Professional Documents
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OB
OB
1: March 2008
IFIDENTIAL / SULIT
UNIVERSITI
U
Tun Abdul Razak
FINAL EXAMINATION
JANUARY 2009
COURSE TITLE ORGANIZATIONAL BEHAVIOR
COURSE CODE 5MD1123
DATE/DAY 3 MAY 2009/SUNDAY
TIME/DURATION 9.00AM - 12.00 PM/3 HOURS
INSTRUCTIONS TO CANDIDATES:
*** DO NOT OPEN THE QUESTION PAPER UNTIL YOU ARE TOLD TO DO 50
Organizational Behavior SMDII23 CONFIDENTIAL
Final Examination January 2009
SECTION A: MULTIPLE CHOICE QUESTIONS (25 MARKS)
There are FIFTY (50) questions in this part. Answer ALL questions.
Which of the following types of teams would most likely be assembled to improve the
efficiency of a company's production process?
A. Cross-functional
B. Problem-solving
C. Self-managed
D. Virtual
2. Which of the following statements best serves to WEAKEN the argument that trust
contributes to team effectiveness?
A. The most cooperative teams are those that share the greatest amount of trust.
B. Team members who trust each other tend to spend less time monitoring each other's
behavior.
C. Regardless of trust level, most individuals resist exposing vulnerabilities to their co-
workers.
D. Research shows that trust among team members is directly linked to members' willingness
to take risks.
3. Which of the following helps explain the current popularity of teams? Teams:
A. The performance of a work group is generally greater than the sum of its inputs from
individual members.
B. A work group interacts primarily to share information, rather than to engage in work that
requires joint effort.
C. A work group consists of 3 or more people who take on self-supervising responsibilities.
D. A work group consists of 3 or more people from across departmental or functional lines.
A. Problem-solving
B. Interdepartmental
C. Self-managed
D. Virtual
A. Personalized incentives
B. Consistent wages for all team members
C. Individual performance evaluations
D. Profit sharing
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CONFIDENTIAL
Organizational Behavior SMDI 123
Final Examination January 2009
8. There is fairly strong evidence that traits can predict more accurately than leadership
effectiveness.
A. leadership emergence
B. extraversion in leaders
C. leadership awareness
D. leadership competence
9. Which model represents the theory that effective group performance depends on the proper
match between a leader's style and the degree to which the situation gives control to the
leader?
10. According to University of Michigan researchers, which type of leaders is associated with
higher group productivity and higher job satisfaction?
A. situational
B. employee-oriented
C. production-oriented
D. initiating structure-oriented
11. John Kotter's view argues that management focuses on coping with complexity, whereas
leadership focuses on coping with
A. conflict
B. success
C. defeat
D. morale
CONFIDENTIAL
Organizational Behavior SMD1I23
,Final Examination January 2009
15. Celebrities are paid millions of dollars to endorse products in commercials because the
advertisers believe the celebrities have power.
A. personal
B. referent
C. expert
D. legitimate
16. occurs when people within organizations use whatever influence they can to taint the
facts to support their goals and interests.
18. One reacts to power out of fear of the negative ramifications that might result if one
fails to comply.
A. legitimate
B. coercive
C. punitive
D. referent
19. The traditional view of conflict is the belief that conflict is:
A. harmful
B. natural
C. necessary
D situational ly-dependent
20. According to the interactionist's perspective, a group that functions without conflict is:
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CONFIDENTIAL
Organizational Behavior SMD1123
Final Examination January 2009
21. The most important criterion in determining whether conflict is functional or dysfunctional is:
A. overall morale
B. turnover rates
C. absenteeism levels
D. performance
22. Negotiation can be defined as a process in which two or more parties exchange goods or
services and attempt to agree upon
A. win-lose
B. bargaining
C. collaboration
D. accommodating
25. Organizational structure has six key elements. Which of the following is NOT one of these
elements?
A. centralization
B. departmentalization
C. work specialization
D. location of authority
A. control
B. predictability
C. flexibility
D. empowerment
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CONFIDENTIAL
Organizational Behavior SMDII23
Final Examination January 2009
A. reduces effectiveness
B. is more efficient
C. encourages overly tight supervision and discourages employee autonomy
D. empowers employees
29. The more that lower-level personnel provide input or are actually given the discretion to make
decisions, the more there is within an organization.
A. centralization
B. disempowerment
C. work specialization
D. decentralization
A. social clustering
B. bureaucracy
C. specialization
D. departmentalization
A. attention to detail
B. innovation
C. formality orientation
D. team orientation
32. The macro view of culture that gives an organization its distinct personality is its
culture.
A. dominant
B. sub-
C. strong
D. national
34. Which of the following is most likely to result from a strong organizational culture?
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Organizational Behavior SMDI123
Final Examination January 2009
A. predictability
B. cohesiveness
C. orderliness
D. consistency
36. As organizations have widened spans of control, flattened structures, introduced teams,
reduced formalization, and empowered employees, the ______ provided by a strong culture
ensures that everyone is pointed in the same direction.
37. Which of the following has proven to be a particularly good predictor for jobs that require
cognitive complexity?
A. Intelligence tests
B. Integrity evaluations
C. Work sampling
D. Aptitude tests
39. The results of which of the following tend to have a disproportionate amount of influence on
employee selection decisions?
A. Interviews
B. Written tests
C. Performance simulation tests
D. Work sampling methods
40. Training employees on how to be better listeners falls under which of the following training
categories?
A. Ethical skills
B. Technical skills
C. Problem-solving skills
D. Interpersonal skills
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Organizational Behavior SMDI123 CONFIDENTIAL
Final Examination January 2009
41. All of the following are ways to overcome problems encountered with performance
evaluations EXCEPT:
A. Evaluate selectively
B. Focus on identifiable traits
C. Use multiple evaluators
D. Provide employees with due process
43. An example of change in the nature of the work force is an increase in:
A. college attendance
B. mergers and consolidations
C. capital equipment
D. more cultural diversity
44. Change activities that are and goal oriented are termed planned change.
A. intentional
B. discretionary
C. random
D. reflexive
A. economic conditions
B. task demands
C. role demands
D. interpersonal demands
47. Excessive smoking, substance abuse, accident proneness, and appetite disorders are all
examples of _____ symptoms of stress.
A. personal
B. psychological
C. behavioral
D. physiological
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CONFIDENTIAL
Organizational Behavior SMDI 123
inal Examination January 2009
48. Organizationally supported programs that focus on the employee's total physical and mental
condition are called ______ programs.
A. job redesign
B. relaxation
C. employee involvement
D. wellness
A. physiological
B. psychological
C. behavioral
D. all of the above
There are TWENTY (20) questions in this part. Answer ALL questions.
1 One advantage of cross-functional teams is that they are easy to manage. TRUE/FALSE
7 Negotiation is a process that begins when one party perceives that another
party has negatively affected, or is about to negatively affect, something that
the first party cares about. TRUE/FALSE
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Organizational Behavior SMD1123 CONFIDENTIAL
Final Examination January 2009
8. The traditional view toward conflict seeks to retain the functional conflict in a
group. TRUE/FALSE
9. You have decided to hire a small shop to do all of your duplicating and
printing. This is an example of outsourcing. TRUE/FALSE
10. The strength of the bureaucracy lies in its ability to perform standardized
activities. TRUE/FALSE
11. Specialization defines how job tasks are formally defined, grouped, and
coordinated. TRUE/FALSE
13. One specific result of a weak culture should be lower employee turnover. TRUE/FALSE
14. "Dominant culture" refers to cultures that value aggressive personalities. TRUE/FALSE
15. Most formal training revolves around employees simply helping each other
out. TRUE/FALSE
16. One explanation for why many employees may not be motivated is that
the performance evaluation process is often more political than objective TRUE/FALSE
18. "Change or die" is the rallying cry among today's managers worldwide TRUE/FALSE
19. The organizational factors that cause stress include: task demands,
role demands, and interpersonal demands. TRUE/FALSE
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Organizational Behavior SMDI 123 CONFIDENTIAL
Final Examination Januaty 2009
SECTION C: SHORT ANSWER QUESTIONS (15 MARKS)
There are FIVE (5) questions in this part. Answer ALL questions.
1 Explain the three types of conflict: task conflict, relationship conflict, and
process conflict. (3 marks)
END OF QUESTION
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