q2) An important method for determining if a message has been received and understood is to solicit and examine feedback.
A)True
B)False
Q3) Which of the following statements is incorrect concerning reflective listening?
A)Reflective listening emphasizes personal elements of the communication process.
B)Reflective listening is particularly helpful in problem-solving situations.
C)Reflective listening emphasizes more strongly the role of the communicator.
D)The listener's emphasis should be on responding to the communicator, not leading the communicator.
Q4) How can you be a reflective (or better) listener in the classroom?
Q5) Identify the elements of the communication model and provide an example of each.
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Chapter 9: Work Teams and Groups
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110 Flashcards
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Sample Questions
Q1) Which of the following statements best reflects the punctuated equilibrium model of group development?
A)teams experience relational conflicts at different times and in different contexts.
B)groups do not necessarily progress linearly from one stage to another in sequential steps or stages.
C)groups alternate between periods of inertia and progress toward goals with bursts of energy.
D)all of these.
Q2) Some experts believe that only individuals within a team can be creative, but a professor at Northwestern University suggests that team creativity can be achieved. Which of the following practices would NOT enhance team creativity?
A)building a playground
B)team diversity
C)facilitator training
D)conformity
Q3) Identify and briefly discuss the four distinguishing characteristics of a mature (well-functioning) group.
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Chapter 10: Decision Making by Individuals and Groups
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113 Verified Questions
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Sample Questions
Q1) The rational model of decision making assumes:
A)preferences of the decision maker are inconsistent
B)that all possible alternatives can't be known to decision makers
C)that outcomes can't be optimized
D)that the decision maker can calculate the probability of success for alternatives
Q2) Recent research examining the effects of cultural diversity on decision making has found that when individuals in a group are racially dissimilar:
A)they engage in less open information sharing
B)they engage in behavior that discourages dissenting perspectives
C)they arrive at better decisions than racially similar groups
D)they tend to become less committed to decisions
Q3) A deterioration of mental efficiency, reality testing, and moral judgment resulting from in-group pressures defines:
A)group polarization
B)groupthink
C)the risky shift
D)the recency effect
Q4) What are advantages and disadvantages of group decision making?
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Chapter 11: Power and Political Behavior
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128 Flashcards
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Sample Questions
Q1) The key element behind the factors used to explain power differences between groups based on the strategic contingency model is:
A)interdependency
B)synergy
C)independence
D)dependence
Q2) Which of the following personality characteristics is central to empowerment?
A)locus of control
B)emotional stability
C)self esteem
D)self efficacy
Q3) Empowerment can be thought about as being related to which two job dimensions?
A)job content and job variety
B)job autonomy and job variety
C)job context and job variety
D)job content and job context
Q4) What are the major sources of interpersonal power according to French & Raven?
Q5) Referent power is linked with organizational effectiveness.
A)True
B)False
13
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Chapter 12: Leadership and Followership
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Sample Questions
Q1) When a leader has strong position power, the task is moderately structured, and leader-member relations are good, a laissez-faire leadership style is appropriate.
A)True
B)False
Q2) Which of the following is NOT one of the leadership theory categorization factors?
A)traits
B)attitudes
C)behavior
D)contingency
Q3) The traditional stereotype of the follower is someone who is in a potent, active, significant role.
A)True
B)False
Q4) The path-goal approach to leadership is based on expectancy theory and postulates that the basic role of the leader is to enhance follower motivation so that the followers are able to experience need gratification.
A)True
B)False
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Chapter 13: Conflict and Negotiation
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) Diversity in skills and abilities within an organization can be quite positive and is the cause of little or no conflict.
A)True
B)False
Q2) A good technique for managing intrarole conflict is:
A)role analysis
B)taking a personality inventory and identifying your natural conflict resolution style
C)personality inventory identification
D)personal/organizational value clarification and identification of natural conflict resolution style
Q3) Which of the following is NOT a structural factor in causing conflict?
A)interdependence
B)status inconsistencies
C)values and ethics
D)specialization
Q4) Conversion is considered a psychological withdrawal mechanism.
A)True
B)False
Q5) What are the structural factors that cause conflict in an organization?
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Chapter 14: Jobs and the Design of Work
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Sample Questions
Q1) The following are guidelines which can help make electronic workplace monitoring of performance less distressful except:
A)using performance records to improve performance
B)having employees participate in the introduction of workplace monitoring
C)using state-of-the-art monitoring equipment
D)insuring performance are perceived as fair
Q2) Identify and briefly describe several recently developed alternative work patterns.
Q3) Employees may experience technostress when:
A)flextime is used
B)electronic performance monitoring is used
C)job tasks are certain
D)job enrichment is successful
Q4) Autonomy
A)Completion of whole task.
B)Use of multiple skills and performance of different activities.
C)Discretion and freedom in performance of job tasks.
D)Information about job performance.
E)Importance of job to organization.
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Chapter 15: Organizational Design and Structure
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Sample Questions
Q1) Integration
A)The process of breaking organizational goals into tasks.
B)The linking of organizational parts, jobs, and roles for coordinated effort.
C)The number of employees, total assets, or units produced.
D)Tools, procedures, techniques, information, and machines used to create output.
E)Area, activities, or people outside the boundaries of an organization
Q2) All of the following are basic design dimensions that have been affected by advanced information technologies except:
A)the hierarchy of authority has been flattened
B)the basis of centralization has been changed and decision making is now made at lower levels of the organization
C)less specialization and standardization are needed
D)complexity has decreased
Q3) Designing and building linkage coordination mechanisms is known as specialization.
A)True
B)False
Q4) Identify four bases of departmentalization or differentiation.
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17
Chapter 16: Organizational Culture
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Sample Questions
Q1) The fit perspective is useful in explaining:
A)long-term performance
B)short-term performance
C)how firms can adapt to environmental change
D)why managers make better decisions
Q2) The focus of the organizational culture inventory is:
A)attitudes
B)behaviors
C)values
D)role demands
Q3) The fit perspective of culture argues that:
A)a culture is "good" only if it fits the industry's or the firm's strategy
B)a culture is appropriate when it fits BOTH market characteristics and the approach or strategy to the market
C)an organization adapts the strategy of an organization to its culture
D)the lean or flat organization is the most appropriate culture
Q4) Stories that aren't backed by reality can lead to cynicism and mistrust.
A)True
B)False
Q5) How can an organizational culture be expressed, measured, and recorded?
Page 18
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Chapter 17: Career Management
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Sample Questions
Q1) According to Levinson's life stages and career stages, middle adulthood is best associated with:
A)the establishment stage
B)the withdrawal stage
C)the advancement/maintenance stage
D)the establishment/advancement stage
Q2) An approach to building competencies by moving laterally through different departments or different projects is:
A)horizontal integration
B)a horizontal career path
C)career lattice
D)a career path
Q3) Realistic job preview
A)Entrepreneurial career anchor.
B)Individual-organizational efforts to achieve career success.
C)Set of self-perceived talents, motives, and values that guide career
D)Functional specialization as career anchor.
E)Information regarding a job that a candidate will be expected to perform
Q4) Briefly describe the four-stage career model and indicate one or more important activities in each stage.
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Chapter 18: Managing Change
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Sample Questions
Q1) Moving
A)Radical changes in the organization.
B)Individuals meeting and clarifying their psychological contract.
C)The stage when new attitudes are substituted for old ones.
D)A method for identifying and studying opposing personal and organizational forces.
E)The final step in Lewin's change process model.
Q2) Strategic Change
A)An external force for change.
B)Organizational restructuring.
C)Employee skill deficiencies.
D)Someone who facilitates significant change.
E)An often unseen imposition on an organization.
Q3) The contemporary view of change holds that resistance is simply a form of feedback and that feedback can be used productively to manage the change process.
A)True
B)False
Q4) People resist change for rational reasons.
A)True
B)False
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