Management and Organizational Studies
Exam Preparation Guide
Course Introduction
Management and Organizational Studies explores the theories, practices, and dynamics at play within business organizations and managerial contexts. The course examines fundamental principles of management, including planning, organizing, leading, and controlling, while also analyzing organizational behavior, structure, culture, and change. Through case studies and practical examples, students gain insights into effective decision-making, leadership styles, motivation, teamwork, and the impact of globalization and technology on modern organizations. The course equips students with the analytical tools and interpersonal skills necessary to navigate and influence organizational environments successfully.
Recommended Textbook
Organizational Behavior Emerging Realities for the WorkPlace Revolution 4th Edition by Steven
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17 Chapters
2696 Verified Questions
2696 Flashcards
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Chapter 1: Introduction to the Field of Organizational Behavior
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118 Verified Questions
118 Flashcards
Source URL: https://quizplus.com/quiz/61910
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) all of the above
E) both 'B' and 'C'
Answer: E
Q2) Organization leaders typically create or encourage communities of practice to:
A) share knowledge.
B) design a product or service.
C) waste time.
D) test new information technology.
E) influence potential competitors to stay out of the company's market.
Answer: A
Q3) A team's "virtualness" depends on how often and how many team members interact face-to-face or at a distance.
A)True
B)False
Answer: False
Page 3
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Chapter 2: Individual Behavior, values, and Personality
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181 Verified Questions
181 Flashcards
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Sample Questions
Q1) Which of the following values represents people who value duty to groups to which they belong,and to group harmony?
A) High individualism.
B) High uncertainty avoidance.
C) Low uncertainty avoidance.
D) High nurturing orientation.
E) High collectivism.
Answer: E
Q2) Personality traits are more evident in situations where social norms and reward systems constrain behavior.
A)True
B)False
Answer: False
Q3) Ethically sensitive people tend to have more empathy and knowledge about the situation.
A)True
B)False
Answer: True
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4
Chapter 3: Perception and Learning in Organizations
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205 Verified Questions
205 Flashcards
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Sample Questions
Q1) According to the fundamental attribution error:
A) people seldom make attributions about their own behavior.
B) the likelihood of making an error attributing the behavior of another person increases with your familiarity of that other person.
C) we tend to believe that other people have the same beliefs and behaviors that we have.
D) we tend to believe the behavior of other people is caused more by their motivation and ability than by factors beyond their control.
E) we tend to believe that colleagues perform their jobs better than we perform our job.
Answer: D
Q2) Which of these statements about action learning is FALSE?
A) Action learning is an experiential-based learning process.
B) Most action learning programs are completed in one day.
C) Action learning usually occurs in teams.
D) Action learning involves both explicit and tacit knowledge.
E) Action learning is most closely associated with behavior modification.
Answer: B
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Chapter 4: Workplace Emotions and Attitudes
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155 Verified Questions
155 Flashcards
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Sample Questions
Q1) Permanent employees are more likely than temporary employees to believe they have a relational contract.
A)True
B)False
Q2) The norms and expectations governing emotional display rules are similar around the world.
A)True B)False
Q3) Employees with an emotional attachment to,identification with,and involvement in a particular organization are said to have:
A) a high level of pay satisfaction.
B) extreme emotional dissonance.
C) a low level of emotional activation.
D) a high level of continuance commitment.
E) none of the above.
Q4) Employees have lower affective commitment when they are offered stable,long-term employment.
A)True B)False
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Chapter 5: Motivation in the Workplace
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191 Verified Questions
191 Flashcards
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Sample Questions
Q1) Feelings of procedural injustice produce anger,which,in turn,generates either withdrawal or aggression.
A)True
B)False
Q2) Compare and contrast ERG theory with McClelland's theory of learned needs.
Q3) According to equity theory:
A) everyone has the same needs over their working life.
B) money should never be used to motivate employees.
C) employees must set their own goals.
D) the importance of inputs and outcomes varies from one person to the next.
E) improving job security and working conditions will improve job satisfaction and, consequently, employee motivation.
Q4) 'Benevolents' and 'Entitleds' represent opposing ends of the equity sensitivity continuum.
A)True B)False
Q5) Feedback to employees is most effective when it is frequent,credible,and general.
A)True
B)False
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Chapter 6: Applied Performance Practices
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174 Verified Questions
174 Flashcards
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Sample Questions
Q1) 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.
Q2) When objective sources of information about an employee's performance are not available,managers should rely on a single source of subjective information about the employee's performance.
A)True
B)False
Q3) Which of the following is NOT an individual level performance reward?
A) Piece rates
B) Commissions
C) Awards
D) Gainsharing
E) Bonuses
Q4) Motivator-hygiene theory suggests that people are mainly motivated by characteristics of the job itself,not by working conditions and other factors external to the job.
A)True
B)False
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Chapter 7: Work-Related Stress and Stress Management
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155 Verified Questions
155 Flashcards
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Sample Questions
Q1) People whose work is paced by a machine experience:
A) a task control stressor.
B) a role-related stressor.
C) more resilience.
D) a physical environment stressor.
E) None of these statements is correct.
Q2) The three stages of the general adaptation syndrome,in order,are:
A) exhaustion, recovery, burnout.
B) exhaustion, resistance, alarm reaction.
C) emotional exhaustion, cynicism, reduced efficacy.
D) cynicism, resistance, reduced efficacy.
E) alarm reaction, resistance, exhaustion.
Q3) Employees may experience the stress of workplace violence even if they have not directly experienced or observed the violence.
A)True
B)False
Q4) Unlike workplace violence,workplace incivility has no effect on the victim's absenteeism or job performance.
A)True
B)False
Page 9
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Chapter 8: Decision Making and Creativity
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159 Verified Questions
159 Flashcards
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Sample Questions
Q1) Prospect theory and self-justification are the main causes of satisficing.
A)True
B)False
Q2) Decision structure,risk of conflict,and decision commitment are:
A) three conditions required for bounded rationality.
B) factors that support implicit favorites.
C) contingencies of employee involvement.
D) causes of escalating commitment.
E) constraints of team decision making.
Q3) Mental models have what effect on the decision-making process?
A) They perpetuate assumptions that make it difficult to see new opportunities.
B) They cause production blocking in decision making.
C) They make it unnecessary to develop alternative solutions to the problem.
D) They cause decision makers to maximize rather than satisfice.
E) They help people to be more creative in decision making.
Q4) Creative people have a low need for achievement and a strong need to follow rules.
A)True
B)False
Q5) Describe the rational choice paradigm of decision making.
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Chapter 9: Foundations of Team Dynamics
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143 Verified Questions
143 Flashcards
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Sample Questions
Q1) Which of the following statements about teams and task characteristics is FALSE?
A) Teams are generally more effective when each person's tasks have low interdependence with tasks performed by other team members.
B) Teams are generally more effective when tasks are well structured and, therefore, easier to coordinate with other people.
C) Teams usually work better on complex rather than simple tasks.
D) People have a greater sense of being on a team when co-workers are linked through reciprocal than pooled interdependence.
E) Team members with relatively independent tasks are less likely to coordinate with each other.
Q2) In effective teams,each member must possess the full set of competencies to perform the team's entire task alone.
A)True
B)False
Q3) Teams potentially develop better products and services compared with employees working alone.
A)True
B)False
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Chapter 10: Developing High Performance Teams
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176 Verified Questions
176 Flashcards
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Sample Questions
Q1) Which of the following statements about evaluation apprehension in team settings is TRUE?
A) Evaluation apprehension increases with the individual's motivation to share his or her ideas.
B) Evaluation apprehension is more likely to occur when team members formally evaluate each other's performance throughout the year.
C) Evaluation apprehension motivates team members to generate creative solutions, no matter how silly they may sound.
D) Evaluation apprehension does not apply to team settings.
E) None of these statements is true
Q2) One problem with electronic brainstorming is that it:
A) allows for too much socializing during the decision-making process.
B) is too structured and impersonal for some decision makers.
C) does not allow participants to contribute their ideas regarding the problem or issue.
D) does not minimize evaluation apprehension.
E) takes much longer than traditional decision making.
Q3) Describe the characteristics of a typical self-directed work team.
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12
Chapter 11: Communicating in Teams and Organizations
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160 Verified Questions
160 Flashcards
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Sample Questions
Q1) What effect can jargon potentially have in organizations?
A) Jargon may result in misunderstandings between sender and receiver.
B) Jargon may symbolize an employee's identity in a group.
C) Jargon may improve communication efficiency.
D) Jargon may shape and maintain an organization's cultural values.
E) Jargon may have all of these consequences.
Q2) Mimicking the sender's behavior is a central part of emotional contagion.
A)True
B)False
Q3) Face-to-face interaction has higher media richness than a telephone conversation. A)True
B)False
Q4) Employee surveys involve employees in corporate decisions.
A)True
B)False
Q5) Wikis are collaborative web sites in which anyone in the group can write,edit,or remove material from the site.
A)True
B)False
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Chapter 12: Power and Influence in the Workplace
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150 Verified Questions
150 Flashcards
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Sample Questions
Q1) The capacity to influence others in organizational settings is known as:
A) organizational politics
B) the inoculation effect
C) impression management
D) Machiavellianism
E) organizational power
Q2) What do we mean by the statement: 'Power does not flow to unknown people in the organization'?
Q3) When the issue is extremely important to listeners,the speaker's personal characteristics are more important than the message content in persuading listeners.
A)True
B)False
Q4) Negotiation and the norm of reciprocity are associated with the influence process of exchange.
A)True
B)False
Q5) Silent authority,assertiveness,and exchange are three sources of power.
A)True
B)False
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Chapter 13: Conflict and Negotiation in the Workplace
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147 Verified Questions
147 Flashcards
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Sample Questions
Q1) Talking circles manage conflict among employees mainly through which of these strategies?
A) They help employees to clarify rules and procedures.
B) They reduce interdependence among employees.
C) They reduce resource scarcity among employees.
D) They reduce differentiation between the parties.
E) Talking circles have no effect on conflict in organizations.
Q2) When negotiators have an audience watching their progress in the negotiations,the audience's negotiator:
A) is more likely to give in to the other party's demands.
B) pays more attention to saving face.
C) tends to feel more cooperative towards the other party.
D) tends to be more willing to make concessions to the other party.
E) tends to tends to feel more cooperative AND are more willing to make concessions to the other party.
Q3) Conflict occurs when one party perceives that its interests are being opposed or negatively affected by another party.
A)True
B)False
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Page 15
Chapter 14: Leadership in Organizational Settings
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147 Verified Questions
147 Flashcards
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Sample Questions
Q1) Shared leadership is the view that anyone in the organization may be a leader in various ways and at various times.
A)True
B)False
Q2) Compared to male leaders,female leaders tend to have a more:
A) task-oriented style.
B) people-oriented style.
C) participative style.
D) people-oriented style AND participative style.
E) Male and female leaders do not differ in their leadership styles.
Q3) Path-goal theory states that directive leadership is NOT an effective leadership style when:
A) the employee's job is highly structured.
B) the employee likes to be told what to do.
C) the employee's job is highly complex.
D) the employee doesn't know what is expected of him or her.
E) Directive leadership is NOT an effective leadership style when any of these conditions exist.
Q4) Are transformational leaders charismatic leaders?
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Chapter 15: Organizational Structure
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158 Verified Questions
158 Flashcards
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Sample Questions
Q1) Which form of departmentalization organizes employees around specific skills or other resources?
A) Divisional structure
B) Functional structure
C) Simple structure
D) Matrix structure
E) Network structure
Q2) 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
Q3) A virtual corporation is a form of network structure that reshapes itself quickly to fit immediate needs,usually for a specific client.
A)True
B)False
Q4) Team-based organizational structures are usually found within larger divisionalized structures.
A)True
B)False
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Chapter 16: Organizational Culture
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148 Verified Questions
148 Flashcards
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Sample Questions
Q1) Employees usually learn which of the following topics through the process of organizational socialization?
A) Company's history.
B) Forming relationships with people in the organization.
C) Knowing who holds power in the work unit and organization.
D) Technical jargon as well as language reflecting the organization's cultural values.
E) All of these topics.
Q2) Comment on the accuracy of the following statement and explain your answer: "Organizations are more effective when they operate without subcultures and countercultures."
Q3) Many organizations like to think that they integrate organizational cultures when merging or acquiring other companies.What does this mean and under what conditions is this strategy most likely to succeed?
Q4) Organizational culture is not directly observable,but it may be loosely interpreted through visible artifacts.
A)True
B)False
Q5) conditions or events that potentially weaken an organization's dominant culture.
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Chapter 17: Organizational Change
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129 Verified Questions
129 Flashcards
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Sample Questions
Q1) An important feature of parallel learning structures is that they operate within the existing organizational hierarchy.
A)True
B)False
Q2) The action research approach to organizational change states:
A) that change interventions should be well established rather than experimental.
B) that change is a combination of luck and past experience.
C) that the change process should focus on the positive by ignoring the problems.
D) that change is most effective when controlled and decided exclusively by top management.
E) The action research approach states none of these.
Q3) Communication should be applied to reduce resistance to change where the change must occur quickly with little financial cost.
A)True
B)False
Q4) Describe three ethical problems that may arise from organizational change activities.
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