File: ch01, Chapter 1: Introducing Organizational Behavior

True/False

1. Organizational behavior is the study of human behavior in organizations.

Ans: True
Difficulty: Easy
Response: See page 4
Reference: Introducing Organizational Behavior

2. Learning about organizational behavior will help individuals develop a better work-related understanding about themselves and others.

Ans: True
Difficulty: Medium
Response: See page 4
Reference: Introducing Organizational Behavior

3. The early focus of the systematic study of management was on physical working conditions, principles of administration, and principles of industrial engineering.

Ans: True
Difficulty: Medium
Response: See page 4
Reference: Introducing Organizational Behavior

4. Organizational behavior is an interdisciplinary body of knowledge with strong ties to psychology, sociology, criminal justice, and anthropology.

Ans: False
Difficulty: Medium
Response: See page 5
Reference: Introducing Organizational Behavior

5. Organizational behavior seldom uses scientific methods to develop generalizations about behavior in organizations.

Ans: False
Difficulty: Easy
Response: See page 5
Reference: Introducing Organizational Behavior

6. Research in organizational behavior is based on scientific thinking which means the proposed explanations are carefully tested and the explanations that can be scientifically verified are the only ones that are accepted.

Ans: True
Difficulty: Easy
Response: See page 5
Reference: Introducing Organizational Behavior

7. Scientific methods models in OB are not able to link causes with outcomes due to the human element.

Ans: False
Difficulty: Hard
Response: See page 5
Reference: Introducing Organizational Behavior

8. Commonly used organizational behavior research methods include case studies, survey studies, meta analyses, field studies and laboratory studies. 

Ans: True
Difficulty: Medium
Response: See page 6
Reference: Introducing Organizational Behavior

9. When organizational behavior researchers collect data in real-life organizational settings, the research method of case studies is being used.

Ans: False
Difficulty: Easy
Response: See page 6
Reference: Introducing Organizational Behavior

10. Laboratory studies are being used when organizational behavior researchers collect data in simulated and controlled settings.

Ans: True
Difficulty: Easy
Response: See page 6
Reference: Introducing Organizational Behavior

11. When organizational behavior researchers collect data by using questionnaires and interviews in sample populations, the research method of meta analysis is being used.

Ans: False
Difficulty: Medium
Response: See page 6
Reference: Introducing Organizational Behavior

12. Organizational behavior scholars believe that there is one “best” or universal way to manage people and organizations.

Ans: False
Difficulty: Easy
Response: See page 6
Reference: Introducing Organizational Behavior

13. An essential responsibility of the science of organizational behavior is to create and test models that offer evidence-based foundations for decision making and action.

Ans: True
Difficulty: Medium
Response: See page 6
Reference: Introducing Organizational Behavior

14. Progressive workplaces today look and act very similar to those of the past.

Ans: False
Difficulty: Easy
Response: See page 7
Reference: Introducing Organizational Behavior

15. Important trends in the contemporary business world include the demise of “command-and-control” of organizational structures and a commitment to ethical behavior.

Ans: True
Difficulty: Medium
Response: See page 7-8
Reference: Introducing Organizational Behavior

16. Organizations today are more vertical and less horizontal in focus.

Ans: False
Difficulty: Medium
Response: See page 8
Reference: Introducing Organizational Behavior

17. An organization is defined as a collection of people working together in a division of labor to achieve a common purpose.

Ans: True
Difficulty: Easy
Response: See page 8
Reference: Organizations as Work Settings

18. Mission statements are specifically written for the benefit of an organization’s customers and not the organization’s employees.

Ans: False
Difficulty: Hard
Response: See page 9
Reference: Organizations as Work Settings

19. A mission statement is a comprehensive plan that guides organizations to operate in ways that allow them to outperform their competitors.

Ans: False
Difficulty: Hard
Response: See page 9
Reference: Organizations as Work Settings

20. Examples of corporate strategies prevalent in business today include: mergers, acquisitions, joint venture, global alliances, restructuring and divestitures.

Ans: True
Difficulty: Medium
Response: See page 9
Reference: Organizations as Work Settings

21. Understanding the dynamics of organizational behavior helps managers better mobilize and activate human capital and talents to best implement organizational strategies. 

Ans: True
Difficulty: Medium
Response: See page 10
Reference: Organizations as Work Settings

22. Organizations that obtain resource inputs from the environment and transform them into outputs that are returned to the environment in the form of finished goods or services are viewed as open systems.

Ans: True
Difficulty: Medium
Response: See page 10
Reference: Organizations as Work Settings

23. Customers, owners, employees, suppliers, regulators, and local communities are among the key stakeholders of most business organizations.

Ans: True
Difficulty: Easy
Response: See page 11
Reference: Organizations as Work Settings

24. Organizational stakeholders typically have the same business interests and objectives.

Ans: False
Difficulty: Medium
Response: See page 11
Reference: Organizations as Work Settings

25. Organizations with “strong” cultures” operate with a clear vision of the future that is supported by well-developed and well-communicated beliefs and values.

Ans: True
Difficulty: Medium
Response: See page 12
Reference: Organizations as Work Settings

26. According to the Organizational Culture Inventory, in passive/defensive cultures, organizational members tend to act forcefully in their working relationships in order to protect their status and positions.

Ans: False
Difficulty: Hard
Response: See page 12
Reference: Organizations as Work Settings

27. Researchers indicate that in passive/defensive cultures, motivation tends to be higher and work attitudes more positive than in aggressive/defensive cultures.

Ans: False
Difficulty: Hard
Response: See page 12
Reference: Organizations as Work Settings

28. Workforce diversity involves differences based on gender, race and ethnicity, age, able-bodiedness, and sexual orientation.

Ans: True
Difficulty: Easy
Response: See page 13
Reference: Organizations as Work Settings

29. Today’s labor force is composed of fewer women than in prior years.

Ans: False
Difficulty: Medium
Response: See page 13
Reference: Organizations as Work Settings

30. The proportion of African-Americans, Hispanics and Asians in the labor force is increasing.

Ans: True
Response: See page 13-14
Difficulty: Medium
Reference: Organizations as Work Settings

31. Demographic trends indicate that, in the future, people of color will constitute the majority of the U.S. population.

Ans: True
Response: See page 13-14
Difficulty: Hard
Reference: Organizations as Work Settings

32. A key element in any organization that embraces multiculturalism is inclusivity.

Ans: True
Difficulty: Medium
Response: See page 14
Reference: Organizations as Work Settings

33. An effective manager is one whose organizational unit, group, or team consistently achieves its goals despite the fact that its members are uncommitted and unenthusiastic.

Ans: False
Difficulty: Hard
Response: See page 14
Reference: Organizational Behavior and Management

34. Task performance is defined as the quality and quantity of the work produced or the services provided by a work unit as a whole.

Ans: True
Difficulty: Easy
Response: See page 14
Reference: Organizational Behavior and Management

35. Organizational behavior clearly indicates that managers should be held accountable for task performance results, but not job satisfaction results.

Ans: False
Difficulty: Hard
Response: See page 14
Reference: Organizational Behavior and Management

36. In the new workplace, management is most effectively accomplished through “directing” and “controlling” rather than “supporting”.

Ans: False
Difficulty: Medium
Response: See page 14
Reference: Organizational Behavior and Management

37. The word manager is increasingly being linked in the new workplace to roles described by such titles as “coordinator,” “coach,” and “team-leader.”

Ans: True
Difficulty: Medium
Response: See page 14
Reference: Organizational Behavior and Management

38. The four basic functions of management are delegating, leading, controlling, and decision making.

Ans: False
Difficulty: Medium
Response: See page 15
Reference: Organizational Behavior and Management

39. Controlling is the process of creating work structures and systems, and arranging resources to accomplish goals and objectives.

Ans: False
Difficulty: Easy
Response: See page 15
Reference: Organizational Behavior and Management

40. When managers are instilling enthusiasm by communicating with others, motivating them to work hard, and maintaining good interpersonal skills, they are engaged in the managerial function of leading.

Ans: True
Difficulty: Easy
Response: See page 15
Reference: Organizational Behavior and Management

41. Managers work at fragmented and varied tasks, at an intense pace, and spend much time working alone.

Ans: False
Difficulty: Medium
Response: See page 15
Reference: Organizational Behavior and Management

42. Henry Mintzberg identified a set of roles that managers perform. These roles are: interpersonal, informational, and decisional.

Ans: True
Difficulty: Easy
Response: See page 16
Reference: Organizational Behavior and Management

43. Henry Mintzberg identified the set of roles that managers perform as technical, human, and conceptual.

Ans: False
Difficulty: Medium
Response: See page 16
Reference: Organizational Behavior and Management

44. According to Henry Mintzberg, managerial roles that involve working directly with other people are called human roles.

Ans: False
Difficulty: Hard
Response: See page 16
Reference: Organizational Behavior and Management

45. A manager’s informational roles include being a figurehead, leader, and liaison.

Ans: False
Difficulty: Hard
Response: See page 16
Reference: Organizational Behavior and Management

46. According to Henry Mintzberg, when a manager acts as a disturbance handler, this is an interpersonal role.

Ans: False
Difficulty: Hard
Response: See page 16
Reference: Organizational Behavior and Management

47. According to Henry Mintzberg, managerial roles involving decision-making that affects other people are called technical roles.

Ans: False
Difficulty: Hard
Response: See page 16
Reference: Organizational Behavior and Management

48. Decisional roles include seeking out problems to solve and opportunities to explore, helping to resolve conflict, allocating resources, and negotiating with other parties.

Ans: True
Difficulty: Hard
Response: See page 16
Reference: Organizational Behavior and Management

49. Good interpersonal relationships are essential to success in the interpersonal, informational, and decisional roles, and in all managerial work.

Ans: True
Difficulty: Medium
Response: See page 16
Reference: Organizational Behavior and Management

50. According to Robert Katz, the essential skills of management can be grouped into three categories. These categories are: interpersonal, informational, and decisional.

Ans: False
Difficulty: Easy
Response: See page 16
Reference: Organizational Behavior and Management

51.  According to Robert Katz, the relative importance of technical, human and conceptual skills varies across the different levels of management.

Ans: True
Difficulty: Medium
Response: See page 16
Reference: Organizational Behavior and Management

52. According to Katz, proficiency in word processing is considered a technical skill in today’s workplace.

Ans: True
Difficulty: Medium
Response: See page 17
Reference: Organizational Behavior and Management

53. Emotional intelligence, the ability to understand and deal with emotions, falls into the category of conceptual skills according to Robert Katz. 

Ans: True
Difficulty: Easy
Response: See page 17
Reference: Organizational Behavior and Management

54. Emotional intelligence includes the human skills of self-awareness, self-regulation, motivation, empathy, and social skill.

Ans: True
Difficulty: Medium
Response: See page 17
Reference: Organizational Behavior and Management

55. According to Archie Carroll, an immoral manager does not subscribe to ethical principles, but instead makes decisions and acts to take best personal advantage of a situation.

Ans: True
Difficulty: Medium
Response: See page 18
Reference: Organizational Behavior and Management

56. According to Archie Carroll, the manager who unintentionally acts unethically is considered amoral.

Ans: True
Difficulty: Medium
Response: See page 18
Reference: Organizational Behavior and Management

57. Ethics mindfulness is an “enriched awareness” that causes a manager to behave with an ethical consciousness from one decision or behavioral event to another.

Ans: True
Difficulty: Medium
Response: See page 18
Reference: Organizational Behavior and Management

58. Organizational learning is the process of acquiring knowledge and utilizing information to adapt successfully to changing circumstances.

Ans: True
Difficulty: Medium
Response: See page 19
Reference: Learning about Organizational Behavior

59. Life-long learning refers to the need to learn from day-to-day work experiences, conversations with colleagues and friends, counseling and advice from mentors, success models, training seminars and workshops, and other daily opportunities.

Ans: True
Difficulty: Medium
Response: See page 19
Reference: Learning about Organizational Behavior

60. The visual learner learns hands-on by drawing and putting things together.

Ans: False
Difficulty: Hard
Response: See page 20
Reference: Learning about Organizational Behavior

Multiple Choice

61. __________ is a multidisciplinary field devoted to understanding individual and group behavior, interpersonal processes, and organizational dynamics.
a) organizational behavior.
b) motivation.
c) performance management.
d) workgroup analysis.
e) human resource management.

Ans: a
Difficulty: Easy
Response: See page 4
Reference: Introducing Organizational Behavior

62. The following statements are accurate descriptions of the evolution of the scientific study of organizations EXCEPT:
a) the early focus of the systematic study of management was on physical working conditions, principles of administration, and principles of industrial engineering.
b) as management research progressed, emphasis was placed on the human factor with respect to individual attitudes, group dynamics, and relationships between managers and workers.
c) organization behavior continues to evolve as a discipline devoted to understanding individuals and groups in organizations.
d) organization behavior continues to evolve as a discipline devoted to understanding the performance implications of organizational processes, systems, and structures.
e) the primary focus on the human factor began in the 18th century.

Ans: e
Difficulty: Medium
Response: See page 4
Reference: Introducing Organizational Behavior

63. From its scientific heritage, organizational behavior has developed all of the following EXCEPT:
a) an emphasis on finding the “one best way” to complete a task.
b) an interdisciplinary body of knowledge.
c) use of scientific methods.
d) a focus on application.
e) contingency thinking.

Ans: a
Difficulty: Medium
Response: See page 4-6
Reference: Introducing Organizational Behavior

64. Organizational behavior is an interdisciplinary body of knowledge with strong ties to all of the following disciplines EXCEPT:
a) psychology.
b) physics.
c) sociology.
d) anthropology.
e) economics.

Ans: b
Difficulty: Medium
Response: See page 5
Reference: Introducing Organizational Behavior

65. Which of the following statements about organizational behavior is NOT accurate?
a) organizational behavior has strong ties to the behavioral sciences and allied social sciences.
b) organizational behavior seeks to integrate the diverse insights of the behavioral sciences and allied social sciences.
c) organizational behavior is divorced from the disciplines of political science and economics.
d) organizational behavior seeks to improve the quality of work life.
e) organizational behavior seeks to improve the performance of people, groups, and organizations.

Ans: c
Difficulty: Medium
Response: See page 5
Reference: Introducing Organizational Behavior

66. Organizational behavior goals include all of the following EXCEPT:
a) improve the performance of people.
b) improve the performance of groups.
c) improve the performance of organizations.
d) improve the quality of overall work life.
e) improve the level of organizational profits.

Ans: e
Difficulty: Medium
Response: See page 5
Reference: Introducing Organizational Behavior

67. Scientific methods models link _________________ with _________________ .
a) independent variables, dependent variables.
b) specific variables, contingency variables.
c) proven variables, non-proven variables.
d) discovered variables, with undisclosed variables.
e) highly publicized variables, with undisclosed variables.

Ans: a 
Difficulty: Hard
Response: See page 5
Reference: Introducing Organizational Behavior

68. Scientific thinking is important to organizational behavior researchers and scholars for all of the following reasons EXCEPT:
a) the process of data collection is controlled.
b) the process of data collection is systematic.
c) proposed explanations are carefully tested.
d) only explanations that can be scientifically verified are accepted.
e) the process of data collection is discretionary.

Ans: e
Difficulty: Easy
Response: See page 5
Reference: Introducing Organizational Behavior

69. Which of the following is NOT an important research question addressing applications within the field of organizational behavior?
a) what creates job satisfaction for people at work?
b) how can ethical and socially responsible behavior in and by organizations be assured?
c) should decisions be made by individual, consultative, or group methods?
d) what are the ingredients for marketing promotions within organizations?
e) how can organizational cultures be changed?

Ans: d
Difficulty: Hard
Response: See page 5
Reference: Introducing Organizational Behavior

70. When OB researchers use statistics to pool the results of different studies, which research method are they using?
a) survey studies
b) case studies
c) meta analysis
d) field studies
e) laboratory studies

Ans: c
Difficulty: Hard
Response: See page 6
Reference: Introducing Organizational Behavior

71. Which of the following was NOT cited as a possible leadership strength of women in the research by Eagley?
a) good at mentoring
b) more transformational
c) encourage creativity
d) very inspiring
e) fair in punishing

Ans: e
Difficulty: Medium
Response: See page 6
Reference: Introducing Organizational Behavior

72. Rather than assume that there is one “best” or universal way to manage people in organizations, which approach do researchers use to try to identify how different situations can be best understood and handled?
a) scientific
b) industrial engineering
c) contingency
d) emotionally intelligent
e) laboratory study

Ans: c
Difficulty: Medium
Response: See page 6 
Reference: Introducing Organizational Behavior

73. Progressive workplaces today look and act __________.
a) very similar to those of the past.
b) somewhat similar to those of the past.
c) very dissimilar to those of the past.
d) somewhat dissimilar to those of the past.
e) virtually identical to those of the past.

Ans: c
Difficulty: Medium
Response: See page 7
Reference: Introducing Organizational Behavior

74. The realities of the contemporary business world include all of the following trends EXCEPT:
a) the demise of “command-and-control” organizational structures.
b) the importance of human capital.
c) a commitment to ethical behavior.
d) an emphasis on individuals working independently of one another.
e) a changing definition of jobs and career.

Ans: d
Difficulty: Medium
Response: See page 7-8
Reference: Introducing Organizational Behavior

75. Which of the following is NOT a trend in the contemporary business world? 
a) a pervasive influence of information technology.
b) a respect for new workforce expectations.
c) an emphasis on teamwork.
d) an increase in “command-and-control” leadership.
e) changing careers.

Ans: d
Difficulty: Medium
Response: See page 7-8
Reference: Introducing Organizational Behavior

76. Which of the following reflects the expectations of the new generation of workers? 
a) more tolerant of hierarchy.
b) more informal.
c) more concerned about status.
d) less focus on work/life balance.
e) more focus on structure.

Ans: b
Difficulty: Medium
Response: See page 8
Reference: Introducing Organizational Behavior

77. The increase in teamwork today is a function of all of the following EXCEPT:
a) management’s dislike for individual contributors.
b) organizations are less vertical and more horizontal in focus.
c) organizations are driven by complex environments.
d) organizations are driven by customer demands.
e) work is increasingly focused on peer contributions.

Ans: a
Difficulty: Easy
Response: See page 8
Reference: Introducing Organizational Behavior

78. A collection of people working together in a division of labor to achieve a common purpose refers to a(n)
a) club.
b) labor union.
c) organization.
d) mission.
e) team.

Ans: c
Difficulty: Easy
Response: See page 8
Reference: Organizations as Work Settings

79. All of the following are examples of organizations EXCEPT:
a) labor unions.
b) businesses.
c) voluntary organizations.
d) a government representative.
e) clubs.

Ans: d
Difficulty: Easy
Response: See page 8
Reference: Organizations as Work Settings

80. The creation of goods or services for customers is generally the statement of the organization’s
a) strategy.
b) core purpose.
c) focus.
d) stakeholders.
e) culture.

Ans: b
Difficulty: Medium
Response: See page 8
Reference: Organizations as Work Settings

81. Which of the following statements about mission statements is false?
a) Mission statements focus the attention of organizational members on the organization’s core purpose.
b) Mission statements are written to communicate a clear vision.
c) Mission statements are ambiguous organizational visions that draw organization members together in the pursuit of high performance.
d) Mission statements focus on long-term goals and future aspirations.
e) Mission statements focus the attention of external constituents on the organization’s core purpose.

Ans: c
Difficulty: Hard
Response: See page 9
Reference: Organizations as Work Settings

82. Apple Computer’s statement that it is “bringing the best possible personal computing experience to students, educators, creative professionals, businesses and consumers around the world” reflects its
a) mission statement.
b) strategy.
c) objective.
d) culture.
e) stakeholders.

Ans: a
Difficulty: Medium
Response: See page 9
Reference: Organizations as Work Settings

83. A comprehensive plan that guides organizations to operate in ways that allow them to outperform their competitors is known as the
a) mission statement.
b) strategy.
c) objective.
d) culture.
e) stakeholders.

Ans: b
Difficulty: Medium
Response: See page 9
Reference: Organizations as Work Settings

84. Which of the following statements about strategy is true?
a) all organizations do not need good strategies.
b) sustainable high performance is achieved only when strategies are well implemented.
c) knowledge of organizational behavior is not relevant in strategy implementation.
d) only successful companies have good strategies.
e) a good strategy can guarantee success.

Ans: b
Difficulty: Medium
Response: See page 10
Reference: Organizations as Work Settings

85. Since organizations obtain resource inputs from the environment and transform them into outputs that are returned to the environment in the form of finished goods or services, they may be viewed as
a) stakeholders.
b) suppliers.
c) open systems.
d) transformational systems.
e) resource allocators.

Ans: c
Difficulty: Medium
Response: See page 10
Reference: Organizations as Work Settings

86. An open systems perspective places great significance on understanding the relationship between an organization and its __________.
a) personnel practices.
b) internal resources.
c) chain of command.
d) capital structure.
e) external environment.

Ans: e
Difficulty: Medium
Response: See page 10
Reference: Organizations as Work Settings

87. Which of the following is considered a stakeholder?
a) customers
b) owners
c) employees
d) local communities
e) all of the above.

Ans: e
Difficulty: Medium
Response: See page 11
Reference: Organizations as Work Settings

88. The shared beliefs and values that influence the behavior of organizational members refers to
a) mission.
b) purpose.
c) strategy.
d) organizational culture.
e) stakeholders.

Ans: d
Difficulty: Easy
Response: See page 12
Reference: Organizations as Work Settings

89. Organizations with strong cultures often share all of the following characteristics EXCEPT:
a) they have a high-performance orientation.
b) they operate with a clear vision of the future.
c) they carefully limit the use of technological resources.
d) they clearly communicate their beliefs and values. 
e) they have well-developed beliefs and values.

Ans: c
Difficulty: Medium
Response: See page 12
Reference: Organizations as Work Settings

90. Members tend to act forcefully in their working relationships to protect their status and positions in which type of organizational culture?
a) passive/defensive
b) strong
c) constructive
d) aggressive/defensive
e) more effective culture

Ans: d
Difficulty: Hard
Response: See page 12
Reference: Organizations as Work Settings

91. Which organizational culture is most often associated with high performance organizations?
a) passive/defensive
b) constructive
c) aggressive/defensive
d) aggressive
e) passive

Ans: b
Difficulty: Hard
Response: See page 12
Reference: Organizations as Work Settings

92. In constructive cultures, researchers find that people tend to work with all of the following EXCEPT:
a) greater motivation.
b) greater satisfaction.
c) greater teamwork.
d) greater performance.
e) greater ethical concerns.

Ans: e
Difficulty: Medium
Response: See page 12
Reference: Organizations as Work Settings

93. In passive/defensive and aggressive/defensive cultures, _______________________.
a) motivation tends to be higher and work attitudes less positive.
b) motivation tends to be lower and work attitudes less positive.
c) motivation tends to be higher and work attitudes more positive.
d) motivation tends to be lower and ethical attitudes less positive.
e) motivation tends to be lower, and work attitudes, values and ethics less positive.

Ans: b
Difficulty: Hard
Response: See page 12
Reference: Organizations as Work Settings

94. As used in OB, the term multiculturalism refers to __________________.
a) hiring people from different cultures to work in one company.
b) pluralism, and respect for diversity and individual differences.
c) developing employees to better understand people from non-United States cultures.
d) a job rotation system whereby employees move from country to country.
e) a job design system whereby managers are required to oversee people from different countries.

Ans: b
Difficulty: Medium
Response: See page 13
Reference: Organizations as Work Settings

95. Demographic trends driving workforce diversity in American society today include ___________.
a) fewer numbers of women in the labor force.
b) fewer African-Americans in the labor force.
c) fewer Hispanics in the labor force.
d) an increasing percentage of people of color in the labor force.
e) more white males are in the labor force.

Ans: d
Difficulty: Hard
Response: See page 13
Reference: Organizations as Work Settings

96. The degree to which the culture respects and values diversity and is open to anyone who can perform a job, regardless of their diversity attributes, is known as
a) workforce diversity.
b) inclusion.
c) multiculturalism.
d) cultural sensitivity.
e) constructive culture.

Ans: b
Difficulty: Medium
Response: See page 14
Reference: Organizations as Work Settings

97. A core organizational behavior theme that refers to managing and working with others in full respect for their individual differences is
a) sensitivity to diversity.
b) valuing diversity.
c) elevating diversity.
d) tolerating diversity.
e) diversity championing.

Ans: b
Difficulty: Medium
Response: See page 14
Reference: Organizations as Work Settings

98. An individual whose organizational unit, group, or team consistently achieves its goals while members remain capable, committed, and enthusiastic is a(n)
a) executive.
b) effective manager.
c) director.
d) supervisor.
e) team facilitator.

Ans: b
Difficulty: Medium
Response: See page 14
Reference: Organizational Behavior and Management

99. Which of the following is NOT one of the four basic functions of management?
a) planning
b) organizing
c) leading
d) directing
e) controlling

Ans: d
Difficulty: Easy
Response: See page 15
Reference: Organizational Behavior and Management

100. When managers define goals, set performance objectives, and identify action steps for accomplishing them, they are engaged in which management function?
a) planning
b) organizing
c) leading
d) directing
e) controlling

Ans: a
Difficulty: Hard
Response: See page 15
Reference: Organizational Behavior and Management

101. Suppose that the company’s president decides to develop a policy to increase the company’s commitment to its employees and then develops a set of procedures to implement this policy.  The president is engaged in which management function?
a) planning
b) organizing
c) leading
d) directing
e) controlling

Ans: a
Difficulty: Hard
Response: See page 15
Reference: Organizational Behavior and Management

102. Suppose that a manager sets up a committee to develop procedures for dealing with company‑wide training needs and then assigns people to conduct specific training programs. This manager is engaged in which management function?
a) planning.
b) organizing.
c) motivating.
d) leading.
e) controlling.

Ans: b
Difficulty: Hard
Response: See page 15
Reference: Organizational Behavior and Management

103. Suppose a manager starts an affirmative action program to increase opportunities for minority advancement and then clearly and convincingly communicates the objectives of the program to all employees. By doing this the manager gains their support and participation. This manager is engaged in which management function?
a) planning.
b) organizing.
c) leading.
d) motivating.
e) controlling.

Ans: c
Difficulty: Hard
Response: See page 15
Reference: Organizational Behavior and Management

104. When a manager monitors the progress of an affirmative action program to advance minorities within the corporation, reviews progress on changes in employee attitudes, calls a special meeting to discuss problems, and makes appropriate adjustments in the program, the manager is engaged in which management function?
a) planning.
b) organizing.
c) leading.
d) controlling.
e) delegating.

Ans: d
Difficulty: Hard
Response: See page 15
Reference: Organizational Behavior and Management

105. According to the research conducted on the nature of managerial work, which of the following statements is true?
a) managers work at fragmented and varied tasks.
b) managers work at an intense pace.
c) managers work long hours.
d) managers work mostly with other people.
e) all of the above.

Ans: e
Difficulty: Medium
Response: See page 15
Reference: Organizational Behavior and Management

106. Henry Mintzberg identified a set of roles that managers perform. These roles are grouped into which of the following three categories?
a) interpersonal, strategic, and decisional.
b) strategic, informational, and political.
c) interpersonal, informational, and decisional.
d) supervisory, authoritarian, and decisional.
e) supervisory, informational, and strategic.

Ans: c
Difficulty: Easy
Response: See page 16
Reference: Organizational Behavior and Management

107. Which of the following represent informational roles as identified by Henry Mintzberg? 
a) figurehead, leader, and spokesperson
b) monitor, disseminator, and spokesperson
c) negotiator, entrepreneur, and resource allocator
d) leader, disseminator, and entrepreneur
e) entrepreneur, disturbance handler, and resource allocator

Ans: b
Difficulty: Hard
Response: See page 16
Reference: Organizational Behavior and Management

108. Which of the following descriptions of Mintzberg’s managerial roles is correct?
a) interpersonal roles include the monitor, disseminator, and spokesperson.
b) informational roles include the figurehead, leader, and liaison.
c) decisional roles include the entrepreneur, disturbance handler, resource allocator, and negotiator.
d) decisional roles include the leader, disturbance handler and spokesperson.
e) informational roles include the figurehead, monitor, leader and spokesperson.

Ans: c
Difficulty: Hard
Response: See page 16
Reference: Organizational Behavior and Management

109. According to Robert Katz, the essential skills of management can be grouped into which of the following three categories?
a) technical, interpersonal, and informational
b) technical, human, and conceptual
c) interpersonal, decisional, and informational
d) organizing, planning, and leading
e) leading, decisional, and human

Ans: b
Difficulty: Medium
Response: See page 16
Reference: Organizational Behavior and Management

110. According to Robert Katz, all of the following statements are correct EXCEPT:
a) technical skills are considered important for supervisors and team leaders who must deal with job-specific problems.
b) conceptual skills are important for senior executives who deal with organizational purpose, mission and strategy issues.
c) technical skills are equally important for both entry and senior level management positions.
d) conceptual skills are important for senior executives who must deal with broad, ambiguous and long-term decisions.
e) human skills are consistently important across all managerial levels.

Ans: c
Difficulty: Hard
Response: See page 16-17
Reference: Organizational Behavior and Management

111. A manager who is using spreadsheet software to prepare a departmental budget is using which managerial skill according to Katz?
a) supervisory.
b) conceptual.
c) creative.
d) technical. 
e) human.

Ans: d
Difficulty: Medium
Response: See page 17
Reference: Organizational Behavior and Management

112. In trying to work out an acceptable solution to a problem, managers who rely on their understanding of other people and who empathize with others’ feelings are using which managerial skill according to Katz?
a) supervisory.
b) conceptual.
c) creative.
d) technical. 
e) human.

Ans: e
Difficulty: Medium
Response: See page 17
Reference: Organizational Behavior and Management

113. Important dimensions of emotional intelligence include all of the following human skills EXCEPT:
a) self-awareness.
b) self-regulation.
c) technical skill.
d) empathy.
e) social skill.

Ans: c
Difficulty: Medium
Response: See page 17
Reference: Organizational Behavior and Management

114. Which managerial skill involves the capacity to analyze and solve complex and interrelated problems?
a) supervisory.
b) conceptual.
c) creative.
d) technical. 
e) human.

Ans: b
Difficulty: Medium
Response: See page 17
Reference: Organizational Behavior and Management

115. A manager who thinks critically and analytically when developing an organizational strategy for dealing with a highly competitive global environment is using which managerial skill?
a) supervisory.
b) conceptual.
c) creative.
d) technical. 
e) human.

Ans: b
Difficulty: Hard
Response: See page 17
Reference: Organizational Behavior and Management

116. According to Archie Carroll, if a manager doesn’t subscribe to any ethical principles making decisions and acts in any situation to simply take best personal advantage, he or she would be classified as a(n)
a) moral manager.
b) amoral manager
c) immoral manager
d) unethical manager
e) opportunistic manager

Ans: c
Difficulty: Medium
Response: See page 18
Reference: Organizational Behavior and Management

117. The ethics center of gravity can be moved positively in a virtuous shift with
a) emotionally intelligent leadership.
b) immoral leadership.
c) amoral leadership.
d) moral leadership.
e) philanthropic leadership.

Ans: d
Difficulty: Hard
Response: See page 18
Reference: Organizational Behavior and Management

118. The process of acquiring knowledge and utilizing information to adapt successfully to changing circumstances is referred to as
a) learning.
b) managerial sense-making.
c) organizational learning.
d) lifelong learning.
e) managerial scholarship.

Ans: c
Difficulty: Medium
Response: See page 19
Reference: Learning about Organizational Behavior

119. In the experiential learning cycle in an organizational behavior course, initial experience focuses on __________.
a) personal experiences, the classroom as an organization, in-class exercises and simulations, group project assignments, and cases.
b) personal thought, class discussion, informal discussion, readings, lectures, and written assignments.
c) personal experiences, personal thought, personal theories, and trying new personal behaviors.
d) theories in readings, theories from lectures, personal theories, and theories from other sources.
e) trying new behaviors in work experiences, class experiences, and everyday experiences.

Ans: a
Difficulty: Hard
Response: See page 19
Reference: Learning about Organizational Behavior

120. Those people who learn through conversation and sharing information prefer which learning style?
a) visual.
b) auditory.
c) kinesthetic.
d) print.
e) interactive.

Ans: e
Difficulty: Hard
Response: See page 20
Reference: Learning about Organizational Behavior

Short Answer

121. What is the study of human behavior in organizations called?

Ans: Organization behavior
Difficulty: Easy
Response: See page 4
Reference: Introducing Organizational Behavior

122. When organizational behavior researchers collect data in real-life organizational settings, what research method is being used?

Ans: field studies
Difficulty: Easy
Response: See page 6
Reference: Introducing Organizational Behavior

123. When organizational behavior researchers collect data in simulated and controlled settings, what research method is being used?

Ans: laboratory studies
Difficulty: Easy
Response: See page 6
Reference: Introducing Organizational Behavior

124. Rather than assume that there is one “best” or universal way to manage people in organizations, what approach do researchers use to try to identify how different situations can be best understood and handled?

Ans: contingency
Difficulty: Hard
Response: See page 6
Reference: Introducing Organizational Behavior

125. What is a strategy?

Ans:  a comprehensive plan that guides organizations to operate in ways that allow them to outperform their competitors.
Difficulty: Medium
Response: See page 9
Reference: Organizations as Work Settings

126. Who are the people, groups, and institutions that are affected by and thus have an interest in an organization’s performance?

Ans: Stakeholders
Difficulty: Medium
Response: See page 11
Reference: Organizations as Work Settings

127. What is organizational culture? 

Ans: the shared beliefs and values that influence the behavior of organizational members
Difficulty: Medium
Response: See page 12
Reference: Organizations as Work Settings

128. Which organizational culture is most associated with high-performance organizations?

Ans: constructive culture
Difficulty: Hard
Response: See page 12
Reference: Organizations as Work Settings

129. What is workforce diversity?

Ans: in a business organization, the presence of differences based on gender, race and ethnicity, age, able-bodiedness, and sexual orientation 
Difficulty: Easy
Response: See page 13
Reference: Organizations as Work Settings

130. By the year 2060, which demographic group will comprise nearly 30% of the US population?

Ans: Hispanic
Difficulty: Hard
Response: See page 14
Reference: Organizations as Work Settings

131. What is a key element in any organization that embraces multiculturalism?

Ans: inclusivity
Difficulty: Hard
Response: See page 14
Reference: Organizations as Work Settings

132. What are the two key outcomes on which an effective manager will focus? 

Ans: Task performance and job satisfaction
Difficulty: Hard
Response: See page 14
Reference: Organizational Behavior and Management

133. What are the four basic functions of management?

Ans: planning; organizing; leading; controlling
Difficulty: Easy
Response: See page 15
Reference: Organizational Behavior and Management

134. Defining goals, setting performance objectives, and identifying action steps for accomplishing them describes which management function?

Ans: planning
Difficulty: Easy
Response: See page 15
Reference: Organizational Behavior and Management

135. __________ is the process of creating work structures and systems, and arranging resources to accomplish goals and objectives.

Ans: Organizing
Difficulty: Easy
Response: See page 15
Reference: Organizational Behavior and Management

136. Describe the managerial function of leading.

Ans: instilling enthusiasm by communicating with others, motivating them to work hard, and maintaining good interpersonal skills is the managerial activity of __________.
Difficulty: Easy
Response: See page 15
Reference: Organizational Behavior and Management

137. Ensuring that things go well by monitoring performance and taking corrective action when necessary describes which managerial function?

Ans: controlling
Difficulty: Easy
Response: See page 15
Reference: Organizational Behavior and Management

138. According to Henry Mintzberg, which managerial roles involve working directly with other people?

Ans: interpersonal roles
Difficulty: Medium
Response: See page 16
Reference: Organizational Behavior and Management

139. According to Henry Mintzberg, which managerial roles involve the exchange of information with other people?

Ans: informational roles
Difficulty: Easy
Response: See page 16
Reference: Organizational Behavior and Management

140. According to Robert Katz, what are the three categories of managerial skills? 

Ans: technical; human; conceptual
Difficulty: Medium
Response: See page 16
Reference: Organizational Behavior and Management

141. According to Robert Katz, what is an ability to perform specialized tasks?

Ans: a technical skill
Difficulty: Medium
Response: See page 17
Reference: Organizational Behavior and Management

142. In trying to work out an acceptable solution to a problem, managers who rely on their understanding of other people and who empathize with others’ feelings are using which managerial skill according to Katz?

Ans: human
Difficulty: Easy
Response: See page 17
Reference: Organizational Behavior and Management

143. According to Daniel Goleman, what is the ability to understand and deal with emotions?

Ans: Emotional intelligence
Difficulty: Easy
Response: See page 17
Reference: Organizational Behavior and Management

144. A management team that thinks critically and analytically when developing an organizational strategy for dealing with a highly competitive global environment is using which managerial skill?

Ans: conceptual
Difficulty: Medium
Response: See page 17
Reference: Organizational Behavior and Management

145. The _________ learner learns by doing and active involvement.

Ans: kinesthetic
Difficulty: Medium
Response: See page 20
Reference: Organizational Behavior and Management

Essay

146. Identify the trends that are affecting organizational behavior and explain why these trends are occurring.

Suggested Answer:  Seven trends are currently affecting organizational behavior. These trends and the reasons why they are occurring are described as follows: (a) commitment to ethical behavior  there is a growing intolerance of breaches of public faith by organizations and those who run them, and a growing concern for ethical behavior in the workplace; (b) importance of human capital  a dynamic and complex environment places a premium on knowledge, experience, and commitments of people as valuable human assets of organizations; (c) demise of “command-and-control” –– traditional hierarchical structures, which are proving incapable of handling new environmental pressures and demands, are being replaced by flexible structures and participatory work settings; (d) emphasis on teamwork  modern organizations, which are less vertical and more horizontal in their focus, place a high value on teamwork and peer contributions; (e) pervasive influence of information technologies –– as computers increasingly penetrate all aspects of the workplace, implications for workflows, work processes, and organizational systems are far reaching; (f) respect for new workforce expectations –– the new generation of workers is less tolerant of hierarchy, more informal, and less concerned about status; organizations are paying more attention to how members balance the demands and priorities of work and personal affairs; and (g) changing concept of careers  more employers are using offshoring and outsourcing of jobs and more individuals are working as independent contractors rather than as traditional full-time employees (h) concern for sustainability – managers and organization members are thinking more about decision making and goal setting in organizations paying attention to the environment, climate justice and preservation of resources.

Difficulty: Hard
Response: See page 7-8
Reference: Introducing Organizational Behavior

147. Define the term workforce diversity. Why is workforce diversity an important issue for contemporary organizations?

Suggested Answer:  Workforce diversity is the presence of differences in a firm’s employees based on gender, race and ethnicity, age, able-bodiedness, and sexual orientation. Workforce diversity is an important issue for contemporary organizations because success in the workplace increasingly requires a set of skills for working successfully with a broad mix of people from different racial and ethnic backgrounds, of different ages and genders, and of different domestic and national cultures.
Difficulty: Easy
Response: See page 13
Reference: Organizations as Work Settings

148. Briefly describe each of the four functions of management. Describe Mintzberg’s managerial roles and explain how they are helpful in performing the four functions of management.

Suggested Answer:  The four functions of management are planning, organizing, leading, and controlling. Planning is the process of setting objectives and determining what actions should be taken to accomplish them. Organizing is the process of assigning tasks, allocating resources, and arranging and coordinating the activities of individuals and groups to implement plans. Leading is the process of arousing people’s enthusiasm to work hard and directing their efforts to fulfill plans and accomplish objectives. Controlling is the process of measuring work performance, comparing results to objectives, and taking corrective action as needed. Mintzberg’s managerial roles include the following: (a) interpersonal roles (figurehead, leader, and liaison) involve interactions with people inside and outside the work unit; (b) informational roles (monitor, disseminator, and spokesperson) involve giving, receiving, and analyzing information; and (c) decisional roles (entrepreneur, disturbance handler, resource allocator, and negotiator) involve using information to make decisions, solve problems, or address opportunities. While all ten managerial roles might be used at one time or another in performing each of the four functions of management, many of them are more likely to be used in carrying out certain managerial functions. The entrepreneurial role, for instance, is closely linked to the managerial function of planning. In this role, direction is being set for the organization. The liaison, disseminator, and resource allocator roles are closely associated with organizing. The figurehead, leader, and spokesperson roles are closely aligned with leading. The monitor role is related primarily to controlling.
Difficulty: Hard
Response: See page 15-16
Reference: Organizational Behavior and Management

149. Human skills such as emotional intelligence are indispensable in the new age of organizations. Identify and define five important dimensions of emotional intelligence that can and should be developed by any manager today.

Suggested Answer:  Self-awareness is the ability to understand one’s own moods and emotions. Self-regulation is the ability to think before acting and control disruptive impulses. Motivation is the ability to work hard and persevere. Empathy is the ability to understand the emotions of others. Social skill is the ability to gain rapport with others and build good relationships.
Difficulty: Medium
Response: See page 17
Reference: Organizational Behavior and Management

150. When it comes to ethics and morality, Archie Carroll draws a distinction between managers. Identify and briefly explain the three managerial categories defined by Carroll.

Suggested Answer:  The immoral manager does not subscribe to any ethical principles, but instead makes decisions and acts to stake best personal advantage of a situation. The amoral manager, by contracts, fails to consider the ethics of a decision or behavior. This manager acts unethically at time, but unintentionally. The moral manager is one who incorporates ethics principles and goals into his or her personal behavior. For this manager, ethical behavior is a goal, a standard, and even a matter of routine.
Difficulty: Medium
Response: See page 18
Reference: Organizational Behavior and Management

151. What is organizational learning? Why is it important for firms to emphasize organizational learning? 

Suggested Answer:  Organizational learning is the process of acquiring knowledge and using information to adapt successfully to changing circumstances. In today’s challenging times, organizations must be able to change continuously and positively; they must commit to searching continuously for new ideas and opportunities for improvement. The ability to know when to change and how to change successfully is largely a function of organizational learning.
Difficulty: Easy
Response: See page 19
Reference: Learning about Organizational Behavior