Organizational Behavior Exam Preparation Guide
Course Introduction
Organizational Behavior explores the study of human behavior within organizations, focusing on how individuals, groups, and structures influence and are influenced by organizational culture and dynamics. The course examines key topics such as motivation, communication, group dynamics, leadership, decision-making, power, conflict, and organizational change. Through theoretical frameworks and practical case studies, students gain insights into effective management practices, strategies for improving workplace performance, and approaches to fostering a positive organizational environment. This foundational course equips students with the skills to analyze and address behavioral issues in professional settings, ultimately enhancing organizational effectiveness.
Recommended Textbook
Organizational Behavior A Practical Problem Solving Approach 2nd Edition by Kinicki
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Page 2
Chapter 1: Making OB Work for Me
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Sample Questions
Q1) Anne,a manager,hires the first person she interviews because she believes that person can do the job adequately.Anne is
A) resolving the problem.
B) solving the problem.
C) dissolving the problem.
D) ignoring the problem.
E) avoiding the problem.
Answer: A
Q2) In the Organizing Framework,
A) inputs lead to processes, which lead to outcomes.
B) inputs lead directly to outcomes.
C) outcomes never affect inputs.
D) outcomes never affect processes.
E) inputs are unrelated to processes.
Answer: A
Q3) Problem solving is a systematic process for closing the gap between an actual and a desired outcome.
A)True
B)False
Answer: False
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Chapter 2: Values and Attitudes
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Q1) Luis has just learned that Brian,who has less experience and who does less work,receives a higher salary.Since learning this,Luis has been very unhappy and has started to look for another job.What model of job satisfaction best explains Luis's reactions?
A) dispositional components
B) value attainment
C) met expectations
D) need fulfillment
E) equity
Answer: E
Q2) Schwartz's model suggests that
A) values may conflict with each other.
B) values are important, but have no direct effect on motivation.
C) values are unstable.
D) we are always aware of our values and how they influence us.
E) values are formed when we are in our early adulthood.
Answer: A
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Chapter 3: Individual Differences and Emotions
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Q1) Martha worked for a marketing company with a casual atmosphere and informal culture.The company declared bankruptcy.Martha can't wait to find a similar position.In the past,she worked for companies with a more traditional and formal structure. She now has a new job in a bank.Martha dresses differently,puts in longer hours,and studies at home to better understand the bank's services.She is exhibiting _______ intelligence.
A) multiple
B) cognitive
C) practical
D) spatial
E) bodily-kinesthetic
Answer: C
Q2) Which of the following is the least fixed of a person's individual differences?
A) attitudes
B) intelligence
C) cognitive abilities
D) self-esteem
E) emotions
Answer: E
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Chapter 4: Social Perception and Managing Diversity
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Q1) Identify the five "generations" that are in,or about to enter,the US labor force.Give the birth years each generation represents,and discuss the broad traits of each.Give an example of an age-related conflict in values or traits from your own experience.
Q2) Bill receives a compliment on a recent campaign; he attributes the success to his creativity.Mark's campaign didn't do well; he blames his team for not pulling together.These are examples of
A) self-serving bias.
B) person perception.
C) fundamental attribution.
D) consensus.
E) implicit cognition.
Q3) Which of the following is not one of the key perceiver characteristics that affect our perceptions of others?
A) needs and goals
B) category-based knowledge
C) nonverbal cues
D) experience with target
E) direction of gaze
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Chapter 5: Foundations of Employee Motivation
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Q1) Wayne is on the production line for Medical Services Inc.He has been there for five years and has won Employee of the Month more than anyone else.Zander,his coworker,who has only been at Medical Services three years and hasn't even been nominated for Employee of the Month,just received a promotion.Wayne perceives a
A) negative expectancy.
B) negative output.
C) positive inequity.
D) positive output.
E) negative inequity.
Q2) Process theories are more dynamic than content theories.
A)True
B)False
Q3) A firm trained its customer service representatives who handled telephone inquiries to handle walk-in customers as well.The firm engaged in A) job design.
B) job enlargement.
C) scientific management.
D) job enrichment.
E) job rotation.
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Page 7
Chapter 6: Performance Management
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Questions
Q1) Dr.Hogan carefully chose the final exams written by her best students to read first.They all received excellent grades.After these,she read the rest of the exams and graded most of them average or worse.This is an example of _________ perceptual error.
A) halo
B) leniency
C) central tendency
D) recency
E) contrast effects
Q2) Ferdinand sets a goal for himself of finishing the first draft of a project report by Friday.This is a performance goal.
A)True
B)False
Q3) When monitoring performance,Frank watches all of the following except A) setting goals.
B) time.
C) quality.
D) quantity.
E) financial metrics.
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Chapter 7: Positive Organizational Behavior
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Q1) When positive practices reduce the impact of negative events or stressors,a(n)_________ effect has occurred.
A)buffering
B) attentional
C) positivity
D) amplifying
E) deviant
Q2) Prosocial behaviors are
A) mindful acts of kindness.
B) acts performed to build friendships.
C) part of PsyCap.
D)positive acts performed without expecting anything in return.
E) an essential part of corporate social responsibility.
Q3) Samuel Barking is the new CEO of General Computer Corp.The company has been plagued with employee problems-job dissatisfaction,poor work ethic,and poor retention.He wants to change the environment to foster employee positivity and productivity.Using the concepts discussed in this chapter,develop a plan for how Samuel can fix his employee problems.
Q4) How can an individual develop his or her own psychological capital? Why is this important?
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Chapter 8: Groups and Teams
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Q1) A follower is a person who
A) does not contribute to the group.
B) always listens to the team leader.
C) mediates conflict through reconciliation.
D) serves as a passive audience.
E) evaluates group processes.
Q2) Which of the following is an individual function of a group?
A) coordinate interdepartmental efforts
B) satisfy the person's need for affiliation.
C) implement complex decisions
D) socialize newcomers
E) accomplish complex, interdependent tasks
Q3) Which of the following is not a group maintenance role?
A) someone who clarifies pertinent values
B) someone who mediates conflict through reconciliation or humor
C) someone who serves as a passive audience
D) someone who evaluates the quality of group processes
E) someone who helps resolve conflict by meeting others halfway
Q4) What are the differences between "groups" and "teams"? Can you think of a situation in which a group serves a purpose becoming a team?
Page 10
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Chapter 9: Communication in the Digital Age
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Q1) The perceptual model of communication depicts communication as a process in which
A) communication is 100 percent accurate.
B) communication needs are minimized.
C) receivers create meaning in their own minds.
D) there is no need to encode or decode messages.
E) Feedback is not important.
Q2) Timmy is really nervous about his presentation to the board of directors.He tends to stand straight up,move from one foot to the other and hold on to the podium.A better strategy might be to
A) sit behind the podium and read the slides.
B) turn the lights down and show the PowerPoints on a big screen.
C) tell a joke at the beginning of each paragraph.
D) walk around or stand in particular spots for different lengths of time.
E) add a low-level light show behind you to distract the audience.
Q3) Cross-cultural differences and nonverbal communication both can be sources of noise between senders and receivers.
A)True
B)False
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Chapter 10: Managing Conflict and Negotiations
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Q1) The integrating style of conflict handling is appropriate in all conflict situations.
A)True
B)False
Q2) Theresa is a(n)______ for Capital Clinic services.She has worked for the company for 20 years and is widely respected and trusted.In this position,she hears grievances on a confidential basis and attempts to arrange a solution.
A) ombudsmanship
B) facilitation
C) peer review
D) mediation
E) arbitration
Q3) Flexspace includes the concept of working from home.
A)True
B)False
Q4) What are the two basic types of negotiation? Define each.Describe the factors to consider when choosing which approach to take.
Q5) What is programmed conflict? What are the two ways of producing programmed conflict? Describe each.
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Chapter 11: Decision Making and Creativity
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Q1) The primary intent of Bagley's decision tree model is to A) improve rationality in decision making.
B) assist in conducting evidence-based decision making.
C) help in making more ethical decisions.
D) reduce bias in decision making.
E) increase creativity in decision making.
Q2) In a simple environment,a manager should use the _______ model of decision making.
A) heuristic
B) rational
C) satisficing
D) nonrational
E) intuition
Q3) You and your roommate are going shopping.As you walk down the street,you see movers lifting a large couch out of a truck and onto the sidewalk.You both quickly cross to the other side of the street.You don't want to get in the way of the movers or risk being injured by a piece of furniture.
Q4) Intuitive processes are influenced by both expertise and feelings.
A)True
B)False
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Chapter 12: Power,influence,and Politics
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Q1) When psychologically empowered,an employee feels all of the following except A) self-determination.
B) agreeableness.
C) meaning.
D) competence.
E) impact at work.
Q2) Effective empowerment involves giving decision-making authority to all employees in each and every situation.
A)True
B)False
Q3) People who do what is required,exert no extra effort,and provide no extra input are said to be resisting.
A)True
B)False
Q4) A(n)________ is a group of people actively pursuing a particular issue.
A) coalition
B) consultation
C) network
D) alliance
E) lobbying group
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Chapter 13: Leadership Effectiveness
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Q1) Leader behavior is more important than leader traits when it comes to effectiveness. A)True
B)False
Q2) Marianne manages a landscaping company.She supervises 19 people who perform relatively routine jobs that require minimal training.Because she is only the manager,not the owner,Marianne has little latitude when it comes to dismissing poor performers.However,she can move employees to positions where they don't receive tips.Marianne has a reputation for being fair.Although she would like greater autonomy to determine salaries,Marianne generally divides bonuses among her employees.Otherwise,the owner might think she is playing favorites.According to Fiedler's contingency model,how would you characterize the level of situational control in these circumstances?
A) negligible
B) low
C) moderate
D) high
E) absolute
Q3) Define transactional leadership.Compare and contrast this with the initiating structure type of leader behavior.
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Page 15
Chapter 14: Organizational Culture, socialization, and Mentoring
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Q1) Hunter & Associates started as a small three-person firm.It has evolved to a 58-person company,managing over 100 projects for multiple clients.The managing team recognizes that the company needs to develop a "sense of itself," and so focuses on defining the organizational culture. Identify and discuss the four functions of organizational culture.Use an example of a real organization to illustrate each of these functions.
Q2) Organizations tend to have one type of culture that is more dominant than the others.
A)True
B)False
Q3) Identify and describe three levels of organizational culture.Using your college,give an example of each from your own experience.
Q4) Different types of organizational cultures represent opposing core values. A)True B)False
Q5) Socialization tactics vary along a number of dimensions.Identify and describe these dimensions and give an example for each.
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Chapter 15: Organizational Design, effectiveness, and Innovation
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Q1) __________ rely on leveraging technology and structural flexibility to maximize potential value through outsourcing and external collaboration.
A) Traditional structures
B) Horizontal designs
C) Open designs
D) Matrix organizations
E) Divisional organizations
Q2) ________ organizational design organizes people around the workflow.
A) Traditional
B) Open
C) Horizontal
D) Mechanistic
E) Closed
Q3) The idea of organization design is that organizations are more effective or successful when their structure supports the execution of corporate strategies.
A)True
B)False
Q4) Define mechanistic and organic organizations.For which type of environment is each most appropriate?
Page 17
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Chapter 16: Managing Change and Stres
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Q1) When Mr.Brown,the new CEO of XYZ Department Stores,took over,his first action was to get rid of the organization's existing marketing strategy,which was heavily based on couponing.He replaced it with a strategy of low prices every day,a policy with which some of its competitors were having much success.This was a(n)________ change.
A) innovative
B) adaptive
C) radically innovative
D) product
E) process
Q2) The first step of the ABCDE method of cognitive restructuring is
A) identify the consequences of your beliefs.
B) list your beliefs about the event or problem.
C) describe how energized and empowered you feel at the moment.
D) formulate a counterargument for your initial thoughts and beliefs.
E) name the event or problem.
Q3) External changes either can present new opportunities for an organization or can cause its ultimate failure.
A)True
B)False
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