Course Introduction
Organizational Behavior Exam Preparation Guide
Organizational Behavior is the study of how individuals, groups, and structures influence and are influenced by behavior within organizations. This course explores key concepts such as motivation, leadership, team dynamics, organizational culture, communication, decision-making, and conflict resolution. Through theoretical frameworks and real-world case studies, students gain an understanding of the psychological and sociological factors that affect workplace behavior. The course emphasizes practical strategies for improving organizational effectiveness, employee satisfaction, and overall productivity within a variety of business settings.
Recommended Textbook Management 1st Edition by Luis R. Gomez Mejia
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Page 2
Chapter 1: Management and Its Evolution
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Sample Questions
Q1) Which level of management is responsible for implementing the directives of senior executives?
A) Tactical managers
B) Strategic managers
C) Day-to-day supervisors
D) Operational managers
Answer: A
Q2) Time and motion studies using the stopwatch and motion picture camera to improve workplace efficiencies were introduced by
A) Henry Ford.
B) Frederick Taylor.
C) Henry Gantt.
D) Frank and Lillian Gilbreth.
Answer: D
Q3) Weber's principle of specialization builds on the earlier work of A) Adam Smith.
B) Frederick Taylor.
C) Sun Tsu.
D) Niccolo Machiavelli.
Answer: A
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Chapter 2: The Culture of Management
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Sample Questions
Q1) Discuss two integrated economic markets.
Answer: In the Americas, the major economic alliance is the North American Free Trade Act (NAFTA).Ratified in 1994 by the United States, Mexico, and Canada, NAFTA eliminated tariff and most nontariff barriers among member nations in 2004.It allows for the free flow of agricultural products between the United States and Mexico. The Central American-Dominican Republic Free Trade Agreement (CAFTA) was ratified in 2005 between the United States, five Central American countries (Costa Rica, El Salvador, Guatemala, Honduras, and Nicaragua), and the Dominican Republic. Other economic unions in the Americas include Mercosur (involving Brazil, Uruguay, Paraguay, and Chile) and the Andean Pact (between Bolivia, Peru, Columbia, Ecuador, and Venezuela).
Two major regional economic groups in Asia are the Association of Southeast Asian Nations (ASEAN) founded in 1967 and APEC.ASEAN includes Brunei, Indonesia, Laos, Malaysia, Myanmar, Philippines, Singapore, Thailand, and Vietnam.The Asia Pacific Economic Cooperation (APEC) includes 18 countries including China, Japan, and the United States.
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Chapter 3: Managing Social Responsibility and Ethics
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Sample Questions
Q1) What is social responsibility?
Answer: Social responsibility is the belief that corporations have a responsibility to conduct their affairs ethically to benefit both employees and the larger society.Caring for the natural environment is one of several dimensions of social responsibility that must be considered in the allocation of a firm's resources.
Q2) A firm that has let social responsibility dominate its business strategy in a way that distracted management's attention from earning profits is
A) Enron.
B) Ben & Jerry's Ice Cream.
C) Starbuck's
D) WorldCom.
Answer: B
Q3) The justice approach is more flexible than other ethical approaches because it recognizes that standards of fairness vary depending on the individuals involved in the decision.
A)True
B)False
Answer: True
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5
Chapter 4: Managing Organizational Culture and Change
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Sample Questions
Q1) The threat that Barnes & Noble faced losing market share to Amazon.com is an example of
A) an environmental force for change.
B) planned change.
C) an internal force for change.
D) a regulatory change.
Q2) Define planned and unplanned change.
Q3) Which of the following does not represent an environmental force for change?
A) Technology
B) Market forces
C) Change in CEO
D) Social trends
Q4) When people in an organization do not need close supervision or other formal control mechanisms to get them to embrace the culture, it is most likely which type of culture?
A) Heterogeneous
B) Uniform
C) Strong
D) Weak
Q5) Describe force-field analysis and explain how change is implemented.
Page 6
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Chapter 5: Managing the Planning Process
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Sample Questions
Q1) Examining environmental factors in the planning process helps the firm
A) gain buy-in from those who will implement the plan.
B) coordinate the efforts of everyone.
C) provide a sense of direction.
D) deal with environmental uncertainty.
Q2) Telling employees they need to arrive at work between the hours of 7 and 9 and work for nine consecutive hours is an example of a A) mission.
B) procedure.
C) policy.
D) rule.
Q3) Challenges in trying to simultaneously implement a plan and manage change associated with its implementation include which of the following?
A) Dealing with power and politics
B) Reducing individual anxiety and resistance
C) Maintaining control during the transition period
D) all of the above
Q4) What is MBO? What are the key steps of the MBO cycle?
Q5) How can the political dynamics of change by managed?
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Chapter 6: Decision Making
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Sample Questions
Q1) What is the first step in effective delegation?
A) Be sure you communicate clearly when assigning the task.
B) Match the desired task with the most appropriate employee.
C) Determine what you want done.
D) Hold the employee responsible for the work and any difficulties that may emerge.
Q2) Programmed decisions tend to be more important than non-programmed ones because they are more complicated and difficult to make and are likely to have a greater effect on organizational performance.
A)True
B)False
Q3) Greed is the emotion that drove bank executives to take risks that wreaked havoc on the financial industry in 2008.
A)True
B)False
Q4) Organization politics can limit rational decision making by
A) controlling resources.
B) influencing policy.
C) favoring the solution that sustains the power of the dominant group.
D) all of the above
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Chapter 7: Strategic Management
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Sample Questions
Q1) Strategic competitiveness can be attained only when the firm's selected structure is congruent with its formulated strategy.
A)True
B)False
Q2) Partners in strategic alliances can
A) learn from each other.
B) pool resources for risky projects.
C) speed up entry into new markets.
D) all of the above
Q3) McDonald's was able to make progress in the French market by adapting its menu and the look of its restaurants after carefully analyzing which component of the external environment?
A) Demographic trends
B) Political/legal forces
C) Economic trends
D) Socio-cultural trends
Q4) What is conglomerate diversification? What are its advantages and disadvantages?
Q5) Strategic outcomes refer to the intended results of the strategic plan.
A)True
B)False
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Chapter 8: Entrepreneurship and Innovation
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Sample Questions
Q1) Among the skills required for success by entrepreneurs are negotiation skills, networking skills, and leadership skills.
A)True
B)False
Q2) A partnership
A) is subject to a large number of government regulations.
B) can generally raise more capital than a proprietorship.
C) is provided a charter from the state.
D) is more complex to form than a corporation.
Q3) Which of the following statements is true about Michael Dell?
A) Dell realized he could build a company on the same business model of other computer firms.
B) Michael Dell became one of the youngest CEOs of a major U.S. corporation.
C) Dell avoided the use of the Internet as a distribution channel.
D) all of the above
Q4) What is entrepreneurship?
Q5) Discuss the three different forms entrepreneurs can select from when launching a new venture.
Q6) What are the myths of entrepreneurship?
Q7) What types of problems may a business face if it grows too quickly?
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Chapter 9: Managing the Structure and Design of Organizations
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Sample Questions
Q1) Mergers, acquisitions, and divestitures may all trigger changes in the structure and design of an organization.
A)True
B)False
Q2) Which dimension of organizational structure indicates who has the authority to make decisions and who is expected to supervise which subordinates?
A) Unity of command
B) Responsibility
C) Horizontal dimension
D) Vertical dimension
Q3) Managers who assist others in achieving bottom-line results, but don't contribute directly to the outcomes might include which of the following?
A) Accounting managers
B) Legal department managers
C) Human resource managers
D) all of the above
Q4) Who are line and staff managers? Give an example of each.
Q5) What are the advantages and disadvantages of the divisional approach?
Page 11
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Chapter 10: Human Resource Management
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Sample Questions
Q1) Discuss the career development process.
Q2) Which of the following is not a phase of the training process?
A) Needs assessment
B) Development and delivery of training
C) Computer-assisted instruction
D) Evaluation
Q3) When is on-the job training recommended?
A) When participatory learning is necessary
B) When only a small group of employees need training
C) If training involves sensitive information that must be kept in a secure environment
D) all of the above
Q4) What is considered the most important legislation on the subject of discrimination? What is the major provision of this legislation?
Q5) To avoid liability against sexual harassment, a company must
A) develop an affirmative action program
B) develop an explicit policy against sexual harassment and a system to investigate allegations.
C) demonstrate job relatedness.
D) use the defense of a BFOQ.
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Chapter 11: Managing Employee Diversity
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Sample Questions
Q1) A challenge presented to HR managers and companies by diversity programs is that
A) white males may view a program as a threat to their own opportunities for advancement.
B) the perception of special treatment may undermine the formal procedures, policies, and enforcement mechanisms of the diversity program.
C) women and minorities in positions of authority may not receive as much respect from their subordinates and colleagues as do white men.
D) all of the above
Q2) A promising development in increasing the employment rate of Americans with disabilities is
A) federal legislation.
B) telecommuting.
C) training.
D) changing perceptions.
Q3) Which of the following is a potential benefit of diversity?
A) Better market access
B) Greater creativity
C) Improved team performance
D) all of the above
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Page 13
Chapter 12: Leadership in Management
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Sample Questions
Q1) When others derive satisfaction by identifying with Mary, she has which type of power?
A) Coercive
B) Legitimate
C) Referent
D) Expert
Q2) According to Fiedler, the better the leader-member relations, the more highly structured the job, and the stronger the position power, the more control or influence a leader enjoys.
A)True
B)False
Q3) A driver of motivational commitment is
A) internalizing the goals of the organization.
B) acquiring rewards.
C) avoiding punishment.
D) all of the above
Q4) Distinguish between management and leadership.
Q5) What is the liability of a charismatic leader?
Q6) How does a transformational leader differ from a transactional leader?
Q7) Discuss in-groups and out-groups according to leader-member exchange.
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Chapter 13: Managing Teams
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Sample Questions
Q1) What are the three types of interdependence? Give examples of each.
Q2) The conflict resolution style that makes it likely for the team to suffer from groupthink if all members use it is the ________ style.
A) compromising
B) avoiding
C) obliging
D) dominating
Q3) Which of the following is a benefit of using teams?
A) Lower costs and higher productivity
B) Quality improvements
C) Innovation
D) all of the above
Q4) Members of a work group are held accountable for individual work, but they are not A) committed to a common purpose.
B) responsible for the output of the entire group.
C) supportive of organizational goals.
D) likely to have a strong, directive leader.
Q5) Describe the five conflict management styles.
Q6) What is a nonconforming high performer?
Page 15
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Chapter 14: Managing Communication
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Sample Questions
Q1) Describe the three patterns of organizational communication. Provide examples of each.
Q2) Memos are an example of ________ communication.
A) face-to-face
B) horizontal
C) written
D) informal
Q3) Voice mail is an example of ________ communication.
A) face-to-face
B) electronic
C) written
D) informal
Q4) When Sarah communicates in ways that meet her needs while at the same time respecting the needs and rights of others, she is using ________ skills.
A) assertive communication
B) active listening
C) nonverbal communication
D) passive communication
Q5) What is an emoticon?
Q6) What are two important forms of electronic communication?
Page 16
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Chapter 15: Operation and Information System Management
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Sample Questions
Q1) ________ ultimately decide what constitutes quality through ________.
A) Customers; purchasing decisions
B) Managers; operations decisions
C) Employees; quality circles
D) Managers; company and employee goals
Q2) Which of the following is not a statistical process control tool?
A) Pareto analysis
B) Check sheets
C) Gantt charts
D) Cause-and-effect diagrams
Q3) Which tool for monitoring the conversion process would list the people involved in each step and the time frame for their involvement?
A) PDCA cycle
B) PERT chart
C) Deming wheel
D) Load chart
Q4) What is operations management and what are the three stages of operation?
Q5) Discuss three tools to analyze the steps to determine an efficient sequence and to monitor the process.
Q6) What is MRP?
Page 17
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Page 18