test bank for organizational behaviour concepts controversies applications sixth canadian edition...

7/24/2019 Test Bank for Organizational Behaviour Concepts Controversies Applications Sixth Canadian Edition 6th Edition Lan

1/21

Chapter 01 Multiple Choice Questions

1. Which of the following statements about organizational behaviour (OB) is false?a. OB is relevant only in employment situations.

b. OB can shed light on the interactions among family members.

c. OB can be used in community settings like childrens daycare centres.d. OB can be a!!lied to any organization in order to make it run more effectively.

e. OB focuses on " levels of behaviour that can occur in any organization.

#. Which of the following situations would likely receive the least benefit from studying Organizational Behaviour(OB)

techni$ues?

a. voluntary community grou!s b.large family situations and interactionsc. !ost%secondary education student study grou!s d.religious organizationse. pre-teen paper routes

". & field of study that investigates the im!act of individuals' grou!s' and structure on behaviour within organizations is known

asa. !sychology. b.sociology. c.social !sychology. d.anthro!ology.e. organizational behaviour.

. & consciously coordinated social unit com!osed of a grou! of !eo!le that function on a relatively continuous basis to achieve a

common set of goals is known as a(n)a. work grou!. b.team. c.organization. d.society. e.task force.

. Which of the following to!ics is generally considered to be outside the field of OB?a. therapy b.absenteeism c.em!loyment turnover d.!roductivity e.*ob satisfaction

+ Organizational behaviour is generally defined as a field of study thata. investigates how organizations effectively face com!etition.b. investigates the impact that individuals, groups, and structure have on behaviour ithin organizations.

c. attem!ts to understand and solve !roblems regarding individual behaviour on and off the *ob.

d. seeks ways and means to match human effort with technology.e. e,amines how the structure of different organizations contributes to' or inhibits' effective communication.

-. What are the three levels of behaviour in organizations that OB is concerned with?a. e,!erience' goals and configurationb. individual, group, and structure

c. structure' social units and teams d.grou!' structure and !olitical e.inter!ersonal' !ersonal and grou!

. Which of the following is not considered an organization?a. church b.university c.military unitd. all !" year old adults in a community

e. munici!al' !rovincial and federal government agencies

/. &(n) 00000000 is a consciously coordinated social unit com!osed of two or more !eo!le that functions on a relativelycontinuous basis to achieve a common goal or set of goals.

a. organization b.unit c.team d.ethnic grou! e.informal grou!

1. 2ndividuals face various challenges in organizational settings. Which of the following organizational challenges is OB be best

suited for

a. maintaining stock !rices. b.!rofit !ro*ection.c. setting common goals. d.time management. e.!rotocol on the *ob.

11. &s em!loyees move beyond their traditional function of labour' what roles are they asked to !lay?

a. making *ob satisfaction an e,tremely high !riority

b. focusing on making work!laces !leasant environmentsc. sharing in decision-ma#ing processes

d. managing global com!etition e.following orders


2/21

1#. When managers em!ower their em!loyees they are

a. re%engineering the work!lace.

b. establishing a new !rogram of 345.c. develo!ing new styles of leadershi!.

d. develo!ing ways of more effectively controlling work.e. putting employees in charge o$ hat they do.

1". Which of the following is the most accurate descri!tion of ethics?

a. 6thics are easy to im!lement at the organizational level as best illustrated at 6nron 7or!oration.b. 6thics look at !ast !ersonal traumas.

c. 6thics is common sense that informs us as to whether our actions are right or wrong.d. %thics is the study o$ moral values that guide our behaviour.

e. 6thics hel! us do the 8right9 thing.

1. 3oronto%based :ell 7anadas technical service lines are handled by technicians located in 2ndia. 3his is an e,am!le of

a. re!atriation. b.immigration. c.emigration. d.nationalism.e. outsourcing.

1. Which of the following is true about em!owerment?

a. was embraced by classical OB e,!ertsb. managers learn ho to give up control

c. allows em!loyees to delegate more to !eers d.focuses !rimarily on *ob !roductivity e.em!loyees to do less work

1+. Which of the following is true about ethics?a. is easy to im!lement at the organizational level' as best illustrated at 6nron 7or!oration

b. is the study of consciously coordinated social units c.aims to understand motivations for individual behaviours

d. informs us as to whether a *ob is intrinsically rewarding e.helps us do the &right' thing

1-. & characteristic of ;ohans de!artment is that there is a broad mi, of !eo!le in terms of gender' race

and ethnicity. 3his is known asa. diversity.

b. em!owerment. c.grou!think. d.ethics. e.individual differences.

1. eke is an em!loyee who achieves his goals. 3his shows >eke is

a. !erforming. b.e$$icient. c.effective. d.motivated. e.diverse.

##. Workforce diversity isa. counter%!roductive to *ob satisfaction.

b. the variance among workers !ay scales.c. the distribution of workers by hair colour.d. the di$$erences among employees based on age.

e. the ratio of assistants to managers.


3/21

#". 6m!loyee !roductivity' develo!ing effective em!loyees' and develo!ing a !ositive work environment are challenges at the

00000000 level.

a. ethicalb. individual

c. grou!d. organizational

e. motivational

#. Whereas 00000000 re$uires organizations to be fle,ible in working with organizations and !eo!le from different countries'00000000 re$uires em!loyees to be fle,ible when working with others within the organization.

a. workforce diversity globalizationb. globalization( or#$orce diversity

c. culture diversityd. culturization workforce diversity

e. globalization culturization

#. @an*ay is a very motivated em!loyee who ty!ically does work that is not !art of his formal *ob res!onsibilities but which

furthers the ob*ectives of the organization. 3his is known asa. grou!think.b. organizational citizenship behaviour.

c. diversity. d.individual differences. e.efficiency.

#+. Why should you increase your understanding of workforce diversity?

a. to be !olitically correct b.the 7anadian work!lace is becoming more homogenousc. to eliminate differences amongst em!loyeesd. the Canadian or#place is becoming more heterogeneous

e. to communicate more !roficiently

#-. 3he !ractice of sharing more !ower with em!loyees is known asa. risk taking. b.empoerment. c.sociology d.!sychology. e.contingency.

#. Aow organizations develo! human strengths' foster vitality and resilience' and unlock !otential is called

a. orientation. b.grou!think. c. positive organizational scholarship.

d. human dynamics. e.organizational !olitics.

#/. 2n all of his undertakings at work' orm is a leader who looks to do the right thing. 3his refers to his

a. efficiency. b.effectiveness. c.!erformance.d. ethics. e.motivation.

". 3ina is known to !roduce large amounts of work without having to e,ert much effort. 3ina is

a. diverse. b.e$$icient. c.effective. d.motivated. e.ethical.

"1. & high rate of em!loyee turnover increases

a. bottom u! management. b.recruiting costs.

c. !ositive organizational scholarshi!. d.work!lace diversity. e.individual difference.

"#. 3om noticed that there is a wide variety of !ersonalities' !erce!tion and attitudes among his staff members' which he believes

affects how they behave. 3hese are known as

a. em!owerment. b.*ob satisfaction. c.grou!think. d.individual di$$erences. e.motivation.

"". 00000000 is achievement of goals.a. 6fficiencyb. %$$ectiveness

". Which of the following is an e,am!le of being an efficient organization or em!loyee?a. operating a hospital at the loest possible cost hile achieving higher output

b. being the most !leasant real estate broker in 3oronto

c. being a telemarketer who makes the re$uired number of calls each day

d. being a sales !erson who ac$uires the most clients of anyone in the com!anye. being an instructor who teaches larger classes than other instructors


4/21

". )C%*+O 1-1&llison and


5/21

William @mith' @heenas boss' suggested that @heena e,amine em!loyee turnover and the effects and costs of turnover to the

com!any. G!on careful e,amination of the financial records in her de!artment' @heena noted that the following was a ma*or costa. design and develo!ment of new evaluation forms.

b. orientation !rograms for new em!loyees.

c. resistance to new em!loyees by the AH de!artment.d. recruitment, selection and training o$ ne employees.

e. resentment of new em!loyees by e,isting em!loyees.

i$$iculty2 " 3age-e$erence2 1

Question 2 1%1%"/ )#ill2 &!!lied4opic2 3odays 7hallenges in the 7anadian Work!lace Ob5ective2 #+nser 2 d.recruitment' selection and training of new em!loyees.

. )C%*+O 1-

@heena Black' manager of o!erations at ew &ge 5anufacturing and @ervices 2nc.' is facing the challenge of kee!ing the

com!anys manufacturing o!erations !rofitable while kee!ing costs down and em!loyees satisfied with their *obs. Over the years'

@heena has develo!ed a leadershi! style that she calls a 8walk%about9 managerDshe s!ends time on the !lant floor observing and

assisting em!loyees and other managers as necessary. @he has also ado!ted a series of contingency !lans to guide !roblem solvingin unusual situations.

@heena Black knows that her organizations success is de!endent u!on understanding the various disci!lines which have

contributed to the field of organizational behaviour. @he knows that the ne,t several years will re$uire some ma*or changes not

only in the technology used by the com!any' but in the establishment of !rograms and initiatives to assist other managers andem!loyees in overcoming work!lace challenges. @heena has identified the following !riorities she will need to addressE

% 6m!owering em!loyees to enable them to assume greater res!onsibility and share decision making

% Facilitating a#n im!roved climate of $uality and e,cellence to challenge com!etitors in the market!lace% :evelo!ing a new style of leadershi! and management which will value diversity and res!ect individuals in a su!!ortive ty!e of

environment and

% 7arefully e,amining the whole realm of working conditions and devising strategies to create better *ob satisfaction and kee!

em!loyee loyalty.

@heena is also aware that training must become a ma*or focus so that em!loyees can develo! new skills and managers can learn

new ways of dealing with the !roblems of combining technology and human effort.

@heena decided to im!rove com!any effectiveness by increasing em!loyee *ob satisfaction. @heena can accom!lish this by

encouraging her managers to

a. downsize and layoff staff.

b. add new rules and regulations to govern em!loyee behaviour.c. em!hasize to em!loyees that efficiency and !rofitability are the only goals.

d. increase the use of technology.e. empoer employees, and behave ethically in all situations.

1. )C%*+O 1-

@heena Black' manager of o!erations at ew &ge 5anufacturing and @ervices 2nc.' is facing the challenge of kee!ing thecom!anys manufacturing o!erations !rofitable while kee!ing costs down and em!loyees satisfied with their *obs. Over the years'

@heena has develo!ed a leadershi! style that she calls a 8walk%about9 managerDshe s!ends time on the !lant floor observing and

assisting em!loyees and other managers as necessary. @he has also ado!ted a series of contingency !lans to guide !roblem solving

in unusual situations.

@heena Black knows that her organizations success is de!endent u!on understanding the various disci!lines which havecontributed to the field of organizational behaviour. @he knows that the ne,t several years will re$uire some ma*or changes not

only in the technology used by the com!any' but in the establishment of !rograms and initiatives to assist other managers and

em!loyees in overcoming work!lace challenges. @heena has identified the following !riorities she will need to addressE

% 6m!owering em!loyees to enable them to assume greater res!onsibility and share decision making

% Facilitating a#n im!roved climate of $uality and e,cellence to challenge com!etitors in the market!lace

% :evelo!ing a new style of leadershi! and management which will value diversity and res!ect individuals in a su!!ortive ty!e ofenvironment and

% 7arefully e,amining the whole realm of working conditions and devising strategies to create better *ob satisfaction and kee!

em!loyee loyalty.

@heena is also aware that training must become a ma*or focus so that em!loyees can develo! new skills and managers can learn


6/21

new ways of dealing with the !roblems of combining technology and human effort.

&s @heena worked to develo! a !ractical a!!roach to the identified !riorities' her frustration began to increase. @he discovered thatdifferent managers had different views about how technology should be added in to the com!any !rocesses. Organizational

Behaviour would e,!lain these different o!inions as challenges

a. of globalization.

b. of behaving ethically.c. at the individual and group level.

d. at the individual level.

e. at the grou! level.

#. Why do organizations that have O7B out!erform those that do not?a. OCB promotes the e$$ective $unctioning o$ the organization.

b. O7B em!loyees are easier to su!ervise.

c. O7B increases *ob satisfaction' increasing !roductivity.

d. O7B decreases recruitment' selection and training' because turnover is less.e. O7B is rewarded by increased o!!ortunities for !romotions.

". 3he OB sub*ect of 8motivation9 has been most influenced by which behavioural science disci!line?a. psychology

b. social !sychology c.sociology d.!olitical science e.anthro!ology

. Which behavioural science disci!line contributes to OBs understanding of grou! decision%making !rocesses?

a. anthro!ologyb. !sychologyc. social psychology

d. sociology

e. !olitical science

. )C%*+O 1-6

Iou are an OB s!ecialist at JI> Gniversity and have been charged with the task of bringing together faculty from different

behavioural disci!lines to author a new te,tbook in organizational behaviour. Iou have faculty from the fields of !sychology'sociology' social !sychology' anthro!ology' and !olitical science. 3he key tasks here are to consider the various ideas and structure

them in such a manner as to !rovide a clear and !lausible descri!tion of organizational behaviour and how it a!!lies to the work

environment.

Iou should e,!ect that the faculty member from which field will !robably contribute information about inter%grou! behaviour?a. sociology

b. !sychology

c. social !sychologyd. anthro!ology

e. !olitical science

+. )C%*+O 1-6




environment.

2nformation on which of the following would be a contribution from the faculty member from !sychology?

a. conflict

b. !owerc. perception and learning

d. intra%organizational !olitics

e. !olitical environment


7/21

-. )C%*+O 1-6




environment.

Who would you e,!ect to address issues of communication?a. the !sychologist

b. the anthro!ologist

c. the !olitical scientistd. the social psychologist

e. the sociologist

. )C%*+O 1-6

Iou are an OB s!ecialist at JI> Gniversity and have been charged with the task of bringing together faculty from differentbehavioural disci!lines to author a new te,tbook in organizational behaviour. Iou have faculty from the fields of !sychology'

sociology' social !sychology' anthro!ology' and !olitical science. 3he key tasks here are to consider the various ideas and structure


environment.

One of the ma*or considerations which will need to be clearly !ortrayed is thata. organizational behaviour is an applied behavioural science.

b. organizational behaviour is largely theoretical and difficult to a!!ly to the real world.c. leadershi! cannot be readily studied or understood through organizational behaviour.

d. relationshi!s between leadershi! and decision making are not clear.

e. organizational behaviour is based largely u!on an intuitive a!!roach.

/. 3he most significant contributions to OB with res!ect to im!lementing change and reducing barriers to its acce!tance has been

made bya. !sychology.

b. sociology.c. social psychology.

d. !olitical science.e. anthro!ology.

. 3he OB sub*ect of 8organizational culture9 has been most influenced by which behavioural science disci!line?a. anthropology

b. !sychologyc. social !sychology

d. !olitical science

e. sociology

1. 3he OB sub*ect of 8!ower9 has been most influenced by which behavioural science disci!line?

a. !sychologyb. social !sychology

c. anthro!ology

d. !olitical sciencee. sociology

#. From which of the following behavioural sciences has the study of 8!eo!les influence on one another9?

a. anthro!ologyb. social psychology

c. !sychologyd. !olitical science

e. sociology

".& ma*or theme underlying the !rocess of organizational behaviour is the belief that human behaviour isa. o!a$ue. b.instinctual. c.un!redictable.

d. intuitive.e. #noable.


8/21

. 2f we understand the written and unwritten rules in a structured situation then human behaviour becomesa. predictable.

b. !redetermined.c. manageable.

d. controllable.

e. un!redictable.

. =redictability of behaviour is increased if we know

a. that the !erson is rational.b. ho the person perceives the situation.

c. that behaviour is caused.d. the !ersons age.

e. the !ersons level of education.

+.


9/21

+#. &mong the research methods in OB' which would most likely em!loy $uestionnaires and interviews?

a. case studies

b. meta%analysisc. survey studies

d. field studies

e. laboratory studies

+". )C%*+O 1-!

&n o!erations manager at a local distribution and su!!ly warehouse wants to learn more about the ma*or determinants of!roductivity' absenteeism' turnover and *ob satisfaction within her de!artment. &lthough many o!tions are available in gathering

this information' she has decided to focus on individual%level' grou!%level and organization systems%level variables.

One of the individual%level variables the o!erations manager will !robably consider isEa. communication !atterns.b. perception.

c. levels of conflict.d. human resource !olicies.

e. conflict resolution.

+. )C%*+O 1-!

&n o!erations manager at a local distribution and su!!ly warehouse wants to learn more about the ma*or determinants of

!roductivity' absenteeism' turnover and *ob satisfaction within her de!artment. &lthough many o!tions are available in gatheringthis information' she has decided to focus on individual%level' grou!%level and organization systems%level variables.

5otivation is an im!ortant 00000000 variable.

a. grou!%level b.organization systems%level c.individual-level d.industry%level

+. )C%*+O 1-!

&n o!erations manager at a local distribution and su!!ly warehouse wants to learn more about the ma*or determinants of

!roductivity' absenteeism' turnover and *ob satisfaction within her de!artment. &lthough many o!tions are available in gathering

this information' she has decided to focus on individual%level' grou!%level and organization systems%level variables.

egotiation' conflict' !ower and !olitics are 00000000 variables.a. group-level b.organization systems%level c.individual%level d.industry%level

++. 2ndividual%level variables that have been shown to affect grou! and organizational behaviour include

a. technology. b.organizational culture. c.perception. d.human resource !olicy.

+-. OB looks at three basic levels of analysis and organization. 3he grou! level includes all of the following inde!endent variablese,ce!t

a. leadershi!. b.grou! decision making. c.organizational culture.

d. work teams.

e. grou! structure.

+. 3he behavioural science which underlies conflict and !ower is known asa. !sychology.b. sociology.

c. social !sychology.

d. anthro!ology.

e. !olitical science.

+/. Organizational behaviour has im!lications for all !ersonnel in the work!lace. @ome of OBs

challenges and o!!ortunities include all of the following e,ce!ta. it acknowledges em!loyees are forces of innovation and change.

b. it offers s!ecific insights to im!rove inter!ersonal and !eo!le skills.

c. it hel!s us learn to balance the relationshi! between efficiency of resources with effectiveness of delivery.

d. it facilitates the im!rovement of $uality and em!loyee !roductivity.e. it rein$orces the importance o$ traditional methods o$ management.

-. 3he behavioural science that underlies work design and !erformance a!!raisal is known asa. sociology. b.psychology.



10/21

d. anthro!ology.


i$$iculty2 1 3age-e$erence2 1-Question 2 1%1%- )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "+nser 2 b.!sychology.

-1. 3he behavioural science that underlies communication and grou! !rocesses is known as

a. !sychology.b. sociology.

c. social !sychology.d. anthro!ology.


i$$iculty2 1 3age-e$erence2 1Question 2 1%1%-1 )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "+nser 2 b.sociology.

-#. 3he a!!roach to organization behaviour which suggests that its answers 8de!end u!on the situation9 is called the

a. behavioural a!!roach.b. mechanistic a!!roach.

c. organic a!!roach.d. contingency a!!roach.

e. field study a!!roach.

i$$iculty2 1 3age-e$erence2 ##Question 2 1%1%-# )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "+nser 2 d.contingency a!!roach.

-". 3he behavioural science that underlies organizational culture is known as

a. !sychology.b. sociology.


d. anthro!ology.e. !olitical science.

i$$iculty2 1 3age-e$erence2 1Question 2 1%1%-" )#ill2 Hecall

4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "+nser 2 d.anthro!ology.

-. 2n OB' looking at relationshi!s' attem!ting to attribute causes and effects' and basing conclusions on scientific evidence is

referred to asa. a contingency a!!roach.

b. an absolute a!!roach.

c. a consistency a!!roach.d. systematic study.

e. intense scrutiny.

i$$iculty2 1 3age-e$erence2 #Question 2 1%1%- )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "+nser 2 d.systematic study.


11/21

-. 7onsidering behaviour within the conte,t in which it occurs is known as the 00000000 a!!roach.

a. absolute

b. rationalc. contingency

d. em!owerment

e. behavioural

i$$iculty2 1 3age-e$erence2 ##Question 2 1%1%- )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "

+nser 2 c.contingency

-+. Kooking in%de!th at single situations in order to gain insight into organizational behaviour relates to the e,amination of

a. case studies.

b. laboratory studies.c. survey studies.

d. meta%analysis.

e. field studies.

i$$iculty2 1 3age-e$erence2 #1Question 2 1%1%-+ )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "

+nser 2 a.case studies.

--. Organization behaviour has few

a. theories.

b. contingencies.

c. models.d. absolutes.

e. field studies.

i$$iculty2 # 3age-e$erence2 #1Question 2 1%1%-- )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "

+nser 2 d.absolutes.

-. By !utting !eo!le first' it is thought that em!loyees will become more effective and hence more !roductive. What are some ofthe challenges inherent in !utting !eo!le first?

a. initial loss in !roduction

b. cultural confusionc. blurring of lines between management and labour

d. balancing cultural sensitivity with the bottom line

e. incom!atibility between differing cultural backgrounds

i$$iculty2 # 3age-e$erence2 1Question 2 1%1%- )#ill2 Hecall4opic2 3odays 7hallenges in the 7anadian Work!lace Ob5ective2 1+nser 2 d.balancing cultural sensitivity with the bottom line

-/. & ma*or characteristic of em!owerment is

a. re%engineering the work!lace.

b. establishing a new !rogram of 345.

c. develo!ing new styles of leadershi!.d. develo!ing ways of more effectively controlling work.

e. !utting em!loyees in charge of what they do.

i$$iculty2 1 3age-e$erence2 Question 2 1%1%-/ )#ill2 Hecall4opic2 3odays 7hallenges in the 7anadian Work!lace Ob5ective2 #


12/21

+nser 2 e.!utting em!loyees in charge of what they do.

. Which of the following as!ects of an organization has this cha!ter focused the least on?

a. common goalsb. two or more !eo!le

c. change

d. co%ordination

e. continuous basis

i$$iculty2 # 3age-e$erence2 Question 2 1%1% )#ill2 Hecall4opic2 3odays 7hallenges in the 7anadian Work!lace Ob5ective2 1+nser 2 c.change

1. 2ndividuals face various challenges on the *ob. Which of the following would not be considered an individual challenge?

a. maintaining *ob satisfactionb. sustaining work!lace motivation

c. creating a !ositive work attitude

d. focusing on global com!etition

e. behaving ethically on the *ob

i$$iculty2 1 3age-e$erence2 -'Question 2 1%1%1 )#ill2 Hecall4opic2 3odays 7hallenges in the 7anadian Work!lace Ob5ective2 #+nser 2 d.focusing on global com!etition

#. 5embers of grou!s must contend with various challenges on the *ob. Which of the following would not be considered a grou!

challenge?

a. understanding workforce diversityb. working with others who do not share a common ethnic background

c. develo!ing an atmos!here of team s!irit and su!!ort

d. em!owerment

e. working with others from different cultures

i$$iculty2 # 3age-e$erence2 1'11Question 2 1%1%# )#ill2 Hecall4opic2 3odays 7hallenges in the 7anadian Work!lace Ob5ective2 #+nser 2 d.em!owerment

". Larious challenges e,ist at the organizational level. Which of the following would not be considered an organizational

challenge?a. develo!ing and im!lementing successful managerial intervention techni$ues

b. a!!reciating the diverse workforce

c. com!eting in global markets

d. hiring and develo!ing effective em!loyees

e. overall !roductivity and out!ut

i$$iculty2 1 3age-e$erence2 1#%1+Question 2 1%1%" )#ill2 Hecall4opic2 3odays 7hallenges in the 7anadian Work!lace Ob5ective2 #+nser 2 b.a!!reciating the diverse workforce

. &mongst the research methods in OB' which would most likely em!loy simulated and controlled settings?

a. survey studiesb. meta%analysis

c. field studies

d. case studies


13/21

e. laboratory studies

i$$iculty2 1 3age-e$erence2 #1Question 2 1%1% )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "+nser 2 e.laboratory studies

Chapter 01 4rue89alse Questions

1. 3he term organization generally refers to business firms but e,cludes government' social service agencies and other !ublicorganizations.

a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 'Question 2 1%#% )#ill2 Hecall4opic2 :efining Organizational Behaviour Ob5ective2 1+nser 2 b.False

#. 5anagers are increasingly asking em!loyees to share in their decision%making !rocesses rather than sim!ly follow orders.

a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 Question 2 1%#%+ )#ill2 Hecall4opic2 :efining Organizational Behaviour Ob5ective2 #+nser 2 a.3rue

". 5uch of OB is relevant beyond the work!lace.

a. 3rue

b. False

i$$iculty2 1 3age-e$erence2

Question 2 1%#%- )#ill2 Hecall4opic2 :efining Organizational Behaviour Ob5ective2 1+nser 2 a.3rue

. Organizations as a rule do not have informal leadershi! o!!ortunities.

a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 1Question 2 1%#% )#ill2 Hecall4opic2 :efining Organizational Behaviour Ob5ective2 #+nser 2 b.False

. Organizational behaviour is best suited for managers in large cor!orations rather than small businesses and entre!reneurial

enter!rises.a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 Question 2 1%#%/ )#ill2 Hecall4opic2 :efining Organizational Behaviour Ob5ective2 1+nser 2 b.False


14/21

+. One of the greatest challenges facing individuals and organizations is how to behave ethically.

a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 /Question 2 1%#%/ )#ill2 Hecall4opic2 3odays 7hallenges in the 7anadian Work!lace Ob5ective2 #+nser 2 a.3rue

-. Working with others and workforce diversity are two challenges facing grou!s of workers in the work!lace.a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 1Question 2 1%#%/1 )#ill2 Hecall4opic2 3odays 7hallenges in the 7anadian Work!lace Ob5ective2 #+nser 2 a.3rue

. Work!lace diversity occurs because organizations are becoming more homogeneous.

a. 3rueb. False

i$$iculty2 # 3age-e$erence2 11Question 2 1%#%/# )#ill2 Hecall4opic2 3odays 7hallenges in the 7anadian Work!lace Ob5ective2 #+nser 2 b.False

/. =roductivity' develo!ing em!loyee effectiveness' global com!etition and managing in the


15/21

1#. 6thics can inform us whether our individual actions are right or wrong however' organization and grou! actions are too

com!le, for ethics to a!!ly.

a. 3rueb. False

i$$iculty2 1 3age-e$erence2 /Question 2 1%#%/+ )#ill2 Hecall4opic2 3odays 7hallenges in the 7anadian Work!lace Ob5ective2 #+nser 2 b.False

1". Whereas globalization focuses on differences between !eo!le from different countries' workforce diversity addresses

differences among !eo!le within given countries.a. 3rue

b. False

i$$iculty2 # 3age-e$erence2 1Question 2 1%#%/- )#ill2 Hecall4opic2 3odays 7hallenges in the 7anadian Work!lace Ob5ective2 #+nser 2 a.3rue

1. 3he challenge for organizations is to accommodate diverse grou!s of !eo!le by addressing their different lifestyles' family

needs and work style.a. 3rue

b. False

i$$iculty2 # 3age-e$erence2 1Question 2 1%#%/ )#ill2 Hecall4opic2 3odays 7hallenges in the 7anadian Work!lace Ob5ective2 #+nser 2 a.3rue

1. Organizations that have em!loyees with high O7B (organizational citizenshi! behaviour) out!erform organizations that have

em!loyees with low O7B.

a. 3rue

b. False

i$$iculty2 # 3age-e$erence2 1Question 2 1%#%// )#ill2 Hecall4opic2 3odays 7hallenges in the 7anadian Work!lace Ob5ective2 #+nser 2 a.3rue

1+. 2f diversity is ineffectively managed' high turnover and miscommunication can result' creating an environment' which hindersachievement of organizational goals.

a. 3rue

b. False

i$$iculty2 # 3age-e$erence2 11Question 2 1%#%1 )#ill2 Hecall4opic2 3odays 7hallenges in the 7anadian Work!lace Ob5ective2 #+nser 2 a.3rue

1-. 7hange and stress affect individual' grou! and organizational dynamics and re$uire attention from all levels of managers in

order to maintain a critical balance between efficiency and effectiveness.

a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 1"'1Question 2 1%#%11 )#ill2 Hecall


16/21

4opic2 3odays 7hallenges in the 7anadian Work!lace Ob5ective2 #+nser 2 a.3rue

1. Loluntary and involuntary !ermanent withdrawal of an em!loyee from an organization is termed 8absenteeism.9a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 1Question 2 1%#%1# )#ill2 Hecall

4opic2 3odays 7hallenges in the 7anadian Work!lace Ob5ective2 #+nser 2 b.False

1/. &s cor!orations develo! worldwide o!erations' managers and em!loyees must become ca!able of working with !eo!le from

different cultures and countries.

a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 1+Question 2 1%#%1" )#ill2 Hecall4opic2 3odays 7hallenges in the 7anadian Work!lace Ob5ective2 #+nser 2 a.3rue

#. 3ed was considered to be both efficient and effective. 3hus' he is considered to be !roductive.

a. 3rue

b. False

i$$iculty2 # 3age-e$erence2 1"Question 2 1%#%1 )#ill2 &!!lied4opic2 3odays 7hallenges in the 7anadian Work!lace Ob5ective2 #+nser 2 a.3rue

#1. 3he issues of conflict and !ower are ma*or to!ics of concern to sociologists as well as OB in an organizational situation.

a. 3rueb. False

i$$iculty2 1 3age-e$erence2 1Question 2 1%#%1 )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "+nser 2 a.3rue

##. Kearning' !erce!tion and !ersonality have been OB to!ics whose contributions have generally come from !sychology.

a. 3rueb. False

i$$iculty2 1 3age-e$erence2 1Question 2 1%#%1+ )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "+nser 2 a.3rue

#". =sychology is to the individual as sociology is to the grou!.a. 3rue

b. False

i$$iculty2 # 3age-e$erence2 1Question 2 1%#%1- )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "


17/21

+nser 2 a.3rue

#. 7ontributions in the area of !ower are more likely to come from !sychologists than from sociologists.

a. 3rueb. False

i$$iculty2 1 3age-e$erence2 1Question 2 1%#%1 )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "

+nser 2 b.False

#. @ystematic study is useful in OB since it assumes that human behaviour is o!a$ue.a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 #Question 2 1%#%1/ )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "+nser 2 b.False

#+. 3he belief that most behaviour is caused would be consistent with the systematic a!!roach.a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 #Question 2 1%#%11 )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "+nser 2 a.3rue

#-. 3here are many theories that can e,!lain organizational behaviour through generalization.

a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 #Question 2 1%#%111 )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "+nser 2 b.False

#. 3he three levels of analysis in OB move from the individual level to the grou! level to the organization systems level' each

level systematically adding to our understanding of behaviour in organizations.

a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 +

Question 2 1%#%11# )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 #+nser 2 a.3rue

#/. 3he contingency a!!roach considers behaviour ob*ectively.

a. 3rueb. False

i$$iculty2 1 3age-e$erence2 ##Question 2 1%#%11" )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "+nser 2 b.False


18/21

". 3he behaviour of individuals in a structured situation is similar to their behaviour when they are in unstructured situations.

a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 #Question 2 1%#%11 )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "+nser 2 b.False

"1. 3here are many universal !rinci!les that e,!lain organizational behaviour.

a. 3rueb. False

i$$iculty2 1 3age-e$erence2 ##Question 2 1%#%11 )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "+nser 2 b.False

"#. & basic research method of OB is field studies that look at em!loying statistics of different studies.

a. 3rueb. False

i$$iculty2 1 3age-e$erence2 #1Question 2 1%#%11+ )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "+nser 2 b.False

"". 3here is currently little discussion and disagreement over s!ecific OB findings' theories and method.a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 ##Question 2 1%#%11- )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "+nser 2 b.False

". & basic research method of OB is survey studies that look at em!loying $uestionnaires and interviews.a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 #1Question 2 1%#%11 )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "

+nser 2 a.3rue

". 3here are certain fundamental inconsistencies underlying the behaviour of most individuals that can be identified and modified

to reflect individual differences.

a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 #Question 2 1%#%11/ )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "+nser 2 b.False


19/21

"+. Auman in!ut must be modified by a variety of individual' organizational and grou! forces in a highly effective manner to

!roduce human out!ut that is beneficial and contributes to !rofitability.

a. 3rueb. False

i$$iculty2 1 3age-e$erence2 1"Question 2 1%#%1# )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 #+nser 2 a.3rue

"-. @ociology has contributed to our understanding of grou! dynamics.

a. 3rueb. False

i$$iculty2 1 3age-e$erence2 1Question 2 1%#%1#1 )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "+nser 2 a.3rue

". Organizational culture finds its roots in anthro!ology.a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 1Question 2 1%#%1## )#ill2 Hecall4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 "+nser 2 a.3rue

"/. 3he 7onference Board of 7anada holds that *ob effectiveness can be enhanced when individuals !ossess !ortable skills such as!roblem solving' !ro*ect management and inter!ersonal relationshi!s as well as *ob%s!ecific technical e,!ertise.

a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 1Question 2 1%#%1#" )#ill2 Hecall4opic2 3odays 7hallenges in the 7anadian Work!lace Ob5ective2 #+nser 2 a.3rue

. One of the chief functions of organizational behaviour is to facilitate $uality im!rovement and em!loyee !roductivity by

showing managers how to em!ower their !eo!le.

a. 3rueb. False

i$$iculty2 1 3age-e$erence2 Question 2 1%#%1# )#ill2 Hecall

4opic2 OBD5aking @ense of Behaviour in Organizations Ob5ective2 #+nser 2 a.3rue

1. @ince guaranteed *obs are no longer !art of the 7anadian work environment' it is !rudent to kee! focused on !ast !ractices and

traditions since they have worked well and are likely to succeed again.a. 3rue

b. False

i$$iculty2 # 3age-e$erence2 +Question 2 1%#%1# )#ill2 &!!lied4opic2 :efining Organizational Behaviour Ob5ective2 1+nser 2 b.False


20/21

#. 3he e,ternal dimension of the com!eting values framework focuses on em!loyee needs and !roduction !rocesses.

a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 "1Question 2 1%#%1#+ )#ill2 Hecall4opic2 OB at Work Ob5ective2 1+nser 2 b.False

". 3he market!lace' government regulations and changing social' environmental and technological conditions are not factors that

would be considered im!ortant in the com!eting values framework.a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 #-Question 2 1%#%1#- )#ill2 Hecall4opic2 OB at Work Ob5ective2 1+nser 2 b.False

. 3he fle,ibility%control dimension of the com!eting values framework refers to the com!eting demands of organizations to stayfocused on the !ast versus !re!aring for the need for more fle,ibility in the future.

a. 3rue

b. False

i$$iculty2 1 3age-e$erence2 #-Question 2 1%#%1# )#ill2 Hecall4opic2 OB at Work Ob5ective2 1+nser 2 a.3rue

Chapter 01 )hort +nser Questions

1. :efine the conce!t of an organization and briefly describe the characteristics of an organization.

i$$iculty2 " 3age-e$erence2 Question 2 1%"%1#/ )#ill2 Hecall4opic2 :efining Organizational Behaviour Ob5ective2 1+nser 2 @uggested answerE

% organization is consciously coordinated social unit % two or more !eo!le functioning on relatively continuous basis % achieve

common goals service%oriented or manufacturing%oriented% large or small !rivate firms large or small !ublic organization

% can be unionized or non%unionized !ublicly traded or !rivately held

% managers may own shares in a !rivate firm o!erate in !rofit or non%!rofit sectors

(6,am!les can be drawn from te,t' class discussion' 2nternet' news!a!ers such as


21/21

% Workforce diversity

% ;ob satisfaction' em!owerment' and behaving ethically

(6,am!les can be drawn from te,t' class discussion' 2nternet' news!a!ers such as

test bank for organizational behaviour concepts controversies applications sixth canadian edition...

Documents