1. ________ socialization assumes that the newcomer's qualities and qualifications are the necessary ingredients

for job success, so these qualities and qualifications are confirmed and supported.

Variable

Collective

Serial

Investiture

Formal

2. Work should be performed by an individual if ________.

the work is complex and requires different perspectives

the work creates a common purpose or set of goals for the people in the group that is more than the

aggregate of individual goals

the work is simple and does not require diverse input

several tasks that are interdependent are to be performed for completing the work

performing the work requires learning a new technology or understanding a new system

3. Selective information processing is a major force for resistance to change. It indicates that ________.

changes in organizational patterns may threaten the expertise of specialized groups so these groups

tend to resist change

individuals hear what they want to hear and they ignore information that challenges the world they've

created

limited changes in subsystems tend to be nullified by the larger system

groups in the organization that control sizable resources often resist change

even if individuals want to change their behavior, group norms may act as a constraint

4. Which one of the following is NOT one of the primary ways to group jobs?

skill

customer

function

product

service

5. Which of the following terms indicates the tendency of individuals to spend less effort when working

collectively?

groupthink

collective efficacy

social loafing

group shift

clustering

6. Believing that in-group members are the most competent, leaders invest their resources in them. This, in turn,

leads the in-group members to show higher levels of performance at their jobs. This chain of events reflects the

concept of ________.

assumption fallacy

reverse engineering

self-fulfilling prophecy

Newcomb's paradox

predestination paradox

7. A(n) ________ strategy emphasizes the introduction of major new products and services.

innovation

cost-minimization

imitation

organic

mechanistic

8. Which of the following is NOT likely to encourage group cohesiveness?

stimulating competition with other groups

increasing the size of the group

obtaining agreement upon the established goals

increasing the group's status and the perceived difficulty of attaining membership

physically isolating the group

9. Doug's team just had a research breakthrough. They'll need several thousands of dollars to complete the

project. Doug has called a series of meetings in which he's promoting the significance of the new discovery,

explaining the economic benefits that will result from the final project, and answering questions. Doug is a(n)

________ within his company.

change agent

arbitrator

manipulator

idea champion

stress creator

10.

A high-ability team is composed of mostly intelligent members. Which of the following statements is TRUE

regarding a high-ability team?

High-ability teams are also less adaptable to changing situations as compared to low-ability teams.

When tasks are simple, high-ability teams perform better than low-ability teams.

High-ability teams should be reserved for tackling the tough problems.

Low-ability teams can more effectively apply existing knowledge to new problems than high-ability

teams.

When the task entails considerable thought, lower-ability teams perform better than high-ability

teams.

11.

The ________ is characterized by a low degree of departmentalization, wide spans of control, authority

centralized in a single person, and little formalization.

bureaucracy

matrix organization

simple structure

team structure

centralized structure

12.

The conflict-handling techniques are characterized by two dimensions, cooperativeness and assertiveness.

Assertiveness indicates the degree to which ________.

one party attempts to satisfy his or her own concerns

one party attempts to suppress the conflict

the parties attempt to find a win-win solution

one party attempts to satisfy the other party's concerns

the parties are willing to involve third-party conflict resolution techniques

13. Samantha is the owner of a flower shop. She has five employees that all report directly to her and she makes

all the decisions regarding the type and quantity of flowers and looks after the shop's finances. Which type of

organizational structure does Samantha have?

bureaucracy

virtual structure

matrix structure

boundaryless structure

simple structure

14.

John is good with numbers, but he wasn't sure what he wanted to study in college. During his senior year in

high school he had a math teacher, Ms Rice. John liked his teaching style and got interested in numbers. He

also joined the Math Club to spend more time with Ms. Rice. As a result, John went on to study math and

later engineering in college, and today tells his kids that he owes his career to Ms. Rice. Ms. Rice exhibited

________ power over John.

positional

referent

coercive

reward

legitimate

15. Which of the following is NOT a step in the negotiation process?

definition of ground rules

clarification and justification

bargaining and problem solving

process evaluation

preparation and planning

16.

Effective teams have confidence in themselves and believe they can succeed. This confidence is called

________.

social facilitation

goal congruence

social loafing

team efficacy

self serving bias

17.

The phenomenon of ________ describes situations in which group pressures for conformity deter the group

from critically appraising unusual, minority, or unpopular views.

social loafing

groupshift

groupthink

group polarization

satisficing

18. ________ is the key concept that underlies all bureaucracies.

A dual line of command

Standardization

Decentralization

Employee empowerment

Wider span of control

19. Phil is new at JPS Corp., but after a week he already knows that the founder of the corporation started the

business in his garage with only $4,000 and one client. This information was most likely transmitted to Phil

by way of ________.

stories

material symbols

rituals

language

corporate chants

20. Which of the following statements is most likely to be true regarding the performing stage?

The performing stage is characterized by a great deal of uncertainty about the group's purpose,

structure, and leadership.

During the performing stage there is conflict over who will control the group.

The performing stage is complete when members have begun to think of themselves as part of a

group.

For permanent work groups, performing is the last stage in development.

During the performing stage, members accept the existence of the group but resist the constraints it

imposes on individuality.

21. Which of the following is an example of an individual source of resistance to change?

structural inertia

selective information processing

limited focus of change

threat to established power relationships

group inertia

22.

In the context of behavioral dimensions of leadership identified in the Ohio State Studies, initiating structure

refers to the extent to which ________.

a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard

for their feelings

a leader engages in participative management

a leader is accepting of and respects individual differences among various team members

a leader is likely to define and structure his or her role and those of employees in the search for goal

attainment

a leader initiates efforts to communicate personally with employees

23.

According to the interactionist view, ________ conflicts support the goals of the group and improve its

performance.

formal

informal

functional

dysfunctional

reactive

24.

Which of the following statements isTRUE regarding distributive bargaining? A It attempts to create a win-

win solution..

It focuses on long-term relationships.

It involves high information sharing.

It operates under zero-sum conditions

In terms of intraorganizational behavior, all things being equal, distributive bargaining is preferable to

integrative bargaining.

25. Which of the following is a form of illegitimate political behavior?

bypassing the chain of command

forming coalitions

symbolic protests

excessive adherence to rules

complaining to supervisors

26. If you were using the Fielder contingency model of leadership to establish a scenario in your company which

gives managers maximum control, which of the following combinations of situational dimensions would you

seek to achieve?

high task structure, good leader-member relations, and strong position power

limited position power, good leader-member relations, and low task structure

less structured jobs, strong position power, and moderate leader-member relations

broad employee responsibilities, low position power, and moderate leader-member relations

good leader-member relations, low position power, unstructured jobs

27.

Zenith Technologies has a very flat organizational system with few managers. Instead, it has a rigid system

of clear, formalized goals, clear procedures, and cohesive work groups. In this case, the various components

of the organizational system are acting as ________ to formal leadership by replacing the support and ability

offered by leaders.

detriments

traits

attributes

substitutes

supplements

28. Work specialization contributes to higher employee productivity—but at the price of ________.

reduced economies of scale

increased cost

reduced job satisfaction

restricted flow of information

increased complexity

29. Organizations are increasingly adjusting their processes and positioning their products as environment

friendly and sustainable in order to increase their appeal to consumers. This is a response to changes in

________.

demographic trends

social trends

cultural trends

legal requirements

nature of the workforce

30.

________ is a collection of change methods that seek to improve organizational effectiveness and employee

well-being.

Organizational development

Appreciative inquiry

Groupthink

Action research

Economic validity

31.

If your superior tells you that she will offer you a raise provided you perform additional work beyond the

requirements of your job, he/she is exercising ________ power.

legitimate

coercive

reward

personal

reflective

32.

________ is the only power tactic that is effective for exerting upward influence, downward influence, and

lateral influence.

Legitimacy

Exchange

Ingratiation

Pressure

Rational persuasion

33. Which of the following statements is TRUE regarding virtual teams?

Virtual teams are less task oriented than face-to-face teams.

In the case of virtual teams there is less social rapport and direct interaction among members.

Virtual teams report more satisfaction with the group interaction process than do face-to-face teams.

Virtual teams exchange more social–emotional information than face-to-face teams do.

For increasing the efficiency of a virtual team, managers should empower the team and avoid

monitoring its progress closely.

34. Which of the following statements accurately describes the attribution theory of leadership?

Leadership is merely an attribution people make about other individuals.

Good leaders attribute their successes to their team or group members.

Leadership qualities are attributions that are independent of performance.

The achievement of group goals are rarely attributed to good leadership.

Leadership is an attribute that individuals are born with.

35.

Since group results cannot be attributed to any single person, the relationship between an individual's input

and the group's output is clouded and this increases the possibility of ________.

self-concordance

emotional contagion

negative offset

social loafing

emotional labor

36.

Joe comes to you with a request for funds for a project. He reminds you that company policy supports his

position. He is using the tactic of ________.

coalition

consultation

ingratiation

legitimacy

pressure

37.

Which of the following is an organizational development technique that involves an outsider assisting a

manager to identify what to improve and how?

action research

intergroup development

appreciative inquiry

process consultation

social reinforcement

38. ________ socialization tries to strip away certain characteristics of the recruit.

Random

Fixed

Collective

Divestiture

Formal

39. A strong culture should reduce employee turnover, because it results in ________.

a highly centralized organization

narrow spans of control

cohesiveness and organizational commitment

a highly formalized organization

an outcome-oriented organization

40. Diversity is an asset for teams where tasks ________.

require a variety of viewpoints

are simple

involve emotional labor

are highly technical

required for completing the work are highly interdependent

41. ________ is a dynamic condition in which an individual is confronted with an opportunity, demand, or

resource related to what the individual desires and for which the outcome is perceived to be both uncertain

and important.

Change

Stress

Innovation

Stimulation

Creativity

42. Which of the following statements is TRUE regarding a cross-functional team?

A cross-functional team is made up of employees from different hierarchical levels.

A cross-functional team is made up of employees from the same department.

Today cross-functional teams are rarely used in well established organizations.

In the case of a cross-functional team, the early stages of development are typically very short.

Cross-functional teams are used for developing new ideas and coordinating complex projects.

43. Angelina feels that her cubicle neighbor talks loudly on the phone, but in other ways she is a great neighbor.

Angelina gets annoyed every time her neighbor's phone rings, but she has decided it's simply not worth the

trouble to talk to her neighbor. Angelina's conflict-handling intention is called ________.

competing

avoiding

accommodating

compromising

collaborating

44.

Which of the following statements is TRUE regarding the establishment of the organizational culture and its

effects on the organization?

Today's trend toward decentralized organizations makes it is easier to establish a strong culture.

In a virtual organization a strong culture can be established quickly and easily.

Employees organized in teams always show greater allegiance to the values of the organization as a

whole than to their team and its values.

Culture acts as a control mechanism and guides the behavior of employees.

Cultures reduce the stability of the social system.

45. Buffing falls under the category of avoiding ________.

responsibility

power

change

action

blame

46.

Trends Inc. is an apparel company. To keep up with the latest changes in the fashion industry, the company

has to come up with innovative designs and follow strict time lines. The culture of the company values

aggressiveness, innovation, and risk taking. The members of the organization accept these cultural values.

They know exactly what is expected of them and these expectations go a long way in shaping their behavior.

In addition to this, the culture of the marketing department is outcome oriented and the finance department

emphasizes attention to detail. Aggressiveness, innovation, and risk taking are called the ________ of the

culture of the organization.

foundational values

institutional traits

core values

significant traits

unique values

47. In terms of the full range of leadership model, which leader behavior is the least effective?

management by exception (active)

contingent reward

management by exception (passive)

individualized consideration

laissez-faire

48. Which of the following statements is true about groups?

All task groups are also command groups.

All command groups are also task groups.

All task groups are also friendship groups.

All command groups are also informal groups.

All interest groups are also command groups.

49.

Labor and management at DJ Trucking CANNOT agree upon a contract for the truck drivers. The drivers are

threatening to strike, and management knows that such a strike would be very costly. Each side contends

that they are bargaining fairly, but no agreement seems to be possible. You have decided to try to find a win-

win situation to help labor and management resolve their differences. At first, the disputing parties resist

your offer to help create a win-win situation for both groups. They are each highly focused on their demands

in the negotiation, otherwise known as their ________.

focal points

distribution points

resistance points

settlement ranges

target points

50.

Which model represents the theory that effective group performance depends on the proper match between

a leader's style and the degree to which the situation gives control to the leader?

leader-member exchange model

contingency model

managerial grid

leader-participation model

path-goal model of leadership

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