Obc1 - Organizational Behavior

Front 1

Organizational culture is passed to new employees through

Back 1

the socialization process, influences our behavior at work, and operates at different levels.

Front 2

Organizational culture is shaped by four components:

Back 2

founders’ values, industry and business environment, national culture, and senior leaders’ vision and behavior.

Front 3

Four Functions of Organizational Culture

Back 3

1. Give members an organizational identity.
2. Facilitate collective commitment.
3. Promote social system stability.
4. Shape behavior by helping members make sense of their surroundings.

Front 4

four general types of organizational culture

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including clan cultures (flexible/internal), adhocracy cultures (flexible/external), market cultures (stable/external), and hierarchy cultures (stable/internal).

Front 5

Edgar Schein notes that changing organizational culture involves a teaching process and is accomplished by using one or more of these methods:

Back 5

1. Formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection, and socialization.
2. The design of physical space, work environments, and buildings.
3. Slogans, language, acronyms, and sayings.
4. Deliberate role modeling, training programs, teaching, and coaching by managers and supervisors.
5. Explicit rewards, status symbols, and promotion criteria.
6. Stories, legends, and myths about key people and events.
7. The organizational activities, processes, or outcomes that leaders pay attention to, measure, and control.
8. Leader reactions to critical incidents and organizational crises.
9. The workflow and organizational structure.
10. Organizational systems and procedures.

Front 6

a model of organizational socialization. The process is characterized by three phases:

Back 6

anticipatory socialization, encounter, and change and acquisition.

Front 7

Mentoring serves five career functions that enhance career development:

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sponsorship, exposure and visibility, coaching, protection, and challenging assignments.

Front 8

Mentoring serves four psychosocial functions:

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role modeling, acceptance and confirmation, counseling, and friendship.

Front 9

There are two subcomponents associated with network diversity:

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a. the number of different people the person is networked with
b. the various social systems from which the networked relationships stem (e.g., employer, school, family).

Front 10

Maslow proposed that motivation is a function of five basic needs

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physiological, safety,
love, esteem, and self-actualization, arranged in a prepotent hierarchy.

Front 11

Alderfer’s ERG Theory: Motivation is a function of three basic needs (listed from lowest to highest):

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Motivation is a function of three basic needs (listed from lowest to highest):

Front 12

________theory does not assume needs are related to each other in a stairstep hierarchy, rather more than one need may be activated at a time.

Back 12

ERG theory

Front 13

_________contains a frustration-regression component, meaning that frustration of higher-order needs can influence the desire for lower-order needs.

Back 13

ERG theory

Front 14

McClelland's Need Theory: Achievement-motivated people share three common characteristics

Back 14

a preference for tasks of moderate difficulty, situations in which their performance is due to their own efforts, and a desire for more performance feedback on their successes and failures.

Front 15

according to McClelland's Need Theory, ____________are not the most effective managers because they have a difficult time making decisions without worrying about being disliked.

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Individuals high in need for affiliation

Front 16

Herzberg's motivator-hygiene theory of job satisfaction proposes

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separate and distinct clusters of factors associated with job satisfaction and dissatisfaction.

Front 17

Process theories of motivation explain motivation by

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identifying the process by which various internal factors influence motivation. These models are also cognitive in nature.

Front 18

Adam’s Equity Theory of Motivation proposes The two primary components in the employee-employer exchange are

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inputs (e.g., an employee's experience, skills, education or effort) and outcomes (e.g., the organization's pay, fringe benefits, and recognition).

Front 19

Adam’s Equity Theory of Motivation proposes Feelings of inequity revolve around

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a person's evaluation of whether he or she receives adequate rewards to compensate for his or her contributive inputs

Front 20

Adam’s Equity Theory of Motivation proposes Individuals range in their levels of equity sensitivity from

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from benevolents (people who have a higher tolerance for negative inequity and prefer their outcome/input ratio to be lower than ratios of comparison others) to sensitives (who adhere to a strict norm of reciprocity and quickly resolve both negative and positive inequity) to entitleds (who have no tolerance for negative inequity and expect to obtain greater output/input ratios than comparison others).

Front 21

Vroom’s Expectancy Theory: The following factors influence expectancy perceptions:

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self-esteem, self-efficacy, previous success at the task, help received from a supervisor or subordinates, information necessary to complete the task, and good materials and equipment to work with.

Front 22

assumes that behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure and minimize pain. The key elements to this theory are referred to as Expectancy (E), Instrumentality (I), and Valence (V). Critical to the understanding of the theory is the understanding that each of these factors represents a belief.

Back 22

Vroom’s Expectancy Theory

Front 23

Goal setting has four motivational mechanisms:

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directing attention, regulating effort, increasing persistence (the effort expended on a task over an extended period of time), and fostering strategies and plans.

Front 24

T or F Job enlargement does not have a significant and lasting impact on job performance.

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T

Front 25

The __________ approach seeks to generate a self-perpetuating cycle of internal motivation.

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job characteristics

Front 26

Organizational culture is the set of shared, taken-for-granted implicit assumptions held by a group that determines how the group perceives, thinks about, and reacts to its various environments.
A) True
B) False

Back 26

A) True

Front 27

Enacted values represent the explicitly stated values and norms that are preferred by an organization.
A) True
B) False

Back 27

B) False

Front 28

A clan culture has an internal focus and values flexibility rather than stability and control.
A) True
B) False

Back 28

A) True

Front 29

Employees working in organizations with hierarchical or market-based cultures reported lower job satisfaction and organizational commitment, but have greater intention to keep their jobs.
A) True
B) False

Back 29

B) False

Front 30

The encounter phase is the last stage in the organizational socialization process.
A) True
B) False

Back 30

B) False

Front 31

___________ is a long term plan outlining actions needed to achieve a desired result.
A) Vision
B) Formal Statement
C) Strategic Plan
D) Cultural Change Plan
E) None of the above

Back 31

C) Strategic Plan


Explanation: According to the text, strategic plans outline the long-term goals of the organization and spell out what is needed to meet those goals.

Front 32

Which of the following is an example of a psychosocial function of mentoring?
A) Sponsorship.
B) Coaching.
C) Protection.
D) Providing exposure and visibility.
E) Friendship.

Back 32

E) Friendship.


Explanation: Research by Kathy Bram of Boston University indicates that the mentoring process has five career functions (sponsorship, exposure-and-visibility, coaching, protection, and challenging assignments) and four psychosocial functions (role modeling, acceptance-and-confirmation, counseling, and friendship).

Front 33

In the __________ phase of the organizational socialization process, employees begin to learn what the organization is really like. This phase begins when the employment contract is signed.
A) encounter
B) cultivation
C) anticipatory socialization
D) change and acquisition
E) separation

Back 33

A) encounter


Explanation: According to Feldman's three-phase model of organizational socialization, the encounter phase begins at employment contract inception and is when the new employee's expectations meet the reality of the organization.

Front 34

A __________ developmental network is composed of a few weak ties from one social system such as an employer or professional association.
A) receptive
B) traditional
C) entrepreneurial
D) opportunistic
E) encounter

Back 34

A) receptive

Explanation: According to research by Higgins and Kram, a network that is comprised of weak ties all coming from the same social system receptive developmental network is composed of a few weak ties from the same social system is known as a receptive developmental network.

Front 35

The __________ network is the strongest type of developmental network.
A) receptive
B) traditional
C) entrepreneurial
D) opportunistic
E) encounter

Back 35

C) entrepreneurial


Explanation: According to research by Higgins and Kram, the entrepreneurial network is comprised of several strong ties from different social systems making it the strongest type of developmental network.

Front 36

Maslow viewed esteem as the highest step in his proposed hierarchy of needs.
A) True
B) False

Back 36

B) False

Front 37

The need for affiliation is defined as the desire to spend time in social relationships and activities.
A) True
B) False

Back 37

A) True

Front 38

Designing jobs according to the principles of scientific management tends to increase efficiency and productivity, but also leads to simplified and repetitive jobs.
A) True
B) False

Back 38

A) True

Front 39

According to Frederick Herzberg, hygiene factors are job characteristics associated with job dissatisfaction.
A) True
B) False

Back 39

A) True

Front 40

Horizontal loading consists of giving employees more responsibility by taking on tasks normally performed by their supervisors.
A) True
B) False

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B) False

Front 41

In Maslow's need hierarchy, the __________ need is the most basic need, involving having enough food, air, and water to survive.
A) esteem
B) safety
C) physiological
D) self-actualization
E) love

Back 41

C) physiological

Explanation: Maslow identified a hierarchy comprised of five basic needs: physiological, safety, love, esteem, and self-actualization. According to the model, the physiological needs are the most basic.

Front 42

According to Herzberg's motivator-hygiene model, which of the following is a motivator?
A) Working conditions.
B) Company policies.
C) Supervisor relations.
D) Recognition.
E) Salary.

Back 42

D) Recognition.

Explanation: Herzberg's model identifies two groups of factors – hygiene factors and motivator factors. In the text, it explains that company policies, supervisor relations, working conditions and salary were all related to the context or environment of the job. Recognition is not.

Front 43

Which of the following is not one of the key motivational approaches to job design discussed in the text?
A) job enlargement
B) job rotation
C) job enrichment
D) job organization
E) All above are motivational approaches

Back 43

D) job organization

Explanation: The motivational approaches to job design include: job enlargement, job enrichment, job rotation and the Job Characteristics Model.

Front 44

According to the job characteristics model, __________ represents the extent to which an employee receives direct and clear information about how effectively he or she is performing the job.
A) feedback
B) autonomy
C) task significance
D) skill variety
E) task identity

Back 44

A) feedback

Explanation: While all five of the answer choices represent core job characteristics as described in the Job Characteristics Model, the question is specifically describing feedback.

Front 45

Distributive justice is defined as:
A) The perceived fairness of how resources and rewards are distributed
B) The perceived fairness of process and procedure used to make allocation decisions
C) The perceived fairness of how procedures are used
D) The extents to which people feel fairly treated when procedures are implemented
E) When employee's perceptions of procedural justice are enhanced because they have a voice in the decision-making process

Back 45

A) The perceived fairness of how resources and rewards are distributed

A) The perceived fairness of how resources and rewards are distributed

Front 46

Tom's sandwich shop in Asheville is likely to most effectively engage in which of the following types of organizational structure?
A) Functional
B) Divisional
C) Matrix
D) Simple

Back 46

D) Simple

Front 47

Of the following, which one is false regarding a functional organizational structure?
A) The tasks, people, and technologies necessary to do the work of the business are divided into separate groups.
B) Functional structures predominate in firms with single or narrow product lines.
C) Marketing, operations, and finance would be considered groups found within this type of structure.
D) An organization using this type of structure has no need for integrating activities.

Back 47

D) An organization using this type of structure has no need for integrating activities.

Front 48

Strategic advantages of a functional organization structure would include all but which one of the following?
A) Delegation of day-today operating decisions
B) Promotes functional rivalry
C) Tightly links structure to strategy
D) Retains centralized control of strategic decisions

Back 48

B) Promotes functional rivalry

Front 49

Which type of organizational structure is best identified as having a set of relatively autonomous units or divisions that are governed by a central corporate office yet each unit or division has its own functional specialists who provide services or products that are different from the other units.
A) Divisional structure
B) Matrix
C) Simple
D) Formal

Back 49

A) Divisional structure

Front 50

Which of the following is best identified as being an adaptation of the divisional structure in which various divisions are grouped together based on some common elements?
A) Holding companies
B) Strategic business units
C) Vertical boundaries
D) Modular organizations

Back 50

B) Strategic business units

Front 51

Strategic disadvantages associated with a divisional organizational structure would include all of the following except _________.
A) creates a potential for policy inconsistencies among divisions
B) increases cost through duplication functions
C) retains functional specialization within each division
D) creates difficulty maintaining overall corporate image

Back 51

C) retains functional specialization within each division

Front 52

The ________ structure is where the corporate entity is a broad collection of often unrelated businesses and divisions such that the corporate entity must act as a financial overseer.
A) divisional
B) holding company
C) matrix
D) external interface

Back 52

B) holding company

Front 53

All of the following except which one would be classed as true statements regarding the matrix organizational structure?
A) It is fairly simple to implement within an organization.
B) The functional and staff personnel are assigned to both a basic functional area and to a project or product manager.
C) It combines the advantages of functional specialization and product-project specialization.
D) It is rather easy to design.

Back 53

A) It is fairly simple to implement within an organization.

Front 54

Of the following, which one is least likely to be considered a strategic advantage derived from a matrix organizational structure?
A) It gives middle management broader exposure to strategic issues.
B) It fosters creativity and multiple sources of diversity.
C) It can trigger turf battles.
D) It provides excellent training ground for strategic managers.

Back 54

C) It can trigger turf battles.

Front 55

A _________ organizational structure assigns functional managers and specialists to a new product, project, or team that is empowered to make major decisions about their product.
A) product-team
B) matrix
C) simple
D) self-management

Back 55

A) product-team

Front 56

Which one of the following would not be classed as one of the major trends driving decisions about effective organizational structures in the 21st century?
A) Globalization
B) Diversity
C) Speed of decision making
D) The Internet

Back 56

B) Diversity

Front 57

Major efforts to improve traditional organizational structures seek to do all but which one of the following?
A) Reduce unnecessary control
B) Focus on enhancing core competencies
C) Keep organizations protected from outside influences
D) Reduce costs

Back 57

C) Keep organizations protected from outside influences

Front 58

_________ is redesigning an organizational structure with the intent of emphasizing and enabling activities most critical to the firm's strategy to function at maximum effectiveness.
A) Restructuring
B) Reengineering
C) Downsizing
D) Outsourcing

Back 58

A) Restructuring

Front 59

Who or what is attributed with popularizing the concept of business process reengineering (BPR)?
A) Michael Champy and James Hammer
B) The Motorola company
C) Michael Hammer and James Champy
D) IBM

Back 59

C) Michael Hammer and James Champy

Front 60

_________ eliminates the number of employees – particularly those of middle management – in a company.
A) Restructuring
B) Downsizing
C) Reengineering
D) Outsourcing

Back 60

B) Downsizing

Front 61

Which of the following allows work teams or groups to supervise their work without direct supervision exercising the supervisory role?
A) Self-management
B) Restructuring
C) Outsourcing.
D) Agility

Back 61

A) Self-management

Front 62

All of the following except which one would be considered a true statement regarding a virtual organization?
A) It may be comprised of suppliers, customers, competitors, and subcontractors.
B) It is an elaborate network of external and internal relationships.
C) It is a permanent network of independent companies.
D) It is linked primarily by information technology in order to share skills and market access.

Back 62

C) It is a permanent network of independent companies.

Front 63

A _____ organization provides products or services using different, self-contained specialists or companies brought together to contribute their primary support activity to result in a successful outcome.
A) virtual
B) modular
C) matrix
D) vertically bound

Back 63

B) modular

Front 64

Expectations indicate that which one of the following will reach more than $200 billion in revenues in 2008? (It is also considered to be the most rapidly growing segment of the outsourcing segments.)
A) Business process reengineering
B) External interfacing
C) Business process outsourcing
D) Business process restructuring

Back 64

C) Business process outsourcing

Front 65

Which one of the following would not be classed as a disadvantage derived from utilizing outsourcing?
A) Reliance on outsiders
B) Skills can become lost
C) Reduction of necessary capital investment
D) Negative reactions form investors

Back 65

C) Reduction of necessary capital investment

Front 66

The CEO of the Baxley Corporation has a clear sense of where he wants the corporation to go and also knows exactly what results are desired and necessary. It can be stated Baxley's CEO has which one of the following?
A) Vision
B) Perseverance
C) A leader's passion
D) Strategic intent

Back 66

D) Strategic intent

Front 67

Of the following, which one would be considered incorrect when discussing the concept of a leader's business vision?
A) A leader must clearly communicate the fundamental vision of what the business needs to become.
B) The leader's vision should clarify strategic intent.
C) A strategic plan is needed more than a leader's vision in organizations desiring to globalize operations.
D) A leader's vision characterizes what the company must become in order to achieve global leadership.

Back 67

C) A strategic plan is needed more than a leader's vision in organizations desiring to globalize operations.

Front 68

Problems leaders may face when they are attempting to build their organizations include all but which one of the following?
A) Clarifying responsibilities
B) Surrendering organizational control to lower-level subordinates
C) Gaining personal commitment to a shared vision
D) Keeping abreast of what is happening in the surrounding environment

Back 68

B) Surrendering organizational control to lower-level subordinates

Front 69

The effort to familiarize future leaders with the skills important to the company and to develop exceptional leaders among the mangers employed is best known as __________.
A) leadership development
B) strategic intent
C) strategic leadership
D) organizational culture

Back 69

A) leadership development

Front 70

__________ are fundamental personal standards that guide your sense of honesty, integrity, and ethical behavior.
A) Morals
B) Principles
C) Ethical standards
D) Referent influences

Back 70

B) Principles

Front 71

Of the following, which one is best identified as the capacity to see a commitment through to completion long after most other people would have stopped trying?
A) Vision
B) Principles
C) Perseverance
D) Passion

Back 71

C) Perseverance

Front 72

Jason is highly committed to what he does for his company and also to what he wants to do with his company in the future. It can be stated that Jason has _______.
A) a leader's perseverance
B) a leader's passion
C) a leader's principles
D) organizational leadership capabilities

Back 72

B) a leader's passion

Front 73

Important ways leaders can shape an organization's culture would include all but which one of the following?
A) Require self-fulfillment
B) Have vision
C) Have perseverance
D) Guided by staunch principles

Back 73

A) Require self-fulfillment

Front 74

Which one of the following is not classed being one of the characteristics of emotional intelligence?
A) Self-awareness
B) Social awareness
C) Self-serving viewpoint
D) Self-management

Back 74

C) Self-serving viewpoint

Front 75

Many new organizational managers expect to be able to rely on which type of power in order to get things accomplished?
A) Position power
B) Referent power
C) Legitimate power
D) Information power

Back 75

A) Position power

Front 76

_______ power refers to the ability to influence and direct others that comes from being able to confer desired items in return for desired actions or outcomes.
A) Punitive
B) Reward
C) Information
D) Position

Back 76

B) Reward

Front 77

The ability to direct and influence others because they defer to you based on your specialized knowledge that is related to the task or assignment in which they are involved is known as which one of the following?
A) Punitive power
B) Peer influence
C) Expert influence
D) Information power

Back 77

C) Expert influence

Front 78

_________ is the ability to influence individual behavior among members of a group based on the group norms.
A) Peer influence
B) Position power
C) Referent influence
D) Leader perseverance

Back 78

A) Peer influence

Front 79

The set of important assumptions that members of an organization share in common is best referred to as ___________.
A) leader's perseverance
B) ethical standards
C) organizational culture
D) organizational leadership

Back 79

C) organizational culture

Front 80

All of the following statements regarding organizational culture and the leader's role are considered true except which one?
A) The leader and the culture of an organization are intertwined.
B) Organizational culture is derived solely from a leader's passion and perseverance.
C) The leader acts as the personification of the organization's culture.
D) What a leader does or should do represent influences on the organization's culture.

Back 80

B) Organizational culture is derived solely from a leader's passion and perseverance.

Front 81

Which one of the following would be considered untrue about a leader who has held his or her position with the organization for an extended period of time?
A) Long-term leaders are rarely affected by the organization's culture.
B) Long-term leaders tend to reinforce an organization's culture.
C) Long-term leaders tend to reinforce the organization's culture as a key element necessary to sustain continued success.
D) Long-term leaders and their association with the organization are usually strongly entrenched.

Back 81

A) Long-term leaders are rarely affected by the organization's culture.

Front 82

______ are a person's basis for differentiating right from wrong.
A) Principles
B) Intentions
C) Ethical standards
D) Cultural influences

Back 82

C) Ethical standards

Front 83

Which one of the following is not a lesson that can be learned from the corporate scandals of recent times?
A) Beware of companies that rely too heavily on managers and acquisitions.
B) Beware of companies with strong corporate cultures.
C) Beware of companies with cult-like cultures.
D) Beware of close personal ties between management and the board of directors.

Back 83

B) Beware of companies with strong corporate cultures.

Front 84

Ways leaders can shape and reinforce organizational culture would include all but which one of the following?
A) Emphasize key themes
B) Encourage dissemination of stories about core values
C) Emphasize the need for self-fulfillment
D) Emphasize dominant values

Back 84

C) Emphasize the need for self-fulfillment

Front 85

The most typical beliefs that shape organizational culture include all of the following except _________.
A) a belief in being the best
B) a belief in the importance of people
C) a belief in the importance of formal communication
D) a belief that customers should reign supreme

Back 85

C) a belief in the importance of formal communication