Org Behavior Kc 1-3

Front 1

Mick works for a company as a financial analyst from home using information technology. He does not work in a traditional physical workplace. This trend is known as

Back 1

virtual work.

Front 2

The differences that we can observe in people (e.g., ethnicity, age, gender) are considered ___________ diversity.

Back 2

surface-level

Front 3

Labor unions, consumers, and stockholders:

Back 3

are organizational stakeholders.

Front 4

The moral accountability that an organization has toward all of its stakeholders is referred to as:

Back 4

Corporate social responsibility

Front 5

Organizational behavior (OB) as a science considers organizations to be:

Back 5

open systems.

Front 6

Twice every year, a major car parts manufacturer brings together the production and engineering specialists from its eight divisions to discuss ideas, solutions, and concerns. This helps to minimize the 'silos of knowledge' problem that exists in many organizations. This practice is primarily an example of:

Back 6

knowledge sharing

Front 7

Your friend knows you are taking a course in OB and is curious about learning more about it. Which of the following statements is true and would help in explaining the field?

Back 7

Organizational behavior scholars study what people think, feel, and do in and around organizations.

Front 8

Which of the following is true according to the systematic research anchor?

Back 8

OB should study organizations by forming questions, collecting data, and testing hypotheses against those data.

Front 9

Which of the following typically results in a loss of intellectual capital?

Back 9

The company sells one of its divisions and its employees now work for the other organization.

Front 10

Out of the generational groups discussed in the textbook, which group has the highest preference for leisure and the lowest value of social interaction?

Back 10

Millenials

Front 11

One method by which a company can preserve intellectual capital is by:

Back 11

transferring employee knowledge into structural capital.

Front 12

Which of the following statements is true of organizational behavior knowledge?

Back 12

It is relevant to everyone who works in organizations.

Front 13

The triple bottom line philosophy says that:

Back 13

companies should try to support the economic, social, and environmental spheres of sustainability.

Front 14

Which of the following statements is true about human capital in an organization?

Back 14

It is a key variable in the HPWP model of organizational effectiveness.

Front 15

The perspective that effective organizations incorporate several workplace practices that leverage the potential of human capital is called the _____ perspective.

Back 15

HPW

Front 16

_____ refers to the study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad.

Back 16

Ethics

Front 17

Deep-level diversity includes differences in:

Back 17

Attitudes

Front 18

Your friend knows you are studying OB and asks you what is globalization. Your best response would be to explain that globalization occurs when a company:

Back 18

increases its connectivity with people and organizations in other parts of the world.

Front 19

A key anchor of organizational behavior is systematic research, which suggests that:

Back 19

OB should study organizations by forming questions, collecting data, and testing hypotheses against those data.

Front 20

Which of the following statements is consistent with the concept of contingency anchor?

Back 20

A particular action may have different consequences in different situations.

Front 21

Which of the following is a domain in Schwartz's model?

Back 21

Stimulation

Front 22

Bob seems to be very anxious and exhibits hostility most of the time. He also seems like his is likely depressed and self-conscious. Bob would best be described by the personality dimension of _________.

Back 22

neuroticism

Front 23

_________ is the relatively stable pattern of behaviors and consistent internal states that explain a person's behavioral tendencies.

Back 23

Personality

Front 24

Staying at the office late in order to assist a coworker with a particularly difficult problem he is having is an example of:

Back 24

organizational citizenship

Front 25

_____ is the extent to which people either tolerate ambiguity or feel threatened by ambiguity.

Back 25

Uncertainty avoidance

Front 26

Which of the following is identified as an ethical principle?

Back 26

Utilitarianism

Front 27

The ability to recognize the presence and determine the relative importance of an ethical issue is known as:

Back 27

moral sensitivity.

Front 28

_____ is the extent to which we value our duty to groups to which we belong and group harmony.

Back 28

Collectivism

Front 29

Which of the following identifies the four factors that directly influence individual behavior and performance?

Back 29

MARS Model

Front 30

Employees in positions that have __________ are more likely to engage in presenteeism.

Back 30

high centrality

Front 31

Being good-natured, empathetic, caring, and courteous are characteristics of people with _____ personality trait.

Back 31

Agreeableness

Front 32

Which of the following are external to the individual but still affect his/her behavior and performance?

Back 32

Situational factors

Front 33

Which of the following acronyms identifies the "Big Five" personality dimensions?

Back 33

CANOE

Front 34

Jane scores very high on agreeableness and is sensitive to others. She is likely to experience more ________ and less ________.

Back 34

Empathy; conflict

Front 35

________ are three aspects of volitional behavior that motivation respresents.

Back 35

Direction, intensity, and persistence

Front 36

_________ is an innate talent that helps employees quickly grasp and be able to perform specific tasks.

Back 36

Aptitude

Front 37

According to the textbook, _________ can often lead to increased absenteeism in organizations.

Back 37

High work-related stress

Front 38

The personality dimension of ____________ is the best predictor of job performance.

Back 38

Conscientiousness

Front 39

You own a consulting firm and have recently hired several new consultants who are highly motivated and highly capable in terms of ability. However, the new hires are uncertain what their assigned job duties are or what is expected of them. According to the MARS model, the new consultants will likely:

Back 39

have lower job performance due to poor role perceptions.

Front 40

The personality of most individuals:

Back 40

is less evident in situations where social norms, reward systems, and other conditions constrain behavior.

Front 41

Mental models cause us to:

Back 41

utilize perceptual grouping to make sense of things.

Front 42

Imagine you are driving down the road and another vehicle cuts your vehicle off forcing you to hit your brakes. If you immediately blame the incident on the poor driving skills of the other driver and not on the dog that you later notice ran out into the street, you are likely a victim of which perceptual error?

Back 42

Fundamental attribution error

Front 43

The contact hypothesis states that:

Back 43

people who interact with each other will be less perceptually biased toward each other.

Front 44

The process of assigning traits to people based on their membership in an identifiable social category is called:

Back 44

Stereotyping

Front 45

Sandy is a physician who is quick to mention that she is a doctor when she meets new people. She also tends to perceive herself and physicians in in general more favorably than nurses and non-medical staff. Which of the following best explains Sandy's perceptual process?

Back 45

Social identity theory

Front 46

People who are unsure of their self-views are more:

Back 46

stressed in decision-making situations.

Front 47

If you form a general negative impression of a person based on one prominent characteristic, and it affects your perception of other characteristics of that person, it is called:

Back 47

the halo effect

Front 48

Social identity theory says that:

Back 48

we define ourselves in terms of our membership in certain groups and our differences with people who belong to other groups.

Front 49

Bill often believes that other people he meets hold the same beliefs and attitudes that he does. Which perceptual error is Bill making?

Back 49

False-consensus effect

Front 50

Consistency, consensus and distinctiveness are the:

Back 50

three rules that determine whether we make an internal or external attribution.

Front 51

Janice has an external locus of control. Because of this she is more likely to believe that positive events that occur in her life are due mainly to:

Back 51

lucky streaks

Front 52

Joel recently started working as a civil engineer. He is new to the job and has fairly low self-esteem and a lack of confidence in himself. Based on this, Joel is more likely to ___________.

Back 52

be susceptible to the supervisor's self-fulfilling prophecies

Front 53

The competency most strongly associated with social awareness is:

Back 53

empathy

Front 54

The combination of social identity and self-enhancement leads to the process of:

Back 54

categorization, homogenization, and differentiation.

Front 55

Joanie is an engineer at an architectural firm. She is very proud of this fact and often defines herself in terms of her work to family and friends. She is very skilled at her job and confident in that fact, but often has trouble adapting to changing job duties and environmental conditions.

Joanie always attributes her successes to her high level of personal motivation. However, when she makes a mistake, she tends to blame the situation. This is known as: Self-enhancement

Back 55

Self-Enhancement

Front 56

The recency effect is most common when:

Back 56

making an evaluation involving complex information

Front 57

Recent studies suggest that we have a(n) _________ self (our personal traits), _________ self (interpersonal relations), and _________ self (our membership in identifiable social groups).

Back 57

Individual; relational; collective

Front 58

Elan has been working on her self-awareness and taken a number of self-assessments over the past year. She recently took the Johari Window test again and noticed that hidden area in her window was smaller than the previous time she took it. Elan must have started ___________.

Back 58

disclosing more information about herself to others

Front 59

The extent to which people like, respect, and are satisfied with themselves is known as:

Back 59

self-esteem

Front 60

The statement "First impressions are lasting impressions" best represents the:

Back 60

The Primacy Effect

Front 61

Which of the following leadership styles in path-goal theory is the same as task-oriented leadership?

Back 61

Directive

Front 62

Task-oriented leaders:

Back 62

Establish challenging goals

Front 63

Charisma refers to:

Back 63

the personal traits that provide referent power over others.

Front 64

Which of the following is the most accurate definition of leadership?

Back 64

Leadership is influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations.

Front 65

Which of the following is a limitation of the transformational perspective of leadership?

Back 65

It is typically presented as a universal rather than contingency perspective.

Front 66

_____ is knowing yourself and being yourself.

Back 66

Authenticity

Front 67

_____ leadership includes showing mutual trust and respect for subordinates and having a desire to look out for their welfare.

Back 67

People-oriented

Front 68

Which of the following statements about emotional intelligence and leadership is true?

Back 68

Emotional intelligence is one of the desired competencies of effective leaders.

Front 69

When people have leadership prototypes, they:

Back 69

believe that leaders are effective only if they behave consistently with their own preconceptions of how an effective leader should act.

Front 70

Which leadership theory or perspective adopts the view that leaders are agents of change?

Back 70

Transformational leadership perspective

Front 71

Which of the following leadership theories or perspectives explicitly includes the participative and the directive styles?

Back 71

Path-goal Theory

Front 72

According to the situational leadership theory developed by Hersey and Blanchard, effective leaders should vary their style with the:

Back 72

ability and motivation of followers

Front 73

According to Fiedler's contingency model of leadership:

Back 73

leader effectiveness depends on whether the person's natural leadership style is appropriately matched to the situation.

Front 74

Which of the following statements about leadership and gender is true?

Back 74

Male and female leaders generally do not differ in their use of task-oriented and people-oriented leadership.

Front 75

People with an external locus of control tend to be more satisfied with _____ leadership styles.

Back 75

directive and supportive

Front 76

According to path-goal theory, a combination of _____ leadership is best for employees who are (or perceive themselves to be) inexperienced and unskilled.

Back 76

directive and supportive

Front 77

_____ theory identifies conditions that either limit the leader's ability to influence subordinates or make a particular leadership style unnecessary.

Back 77

Leadership substitutes

Front 78

Which of the following refers to "walking the talk"?

Back 78

The leader steps out and behaves in ways that symbolize the vision.

Front 79

Transformational leaders:

Back 79

energize and direct employees to a new vision and corresponding behaviors.

Front 80

Path-goal theory argues that:

Back 80

effective leaders select the most appropriate behavior based on the situation.

Front 81

When functional structures are compared with divisionalized structures, functional structures are known to:

Back 81

create better economies of scale.

Front 82

_____ is the degree to which organizations standardize behavior through rules, procedures, formal training, and related mechanisms.

Back 82

Formalization

Front 83

Most employees at Quokka Systems are organized into project teams. Employees report to the project leader, but they also report to a leader responsible for their functional specialization (such as engineering or marketing). Quokka Systems has a:

Back 83

matrix structure.

Front 84

Formalization in organizational structures tends to:

Back 84

reduce organizational flexibility.

Front 85

One of the defining characteristics of a functional organizational structure is that it:

Back 85

is the structure that organizes employees around specific knowledge or other resources.

Front 86

An organic structure has:

Back 86

little formalization

Front 87

One of the defining characteristics of a matrix organizational structure is that it:

Back 87

overlays two organizational structures in order to leverage the benefits of both

Front 88

The simple structure usually depends on _____ to coordinate work activities, so it is very difficult to operate as the company grows and becomes more complex.

Back 88

the owner's direct supervision

Front 89

A team-based organizational structure has a:

Back 89

decentralized organization structure.

Front 90

Communication flows in all directions with little concern for the formal hierarchy in a(n) _____ structure, but this structure is costly to maintain due to the need for ongoing interpersonal skill training.

Back 90

Team-based

Front 91

A consumer products firm with a functional structure is expanding from a single product line into several diverse product groups, with most sales within one country. Which of the following should it eventually adopt to manage the new conditions most effectively?

Back 91

Product divisional structure

Front 92

Organic structures are better than mechanistic structures for:

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hostile environments

Front 93

Which organizational structure actually consists of several organizations?

Back 93

Network structure

Front 94

Two technological contingencies that influence the best type of organizational structure are:

Back 94

variability and analyzability.

Front 95

Larger organizations:

Back 95

make greater use of standardization than do smaller firms.

Front 96

In organizational structures, integrator roles serve mainly as:

Back 96

an informal communication coordinating mechanism.

Front 97

_____ establishes the chain of command; the system of common supervision among positions and units within the organization.

Back 97

Departmentalization

Front 98

An organization that wants to compete through innovation should:

Back 98

adopt an organic structure and make extensive use of informal communication to coordinate work.

Front 99

The _____ structure tends to duplicate resources, such as production equipment and engineering or information technology expertise.

Back 99

Divisional

Front 100

Mechanistic structures operate best:

Back 100

in stable environments

Front 101

The themes shared most widely by employees represent:

Back 101

the organization's dominant culture.

Front 102

When the acquired firm has a weak culture, it is best to use the _____ merger strategy.

Back 102

Assimilation

Front 103

An individual's beliefs about the terms and conditions of a reciprocal exchange agreement between him or herself and an employer is called a:

Back 103

Psychological contract

Front 104

Which strategy for merging two distinct cultures is most appropriate when the two merging companies are in unrelated industries or operate in different countries, because the most appropriate cultural values tend to differ by industry and national culture?

Back 104

Separation

Front 105

The main purpose of a bicultural audit is to:

Back 105

identify and diagnose differences in the corporate cultures of merging organizations.

Front 106

_______ is a system whereby newcomers are assigned to coworkers for sources of information and social support.

Back 106

The buddy system

Front 107

Which of the following tends to happen when an organization's culture is misaligned with its external environment?

Back 107

The organization has more difficulty anticipating and responding to stakeholder needs.

Front 108

The best way to determine an organization's shared assumptions is to:

Back 108

determine what the organization's enacted values are.

Front 109

Which of the following organizational culture dimension is characterized by competitiveness and a low emphasis on social responsibility?

Back 109

Aggressiveness

Front 110

Which of the following statements about the strength of organizational culture and organizational performance is true?

Back 110

Organizations with stronger cultures tend to perform better than those with weak cultures when the culture content fits the external environment.

Front 111

_____ are unconscious, taken-for-granted perceptions or ideal prototypes of behavior that are considered the correct way to think and act toward problems and opportunities.

Back 111

Shared assumptions

Front 112

In which strategy does the acquiring company impose its culture and business practices on the acquired organization?

Back 112

Deculturation

Front 113

_____ occurs when employees at the acquired company willingly embrace the cultural values of the acquiring organization.

Back 113

Assimilation

Front 114

Which of the following is a characteristic of an adaptive corporate culture?

Back 114

Employees continuously question past practices.

Front 115

Employees at SuperTech Services seek out opportunities rather than wait for them to arrive. They also have a strong learning orientation. This implies that SuperTech has:

Back 115

an adaptive culture.

Front 116

BarkBark Inc. and Happy Toys Ltd. are considering a merger and are unsure whether their two organizations will have a difficult time with clashing cultures. They perform a detailed diagnosis collecting and analyzing the gathered data about the two merging companies. They identify a several overlapping values which they feel that they can effectively meld into a cohesive new culture. What type of cultural mergewould be best in this situation?

Back 116

Integration

Front 117

Which of the following statements is consistent with the attraction-selection-attrition (ASA) theory?

Back 117

Organizations have a natural tendency to attract, select, and retain people with values that are consistent with the organization's own culture.

Front 118

Which of the following are the observable indicators of organizational culture?

Back 118

Artifacts

Front 119

Which of the following is true about organizational culture?

Back 119

The strength of an organization's culture refers to how widely and deeply employees hold the company's dominant values and assumptions.

Front 120

Many employees get a reality shock on their first day at work because:

Back 120

newcomers test how well their pre-employment expectations fit reality and many companies fail this test.

Front 121

_____ leaders are agents of change because they develop an appealing vision of the desired future state, communicate that vision in ways that are meaningful to others, make decisions and act in ways that are consistent with that vision, and build commitment to that vision.

Back 121

Transformational

Front 122

Which model of organization change explicitly refers to unfreezing the current situation and refreezing the desired state?

Back 122

Force field analysis

Front 123

The four stages of appreciative inquiry, in order, are:

Back 123

discovery, dreaming, designing, and delivering

Front 124

The anticipatory principle emphasizes that:

Back 124

people are motivated and guided by the vision they see and believe in.

Front 125

Which of the following statements is true concerning Lewin's Force Field model in the context of changes in other cultures?

Back 125

Lewin's model, like the Western perspective on change, views change as linear.

Front 126

One problem of the learning strategy has in minimizing resistance to change is that it:

Back 126

is a time-consuming process

Front 127

The _________ principle takes the position that conversations don't describe reality; they shape that reality.

Back 127

Constructionist

Front 128

Trendy Fashions, a large retail chain, is experiencing conflict and organizational politics among its managers. The company's customer service ratings are suffering and managers are pointing to other departments as the cause of the problem. The conflicts and politics are further contributing to the customer service problems. The CEO of this chain has just heard about the appreciative inquiry process and thinks this might be a good technique to use to improve this situation. He needs more information on this process. The CEO will need to know that the first step in his appreciative inquiry change effort will begin with:

Back 128

identifying the positive elements of the organization or work unit that is performing well

Front 129

Which of the following organizational change activities adopts a "whole systems" perspective of the change process?

Back 129

Large group interventions

Front 130

Which organizational change approach is best known for its affirmation rather than problem-solving approach to change?

Back 130

Appreciative inquiry

Front 131

Which of the following strategies to reduce the restraining forces should be used only if all other strategies fail?

Back 131

Coercion

Front 132

Creating urgency for change is most closely associated with:

Back 132

the process of increasing the driving forces.

Front 133

ABC Corp. selected employees and managers from across the organization to find new ways to serve its customers. The team operated independently of the main organization and experimented with new service delivery approaches. This team is most similar to:

Back 133

a parallel learning structure

Front 134

Unfreezing refers to:

Back 134

producing disequilibrium between the driving and restraining forces of change

Front 135

Information systems are important in the change process because:

Back 135

They act as conduits for feedback.

Front 136

Change agents should introduce new rewards and information systems to:

Back 136

refreeze the desired conditions

Front 137

By creating ________, employee involvement reduces the fear of the unknown and the not-invented-here syndrome.

Back 137

a sense of ownership

Front 138

The highest priority and first strategy required for any organizational change is to:

Back 138

communicate the need for change and keep employees informed about what they can expect from the change effort.

Front 139

Refreezing refers to:

Back 139

aligning the organization's systems with the desired behaviors to support and reinforce the new role patterns

Front 140

Employee involvement is almost an essential part of the change process unless the:

Back 140

change must occur quickly in the organization.