组织行为学英语习题 (4)

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组织行为学【英文版】

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Individual Level in the OB Model
Biographical Characteristics 传记特点 Productivity Absence Motivation 激励 Learning 学习 Individual decision making Turnover Satisfaction
Robbins, Millett, Waters-Marsh, Organisational Behaviour 4e © 2004 Pearson Education Australia
Learning Objectives
1. Define organisational behaviour (OB). 2. Explain the value of the systematic study of OB. 3. Identify the three levels of analysis in this book’s OB model. 4. Explain the need for a contingency approach to the study of OB. 5. Identify the contributions made by major behavioural science disciplines to OB. 6. List the major challenges and opportunities for managers to use OB concepts. 7. Describe why managers require a knowledge of OB.
Dependent variables
1. Productivity 生产率 2. Turnover 流动率 3. Absenteeism 缺勤率

组织行为学双语教学英语部分练习题以及复习资料

组织行为学双语教学英语部分练习题以及复习资料为方便答题，所有判断题目答案附在chapter9后之后Chapter 1 Introduction to Organizational BehaviorTrue/False Questions1. Organizational behavior is the study of human attitudes, behavior, and performance inorganizations.2. Organizational behavior is the study of values, goals and policies in an organization.3. The study of organizational behavior focuses on organizations, groups and individuals.4. Organizational behavior draws on many different business disciplines.5. Contributions from psychology, sociology, economics and industrial engineering are appliedin organizational behavior theory.6. Practical experience is more relevant to the study of organizational behavior than research andtheory.7. Scientific management involves the study of work processes to make them more efficient.8. Efficiency and quality can be improved by studying work processes.9. Administrative management proposes that a manager’s job include the basic functions ofplanning, organizing, commanding, coordinating and controlling.10. Organizations could reduce conflict by getting employees and managers focused on sharedgoals.Short Answer Questions1. _____________ consists of the actions and interactions of individuals and groups inorganizations.Answer: organizational behavior (OB)2. A social entity that is goal directed and deliberately structured is known as a(n)_____________.Answer: organization3. _____________ is a school of management that involves developing a standard method forperforming each job, training workers, and offering wage incentives.Answer: scientific management4. The _____________ school of management explores ways managers can influence productivitythrough human relations.Answer: human relationsEssay Questions1.Describe the various management schools of thought.Answer:Scientific management—developed a standard method for performing each job, trained workers in the standard, eliminated interruptions, and offered wage incentives.Administrative management—identified what structured would be most efficient in a givenenvironment and advocated putting policies and procedures into writing.Human relations school—explored way managers could influence productivity by establishing positive relationships withemployees.Management science—applies scientific method and mathematical models to management problems.Open systems—describes organizations as systems that interact with their environment, transforming inputs into outputs.Sustained competitive advantage—focuses on the means organizations can create to sustain an advantage over competitors.2.Outline the assumptions about employees identified as Theory X and Theory Y.Answer:Theory X assumes workers dislike their work and must be coerced into doing it.Theory Y assumes that wor k is a natural part of employees’ lives and that employees will be industrious and creative if they are committed to their work.3.Identify and discuss five core values of Total Quality Management.Answer: There are ten core values with descriptions offered in Exhibit 1.3, page 15. Usethis table to guide your grading of the question.4.Identify and discuss the four management functions. Which function is most importantand why?Answer:Planning—defines goals and determines how to achieve themOrganizing—assigns tasks, delegates responsibility, and allocates resources.Leading—use of influence to inspire and empower others towork toward the organizationalgoals.Controlling—measures performance to its objectives.The most important function is planning because it influences all the other functions in howeach function is administrated.Chapter2Individual DifferencesTrue/False Questions1. Productivity, innovativeness, creativity, and other organizational outcomes are influenced byhow employees behave.2. People are an organization’s most valuable resource and are least likely to cause problems.3. Individual differences do not influence whether a person will be able to successfully performa job.4. A psychological contract describes what an employer expects from the employee and whatthe employee will contribute based on these expectations.5. A psychological contract outlines what an employee expects to contribute and what the organization will provide to the employee for these contributions.6. Psychological contracts are negotiated and written down as terms of employment.7. If an organization violates the psychological contract, employee satisfaction, trust and desireto stay with the organization goes down.8. Psychological contracts in today’s wor k environment emphasize job security for the employee.9. Psychological contracts in today’s work environment emphasize employee career management and development.10. If an employee is struggling in a job, the manager should reshape the job.Short Answer Questions1. __________________ are an organization’s most valuable resource.Answer: People Page: 892. __________________ are characteristics that vary from one person to another.Answer: Individual differences Page: 893. What an employee expects to contribute and what the organization will provide to the employee for their contributions is known as __________________.Answer: Psychological contract Page: 90ability and personality match the requirements of a job is 4. The extent to which a person’scalled __________________.Answer: Person-job fit Page: 935. When __________________ is poor, jobs need to be restructured or employees need to be replaced.Answer: Person-job fit Page: 94personality, goals, and 6. __________________ refers to the match between an individual’svalues and the organization culture.Answer: Person-organization fit Page: 94Essay Questions1. Explain cognitive ability and define its three specific dimensions.Answer:Cognitive ability refers to an i ndividual’s capacity to think and analyze information. Three dimensions are verbal comprehension, quantitative ability, reasoning ability.Verbal comprehension refers to a person’s capacity to understand and use written and spoken language.Quantitati ve ability refers to an individual’s speed and accuracy in solving math problems. ?Reasoning ability refers to an individual’s capacity to solve different types of problems Level: 12．What are cognitive styles and explain the four dimensions of the Myers BriggsType Indicator.Answer:Cognitive styles are different ways individuals perceive and process information. The four dimensions areEnergy (Introversion vs. Extroversion) determines where individuals gain interpersonal strength and stimulation. Extroverts gain energy through others while introverts focus on personal thoughts and feelings.Information gathering relates to the action individuals take when making decisions. Sensingfocus on facts and details and intuitive focus less on facts and more on the relationships betweenideas.feelings.Decision making relates to how much consideration a person gives to others’Thinking focus on being objective while feelings are considered how the decision impacts others.Life style relates to an individual’s tendency to be flexibleand adaptive. Judging focus ongoals and is less flexible while perceiving dislikes deadlines.3. What is emotional intelligence and outline and discuss three of its components.Answer:Emotional intelligence is the ability to accurately perceive, evaluate, express, and regulate emotions and feelings. The five components are listed in exhibit 3.7, p. 102. Use the exhibit to assist with grading the five components.4. Explain the learning process. Identify and explain one type of learning styleand indicate the type of likely occupations those with this learning style might have.Answer:The learning process goes from a concrete experience to reflective observation to abstract conceptualization to active experimentation. The results of the experimentation generate newexperiences and the cycle outlined above repeats itself. As for one learning style use exhibit 3.9, p. 105 to assist in grading the question.5. What are instrumental and terminal values? How do values and attitudes relate?Answer:Instrumental values are beliefs about the types of behavior that are appropriate for reaching goals.Terminal values are beliefs about which outcomes are worth trying to achieve.Attitudes are considered to have three components: cognition, feelings, and behavior. The cognition componentincludes the beliefs and values of a person. Therefore, one’s attitude is usually grounded in one’s beliefs or values.Chapter 3Perception and AttributionTrue/False Questions1. The perception process begins with attention.2. The organization stage of perception begins when a person pays attention to a stimulus and then begins to make sense of it.3. A person who uses the closure mechanism for organizing stimuli might overhear one side ofa phone conversation and is likely to imagine the overall content of the conversation.4. When a person perceives sensory data in a continuous pattern, they are using the continuity mechanism for organizing stimuli.5. A person who uses the continuity mechanism for organizing stimuli might overhear one sideof a phone conversation and is likely to imagine the overall content of the conversation.6. When a person perceives sensory data in a continuous pattern, they are using the closure mechanism for organizing stimuli.7. When people organize stimuli, they often use frames of reference called schemas.8. If managers review salaries and employee performance at the same time, employees perceive the two reviews as being in proximity.9. When employees bring their own script to a given situation, it will reduce the possibility of misunderstandings.10. A prototype is a schema that summarizes what we have learned about categories of people or objects.11. A script is a schema that summarizes what we have learned about categories of people or objects.12. In the interpretation stage of the perception process, the perceiver looks for explanations for stimuli.13. Projection is an interpretive process where you assign your own thoughts and feelings to aperson being perceived.14. Attribution is an interpretive process where a person uses observations and inferences to explain people’s behavior.15. Attribution is an interpretive process where you assign your own thoughts and feelings to a person being perceived.16. Projection is an interpretive process where a person uses observations and inferences to explain people’s behavior.17. In the retrieval stage of the perception process, a person recalls information about past events.18. In the judgment stage of the perception process a person aggregates and weights information to arrive at an overall conclusion.19. The interpretation stage is the final stage in the perception process.20. All people follow the same stages of perception.Short Answer Questions1. ____________________ is the process by which people notice and make sense of information from the environment.Answer: Perception2. The stage in the perception process that involves noticing some of the information available and filtering out the rest is ____________________.Answer: Attention3. The stage in the perception process that involves sorting information by using a frame of reference is ____________________.Answer: Organization4. When people use the ____________________ mechanism for organizing stimuli, they tendto perceive incomplete data in a whole, complete form.Answer: Closure5. When people perceive sensory data in a continuous pattern, they are using the ____________________ mechanism for organizing stimuli.Answer: Continuity6. ____________________ is when stimuli are near each other and people perceive them as being related.Answer: Proximity7. When stimuli are alike in some way people tend to group them. This mechanism fororganizing stimuli is known as ____________________.Answer: Similarity8. ____________________ is a mechanism for organizing stimuli where people tend to perceive the sensory data they are most attentive to as standing out against the background of other sensory data.Answer: Figure-ground9. A cognitive structure in which related items of information are grouped together is known as____________________.Answer: Schema10. A ____________________ is a schema that describes a sequence of actions.Answer: Script11. A ____________________ is a schema that summarizes what we have learned about categories of people or objects.Answer: PrototypesChapter 4Sources of MotivationTrue/False Questions1. Content theories emphasize the needs that motivate people.2. Basic needs create internal tension that will motivate positive behaviors to fulfill the needs.3. Basic needs create internal tension that will motive behavior to fulfill the needs.4. Intrinsic rewards are the personal satisfactions a person receives while performing a particular action.5. Extrinsic rewards are given by another person as a result of the employee’sperforming a particular action such as completion of a task.6. Extrinsic rewards are the personal satisfactions a person receives while performing a particular action.7. Intrinsic rewards are given by another person as a result of the employee’sperforming a particular action such as completion of a task.8. A manager might give an extrinsic reward by recommending promotion or pay increase foran employee who performs well.9. When an employee feels a sense of accomplishment for completion of a task, they are receiving an intrinsic reward.10. Scientific management is an example of the traditional approach to motivation.Short Answer Questions1. ___________________ are motivation theories that emphasize the needs that motivate people.Answer: Content theories2. ___________________ refers to the forces either within or external to a person that energize, direct, and maintain behavior.Answer: Motivation3. ___________________ are the satisfactions a person receives while performing a particular action.Answer: Intrinsic rewards4. ___________________ are given by another person as a result of the employ ee’s performinga particular action such as completion of a task.Answer: Extrinsic rewards5. The ___________________ to motivation emphasizes increasing the efficiency of an employee’s job and providing economic rewards for high performance.Answer: Traditional approach6. The ___________________ to motivation emphasizes that noneconomic rewards are more important than money as a motivator of work behavior.Answer: Human relations approach7. The ___________________ to motivation suggests that employees are complex and motivated by many factors.Answer: Human resources approach8. ___________________ are a contemporary approach to motivation and stress the analysis of underlying human needs.Answer: Content theories9. A motivation theory that proposes that humans are motivated by multiple needs and that these needs vary inimportance is the ___________________.Answer: Hierarchy of needs10. ___________________ needs are the most basic human needs including food water and sex.Answer: PhysiologicalEssay Questions1. Identify and explain the four foundations of motivation.Answer:Traditional approach—emphasizes external factors on motivation where people work for the money; also known as the economic man.Human relations approach—emphasizes the noneconomic rewards over money; the idea ofthe social man.Human resource approach—combines the economic and social man and views the person asa whole.Contemporary approach—focus is on the three different theories of motivation: content (satisfy underlying needs), process (thought processes that influence behavior) and reinforcement theories.2. Describe Maslow’s h ierarchy of needs and the ERG theory. How are these two theories similar and how are they different?Answer:Maslow has five needs that motivate individuals. Those five in order of lowest to highestare: physiological, safety, social, esteem, and self-actualization.ERG has three categories: existence, relatedness, growth.Maslow and ERG are similar in that an unsatisfied need motivates, existence is the combination of physiological and safety and growth are the combination of esteem and self-actualization.Maslow and ERG differ in that with Maslow the movement on the hierarchy is more rigidthan the ERG.3. What is the acquired needs theory? Which need appears to predict entrepreneurs?Answer:Acquired needs theory proposes that certain types of needs are acquired during anAs with all content theories, an unsatisfied n eed motivates.individual’s lifetime.Need for achievement—the desire to accomplish something difficult, attain a high standardof success, master complex tasks, and surpass others.Need for affiliation—the desire to form close personal relationships.Need for power—the desire to influence or control others.High need for achievement appears to predict entrepreneurs.4. What is the two-factor theory? How does it differ from Maslow’s hierarchy of needs?Answer:The work characteristics associated with dissatisfaction (hygiene factors) are very differentfrom those pertaining to satisfaction (motivators). In other words, once hygiene factors are nolonger a source of dissatisfaction, the employee is still not motivated. To motivate, motivatorsmust be added once the employee is neither dissatisfied nor satisfied.Hygiene factors are job context factors like working conditions, pay, company policies, and coworkers.Motivators are job content factors like challenging work, recognition, and responsibility.The difference between Maslow and two-factor is the state where an employee is neither dissatisfied nor satisfied.5. Identify and explain the four job design approaches. Which approach provides the opportunity for higher job satisfaction?Answer: The four approaches are motivational, mechanistic, biological, and perceptual-motor. Use exhibit 5.6 page 177 to assist in gradingMotivational—use job characteristics model indicating where jobs are design to increase thesatisfaction) and productivity.quality of employees’ work experience (Mechanistic—a job-design approach that emphasizes the simplest way to perform a job to maximize efficient (assembly line).physical capabilities and limitationsBiological—job-design that focus on individuals’(ergonomics).Perceptual-motor—focuses on the individual’s mental capabilities and limitations where the job does not exceed humans’ mental capabilities. Like air traffic controllers.Motivational provides the opportunity for higher job satisfaction.Chapter 5Motivation ProcessesTrue/False Questions1. Process theories explain how employees are motivated.2. Content theories explain what motivates employees.3. Content theories explain how employees are motivated.4. Process theories explain what motivates employees.5. According to the equity theory, employees will be satisfied if they perceive their rewards as equal to what others receive for similar contributions.6. Inequity can be perceived both through overpayment and underpayment in comparison with others.7. The only methods for reducing perceived inequity are changing inputs and/or changing outcomes.8. Employee theft is an example of employee response to perceived unfair procedural justice.9. Expectancy theory is concerned with identifying types of needs.10. Expectancy theory is concerned with understanding the thinking process that individuals use to achieve rewards.Essay Questions1. What is equity theory? Explain four common methods for reducingperceived inequity.Answer: A process theory that focuses on the individual’s perception of how they were treated in comparison to others. The four common methods areChange inputs—increase or decrease effortChange outcomes—request more based on what others receiveDistort perceptions—of the input-output ratioLeave the job2. What is the expectancy theory? Explain the three major elements of the expectancy theory.Answer: A process theory that depends on ind ividual’s expectations about the ability to perform tasks and receive desired rewards. The major elements are the effort to performance, performance to outcome, and valence. Effort to performance is a judgment as to whether puttingeffort into a given task will lead to high performance. Performance to outcome involves whethersuccessful performance of a task will lead to the desired outcomes. Valence is the value of thereward to the individual. If the individual doesn’t believe any of three will happen, the result islow motivation.3. Identify and explain the four types of reinforcement.Answer: the four types of reinforcement are:Positive reinforcement—provide something of value increases likelihood that the behavior isrepeated.Avoidance learning (negative)—person avoids something unpleasant which increase odd thatthe behavior will be repeated.Punishment—imposition of something unpleasant on an outcome therefore decreasing theodds of that behavior being repeated.Extinction—withdraw of positive reinforcement which decreases the odds of that behaviorappearing again.4. Identify and explain four characteristics of effective goals?Answer: Utilize exhibit 6.6 p. 206 to assist in your grading.The following six characteristics arelisted: are specific and measurable, are accepted and endorsed, are linked to rewards, relate to adefined time period, are challenging and realistic, and are focused on key result areas.5. Identify and explain the five items along the continuum of empowerment and provide an example for each item.Answer: Utilize exhibit 6.12 p. 218 to assist your grading. The five items along the continuum with an example of each are: Have no decision discretion (staff meetings).Give input (suggestion box).Participate in decisions (quality circles).Make decisions (task force).Are responsible for decision process and strategy (self-management).Chapter 7The Structure and Behavior of GroupsTrue/False Questions1. Passive membership in an organization such as the American Automobile Association is an example of an organizational behavior group.2. Groups have the potential to meet their individuals’ social needs.3. The reasons for establishing a group influence the form the group takes.4. Departments, teams, and divisions are examples of a formal group.5. One person in a group can have success independently of the contributions of the other group members.6. A committee established to define disaster plans in theevent of an emergency is an example of a task group.7. Informal groups have no influence on achievement of organizational objectives.8. The phrase “keeping up with the Jones’s” describes a reference group.9. Group development occurs in stages of specific intensity or length.10. The first stage in group development is the forming stage.Essay Questions1. Identify and discuss the stages of group development.Answer: There are five stages of group development.Forming—group begins and there is a level of uncertaintyStorming—conflict over directionNorming—conflict resolution and generation of team spirit Performing –collaboration and goal achievementAdjourning—end of group2. What are task and maintenance roles and what value do they have for a group. Provide two example of each in your discussion.Answer: task roles allow the group to define and pursue a group objective. Maintenance roles involve building and sustaining positive relationships among group members. For a group to be effective, members in the group must play both task and maintenance roles. See page 241, exhibit 7.4 to assist in grading the examples of each role.3. Identify four factors that influence group performance. Be sure to offer a complete explanation about each factor.Answer: There are seven factors that influence group performance. Use exhibit 7.9 page 252 to assist in grading of this question. In general the seven factors are:a. Sizeb. Compositionc. Resourcesd. Taskse. Normsf. Cohesivenessg. Rewards4. What is social loafing and how might it be controlled?Answer: social loafing is the tendency of group members to reduce their efforts as the size of the group increases. Ways to control it are (1) keep groups small so members can be held accountable for the behavior, and (2) measure individual as well as group output.5. Discuss the influence norms and cohesiveness has on group performance.Answer: there are two types of performance norms: high and low. High performance norms means the group favors quality work and output in relationship to the organization. Low performance norms means the group is more interested in satisfying their needs over the needs of the organization. High cohesiveness is how much desire members have to remain part of the group.Chapter 9Leadership in OrganizationsTrue/False Questions1. Leadership is multidirectional and noncoercive.2. The people involved in a leadership relationship want changes and the leader dictates these changes.3. The same qualities that make an effective leader make an effective follower.4. All good leaders are managers.5. A major difference between a leader and a manager is their sources of power.6. The power of a leader comes from the formal authority granted within the organization structure.7. The power of a manager comes from the formal authority granted within the organization structure.8. The power of a manager comes from personal sources that are not invested in the organization.Multiple Choice Questions1. The scientific study of leadershipa. began early in the 19th century.b. recently began with researchers studying the success of Phil Jackson in the NBA.c. is fairly recent, beginning in the early 21st century.d. is fairly recent, beginning in the early 20th century.Answer: d Level: 12. Leadership isa. a person who thinks independently, is capable of self-management, and plays an active role inthe organization.b. the distinguishing personal characteristics of a leader, such as intelligence, self-confidence,and appearance.c. an influence relationship among leaders and followers who intend real changes that reflecttheir shared purposes.d. a leader who tends to centralize authority and rely on formal position, use rewards, and coercion to influence subordinates.e. a leader who delegates authority to others, encourage participation, relies on subordinates’knowledge for completion of tasks, and depends on subordinate appreciation and respect for influence.Answer: c Level: 13. An influence relationship among leaders and followers who intend real changes that reflect their shared purposes is known asa. the LPC scale.b. vision.c. consideration.d. leadership.e. the attribution theory of leadership.Answer: d Level: 14. An important aspect of leadership is thata. leaders are leaders and followers are followers, they are never the same person.b. leaders are somehow different, they are above others.c. leadership only emerges from the top of the organization.d. leaders and followers may sometimes be the same people, playing different roles at different times.e. only men make great leaders.Answer: d Level: 15. Leadership isa. something that is done to followers.b. where superiors influence subordinates but are not influence by subordinates.c. where the relationship among people is passive.d. where people involved in a leadership relationship want substantive changes.。

组织行为学(英文版)第4章

weiping
Chapter 4 Job Attitude
Part 1 Attitude
Part 2 Job Attitude
weiping
Part 1 Attitude
What is attitude?
Evaluative statements—either favorable or
weiping
Organizational commitment
Affective commitment
Continuance commitment Normative commitment
weiping
Job satisfaction
A positive feeling about a job, resulting from an evaluation of its characteristics.
behavior)
Satisfaction
Perception of Fairness
+
OCB
OCB: is discretionary behavior that is not part of an employee’s formal job requirements but promotes the effective functioning of organization.
Satisfaction and productivity
satisfaction
?
productivity
Productivity is more likely to lead to satisfaction rather than the other way around.

组织行为学英语知识题

Chapter 1 What Is Organizational Behavior?MULTIPLE CHOICE1. Successful managers and entrepreneurs recognize that:a. technical knowledge is all that is needed for success.b. interpersonal skills are not important.c. technical skills are necessary, but insufficient, for succeeding in management.d. an understanding of human behavior does not impact effectiveness(c; Challenging; pp. 2-3)What Managers Do2. Which one of the following is not considered an organization?a. churchb. universityc. a military unitd. all 45-year-old adults in a community(d; Easy; p. 4)3. A(n) _____ is a consciously coordinated social unit, composed of two or morepeople, that functions on a relatively continuous basis to achieve a common goal or set of goals.a. organizationb. unitc. teamd. ethnic group(a; Moderate; p. 4)4. The four management functions include all of the following except:a. controlling.b. planning.c. staffing.d. organizing.(c; Moderate; p. 4)5. _____ includes defining an organization’s goals and establishing an overallstrategy for achieving these goals and developing a comprehensive hierarchy of plans to integrate and coordinate activities.a. Controllingb. Planningc. Leadingd. Coordinating(b; Moderate; p. 4)6. The determination of how tasks are to be grouped is part of which managementfunction?a. planningb. leadingc. controllingd. organizing(d; Easy; p. 4)7. The organizing function includes a determination of which of the following?a.what tasks are to be doneb.who is to do these tasksc.who reports to whomd.all of the above(d; Moderate; p. 4)8. Every organization contains people, and it is management’s job to direct andcoordinate these people. This is the ______ function.a.planningb.leadingc.controllinganizing(b; Moderate; p.4)9. According to Henry Mintzberg, the ten managerial roles can be grouped intothree categories. Which of the following is not one of these groups?a. concern with the interpersonal relationshipsb. the transfer of informationc. decision makingd. liaison roles(d; Challenging; Exh. 1-1; p. 6. )10. An example of Mintzberg’s interpersonal management role is:a. spokesperson.b. leader.c. negotiator.d. monitor.(b; Moderate; Exh. 1-1; p. 6)11. When a manager searches the organization and its environment for opportunitiesand initiates projects to bring about change, the manager is acting in which role?a. negotiatorb. entrepreneurc. disturbance handlerd. resource allocator(b; Challenging; Exh. 1-1; p. 6)12. Which of the following is not an essential management skill identified by RobertKatz?a.technicalputerc.humand.conceptual(b; Moderate; p. 5)13. When managers have the mental ability to analyze and diagnose complexsituations, they possess:a.technical skills.puter skills.c.human skills.d.conceptual skills.(d; Challenging; pp. 6-7 )14. Which one of the following would not be considered a human skill?a. completing accounting reportsb. communicatingc. resolving conflictsd. working as part of a team(a; Moderate; pp 5-6)15. According to Luthans and his associates, which of the following is not considereda part of traditional management?a. interacting with outsidersb. decision makingc. controllingd. planning(a; Moderate; p. 7)16. Which of Luthan’s managerial activities involves socializing, politicking, andinteracting with outsiders?a.traditional managementmunicationc.human resource managementworking(d; Challenging; p. 7 )17. According to Luthans, successful managers spent more of their time on _____ thanon any other activity.a.traditional managementb.human resource managementworkingmunicating(c; Challenging; p. 8)18. A common thread running through the functions, roles, skills, and activitiesapproaches to management recognizes the importance of:a.managing technology.b.managing people.c.politicking.d.being efficient.(b; Moderate; p. 8)Enter Organizational Behavior19. Organizational behavior is all of the following except:a. a field of study.b. an applied field.c. an intuitive analysis of human behavior.d. studying what people do in an organization.(c; Moderate; p. 8)20. ______ is a field of study that investigates the impact that individuals, groups, andstructure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization’s effectiveness.anizational developmentb.Managementanizational behaviord.People management(c; Easy; p. 8)21. Which of the following is not a core topic of organizational behavior?a.motivationb.attitude developmentc.conflictputers(d; Easy; p. 8 )22. According to the text, the best approach for obtaining knowledge about humanbehavior isa. the common sense approach.b. an observational approach.c. a systematic approach.d. a theoretical approach.(c; Easy; p. 10)23. A major theme in your textbook is that behavior is not:a. caused.b. random.c. consistent.d. predictable.(b; Easy; p. 9)24. If we know how a person perceives a situation and what is important to him/her,then behavior is generallya. predictable.b. predetermined.c. uncontrollable.d. controllable.(a; Moderate; p. 9)25. Fundamental consistencies allow _____ of behavior.a. observationb. systematizingc. researchd. predictability(d; Moderate; pp. 9-10)26. Behavior is generally _____ and the _____ of behavior is a means to makingreasonably accurate predictions.a. predetermined; observationb. predictable; systematic studyc. controllable; theoretical applicationd. uncontrollable; systematic study(b; Moderate; p. 10)27. _____ includes analyzing relationships, determining causes and effects, and basingconclusions on scientific evidence.a. Organizational behaviorb. The observational approach to understanding organizational behaviorc. A theoretical approach to organizational behaviord. A systematic study of organizational behavior(d; Moderate; p. 10)28. In the study of OB, intuition is replaced by:a. systematic study.b. generalization.c. listening.d. prediction.(a; Easy; p. 10)Contributing Disciplines to the OB Field29. Organizational behavior is built upon contributions from all of the followingdisciplines except:a. humanities.b. psychology.c. anthropology.d. political science.(a; Moderate; p. 11)30. The science that seeks to measure, explain, and sometimes change the behaviorof humans and other animals is:a. psychiatry.b. psychology.c. sociology.d. political science.(b; Moderate; p. 12)31. Which behavioral science discipline has made the most significant contribution tounderstanding individual behavior?a. sociologyb. social psychologyc. psychologyd. anthropology(c; Moderate; p. 12)32. The OB topic of motivation has been most influenced by which behavioral sciencediscipline?a. psychologyb. social psychologyc. sociologyd. political science(a; Moderate; p. 12)33. The most significant contribution to OB in the area of formal organization theoryand structure has been made by:a. psychology.b. sociology.c. anthropology.d. political science.(b; Moderate; p. 12)34. _____ studies people in relation to their fellow human beings.a.Psychologyb.Sociologyc.Anthropologyd.Political science(b; Moderate; p. 12)35. The science that focuses on the influence of people on one another is:a. psychology.b. anthropology.c. political science.d. social psychology.(d; Moderate; p. 12)36. One of the major areas receiving considerable investigation from social psychologists has been:a.change.b.motivation.c.job satisfaction.d.job stress.(a; Challenging; p. 12 )37. The OB subject of “organizational culture” has been most influenced by whichbehavioral science discipline?a. anthropologyb. psychologyc. social psychologyd. political science(a; Moderate; p. 12)38. _____ has helped us understand differences in fundamental values, attitudes, andbehavior between people in different countries.a.Anthropologyb.Psychologyc.Social psychologyd.Political science(a; Challenging; p. 12)39. Topics of study in political science include all of the following except:a. structuring of conflict.b. the social system in which individuals fill their roles.c. allocation of power.d. how people manipulate power for individual self interest.(b; Challenging; p. 12)There are Few Absolutes in OB40. Which of the following is the best description of OB’s current state?a. It is based on universal truths.b. It is based on contingencies.c. There is little disagreement among OB researchers and scholars.d. Cause-effect principles have been isolated which tend to apply to all situations. (b; Moderate; p. 13)Challenges and Opportunities for OB41. Whereas _____ focuses on differences between people from different countries,_____ addresses differences among people within given countries.a. workforce diversity; globalizationb. globalization; workforce diversityc. culture; diversityd. culturization; workforce diversity(b; Challenging; pp. 14-15)42. ______ means that organizations are becoming more heterogeneous in terms ofgender, race, and ethnicity.a.Globalizationb.Workforce diversityc.Affirmative actionanizational culture(b; Easy; p. 15)43. The ________ assumption is being replaced by one that recognizes and values _____.a.melting pot; differencesb.melting pot; similaritiesc.diversity; differencesd.heterogeneous; similarities(a; Moderate; p. 15)44. Which of the following is not true?a. Currently, 46 percent of the U.S. labor force are women.b. Minorities and immigrants make up 23 percent of the workforce.c. The male Caucasian working full time to support a non-employed wife andschool-aged children is a minority.d. The proportion of minorities and women is shrinking.(d; Challenging; p. 15)45. The implications of workforce diversity include all of the following except:a.managers have to shift their philosophy from treating everyone alike torecognizing differences.b.diversity training should be provided.c. revamping benefit programs is needed to accommodate the different needs ofdifferent employees.d.the same perceptions are used in decision making.(d; Challenging; p. 15)46. _____ is a philosophy of management that is driven by the constant attainment ofcustomer satisfaction through the continuous improvement of all organizational processes.a. MBOb. Quality managementc. Reengineeringd. Organizational behavior(b; Easy; p. 16)47. Quality management requires _____ employee involvement.a. very littleb. occasionalc. extensived. no(c; Moderate; p. 16)48. _____ asks managers to reconsider how work would be done and theirorganization structured if they were starting over.a. Process reengineeringb. MBOc. TQMd. Diversity training(a; Easy; p. 16)49. Predictions suggest there will be a labor shortage for at least another:a.1-2 years.b.4-5 years.c.10-15 years.d.20-25 years.(c; Moderate; p.17)50. The U.S. labor shortage is a function of:a.birth rates and labor participation rates.b.birth rates and mobility.c.brain drain.d.poor wages and benefits.(a; Moderate; p. 17)51. Many employees have been led to retire early as a result of:a.expanded Social Security benefits.b.a healthy stock market.c.improved pension plans.d.all of the above(d; Challenging; p. 17)52. The majority of employees today in developed countries work in:a.manufacturing jobs.b.service jobs.c.MNCs.ernment agencies.(b; Moderate; p. 18)53. When managers put employees in charge of what they do, they are _____ theemployees.a.reengineeringb.empoweringc.diversifyingd.dehiring(b; Moderate; p. 19)54. Managing today can be described as long periods of ongoing _____ interruptedoccasionally by short periods of _____.a.change; stabilityb.stability; changec.flexibility; rigidityd.rigidity; flexibility(a; Moderate; p. 19)55. Which of the following has not contributed to blurring the lines betweenemployees’ work life and personal life?a.the creation of global organizationsmunications technology allowing employees to work any time and fromany placeanizations asking employees to put in longer hoursd.fewer dual-income couples(d; Easy; p. 20)56. Situations where an individual is required to define right and wrong conduct aretermed:a. diversity issues.b. human resource problems.c. ethical dilemmas.d. loyalty oaths.(c; Easy; p. 21)Coming Attractions: Developing an OB Model57. A model is a(an):a. abstraction of reality.b. response that is affected by an independent variable.c. independent variable.d. real-world scenario.(a; Easy; p. 22)58. Primary dependent variables in OB include:a. productivity.b. absenteeism.c. job satisfaction.d. all of the above(d; Easy; p. 23)59. _____ is achievement of goals.a. Efficiencyb. Effectivenessc. Productivityd. Motivation(b; Easy; p. 23)60. Which of the following is an example of being an efficient company or employee?a. operating a hospital at the lowest possible cost but still yielding a high profitb. being the most pleasant real estate broker in the southeastc. as a telemarketer, making the required number of calls at the end of the dayd. a sales person who acquires the most clients of anyone in the company(a; Challenging; p. 23)61. Sears trained employees to improve the employee-customer interaction toultimately:a.generate additional revenue.b.decrease returns.c.improve repeat customer business.d.none of the above(a; Moderate; p. 23)62. _____ is discretionary behavior that is not part of an employee’s formal jobrequirement, but that promotes the effective functioning of the organization.a.Productivityb.Motivationanizational citizenshipanizational behavior(c; Moderate; p. 25)63. Individual-level independent variables include:a. technology.b. organizational culture.c. perception.d. human resource policy.(c; Moderate; pp. 25-26)64.________ is the voluntary and involuntary permanent withdrawal from anorganization.a.Absenteeismb.Turnoverc.Downsizingd.Exit(b; Easy; p. 24)TRUE/FALSE65. The single biggest reason for the failure of managers is poor interpersonal skills. (True; Easy; p. 3)66. While managers must be technically competent, technical knowledge is not enough for success.(True; Moderate; p. 3)What Managers Do67. Managers get things done through other people.(True; Easy; p. 4)68. The term organization, as used in your textbook, is meant to include businessfirms but exclude government agencies.(False; Easy; p. 4)69. Managers may be referred to as administrators in not-for-profit organizations. (True; Moderate; p. 4)70. Henri Fayol listed five management functions: planning, organizing, commanding,coordinating, and controlling.(True; Moderate; p. 4)71. Modern theorists have condensed Fayol’s five management functions down tofour: planning, organizing, commanding, and controlling.(False; Moderate; p. 4)72. The controlling function includes the determination of what tasks are to be done. (False; Moderate; p. 4)73. Monitoring, comparing, and potential correcting is what is meant by thecontrolling process.(True; Moderate; p. 4)74. Mintzberg concluded that managers perform ten different highly-interrelatedroles, or sets of behaviors, attributable to their jobs.(True; Challenging; p. 5)75. The role of spokesperson is an example of an informational role.(True; Easy; p. 5)76. As resource allocators, managers are responsible for allocating human, physical,and monetary resources.(True; Moderate; Exh. 1-1; p. 6)77. When managers initiate and oversee new projects that will improve theirorganization’s performance, they are acting in the capacity of an entrepreneur, an example of an informational role.(False; Moderate; Exh. 1-1; p. 6)78. Robert Katz has identified three essential management skills: technical, human,and conceptual.(True; Moderate; pp. 5-6)79. According to Katz, human skills encompass the ability to apply specializedknowledge or expertise.(False; Moderate; pp. 5-6)80. The ability to analyze and diagnose complex situations is referred to as anindividual’s conceptual skills.(True; Easy; pp. 6-7)81. According to Luthans and his associates, those managers who are most“successful”will spend more time networking than those managers who are considered most “effective.”(True; Challenging; Exh. 1-2; p. 7)82. Research conducted by Luthans supports the theory that promotions are basedon performance.(False; Moderate; p. 7)83. Luthans’research indicates that among effective managers, communicationmade the largest relative contribution and networking the least.(True; Challenging; Exh. 1-2; pp. 7-8)84. Managers need to develop their people skills if they are going to be effective andsuccessful.(True; Moderate; p. 8)Enter Organizational Behavior85. Organizational behavior is a field of study that investigates the impact thatindividuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.(True; Moderate; p. 8)86. Organizational behavior is concerned with the study of what people do in an organization and how that behavior affects the performance of the organization.(True; Moderate; p. 8)87. Behavior is generally predictable, and the systematic study of behavior is a meansto making reasonably accurate predictions.(True; Moderate; p. 10)88. Many people’s views on human behavior are based on intuition.(True; Easy; pp. 9-10)89. It is the consistencies in behavior that make prediction possible.(True; Moderate; p. 9)90. Regardless of appearances, people usually intend their behavior to be rational. (True; Moderate; p. 9)91. Anything you learn in an unsystematic way is incorrect.(False; Moderate; p. 10)92. Intuition is gut feelings about “why I do what I do.”(True; Easy; p. 10)Contributing Disciplines to the OB Field93. OB is an applied behavioral science that is built upon contributions from a numberof behavioral disciplines.(True; Easy; p. 11)94. Learning, perception, and personality have been OB topics whose contributionshave generally come from psychology.(True; Moderate; Exh. 1-3; p. 11)95. What psychology is to the individual, sociology is to the group.(True; Moderate; p. 12)96. Social psychology is an area within psychology, blending concepts from bothpsychology and political science.(False; Moderate; p.12)97. Anthropology has helped us understand differences in values and attitudesbetween people in different countries.(True; Moderate; p. 12)98. Conflict and power have been major topics of concern to political scientists. (True; Easy; Exh. 1-3; p. 12)There are Few Absolutes in OB99. There are many simple and universal principles that explain organizationalbehavior.(False; Easy; p. 13)100. OB researchers cannot offers reasonably accurate explanations of human behavior since people act very differently in the same situation.(False; Moderate; p. 13)Challenges and Opportunities for OB101. As the world has become a global village, managers have to become capable of working with people from different cultures.(True; Moderate; p. 14)102. Workforce diversity means that organizations are becoming more homogeneous in terms of gender, race, and ethnicity.(False; Moderate; p. 15)103. People must set aside their cultural values when they come to work.(False; Moderate; p. 15)104. 46 percent of the U.S. labor force are women.(True; Challenging; p. 15)105. Diversity, if positively managed, can increase creativity and innovation in organizations.(True; Easy; p. 15)106. A philosophy of management that is driven by the constant attainment of customer satisfaction through the continuous improvement of all organizational processes is termed “reengineering.”(False; Moderate; p. 16)107. Quality management has an intense focus on the customer and a goal of employee empowerment.(True; Easy; p. 16)108. Putting employees in charge of what they do is termed “reengineering.”(False; Easy; p. 16)109. Process reengineering asks, “How would we do things around here if we were starting over from scratch?”(True; Easy; p. 16)110. In tight labor markets, those managers who don’t understand human behavior risk having no one to manage.(True; Moderate; p. 17)111. An employee who is empowered is given greater opportunity to determine how she does her job.(True; Moderate; p. 19)112. There’s a blurring between the roles of managers and workers.(True; Moderate; p. 20)113. Managing today is described as long periods of ongoing change, interrupted occasionally by short periods of stability.(True; Moderate; p. 21)114. Today’s managers and employees must learn to cope with temporariness –learning to live with flexibility, spontaneity, and unpredictability.(True; Moderate; p. 19)115. OB has little to offer in stimulating employee creativity and tolerance for change. (False; Challenging; p. 20)116. Your firm is experiencing lower than normal profits. You realize that you should write off some questionable accounts, but your supervisor suggests that you wait until next year. This is a modern example of an ethical dilemma.(True; Easy; p. 21)Coming Attractions: Developing an OB Model117. There are three levels of analysis in OB, and, as we move from the individual level to the group level to the organization systems level, we add systematically to our understanding of behavior in organizations.(True; Challenging; p.22)118. The key factors you want to explain or predict in a model are termed independent variables.(False; Moderate; p. 23)119. Typical dependent variables in organizational behavior are productivity, absenteeism, and job satisfaction.(True; Moderate; p. 23)120. Organizational behavior models generally assume job satisfaction to be an independent variable.(False; Moderate; p. 23)121. An organization is productive if it achieves its goals and does so by transferring inputs to outputs at the lowest cost.(True; Moderate; p. 23)122. The annual cost of absenteeism in the U.S. is estimated at over $40 billion. (True; Challenging; p. 24)123. A conservative estimate of the cost of recruiting, selecting, and training an employee is about $25,000.(False; Challenging; p. 24)124. Reasonable levels of employee-initiated turnover facilitate organizational flexibility and employee independence.(True; Challenging; p. 24)125. The difference between the amount of rewards workers receive and the amount they believe they should receive is termed job satisfaction.(True; Moderate; p. 25)126. Job satisfaction represents an attitude rather than a behavior.(True; Moderate; p. 25)127. Independent group level variables studied in organizational behavior include perception, learning, and motivation.(False; Moderate; p. 25)SCENARIO-BASED QUESTIONSApplication of What Managers DoJoseph Wood is a manager at the XYZ Company. He performs all the management functions as condensed from Henri Fayol’s work.128.When Mr. Wood estimates an overall strategy for achieving his department’s goals, he is performing the _____ function.a.planninganizingc.leadingd.controlling(a; Moderate; p. 4)129.When Mr. Wood determines what tasks are to be performed by his employees and how they are to be grouped, he is performing the ____ function.a.planninganizingc.leadingd.controlling(b; Moderate; p. 4)130. When Mr. Wood motivates his employees and attempts to resolve conflicts among department members, he is performing the _____ function.a.planninganizingc.leadingd.controlling(c; Moderate; p. 4)131. When Mr. Wood compares projected sales to actual sales in his department, he is performing the _____ function.a.planninganizingc.leadingd.controlling(d; Moderate; p. 4)Application of Contributing Disciplines to the OB FieldYou are bringing together faculty from different behavioral disciplines to author a new textbook in organizational behavior. You have faculty from the fields of psychology, sociology, social psychology, anthropology, and political science.132. You should expect that the faculty member from _____ will probably contribute information about intergroup behavior.a. sociologyb. psychologyc. social psychologyd. anthropology(a; Challenging; p. 12)133. Information on which of the following would probably not be a contribution from the faculty member from political science?a. conflictb. powerc. organizational changed. intraorganizational politics(c; Challenging; p. 12)134. To whom would you expect to address issues of communication?a. the psychologistb. the anthropologistc. the political scientistd. the social psychologist(d; Challenging; p. 12)135. You would expect the faculty member from _____ to furnish information about personality, learning, and motivation.a. sociologyb. psychologyc. anthropologyd. political science(b; Moderate; p. 12)Application of Quality ManagementYou are an employee of Acme, Inc. who has just been approached by your manager with a new philosophy that management wishes to institute. Your manager is stressing that he wants your involvement and that the emphasis is going to be on the customer and continual improvement.136. You would probably believe that management is trying to implement:a. quality management.b. MBO.c. process reengineering.d. organizational behavior.(a; Moderate; p. 16)137. As part of the program, you should expect to see all of the following except:a. improvement in quality.b. empowerment of employees.c. emphasis on individual achievement.d. accurate measurement.(c; Moderate; p. 16)138. You should expect your job to change in which of the following ways?a. more imposed rules from managementb. more measurement of performance variablesc. more free timed. less real employee power(b; Moderate; p. 16)Application of Developing an OB ModelAllison and Gail both are studying for a final exam. Both students have a goal of makinga grade of 91 or better. Gail studied 6 hours and made a grade of 92. Allison studied for9 hours and also made a grade of 92.139. Which of the students was effective?a. only Gailb. only Allisonc. neither Gail nor Allisond. both Gail and Allison(d; Moderate; p. 23)140. Which of the following statements is true?a. Gail is more efficient than Allison.b. Allison is more efficient than Gail.c. Gail is more effective than Allison.d. Allison is more effective than Gail.(a; Moderate; p. 23)141. Which of the students was more productive?a. Gailb. Allisonc. Neither Gail nor Allison was productive.d. It is impossible to tell from the information given.。

组织行为学课堂作业Bases of group behavior Quiz(含答案)

Bases of group behavior Quiz1.The __ C ___ stage in group development which is characterized by uncertainty.a.normingb.stormingc.formingd.performing2.The __A___ model is effective at describing decision-making within temporary groups,particularly those with deadlines.a.punctuated-equilibriumb.authority structurec.formal regulationd.performance evaluation3.__B__ groups are defined by the organization's structure.rmalb.Formalc.Friendshipd.Interest4.__A___ refers to the attitudes and behaviors that are consistent with a role.a.Role perceptionb.Role identityc.Role expectationsd.Role conflict5.___C__ describe how others believe you should act in a given situation.a.Normsb.Stereotypesc.Role expectationsd.Role perceptions6.Which is NOT a common class of norms appearing in most work groups?Ca.Performance normsb.Appearancec.Terminationd.Arrangement7.What is the relationship between size and group performance?Da.The larger the group, the greater the individual productivity.b.Increases in group size are inversely related to individual performance.c.Total productivity tends to decline in large groups.d.Group size is not a determinant of individual productivity.8.Which of the following is a strategy to increase group cohesiveness?Da.Make the group smaller.b.Encourage agreement with group goals.c.Decrease the perceived difficulty of attaining membership in the group.d.Both A and B are correct.9.Which is NOT a weakness of group decision-making?Da.Group decisions are time-consuming.b.Groups offer increased diversity of views.c.Group members suffer from ambiguous responsibilities.d.Groups can be dominated by one or a few members.10.Which of the following best describes brainstorming?Ca. A strategy used to build group cohesiveness.b. A technique that tends to restrict independent thinking.c. A process for generating ideas.d. A strategy when group members cannot agree on a solution.11.An interest group is made up of people who join together because they share one ormore common characteristics.Aa.Trueb.False12.The stages of group development must occur sequentially and will never occursimultaneously.Ba.Trueb.False13.The punctuated-equilibrium model characterizes groups as exhibiting long periods ofinertia interspersed with brief revolutionary changes triggered primarily by theirmembers' awareness of time and deadlines. Ba.Trueb.False14.All group members can be said to be actors, each playing a role. Aa.Trueb.False15.Norms tell members what they ought and ought not to do under certain circumstances.Aa.Trueb.False16.High status members of groups are given less freedom to deviate from norms thanother group members. Ba.Trueb.False17.Physically isolating a group will make it more cohesive. Aa.Trueb.False18.Group decisions lead to increased acceptance of the solution. Aa.Trueb.False19.The Challenger space shuttle disaster was an example of groupshift. Aa.Trueb.False20.The chief advantage of the nominal group technique is that it permits the group to meetformally but does not restrict independent thinking, as does the interacting group. Ba.Trueb.False.21.What were the major conclusions of the Hawthorne studies?Informal groups exercise a powerful influence in the workplace22.Describe group decision-making techniques.（1）restricts discussion or interpersonal communication during the decision making process.1.Group members are all physically present, but members operate independently.2.Permits the group to meet formally but does not restrict independent thinking, as does the interacting group.（2）Steps for a nominal group:1. Each member independently writes down his/her ideas on the problem.2. After this silent period, each member presents one idea to the group.3. The ideas are discussed for clarity.4. Each group member rank-orders the ideas.5. The idea with the highest aggregate ranking determines the final decision.。

12秋《组织行为学》作业4.docx

12秋《组织行为学》作业4Problem number: 1: choice question (please choose the only correct answer in the following choices) : 4Content:Job enlargement in the work design approach is an extension of the tasks and responsibilities of a job that is intended to increase employee ()A,work remunerationB,the jobClass CD, working hoursStandard answer: CStudents answer: CSubject score: 4Problem number 2: a single choice (please select the only correct answer in the following choices) : 4Content:The following statements about organizational structure design are in correct ()A,organizational structure design occupies an important position in OTganizational managementThe organization design should make the organization flat as much as possibleC,organize the design to make the organization bureaucracy as much as possibleD,organization design can bring a lot of benefit to the enterpriseStandard answer: CStudents answer: CSubject score: 4Problem number: 3: a single choice (please select the only correct answer in the following choices) : 4Content:The most important theme of contemporary organizational development and change is ()A,be the leader of the organizationB,the innovation of the organizationC,introduce advaneed management experienee and technologyD,introduce high-level management personnelStandard answer: BStudents answer: BSubject score: 4Title 4: a single choice (please select the only correct answer in the following choices) : 4Content:The following non-se1f-management team features ()A,the emphasis on individual freedomB,the basic resources and capacity of the organizationC,the downplay of the vertical boundaries of the departmentD,"one-stop service" and team self-decisionStandard answer: a.Students answer: a.Subject score: 4Title 5: a single choice (please select the only correct answer in the following choices) : 4Content:The essence of work specialization is ()A,everyone is A part of the work activityB) the enterprise only engages in one kind of production or marketingC,enterprises simplify production processD,workers simplify the production processStandard answer: a.Students answer: a.Subject score: 4Problem number 6: a single choice (please select the only correct answer in the following choices) : 4Content:The following non-formal organization features ()A,have very specific organizational goalsefficiencyC, planned rather than spontaneousThe main function of the organization is to meet individual needsStandard answer: DStudents answer: DSubject score: 4Questions: 7: one choice (please select the only correct answer in the following choices) : 4Content:The following principles that do not belong to the work design need to be followed by ()The relationship between good people and work is handled by the human centerB,attach importance to process flowPay attention to technical requirementsBe the center of leadershipStandard answer: DStudents answer: DSubject score: 4Title: problem number 8: a single choice (please select the only correct answer in the following choices) : 4Content:The following schools of classical theory are ()A,the management theory of the divisionB,the bureaucracyC,flat management theorySystem organization theoryStandard answer: BStudents answer: BSubject score: 4Questions: 9: one choice (please select the only correct answer in the following choices) : 4Content:The following is not a matrix structure advantage ()A,promote horizontal communicationB,the project owner is more than responsibleC,to reduce bureaucracyD,facilitate the efficient allocation of expertsStandard answer: BStudents answer: BSubject score: 4Problem number 10: a single choice (please select the only correct answer in the following choices) : 4Content:The following statements about the function of organizational culture in the organization's survival and development are incorrect ()A,guide functionB,the constraint functionC,leadershipD,adjust functionStandard answer: CStudents answer: CSubject score: 4Problem number 11: a single choice (please select the only correct answer in the following choices) : 4Content:The four types of organization theory are ()A,the original organization theory, the behavior organization theory, the modern organization theory, the postmodern organization theoryB,classical organization theory, behavior organization theory, modern organization theory, postmodern organization theoryC,classical organization theory, behavior organization theory, modern orgemization theory, super modern organization theoryD,classical organization theory, modern organization theory, modern organization theory, postmodern organization theoryStandard answer: BStudents answer: BSubject score: 4Problem number 12: a single choice (please select the only correct answer in the following choices) : 4Content:The following non-web organizational advantages are ()A flexible,B,reduce the management cost, improve the management efficiencyC,good for horizontal communicationD,simplify the organization and management layers to achieve full authorization managementStandard answer: CStudents answer: CSubject score: 4Problem number 13: a single choice (please select the only correct answer in the following choices) : 4Content:The author of the fifth discipline, the art and practice of learning organizations, is ()A,meyerB,Allen,C,Peter stD,robot ——Standard answer: CStudents answer: CSubject score: 4Title: problem number 14: a single choice (please select the only correct answer in the following choices) : 4Content:System organization theory holds that the system is an open and integrated social technology system, representing the people ()・A,meyer, taroB,meyer, EllenC,hormans, CusterD,Max weber, Peter stStandard answer: CStudents answer: DSubject score: 0Topic: problem number 15: single topic (please choose the only correct answer in the following choices) : 4Content:The following are the signs that organizational structures need to change ()A,the organizational leader is not satisfied with the profit of the enterpriseB,the employee is not satisfied with the salaryC and the organization，s business performance declined rapidlyThere are conflicts within the enterpriseStandard answer: CStudents answer: CSubject score: 4Problem number: 16: one choice (please select the only correct answer in the following choices) : 4Content:The following advantages of flat organization structure are ()A,highly specialized division of laborB,reduce the overheadC,the management authority is highly centralizedIt is easy to specify the rulesStandard answer: BStudents answer: BSubject score: 4Topic: problem number 17: one choice (please choose the only correct answer in the following choices) : 4Content:Frederick tarot is one of the representatives of the theory A, the administration theoryB, the bureaucracyC,scientific management theoryD,system management theoryStandard answer: CStudents answer: CSubject score: 4Problem number: 18: a single choice (please select the only correct answer in the following choices) : 4Content:The type of organizational structure that builds the organizational structure with workflow is ()A,the structure of the divisionB,functional organization structureC,linear structureD,flat structureStandard answer: DStudents answer: DSubject score: 4Problem number: 19: a single choice (please select the only correct answer in the following choices) : 4Content:The theory of cultural dimensions was created by the eminent Dutch scholar ()A,ASHLEYB,piernick。

组织行为学双语教学英语部分练习题以及复习资料

为方便答题，所有判断题目答案附在chapter9后之后Chapter 1 Introduction to Organizational BehaviorTrue/False Questions1. Organizational behavior is the study of human attitudes, behavior, and performance inorganizations.2. Organizational behavior is the study of values, goals and policies in an organization.3. The study of organizational behavior focuses on organizations, groups and individuals.4. Organizational behavior draws on many different business disciplines.5. Contributions from psychology, sociology, economics and industrial engineering are appliedin organizational behavior theory.6. Practical experience is more relevant to the study of organizational behavior than research andtheory.7. Scientific management involves the study of work processes to make them more efficient.8. Efficiency and quality can be improved by studying work processes.9. Administrative management proposes that a manager’s job include the basic functions ofplanning, organizing, commanding, coordinating and controlling.10. Organizations could reduce conflict by getting employees and managers focused on sharedgoals.Short Answer Questions1. _____________ consists of the actions and interactions of individuals and groups inorganizations.Answer: organizational behavior (OB)2. A social entity that is goal directed and deliberately structured is known as a(n)_____________.Answer: organization3. _____________ is a school of management that involves developing a standard method forperforming each job, training workers, and offering wage incentives.Answer: scientific management4. The _____________ school of management explores ways managers can influence productivitythrough human relations.Answer: human relationsEssay Questions1.Describe the various management schools of thought.Answer:?Scientific management—developed a standard method for performing each job, trained workers in the standard, eliminated interruptions, and offered wage incentives.?Administrative management—identified what structured would be most efficient in a givenenvironment and advocated putting policies and procedures into writing.?Human relations school—explored way managers could influence productivity by establishing positive relationships with employees.?Management science—applies scientific method and mathematical models to management problems.?Open systems—describes organizations as systems that interact with their environment, transforming inputs into outputs.?Sustained competitive advantage—focuses on the means organizations can create to sustain an advantage over competitors.2.Outline the assumptions about employees identified as Theory X and Theory Y.Answer:?Theory X assumes workers dislike their work and must be coerced into doing it.?Theory Y assumes that wor k is a natural part of employees’ lives and that employees will be industrious and creative if they are committed to their work.3.Identify and discuss five core values of Total Quality Management.Answer: There are ten core values with descriptions offered in Exhibit 1.3, page 15. Usethis table to guide your grading of the question.4.Identify and discuss the four management functions. Which function is most importantand why?Answer:Planning—defines goals and determines how to achieve themOrganizing—assigns tasks, delegates responsibility, and allocates resources.Leading—use of influence to inspire and empower others to work toward the organizationalgoals.Controlling—measures performance to its objectives.The most important function is planning because it influences all the other functions in howeach function is administrated.Chapter2Individual DifferencesTrue/False Questions1. Productivity, innovativeness, creativity, and other organizational outcomes are influenced byhow employees behave.2. People are an organization’s most valuable resource and are least likely to cause problems.3. Individual differences do not influence whether a person will be able to successfully performa job.4. A psychological contract describes what an employer expects from the employee and whatthe employee will contribute based on these expectations.5. A psychological contract outlines what an employee expects to contribute and what the organization will provide to the employee for these contributions.6. Psychological contracts are negotiated and written down as terms of employment.7. If an organization violates the psychological contract, employee satisfaction, trust and desireto stay with the organization goes down.8. Psychological contracts in today’s wor k environment emphasize job security for the employee.9. Psychological contracts in today’s work environment emphasize employee career management and development.10. If an employee is struggling in a job, the manager should reshape the job.Short Answer Questions1. __________________ are an organization’s most valuable resource.Answer: People Page: 892. __________________ are characteristics that vary from one person to another.Answer: Individual differences Page: 893. What an employee expects to contribute and what the organization will provide to the employee for their contributions is known as __________________.Answer: Psychological contract Page: 90ability and personality match the requirements of a job is 4. The extent to which a person’scalled __________________.Answer: Person-job fit Page: 935. When __________________ is poor, jobs need to be restructured or employees need to be replaced.Answer: Person-job fit Page: 94personality, goals, and 6. __________________ refers to the match between an individual’svalues and the organization culture.Answer: Person-organization fit Page: 94Essay Questions1. Explain cognitive ability and define its three specific dimensions.Answer:?Cognitive ability refers to an i ndividual’s capacity to think and analyze information. Three dimensions are verbal comprehension, quantitative ability, reasoning ability.?Verbal comprehension refers to a person’s capacity to understand and use written and spoken language.?Quantitati ve ability refers to an individual’s speed and accuracy in solving math problems. ?Reasoning ability refers to an individual’s capacity to solve different types of problemsLevel: 12．What are cognitive styles and explain the four dimensions of the Myers BriggsType Indicator.Answer:?Cognitive styles are different ways individuals perceive and process information. The four dimensions are?Energy (Introversion vs. Extroversion) determines where individuals gain interpersonal strength and stimulation. Extroverts gain energy through others while introverts focus on personal thoughts and feelings.?Information gathering relates to the action individuals take when making decisions. Sensingfocus on facts and details and intuitive focus less on facts and more on the relationships betweenideas.feelings.?Decision making relates to how much consideration a person gives to others’　Thinking focus on being objective while feelings are considered how the decision impacts others.?Life style relates to an individual’s tendency to be flexible and adaptive. Judging focus ongoals and is less flexible while perceiving dislikes deadlines.3. What is emotional intelligence and outline and discuss three of its components.Answer:?Emotional intelligence is the ability to accurately perceive, evaluate, express, and regulate emotions and feelings. The five components are listed in exhibit 3.7, p. 102. Use the exhibit toassist with grading the five components.4. Explain the learning process. Identify and explain one type of learning styleand indicate the type of likely occupations those with this learning style might have.Answer:?The learning process goes from a concrete experience to reflective observation to abstract conceptualization to active experimentation. The results of the experimentation generate newexperiences and the cycle outlined above repeats itself. As for one learning style use exhibit 3.9, p. 105 to assist in grading the question.5. What are instrumental and terminal values? How do values and attitudes relate?Answer:?Instrumental values are beliefs about the types of behavior that are appropriate for reaching goals.?Terminal values are beliefs about which outcomes are worth trying to achieve.?Attitudes are considered to have three components: cognition, feelings, and behavior. The cognition component includes the beliefs and values of a person. Therefore, one’s attitude is usually grounded in one’s beliefs or values.Chapter 3Perception and AttributionTrue/False Questions1. The perception process begins with attention.2. The organization stage of perception begins when a person pays attention to a stimulus and then begins to make sense of it.3. A person who uses the closure mechanism for organizing stimuli might overhear one side ofa phone conversation and is likely to imagine the overall content of the conversation.4. When a person perceives sensory data in a continuous pattern, they are using the continuity mechanism for organizing stimuli.5. A person who uses the continuity mechanism for organizing stimuli might overhear one sideof a phone conversation and is likely to imagine the overall content of the conversation.6. When a person perceives sensory data in a continuous pattern, they are using the closure mechanism for organizing stimuli.7. When people organize stimuli, they often use frames of reference called schemas.8. If managers review salaries and employee performance at the same time, employees perceive the two reviews as being in proximity.9. When employees bring their own script to a given situation, it will reduce the possibility of misunderstandings.10. A prototype is a schema that summarizes what we have learned about categories of people or objects.11. A script is a schema that summarizes what we have learned about categories of people or objects.12. In the interpretation stage of the perception process, the perceiver looks for explanations for stimuli.13. Projection is an interpretive process where you assign your own thoughts and feelings to aperson being perceived.14. Attribution is an interpretive process where a person uses observations and inferences to explain people’s behavior.15. Attribution is an interpretive process where you assign your own thoughts and feelings to a person being perceived.16. Projection is an interpretive process where a person uses observations and inferences to explain people’s behavior.17. In the retrieval stage of the perception process, a person recalls information about past events.18. In the judgment stage of the perception process a person aggregates and weights information to arrive at an overall conclusion.19. The interpretation stage is the final stage in the perception process.20. All people follow the same stages of perception.Short Answer Questions1. ____________________ is the process by which people notice and make sense of information from the environment.Answer: Perception2. The stage in the perception process that involves noticing some of the information available and filtering out the rest is ____________________.Answer: Attention3. The stage in the perception process that involves sorting information by using a frame of reference is ____________________.Answer: Organization4. When people use the ____________________ mechanism for organizing stimuli, they tendto perceive incomplete data in a whole, complete form.Answer: Closure5. When people perceive sensory data in a continuous pattern, they are using the ____________________ mechanism for organizing stimuli.Answer: Continuity6. ____________________ is when stimuli are near each other and people perceive them as being related.Answer: Proximity7. When stimuli are alike in some way people tend to group them. This mechanism fororganizing stimuli is known as ____________________.Answer: Similarity8. ____________________ is a mechanism for organizing stimuli where people tend to perceive the sensory data they are most attentive to as standing out against the background of other sensory data.Answer: Figure-ground9. A cognitive structure in which related items of information are grouped together is known as____________________.Answer: Schema10. A ____________________ is a schema that describes a sequence of actions.Answer: Script11. A ____________________ is a schema that summarizes what we have learned about categories of people or objects.Answer: PrototypesChapter 4Sources of MotivationTrue/False Questions1. Content theories emphasize the needs that motivate people.2. Basic needs create internal tension that will motivate positive behaviors to fulfill the needs.3. Basic needs create internal tension that will motive behavior to fulfill the needs.4. Intrinsic rewards are the personal satisfactions a person receives while performing a particular action.5. Extrinsic rewards are given by another person as a result of the employee’sperforming a particular action such as completion of a task.6. Extrinsic rewards are the personal satisfactions a person receives while performing a particular action.7. Intrinsic rewards are given by another person as a result of the employee’sperforming a particular action such as completion of a task.8. A manager might give an extrinsic reward by recommending promotion or pay increase foran employee who performs well.9. When an employee feels a sense of accomplishment for completion of a task, they are receiving an intrinsic reward.10. Scientific management is an example of the traditional approach to motivation.Short Answer Questions1. ___________________ are motivation theories that emphasize the needs that motivate people.Answer: Content theories2. ___________________ refers to the forces either within or external to a person that energize, direct, and maintain behavior.Answer: Motivation3. ___________________ are the satisfactions a person receives while performing a particular action.Answer: Intrinsic rewards4. ___________________ are given by another person as a result of the employ ee’s performinga particular action such as completion of a task.Answer: Extrinsic rewards5. The ___________________ to motivation emphasizes increasing the efficiency of an employee’s job and providing economic rewards for high performance.Answer: Traditional approach6. The ___________________ to motivation emphasizes that noneconomic rewards are more important than money as a motivator of work behavior.Answer: Human relations approach7. The ___________________ to motivation suggests that employees are complex and motivated by many factors.Answer: Human resources approach8. ___________________ are a contemporary approach to motivation and stress the analysis of underlying human needs.Answer: Content theories9. A motivation theory that proposes that humans are motivated by multiple needs and that these needs vary in importance is the ___________________.Answer: Hierarchy of needs10. ___________________ needs are the most basic human needs including food water and sex.Answer: PhysiologicalEssay Questions1. Identify and explain the four foundations of motivation.Answer:?Traditional approach—emphasizes external factors on motivation where people work for the money; also known as the economic man.?Human relations approach—emphasizes the noneconomic rewards over money; the idea ofthe social man.?Human resource approach—combines the economic and social man and views the person asa whole.?Contemporary approach—focus is on the three different theories of motivation: content (satisfy underlying needs), process (thought processes that influence behavior) and reinforcement theories.2. Describe Maslow’s h ierarchy of needs and the ERG theory. How are these two theories similar and how are they different?Answer:?Maslow has five needs that motivate individuals. Those five in order of lowest to highestare: physiological, safety, social, esteem, and self-actualization.?ERG has three categories: existence, relatedness, growth.?Maslow and ERG are similar in that an unsatisfied need motivates, existence is the combination of physiological and safety and growth are the combination of esteem andself-actualization.?Maslow and ERG differ in that with Maslow the movement on the hierarchy is more rigidthan the ERG.3. What is the acquired needs theory? Which need appears to predict entrepreneurs?Answer:?Acquired needs theory proposes that certain types of needs are acquired during anAs with all content theories, an unsatisfied n eed motivates.individual’s lifetime.?Need for achievement—the desire to accomplish something difficult, attain a high standardof success, master complex tasks, and surpass others.?Need for affiliation—the desire to form close personal relationships.?Need for power—the desire to influence or control others.?High need for achievement appears to predict entrepreneurs.4. What is the two-factor theory? How does it differ from Maslow’s hierarchy of needs?Answer:?The work characteristics associated with dissatisfaction (hygiene factors) are very differentfrom those pertaining to satisfaction (motivators). In other words, once hygiene factors are nolonger a source of dissatisfaction, the employee is still not motivated. To motivate, motivatorsmust be added once the employee is neither dissatisfied nor satisfied.?Hygiene factors are job context factors like working conditions, pay, company policies, and coworkers.?Motivators are job content factors like challenging work, recognition, and responsibility.?The difference between Maslow and two-factor is the state where an employee is neither dissatisfied nor satisfied.5. Identify and explain the four job design approaches. Which approach provides the opportunity for higher job satisfaction?Answer: The four approaches are motivational, mechanistic, biological, and perceptual-motor. Use exhibit 5.6 page 177 to assist in grading?Motivational—use job characteristics model indicating where jobs are design to increase thesatisfaction) and productivity.quality of employees’ work experience (?Mechanistic—a job-design approach that emphasizes the simplest way to perform a job to maximize efficient (assembly line).physical capabilities and limitations?Biological—job-design that focus on individuals’　(ergonomics).?Perceptual-motor—focuses on the individual’s mental capabilities and limitations where the job does not exceed humans’ mental capabilities. Like air traffic controllers.?Motivational provides the opportunity for higher job satisfaction.Chapter 5Motivation ProcessesTrue/False Questions1. Process theories explain how employees are motivated.2. Content theories explain what motivates employees.3. Content theories explain how employees are motivated.4. Process theories explain what motivates employees.5. According to the equity theory, employees will be satisfied if they perceive their rewards as equal to what others receive for similar contributions.6. Inequity can be perceived both through overpayment and underpayment in comparison with others.7. The only methods for reducing perceived inequity are changing inputs and/or changing outcomes.8. Employee theft is an example of employee response to perceived unfair procedural justice.9. Expectancy theory is concerned with identifying types of needs.10. Expectancy theory is concerned with understanding the thinking process that individuals use to achieve rewards.Essay Questions1. What is equity theory? Explain four common methods for reducingperceived inequity.Answer: A process theory that focuses on the individual’s perception of how they were treated in comparison to others. The four common methods are?Change inputs—increase or decrease effort?Change outcomes—request more based on what others receive?Distort perceptions—of the input-output ratio?Leave the job2. What is the expectancy theory? Explain the three major elements of the expectancy theory.Answer: A process theory that depends on individual’s expectations about the ability to perform tasks and receive desired rewards. The major elements are the effort to performance, performance to outcome, and valence. Effort to performance is a judgment as to whether puttingeffort into a given task will lead to high performance. Performance to outcome involves whethersuccessful performance of a task will lead to the desired outcomes. Valence is the value of thereward to the individual. If the individual doesn’t believe any of three will happen, the result islow motivation.3. Identify and explain the four types of reinforcement.Answer: the four types of reinforcement are:?Positive reinforcement—provide something of value increases likelihood that the behavior isrepeated.?Avoidance learning (negative)—person avoids something unpleasant which increase odd thatthe behavior will be repeated.?Punishment—imposition of something unpleasant on an outcome therefore decreasing theodds of that behavior being repeated.?Extinction—withdraw of positive reinforcement which decreases the odds of that behaviorappearing again.4. Identify and explain four characteristics of effective goals?Answer: Utilize exhibit 6.6 p. 206 to assist in your grading. The following six characteristics arelisted: are specific and measurable, are accepted and endorsed, are linked to rewards, relate to adefined time period, are challenging and realistic, and are focused on key result areas.5. Identify and explain the five items along the continuum of empowerment and provide an example for each item.Answer: Utilize exhibit 6.12 p. 218 to assist your grading. The five items along the continuum with an example of each are:?Have no decision discretion (staff meetings).?Give input (suggestion box).?Participate in decisions (quality circles).?Make decisions (task force).?Are responsible for decision process and strategy (self-management).Chapter 7The Structure and Behavior of GroupsTrue/False Questions1. Passive membership in an organization such as the American Automobile Association is an example of an organizational behavior group.2. Groups have the potential to meet their individuals’ social needs.3. The reasons for establishing a group influence the form the group takes.4. Departments, teams, and divisions are examples of a formal group.5. One person in a group can have success independently of the contributions of the other group members.6. A committee established to define disaster plans in the event of an emergency is an example of a task group.7. Informal groups have no influence on achievement of organizational objectives.8. The phrase “keeping up with the Jones’s” describes a reference group.9. Group development occurs in stages of specific intensity or length.10. The first stage in group development is the forming stage.Essay Questions1. Identify and discuss the stages of group development.Answer: There are five stages of group development.?Forming—group begins and there is a level of uncertainty?Storming—conflict over direction?Norming—conflict resolution and generation of team spirit?Performing –collaboration and goal achievement?Adjourning—end of group2. What are task and maintenance roles and what value do they have for a group. Provide two example of each in your discussion.Answer: task roles allow the group to define and pursue a group objective. Maintenance roles involve building and sustaining positive relationships among group members. For a group to be effective, members in the group must play both task and maintenance roles. See page 241, exhibit 7.4 to assist in grading the examples of each role.3. Identify four factors that influence group performance. Be sure to offer a complete explanation about each factor.Answer: There are seven factors that influence group performance. Use exhibit 7.9 page 252 to assist in grading of this question. In general the seven factors are:a. Sizeb. Compositionc. Resourcesd. Taskse. Normsf. Cohesivenessg. Rewards4. What is social loafing and how might it be controlled?Answer: social loafing is the tendency of group members to reduce their efforts as the size of the group increases. Ways to control it are (1) keep groups small so members can be held accountable for the behavior, and (2) measure individual as well as group output.5. Discuss the influence norms and cohesiveness has on group performance.Answer: there are two types of performance norms: high and low. High performance norms means the group favors quality work and output in relationship to the organization. Low performance norms means the group is more interested in satisfying their needs over the needs of the organization. High cohesiveness is how much desire members have to remain part of the group.Chapter 9Leadership in OrganizationsTrue/False Questions1. Leadership is multidirectional and noncoercive.2. The people involved in a leadership relationship want changes and the leader dictates these changes.3. The same qualities that make an effective leader make an effective follower.4. All good leaders are managers.5. A major difference between a leader and a manager is their sources of power.6. The power of a leader comes from the formal authority granted within the organization structure.7. The power of a manager comes from the formal authority granted within the organization structure.8. The power of a manager comes from personal sources that are not invested in the organization.Multiple Choice Questions1. The scientific study of leadershipa. began early in the 19th century.b. recently began with researchers studying the success of Phil Jackson in the NBA.c. is fairly recent, beginning in the early 21st century.d. is fairly recent, beginning in the early 20th century.Answer: d Level: 12. Leadership isa. a person who thinks independently, is capable of self-management, and plays an active role inthe organization.b. the distinguishing personal characteristics of a leader, such as intelligence, self-confidence,and appearance.c. an influence relationship among leaders and followers who intend real changes that reflecttheir shared purposes.d. a leader who tends to centralize authority and rely on formal position, use rewards, and coercion to influence subordinates.e. a leader who delegates authority to others, encourage participation, relies on subordinates’　knowledge for completion of tasks, and depends on subordinate appreciation and respect for influence.Answer: c Level: 13. An influence relationship among leaders and followers who intend real changes that reflect their shared purposes is known asa. the LPC scale.b. vision.c. consideration.d. leadership.e. the attribution theory of leadership.Answer: d Level: 14. An important aspect of leadership is thata. leaders are leaders and followers are followers, they are never the same person.b. leaders are somehow different, they are above others.c. leadership only emerges from the top of the organization.d. leaders and followers may sometimes be the same people, playing different roles at different times.e. only men make great leaders.Answer: d Level: 15. Leadership isa. something that is done to followers.b. where superiors influence subordinates but are not influence by subordinates.c. where the relationship among people is passive.d. where people involved in a leadership relationship want substantive changes.Answer: d6. One way of looking at leaders and managers isa. managers promote stability, leaders promote change.b. managers promote change, leaders promote stability.c. leaders promote both stability and change.d. neither managers nor leaders are involved with change.Answer: a Level: 1 57. Good management helps organizations achieve short-term results and meet the expectations of various stakeholders.Answer: True Level: 2 58. Effective leadership results in successful organizational change.Answer: True Level: 1 5Essay Questions。

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Chapter 1 What Is Organizational Behavior?MULTIPLE CHOICE1. Successful managers and entrepreneurs recognize that:a. technical knowledge is all that is needed for success.b. interpersonal skills are not important.c. technical skills are necessary, but insufficient, for succeeding in management.d. an understanding of human behavior does not impact effectiveness(c; Challenging; pp. 2-3)What Managers Do2. Which one of the following is not considered an organization?a. churchb. universityc. a military unitd. all 45-year-old adults in a community(d; Easy; p. 4)3. A(n) _____ is a consciously coordinated social unit, composed of two or more people, thatfunctions on a relatively continuous basis to achieve a common goal or set of goals.a. organizationb. unitc. teamd. ethnic group(a; Moderate; p. 4)4. The four management functions include all of the following except:a. controlling.b. planning.c. staffing.d. organizing.(c; Moderate; p. 4)5. _____ includes defining an o rganization’s goals and establishing an overall strategy for achievingthese goals and developing a comprehensive hierarchy of plans to integrate and coordinate activities.a. Controllingb. Planningc. Leadingd. Coordinating(b; Moderate; p. 4)16. The determination of how tasks are to be grouped is part of which management function?a. planningb. leadingc. controllingd. organizing(d; Easy; p. 4)7. The organizing function includes a determination of which of the following?a.what tasks are to be doneb.who is to do these tasksc.who reports to whomd.all of the above(d; Moderate; p. 4)8. Every organization contains people, and it is management’s job to direct and coordinate thesepeople. This is the ______ function.a.planningb.leadingc.controllinganizing(b; Moderate; p.4)9. According to Henry Mintzberg, the ten managerial roles can be grouped into three categories.Which of the following is not one of these groups?a. concern with the interpersonal relationshipsb. the transfer of informationc. decision makingd. liaison roles(d; Challenging; Exh. 1-1; p. 6. )10. An example of Mintzberg’s interpersonal management role is:a. spokesperson.b. leader.c. negotiator.d. monitor.(b; Moderate; Exh. 1-1; p. 6)11. When a manager searches the organization and its environment for opportunities and initiatesprojects to bring about change, the manager is acting in which role?a. negotiatorb. entrepreneurc. disturbance handlerd. resource allocator(b; Challenging; Exh. 1-1; p. 6)212. Which of the following is not an essential management skill identified by Robert Katz?a.technicalputerc.humand.conceptual(b; Moderate; p. 5)13. When managers have the mental ability to analyze and diagnose complex situations, they possess:a.technical skills.puter skills.c.human skills.d.conceptual skills.(d; Challenging; pp. 6-7 )14. Which one of the following would not be considered a human skill?a. completing accounting reportsb. communicatingc. resolving conflictsd. working as part of a team(a; Moderate; pp 5-6)15. According to Luthans and his associates, which of the following is not considered a part oftraditional management?a. interacting with outsidersb. decision makingc. controllingd. planning(a; Moderate; p. 7)16. Which of Luthan’s managerial activities involves socializing, politicking, and interacting withoutsiders?a.traditional managementmunicationc.human resource managementworking(d; Challenging; p. 7 )17. According to Luthans, successful managers spent more of their time on _____ than on any otheractivity.a.traditional managementb.human resource managementworkingmunicating(c; Challenging; p. 8)318. A common thread running through the functions, roles, skills, and activities approaches tomanagement recognizes the importance of:a.managing technology.b.managing people.c.politicking.d.being efficient.(b; Moderate; p. 8)Enter Organizational Behavior19. Organizational behavior is all of the following except:a. a field of study.b. an applied field.c. an intuitive analysis of human behavior.d. studying what people do in an organization.(c; Moderate; p. 8)20. ______ is a field of study that investigates the impact that individuals, groups, and structure haveon behavior within organizations for the purpose of applying such knowledge toward improving an organization’s effectiveness.anizational developmentb.Managementanizational behaviord.People management(c; Easy; p. 8)21. Which of the following is not a core topic of organizational behavior?a.motivationb.attitude developmentc.conflictputers(d; Easy; p. 8 )22. According to the text, the best approach for obtaining knowledge about human behavior isa. the common sense approach.b. an observational approach.c. a systematic approach.d. a theoretical approach.(c; Easy; p. 10)23. A major theme in your textbook is that behavior is not:a. caused.b. random.c. consistent.d. predictable.(b; Easy; p. 9)424. If we know how a person perceives a situation and what is important to him/her, then behavior isgenerallya. predictable.b. predetermined.c. uncontrollable.d. controllable.(a; Moderate; p. 9)25. Fundamental consistencies allow _____ of behavior.a. observationb. systematizingc. researchd. predictability(d; Moderate; pp. 9-10)26. Behavior is generally _____ and the _____ of behavior is a means to making reasonably accuratepredictions.a. predetermined; observationb. predictable; systematic studyc. controllable; theoretical applicationd. uncontrollable; systematic study(b; Moderate; p. 10)27. _____ includes analyzing relationships, determining causes and effects, and basing conclusions onscientific evidence.a. Organizational behaviorb. The observational approach to understanding organizational behaviorc. A theoretical approach to organizational behaviord. A systematic study of organizational behavior(d; Moderate; p. 10)28. In the study of OB, intuition is replaced by:a. systematic study.b. generalization.c. listening.d. prediction.(a; Easy; p. 10)Contributing Disciplines to the OB Field29. Organizational behavior is built upon contributions from all of the following disciplines except:a. humanities.b. psychology.c. anthropology.d. political science.(a; Moderate; p. 11)530. The science that seeks to measure, explain, and sometimes change the behavior of humans andother animals is:a. psychiatry.b. psychology.c. sociology.d. political science.(b; Moderate; p. 12)31. Which behavioral science discipline has made the most significant contribution to understandingindividual behavior?a. sociologyb. social psychologyc. psychologyd. anthropology(c; Moderate; p. 12)32. The OB topic of motivation has been most influenced by which behavioral science discipline?a. psychologyb. social psychologyc. sociologyd. political science(a; Moderate; p. 12)33. The most significant contribution to OB in the area of formal organization theory and structure hasbeen made by:a. psychology.b. sociology.c. anthropology.d. political science.(b; Moderate; p. 12)34. _____ studies people in relation to their fellow human beings.a.Psychologyb.Sociologyc.Anthropologyd.Political science(b; Moderate; p. 12)35. The science that focuses on the influence of people on one another is:a. psychology.b. anthropology.c. political science.d. social psychology.(d; Moderate; p. 12)636. One of the major areas receiving considerable investigation from social psychologists has been:a.change.b.motivation.c.job satisfaction.d.job stress.(a; Challenging; p. 12 )37. The OB subject of “organizational culture” has been most influenced by which behavioral sciencediscipline?a. anthropologyb. psychologyc. social psychologyd. political science(a; Moderate; p. 12)38. _____ has helped us understand differences in fundamental values, attitudes, and behaviorbetween people in different countries.a.Anthropologyb.Psychologyc.Social psychologyd.Political science(a; Challenging; p. 12)39. Topics of study in political science include all of the following except:a. structuring of conflict.b. the social system in which individuals fill their roles.c. allocation of power.d. how people manipulate power for individual self interest.(b; Challenging; p. 12)There are Few Absolutes in OB40. Which of the following is the best description of OB’s current state?a. It is based on universal truths.b. It is based on contingencies.c. There is little disagreement among OB researchers and scholars.d. Cause-effect principles have been isolated which tend to apply to all situations.(b; Moderate; p. 13)Challenges and Opportunities for OB41. Whereas _____ focuses on differences between people from different countries, _____ addressesdifferences among people within given countries.a. workforce diversity; globalizationb. globalization; workforce diversityc. culture; diversityd. culturization; workforce diversity7(b; Challenging; pp. 14-15)42. ______ means that organizations are becoming more heterogeneous in terms of gender, race, andethnicity.a.Globalizationb.Workforce diversityc.Affirmative actionanizational culture(b; Easy; p. 15)43. The ________ assumption is being replaced by one that recognizes and values _____.a.melting pot; differencesb.melting pot; similaritiesc.diversity; differencesd.heterogeneous; similarities(a; Moderate; p. 15)44. Which of the following is not true?a. Currently, 46 percent of the U.S. labor force are women.b. Minorities and immigrants make up 23 percent of the workforce.c. The male Caucasian working full time to support a non-employed wife and school-agedchildren is a minority.d. The proportion of minorities and women is shrinking.(d; Challenging; p. 15)45. The implications of workforce diversity include all of the following except:a.managers have to shift their philosophy from treating everyone alike to recognizing differences.b.diversity training should be provided.c. revamping benefit programs is needed to accommodate the different needs of differentemployees.d.the same perceptions are used in decision making.(d; Challenging; p. 15)46. _____ is a philosophy of management that is driven by the constant attainment of customersatisfaction through the continuous improvement of all organizational processes.a. MBOb. Quality managementc. Reengineeringd. Organizational behavior(b; Easy; p. 16)47. Quality management requires _____ employee involvement.a. very littleb. occasionalc. extensived. no(c; Moderate; p. 16)848. _____ asks managers to reconsider how work would be done and their organization structured ifthey were starting over.a. Process reengineeringb. MBOc. TQMd. Diversity training(a; Easy; p. 16)49. Predictions suggest there will be a labor shortage for at least another:a.1-2 years.b.4-5 years.c.10-15 years.d.20-25 years.(c; Moderate; p.17)50. The U.S. labor shortage is a function of:a.birth rates and labor participation rates.b.birth rates and mobility.c.brain drain.d.poor wages and benefits.(a; Moderate; p. 17)51. Many employees have been led to retire early as a result of:a.expanded Social Security benefits.b. a healthy stock market.c.improved pension plans.d.all of the above(d; Challenging; p. 17)52. The majority of employees today in developed countries work in:a.manufacturing jobs.b.service jobs.c.MNCs.ernment agencies.(b; Moderate; p. 18)53. When managers put employees in charge of what they do, they are _____ the employees.a.reengineeringb.empoweringc.diversifyingd.dehiring(b; Moderate; p. 19)954. Managing today can be described as long periods of ongoing _____ interrupted occasionally byshort periods of _____.a.change; stabilityb.stability; changec.flexibility; rigidityd.rigidity; flexibility(a; Moderate; p. 19)55. Which of the following has not contributed to blu rring the lines between employees’ work life andpersonal life?a.the creation of global organizationsmunications technology allowing employees to work any time and from any placeanizations asking employees to put in longer hoursd.fewer dual-income couples(d; Easy; p. 20)56. Situations where an individual is required to define right and wrong conduct are termed:a. diversity issues.b. human resource problems.c. ethical dilemmas.d. loyalty oaths.(c; Easy; p. 21)Coming Attractions: Developing an OB Model57. A model is a(an):a. abstraction of reality.b. response that is affected by an independent variable.c. independent variable.d. real-world scenario.(a; Easy; p. 22)58. Primary dependent variables in OB include:a. productivity.b. absenteeism.c. job satisfaction.d. all of the above(d; Easy; p. 23)59. _____ is achievement of goals.a. Efficiencyb. Effectivenessc. Productivityd. Motivation(b; Easy; p. 23)1060. Which of the following is an example of being an efficient company or employee?a. operating a hospital at the lowest possible cost but still yielding a high profitb. being the most pleasant real estate broker in the southeastc. as a telemarketer, making the required number of calls at the end of the dayd. a sales person who acquires the most clients of anyone in the company(a; Challenging; p. 23)61. Sears trained employees to improve the employee-customer interaction to ultimately:a.generate additional revenue.b.decrease returns.c.improve repeat customer business.d.none of the above(a; Moderate; p. 23)62. _____ is discretionary behavior that is not part of an employee’s formal job requirement, but thatpromotes the effective functioning of the organization.a.Productivityb.Motivationanizational citizenshipanizational behavior(c; Moderate; p. 25)63. Individual-level independent variables include:a. technology.b. organizational culture.c. perception.d. human resource policy.(c; Moderate; pp. 25-26)64.________ is the voluntary and involuntary permanent withdrawal from an organization.a.Absenteeismb.Turnoverc.Downsizingd.Exit(b; Easy; p. 24)TRUE/FALSE65. The single biggest reason for the failure of managers is poor interpersonal skills.(True; Easy; p. 3)66. While managers must be technically competent, technical knowledge is not enough for success. (True; Moderate; p. 3)What Managers Do67. Managers get things done through other people.11(True; Easy; p. 4)68. The term organization, as used in your textbook, is meant to include business firms but excludegovernment agencies.(False; Easy; p. 4)69. Managers may be referred to as administrators in not-for-profit organizations.(True; Moderate; p. 4)70. Henri Fayol listed five management functions: planning, organizing, commanding, coordinating,and controlling.(True; Moderate; p. 4)71. Modern theorists have condensed Fayol’s five management functions down to four: planning,organizing, commanding, and controlling.(False; Moderate; p. 4)72. The controlling function includes the determination of what tasks are to be done.(False; Moderate; p. 4)73. Monitoring, comparing, and potential correcting is what is meant by the controlling process. (True; Moderate; p. 4)74. Mintzberg concluded that managers perform ten different highly-interrelated roles, or sets ofbehaviors, attributable to their jobs.(True; Challenging; p. 5)75. The role of spokesperson is an example of an informational role.(True; Easy; p. 5)76. As resource allocators, managers are responsible for allocating human, physical, and monetaryresources.(True; Moderate; Exh. 1-1; p. 6)77. When managers initiate and oversee new projects that will improve their organization’sperformance, they are acting in the capacity of an entrepreneur, an example of an informational role.(False; Moderate; Exh. 1-1; p. 6)78. Robert Katz has identified three essential management skills: technical, human, and conceptual. (True; Moderate; pp. 5-6)79. According to Katz, human skills encompass the ability to apply specialized knowledge or expertise. (False; Moderate; pp. 5-6)80. The ability to analyze and diagnose complex situations is referred to as an individual’s conceptualskills.(True; Easy; pp. 6-7)1281. According to Luthans and his associates, those managers who are most “successful” will spendmore time networking than those managers who are considered most “effective.”(True; Challenging; Exh. 1-2; p. 7)82. Research conducted by Luthans supports the theory that promotions are based on performance. (False; Moderate; p. 7)83. Luthans’ research indicates that among effective managers, communication made the largestrelative contribution and networking the least.(True; Challenging; Exh. 1-2; pp. 7-8)84. Managers need to develop their people skills if they are going to be effective and successful. (True; Moderate; p. 8)Enter Organizational Behavior85. Organizational behavior is a field of study that investigates the impact that individuals, groups, andstructure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.(True; Moderate; p. 8)86. Organizational behavior is concerned with the study of what people do in an organization andhow that behavior affects the performance of the organization.(True; Moderate; p. 8)87. Behavior is generally predictable, and the systematic study of behavior is a means to makingreasonably accurate predictions.(True; Moderate; p. 10)88. Many people’s views on human behavior are based on intuition.(True; Easy; pp. 9-10)89. It is the consistencies in behavior that make prediction possible.(True; Moderate; p. 9)90. Regardless of appearances, people usually intend their behavior to be rational.(True; Moderate; p. 9)91. Anything you learn in an unsystematic way is incorrect.(False; Moderate; p. 10)92. Intuition is gut feelings about “why I do what I do.”(True; Easy; p. 10)Contributing Disciplines to the OB Field93. OB is an applied behavioral science that is built upon contributions from a number of behavioraldisciplines.13(True; Easy; p. 11)94. Learning, perception, and personality have been OB topics whose contributions have generallycome from psychology.(True; Moderate; Exh. 1-3; p. 11)95. What psychology is to the individual, sociology is to the group.(True; Moderate; p. 12)96. Social psychology is an area within psychology, blending concepts from both psychology andpolitical science.(False; Moderate; p.12)97. Anthropology has helped us understand differences in values and attitudes between people indifferent countries.(True; Moderate; p. 12)98. Conflict and power have been major topics of concern to political scientists.(True; Easy; Exh. 1-3; p. 12)There are Few Absolutes in OB99. There are many simple and universal principles that explain organizational behavior.(False; Easy; p. 13)100. OB researchers cannot offers reasonably accurate explanations of human behavior since people act very differently in the same situation.(False; Moderate; p. 13)Challenges and Opportunities for OB101. As the world has become a global village, managers have to become capable of working with people from different cultures.(True; Moderate; p. 14)102. Workforce diversity means that organizations are becoming more homogeneous in terms of gender, race, and ethnicity.(False; Moderate; p. 15)103. People must set aside their cultural values when they come to work.(False; Moderate; p. 15)104. 46 percent of the U.S. labor force are women.(True; Challenging; p. 15)105. Diversity, if positively managed, can increase creativity and innovation in organizations. (True; Easy; p. 15)106. A philosophy of management that is driven by the constant attainment of customer satisfaction14through the continuous improvement of all organizational pro cesses is termed “reengineering.”(False; Moderate; p. 16)107. Quality management has an intense focus on the customer and a goal of employee empowerment. (True; Easy; p. 16)108. Putting employees in charge of what they do is termed “reengineering.”(False; Easy; p. 16)109. Process reengineering asks, “How would we do things around here if we were starting over from scratch?”(True; Easy; p. 16)110. In tight labor markets, those managers who don’t understand human behavior risk having no one to manage.(True; Moderate; p. 17)111. An employee who is empowered is given greater opportunity to determine how she does her job. (True; Moderate; p. 19)112. There’s a blurring between the roles of managers and workers.(True; Moderate; p. 20)113. Managing today is described as long periods of ongoing change, interrupted occasionally by short periods of stability.(True; Moderate; p. 21)114. Today’s managers and employees must learn to cope with temporariness –learning to live with flexibility, spontaneity, and unpredictability.(True; Moderate; p. 19)115. OB has little to offer in stimulating employee creativity and tolerance for change.(False; Challenging; p. 20)116. Your firm is experiencing lower than normal profits. You realize that you should write off some questionable accounts, but your supervisor suggests that you wait until next year. This is a modern example of an ethical dilemma.(True; Easy; p. 21)Coming Attractions: Developing an OB Model117. There are three levels of analysis in OB, and, as we move from the individual level to the group level to the organization systems level, we add systematically to our understanding of behavior in organizations.(True; Challenging; p.22)118. The key factors you want to explain or predict in a model are termed independent variables. (False; Moderate; p. 23)15119. Typical dependent variables in organizational behavior are productivity, absenteeism, and job satisfaction.(True; Moderate; p. 23)120. Organizational behavior models generally assume job satisfaction to be an independent variable. (False; Moderate; p. 23)121. An organization is productive if it achieves its goals and does so by transferring inputs to outputs at the lowest cost.(True; Moderate; p. 23)122. The annual cost of absenteeism in the U.S. is estimated at over $40 billion.(True; Challenging; p. 24)123. A conservative estimate of the cost of recruiting, selecting, and training an employee is about $25,000.(False; Challenging; p. 24)124. Reasonable levels of employee-initiated turnover facilitate organizational flexibility and employee independence.(True; Challenging; p. 24)125. The difference between the amount of rewards workers receive and the amount they believe they should receive is termed job satisfaction.(True; Moderate; p. 25)126. Job satisfaction represents an attitude rather than a behavior.(True; Moderate; p. 25)127. Independent group level variables studied in organizational behavior include perception, learning, and motivation.(False; Moderate; p. 25)SCENARIO-BASED QUESTIONSApplication of What Managers DoJoseph Wood is a manager at the XYZ Company. He performs all the management functions as condensed from Henri Fayol’s work.128.When Mr. Wood estimates an overall strategy for achieving his de partment’s goals, he is performing the _____ function.a.planninganizingc.leadingd.controlling(a; Moderate; p. 4)16129.When Mr. Wood determines what tasks are to be performed by his employees and how they are to be grouped, he is performing the ____ function.a.planninganizingc.leadingd.controlling(b; Moderate; p. 4)130. When Mr. Wood motivates his employees and attempts to resolve conflicts among department members, he is performing the _____ function.a.planninganizingc.leadingd.controlling(c; Moderate; p. 4)131. When Mr. Wood compares projected sales to actual sales in his department, he is performing the _____ function.a.planninganizingc.leadingd.controlling(d; Moderate; p. 4)Application of Contributing Disciplines to the OB FieldYou are bringing together faculty from different behavioral disciplines to author a new textbook in organizational behavior. You have faculty from the fields of psychology, sociology, social psychology, anthropology, and political science.132. You should expect that the faculty member from _____ will probably contribute information about intergroup behavior.a. sociologyb. psychologyc. social psychologyd. anthropology(a; Challenging; p. 12)133. Information on which of the following would probably not be a contribution from the faculty member from political science?a. conflictb. powerc. organizational changed. intraorganizational politics(c; Challenging; p. 12)17134. To whom would you expect to address issues of communication?a. the psychologistb. the anthropologistc. the political scientistd. the social psychologist(d; Challenging; p. 12)135. You would expect the faculty member from _____ to furnish information about personality, learning, and motivation.a. sociologyb. psychologyc. anthropologyd. political science(b; Moderate; p. 12)Application of Quality ManagementYou are an employee of Acme, Inc. who has just been approached by your manager with a new philosophy that management wishes to institute. Your manager is stressing that he wants your involvement and that the emphasis is going to be on the customer and continual improvement.136. You would probably believe that management is trying to implement:a. quality management.b. MBO.c. process reengineering.d. organizational behavior.(a; Moderate; p. 16)137. As part of the program, you should expect to see all of the following except:a. improvement in quality.b. empowerment of employees.c. emphasis on individual achievement.d. accurate measurement.(c; Moderate; p. 16)138. You should expect your job to change in which of the following ways?a. more imposed rules from managementb. more measurement of performance variablesc. more free timed. less real employee power(b; Moderate; p. 16)Application of Developing an OB ModelAllison and Gail both are studying for a final exam. Both students have a goal of making a grade of 91 or better. Gail studied 6 hours and made a grade of 92. Allison studied for 9 hours and also made a grade of18。

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