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MGT502 OnlineQuiz5 - 750MCQs - Solved PDF
MGT502 OnlineQuiz5 - 750MCQs - Solved PDF
MGT502 OnlineQuiz5 - 750MCQs - Solved PDF
Producing
Increasing
Maturity
Performing
Persistence
Intensity
Direction
Meditation
Economies of scale
Social empowerment
Ability to facilitate coordination
Adherence to chain of command
Cognitive
Affective
Behavioral
Reflective
Agreeableness
Conscientiousness
Emotional stability
Openness to experience
Virtual team
Self-managed team
Task force
Problem-solving team
Personal
Referent
Expert
Legitimate
Overall morale
Turnover rates
Absenteeism levels
Performance
Booster
Interest
Friendship
Sports
Higher creativity
Communication benefits
Unskilled
Traditionally female
Socially-oriented
Professional
Bureaucracy
Specialization
Centralization
Departmentalization
Ambition
Self-control
Broad-mindedness
Sense of accomplishment
Political behaviors
Defensive behaviors
Protectionism
Impression management
These managers are paid higher salaries than the low-performing managers
The employees within their departments have poor communication with each other
These managers discourage employee autonomy, which produces uniform results
The employees within their departments are highly skilled and knowledgeable
Legitimate
Coercive
Reward
Personal
Directive
Supportive
Participative
Reactive
Rewards-personal goals
Performance-reward
Effort-performance
Rewards-effort
Negotiation
Relationships
Self interest
Dialogue
Excitement
Enthusiasm
Hostility
Overjoy
Motivation
Capacity
Experience
Wisdom
Flexible pay
Benefit menu options
Flexible benefits
Benefit participation
High compensation
Good nature of peer relationships
Good nature of supervisor relationships
Recognition for her achievements
Cognitive
Affective
Reflective
Behavioral
Departmentalization
Decentralization
Work specialization
Generalized structure
Reinforcement
Positive Reinforcement
Punishment
Negative Reinforcement
Overall morale
Turnover rates
Absenteeism levels
Performance
Ability
Learning
Motivation
Knowledge
Attribute it to interpretation
Attribute it to internal causes
Attribute it to consensus
Attribute it to external causes
Positive negotiation
Distributive bargaining
Integrative bargaining
Equal bargaining
Influence
Potential
Dependency
Actualization
Social Interaction
Commitment
Charisma
Leadership Skills
Absenteeism
Job Productivity
Turnover
Dissatisfaction
2-5
5-10
10-15
Over 100
Negotiator
Disturbance handler
Resource Allocator
Dissemenator
Organizational
Intuitive
Theoretical
Systematic
Planning
Staffing
Organizing
Leading
Rewards-personal goals
Performance-reward
Effort-performance
Rewards-effort
Devil advocate
Focus group
Arbitrator
Mediator
Downsizing
Rightsizing
Reengineering
Acquisition
Anemia
Thalassemia
Alexithymia
Myopia
Transmitting
Decoding
Encoding
Understanding
Region
Age
Sex
Race
Cognitive
Affective
Behavioral
Reflective
It reduces effectiveness
It encourages overly tight supervision
It is more efficient way of empowering employees
It increases participatory decision-making
Leadership role
Monitor role
Figurehead role
Spokesperson role
Henry Mintzeberg
Henri Fayol
Marry Parker
Stephen Covey
Type As
Type Bs
Self-monitors
Extroverts
Involves control
Tends to corrupt people
Is counterproductive
Is a function of dependency?
Anthropology
Psychology
Political science
Operations research
Golem effect
Galatea effect
Halo effect
Marshal effect
Stereotyping
Categorizing
Halo effect
Prototyping
Simple
Mechanistic
Organic
Matrix
Merger
Downsizing
Rightsizing
Reengineering
Referent
Formal
Expert
Personal
Terminal values
Instrumental values
Theoretical values
Social values
Positive negotiation
Distributive bargaining
Integrative bargaining
Equal bargaining
Job satisfaction
Job involvement
Job stability
Job enrichment
Analytical
Conceptual
Ethical
Behavioral
Chain
Wheel
Grapevine
All-channel
Simple structure
Bureaucracy
Centralized structure
Matrix structure
Collectivism
Individualism
Power Distance
Quantity of Life
Negative
Positive
Neutral
No
Expansion of resources
Compromise
Bringing in outsiders
Problem solving
Transmitting
Decoding
Encoding
Understanding
Customer
Production
Process
Matrix
Developing alternatives
Collecting relevant data
Weighing the decision criteria
Computing the optimal decision
Technical
Self-managed
Problem-solving
Management
Devil advocate
Focus group
Arbitrator
Mediator
Efficient
Short
Tall
Matrix
Hospital
Charity centers
Red cross
Dairy farmers in Punjab
Perceiver
Situation
Stimuli
Target
Ahmed believes that men perform better in oral presentations than women. What shortcut
has been used in this case?
Select correct option:
Performance
Appearance
Allocation of resources
Financial rewards
Chain of command
Span of control
Unity of command
Web of authority
Motivation
Attitude development
Conflict
Resource allocation
Anemia
Thalassemia
Alexithymia
Myopia
Legitimate
Coercive
Reward
Personal
Higher creativity
Communication benefits
Labor cost inequities
Higher turnover
Encoding
Messaging
Channeling
Cryptography
that meets the need of both parties by involving a guarantee that will ensure payment if
not made with in prescribed period. This is an example of
Select correct option:
Compromising intention
Accommodating intention
Distributive negotiation
Integrative negotiation
Freedom
Self-respect
Family security
Social security
Collectivism
Individualism
Power Distance
Quantity of Life
Path-goal
Contingency
Leader-participation
Leader-member exchange
Upward communication
Downward communication
Diagonal communication
Horizontal communication
Self-awareness
Self-management
Commitment
Empathy
Reward-based
Deterrence-based
Knowledge-based
Identification-based
Cognitive
Affective
Reflective
Behavioral
Simple
Mechanistic
Organic
Matrix
Psychology
Sociology
Political science
Corporate strategy
Abraham Maslow
Jake Herzberg
Stephen McClelland
Edwin Locke
Ability
Learning
Motivation
Knowledge
Human Skill
Managerial Skill
Conceptual Skill
Technical Skill
Reward-based
Deterrence-based
Knowledge-based
Identification-based
Neglect
Loyalty
Exit
Voice
Organizational
Relationship
Process
Institutional
Distinctiveness
Consensus
Consistency
Continuity
Simple
Mechanistic
Organic
Matrix
Imran is the head of a group at an advertising agency working with artists and designers
to come up with effective branding of new products. Why is it particularly important for
him to keep his team happy?
Select correct option:
Conformity
Flattery
Association
Self-promotion
Ambition
Self-control
Broad-mindedness
Sense of accomplishment
Psychology
Sociology
Political science
Corporate strategy
Theory Z
Theory Y
Theory X
Goal Setting Theory
Illumination
Intentions
Behavior
Cognition
Organization’s culture
Management style
Employee’s level of performance
Employee’s values and attitudes
Norming
Storming
Maturation
Forming
Older employees have lower rates of avoidable absence than younger workers
Older employees are more likely to quit their job than younger workers
Older employees are perceived to be more flexible than younger workers
Older employees generally have lower productivity than younger workers
Conceptual
Analytical
Behavioral
Ethical
It decreases workload
It increases motivation
It increases productivity
It decreases training costs
Type A personality
High self esteem
Mediator
Arbitrator
Conciliator
Consultant
Cognitive
Affective
Reflective
Behavioral
Directive
Supportive
Participative
Reactive
Memory
Number Aptitude
Deductive Reasoning
Perceptual speed
Creativity
Conceptual style
Intuition
Individuality
Perceiver
Situation
Stimuli
Target
Collectivism
Power distance
Long-term orientation
Uncertainty avoidance
Cross-functional teams
Narrow spans of control
Cross-hierarchical teams
Employee discretion
Some individuals promote their image by describing others with whom they are
associated in a positive light. These individuals are using which of the following
impression management technique?
Select correct option:
Conformity
Flattery
Association
Self-promotion
Legitimate
Coercive
Reward
Personal
Monitor
Leader
Liaison
Entrepreneur
When your superior offers you a raise if you will perform additional work beyond the
requirements of your job, he/she is exercising which of the following power?
Select correct option:
Legitimate
Coercive
Reward
Personal
Monitor
Leader
Liaison
Entrepreneur
Anemia
Thalassemia
Alexithymia
Myopia
Selective perception
The contrast effect
The halo effect
Stereotyping
Decision making
Communicating
Working as part of a team
Listening to others
Human Skill
Managerial Skill
Conceptual Skill
Technical Skill
Persistence
Intensity
Direction
Meditation
Hospital
Charity centers
Red cross
Dairy farmers in Punjab
Productivity
Complexity
Interdependence
Collaboration
Absenteeism
Job Productivity
Turnover
Dissatisfaction
Perception
Projection
Selective Perception
Mis-Perception
Simple
Mechanistic
Organic
Matrix
Culture shock
Foreign culture
Alien culture
Adventure
Perception
Interpretation
Social verification
Environmental analysis
Virtual
Combination
Mechanistic
Organic
Asifa telephones her mother to inform that she will come late from college because of
late practical. In this communication process, telephone is the:
Select correct option:
Receiver
Medium
Message
Decoder
Flexibility
Standardization
Dual lines of authority
Wide span of control
Persistence
Intensity
Direction
Meditation
Upward communication
Downward communication
Diagonal communication
Horizontal communication
Negative reinforcement
Punishment
Counseling
Positive reinforcement
Referent power
Legitimate power
Reward power
Coercive power
Anthropology
Psychology
Political science
Operations research
Organizational investment
Perceived job alternatives
Zero-sum reward practices
Level of self-monitoring
Interpersonal Conflict
Interorganizational Conflict
Intergroup Conflict
Person-role Conflict
Increase
Decrease
Have no effect
Specialization tasks
Highly routine operating tasks
Formalized rules and regulations
Decentralized decision making
Henry Mintzeberg
Henri Fayol
Marry Parker
Stephen Covey
An individual most likely to engage in political behavior would have all of the following
except a/an :
Select correct option:
Flexible pay
Benefit menu options
Flexible benefits
Benefit participation
Communication
Structure
Group interaction
Personal variables
Trait theories
Behavioral theories
Fiedler’s contingency model
The reflection effect
Chain of command
Authority
Unity of command
Leadership
Productivity
Complexity
Interdependence
Collaboration
Goal specificity
Equity among co-workers
Feedback
Defining the goal
Obligation
Right
Justice
Duty
Performance
Appearance
Allocation of resources
Financial rewards
Mood
Affect
Emotion
Emotional Intelligence
Mechanistic model
Organic model
Traditional model
Simple structure
Extroversion
Introversion
Emotional stability
Agreeableness
Women tend to have more illnesses that keep them from work than do men
Traditionally, women have had the responsibility of caring for home and family
Women tend to be less satisfied with their jobs than men
Women generally have jobs for which a temporary replacement can be hired
Publications/Advertisements
Public employment agencies
Private employment agencies
Employee leasing and independent contractors
Reward-satisfaction relationship
Satisfaction-performance relationship
Rewards-personal goals relationship
Effort-satisfaction relationship
Team Building
Survey Feedback
Sensitivity Training
Process Consultation
Influence
Potential
Dependency
Actualization
When all communication is channeled through one person, which of the following
communication network exists?
Select correct option:
Direct
Chain
Lateral
Wheel
Perceiver
Target
Reality
Situation
Communication
Structure
Group interaction
Personal variables
Heredity
Environment
Situation
Locus of control
Projection
Selective Perception
Stereotyping
Halo effect
Job Satisfaction
Job Enrichment
Job Specification
Job Involvement
Participation
Negotiation
Education and communication
Manipulation and cooptation
Workshops
Career planning website
Personal development plans
Critical incident method
Reliance-based
Dependence-based
Knowledge-based
Identity-based
Ability
Learning
Motivation
Knowledge
Selective perception
The contrast effect
The halo effect
Stereotyping
Interest groups
Command group
Task group
Friendship groups
Customer
Geography
Regional
Matrix
Stereotyping
Halo effect
Projection
Self-serving bias
Mood
Affect
Emotion
Emotional Intelligence
Layoff
Attrition
Demotion
Firing
High centralization
High employee discretion
Standardization
Bureaucracy
Competing
Avoiding
Accommodating
Compromising
Self Efficacy
Locus of Control
Self Monitoring
Self Esteem
Central Tendency
Halo effect
Similar-to-me effect
Misperception
Stereotyping
Halo effect
Projection
Self-serving bias
Shareholder
Stakeholder
Stockholder
Patron
Simple
Mechanistic
Organic
Matrix
Perceiver
Situation
Stimuli
Target
Distinctiveness
Consensus
Consistency
Continuity
Marital Status
Gender
Color
Age
High centralization
High employee discretion
Standardization
Bureaucracy
Customer
Product
Functional
Geographic
Problem-solving
Interdepartmental
Self-managed
Cross functional
Bureaucracy
Specialization
Centralization
Departmentalization
Factors in the setting, factors in the environment and factors in the motives
Factors in the perceiver, factors in the target and factors in the situation
Factors in the character, factors in knowledge and factors in experience
Factors in the personality, factors in the character and factors in the values
People
Place
Structure
Task
Extroversion
Introversion
Emotional stability
Agreeableness
Self Efficacy
Locus of Control
Self Monitoring
Self Esteem
Participation
Negotiation
Education and communication
Manipulation and cooptation
Selective perception
The contrast effect
The halo effect
Stereotyping
Psychology
Sociology
Political science
Corporate strategy
Direct
Chain
Lateral
Wheel
Illumination
Intentions
Behavior
Cognition
Salary
Bonuses
Working conditions
Responsibility
Matrix
Virtual
Bureaucracy
Simple
Intelligence
Integrity
Personality
Work sample
Trait theories
Behavioral theories
Fiedler’s contingency model
The reflection effect
Leadership role
Monitor role
Figurehead role
Spokesperson role
Motivation
Attitude development
Conflict
Resource allocation
Coalitions
Consultation
Legitimacy
Pressure
Social entities
Goal oriented
Closed system
Deliberately structured
Negotiator
Entrepreneur
Monitor
Resource allocator
Individuals with a high need to achieve prefer all of the following EXCEPT:
Select correct option:
Bureaucracy
Specialization
Centralization
Departmentalization
Q. Desireable end state of existance, the goals the person would like to achieve during
his or her life time are ______ values
Work
Instrumental
Terminal
Organizational
Q. When lower level personel provide more input or actually given the discretion to make
decisions?
Centralization
work Specialization
Departmentalization
Decentralization
Capacity
Qualifications
Capability
Permeability
The perceivers
The target
The context
The situation
Exit
Voice
Loyalty
Neglect
Functional
Process
Product
Geographic
Production
Technology
Operations
Process
Disseminator
Spokesperson
Representative
Figurehead
Intelligence tests
Integrity evaluations
Work sampling
Aptitude tests
Positive reinforcement
Diminishment
Reaction
Manipulation
Booster
Interest
Friendship
Sports
Psychology
Sociology
Corporate strategy
Political science
Exit
Voice
Loyalty
Neglect
Downsizing
Rightsizing
Reengineering
Acquisition
Product
Function
Geography
Process
Selective Perception
Mood
Behavior
Social Perception
Generate alternatives
Rating of alternative
Make a choice
Implement the decision
Increase
Decrease
Have no effect
None of the above
Role ambiguity
Role conflict
Personal conflict
Relationship conflict
Type As
Type Bs
Self-monitors
Extroverts
Classical conditioning
Operant conditioning
Social learning
Reinforcement theory
Persistence
Intensity
Direction
Meditation
Self-serving bias
Selective perception
Fundamental attribution error
Inconsistency
Specialization tasks
Highly routine operating tasks
Formalized rules and regulations
Decentralized decision making
Question # 1 of 15 ( Start time: 04:45:33 AM ) Total Marks: 1
The organizational design of ZIA enterprise is characterized by a low degree of
departmentalization, wide spans of control, authority centralized in a single person, and
little formalization. What is the organizational design of ZIA enterprise?
Select correct option:
Bureaucracy
Matrix organization
Simple structure
Team structure
Economies of scale
Social empowerment
Ability to facilitate coordination
Workforce diversity
Affirmative action
Organizational culture
Operational homogeneity
Creativity
Conceptual style
Intuition
Individuality
Which of the following types of teams would most likely be assembled to improve the
efficiency of a company’s production process?
Select correct option:
Cross-functional
Problem-solving
Self-managed
Virtual
Central Tendency
Harshness
Leniency
Halo Effect
Mechanistic model
Organic model
Traditional model
Simple structure
Psychology
Sociology
Corporate strategy
Political science
Goal Specificity
Vision
Participative Decision-Making,
Performance Feedback
Overall morale
Turnover rates
Absenteeism levels
Performance
Positive negotiation
Distributive bargaining
Integrative bargaining
Equal bargaining
Centralization
Work specialization
Departmentalization
Decentralization
Overall morale
Turnover rates
Absenteeism levels
Performance
Team Building
Survey Feedback
Sensitivity Training
Process Consultation
Matrix organization
Virtual organization
Team structure
Organizational pyramid
Region
Age
Sex
Race
Anthropology
Psychology
Political science
Operations research
Culture shock
Foreign culture
Alien culture
Adventure
High centralization
High employee discretion
Standardization
Bureaucracy
Asthma
Headaches
Depression
Dry Mouth
Projection
Stereotyping
Consensus
Halo effect
Bureaucracy
Matrix organization
Simple structure
Team structure
Unskilled
Traditionally female
Socially-oriented
Professional
Organizational
Intuitive
Theoretical
Systematic
Economies of scale
Social empowerment
Ability to facilitate coordination
Adherence to chain of command
Goal Specificity
Vision
Participative Decision-Making,
Performance Feedback
Punishment
Negative Reinforcement
Positive Reinforcement
Rewards
Personal
Work
Instrumental
Terminal
Disseminator
Spokesperson
Representative
Figurehead
Conflict a mother feels between being a friend to their children and also being a
disciplinarian explains which of the following type of conflict?
Select correct option:
Intergroup Conflict
Interpersonal Conflict
Interrole Conflict
Intrarole Conflict
Growth stage
Exploration stage
Establishment stage
Maintenance stage
Region
Age
Sex
Race
Interpersonal Conflict
Interorganizational Conflict
Intergroup Conflict
Person-role Conflict
Selective Perception
Mood
Behavior
Social Perception
Memory
Number Aptitude
Deductive Reasoning
Perceptual speed
Developing alternatives
Collecting relevant data
Weighing the decision criteria
Computing the optimal decision
Anemia
Thalassemia
Alexithymia
Myopia
Work
Instrumental
Terminal
Organizational
Golem effect
Galatea effect
Halo effect
Marshal effect
Consistency
Value-maximizing
Restraints
Ranking of criteria
Growth stage
Exploration stage
Establishment stage
Maintenance stage
Extroversion
Introversion
Emotional stability
Agreeableness
Growth stage
Exploration stage
Establishment stage
Maintenance stage
Simple
Virtual
Matrix
Team
Chain of command
Authority
Unity of command
Leadership
Intensity
Content
Context
Social needs
Cross-functional teams
Narrow spans of control
Cross-hierarchical teams
Employee discretion
What is the major problem with the Meyers-Briggs Type Indicator as a measure of
personality?
Select correct option:
It reduces effectiveness
It encourages overly tight supervision
It is more efficient way of empowering employees
It increases participatory decision-making
Reliance-based
Dependence-based
Knowledge-based
Identity-based
Production
Technology
Operations
Process
Monitor
Leader
Liaison
Entrepreneur
Technical
Leadership
Problem-solving
Conceptual
Anger
Fear
Hate
Sadness
Job Satisfaction
Job Enrichment
Job Specification
Job Involvement
Cognitive
Affective
Reflective
Behavioral
Social Interaction
Commitment
Charisma
Leadership Skills
It decreases workload
It increases motivation
It increases productivity
It decreases training costs
Motivation
Attitude development
Conflict
Resource allocation
Importance
Non substitutability
Power legitimacy
Supply and demand
Growth stage
Exploration stage
Establishment stage
Maintenance stage
Organization’s culture
Management style
Employee’s level of performance
Employee’s values and attitudes
Continuity
Integrity
Stability
Distinctiveness
Ability
Learning
Motivation
Knowledge
Which of the following is the most likely explanation for the higher absentee rate of
women in the workplace?
Select correct option:
Women tend to have more illnesses that keep them from work than do men
Traditionally, women have had the responsibility of caring for home and family
Women tend to be less satisfied with their jobs than men
Women generally have jobs for which a temporary replacement can be hired
Utilitarianism
Justice
Rights
Privilege
Matrix
Virtual
Bureaucracy
Simple
Flexible pay
Benefit menu options
Flexible benefits
Benefit participation
Ambition
Self-control
Broad-mindedness
Sense of accomplishment
Selective perception
The contrast effect
The halo effect
Stereotyping
Intergroup Conflict
Interpersonal Conflict
Interrole Conflict
Intrarole Conflict
Direct
Chain
Lateral
Wheel
Social Interaction
Commitment
Charisma
Leadership Skills
Virtual
Combination
Mechanistic
Organic
Anemia
Thalassemia
Alexithymia
Myopia
Region
Age
Sex
Race
Technical
Leadership
Problem-solving
Conceptual
Afghanistan
Bangladesh
Russia
China
Simple
Mechanistic
Organic
Matrix
Storming
Forming
Meeting
Performing
Negotiation
Relationships
Self interest
Dialogue
Punishment
Negative Reinforcement
Positive Reinforcement
Rewards
Productivity
Complexity
Interdependence
Collaboration
Consistency
Value-maximizing
Restraints
Ranking of criteria
Analytical
Conceptual
Ethical
Behavioral
Social Interaction
Commitment
Charisma
Leadership Skills
Punishment
Negative Reinforcement
Positive Reinforcement
Rewards
Workforce diversity
Affirmative action
Organizational culture
Operational homogeneity
Nominal group
Brainstorm
Electronic meeting
Groupthink
Mr. Hussain is a salesperson. He remembers the names of his customers easily because
he is able to retain and recall past experience. He is able in which of the following
dimensions of intellectual ability?
Select correct option:
Memory
Number Aptitude
Deductive Reasoning
Perceptual speed
Openness to Experience
Self Monitoring
Extroversion
Introversion
Product
Function
Geography
Process
Chain of command
Authority
Unity of command
Leadership
Team Building
Survey Feedback
Sensitivity Training
Process Consultation
Personal
Work
Instrumental
Terminal
Educational
Directive
Transformational
Transactional
Self Efficacy
Locus of Control
Self Monitoring
Self Esteem
Women tend to have more illnesses that keep them from work than do men
Traditionally, women have had the responsibility of caring for home and family
Women tend to be less satisfied with their jobs than men
Women generally have jobs for which a temporary replacement can be hired
Cross-functional teams
Narrow spans of control
Cross-hierarchical teams
Employee discretion
Human resources
Political behaviors
Influential power moves
Interactive initiatives
Educational
Directive
Transformational
Transactional
Heredity
Environment
Situation
Locus of control
Persistence
Intensity
Direction
Meditation
The perceivers
The target
The context
The situation
Interpersonal
Distributive
Equity
Procedural
Downsizing
Rightsizing
Reengineering
Acquisition
Stereotyping
Categorizing
Halo effect
Prototyping
Culture shock
Foreign culture
Alien culture
Adventure
Receiver
Medium
Message
Decoder
2-5
5-10
10-15
Over 100
Extroversion
Introversion
Emotional stability
Agreeableness
Downsizing
Rightsizing
Reengineering
Acquisition
Communication
Structure
Group interaction
Personal variables
Organizational
Intuitive
Theoretical
Systematic
Upward communication
Downward communication
Diagonal communication
Horizontal communication
Requirements
Support
Customer
Matrix
Freedom
Self-respect
Family security
Social security
Ambition
Self-control
Broad-mindedness
Sense of accomplishment
Organization’s culture
Management style
Employee’s level of performance
Employee’s values and attitudes
Layoff
Attrition
Demotion
Firing
Reliance-based
Dependence-based
Knowledge-based
Identity-based
Customer
Geography
Regional
Matrix
It reduces effectiveness
It encourages overly tight supervision
It is more efficient way of empowering employees
It increases participatory decision-making
Organizational crisis
Working environment
Declining effectiveness
Societal pressures
Wheel
Chain
All-channel
Diverse
Higher creativity
Communication benefits
Labor cost inequities
Higher turnover
Continuity
Integrity
Stability
Distinctiveness
Simple structure
Bureaucracy
Centralized structure
Matrix structure
Matrix structure
Expert structure
Boundary less structure
Virtual structure
If an employee dislikes uncertainty and has developed a negative attitude towards any
new change then which of the following can be source of his/her resistance?
Select correct option:
Habit
Economic
Structural inertia
Fear of the unknown
Booster
Interest
Friendship
Sports
Norming
Storming
Maturation
Forming
Organizational
Intuitive
Theoretical
Systematic
Mediation
Consultancy
Arbitration
Conciliation
A result
A value
An attitude
A discipline
Freedom
Self-respect
Family security
Social security
Power distance
Future orientation
Uncertainty avoidance
Flexibility versus rigidity
High centralization
High employee discretion
Standardization
Bureaucracy
Storming
Forming
Meeting
Performing
Intelligence tests
Integrity evaluations
Work sampling
Aptitude tests
Using operant conditioning, which of the following is NOT a method that can be used to
change behavior?
Select correct option:
Negative reinforcement
Punishment
Counseling
Positive reinforcement
Self-Actualization Needs
Esteem Needs
Safety Needs
Social Needs
Booster
Interest
Friendship
Sports
Anthropology
Psychology
Political science
Operations research
Classical conditioning
Operant conditioning
Social learning
Reinforcement theory
Habit
Security
Group inertia
Economic factors
Problem-solving
Interdepartmental
Self-managed
Cross functional
Monitor
Leader
Liaison
Entrepreneur
Henry Mintzeberg
Henri Fayol
Marry Parker
Stephen Covey
Habit
Economic
Structural inertia
Fear of the unknown
Organic Structure
Matrix Structure
Mechanistic Structure
Divisioanl Structure
Psychology
Sociology
Corporate strategy
Political science
Exit
Voice
Loyalty
Neglect
Coercive
Punitive
Positional
Authoritative
Illumination
Intentions
Behavior
Cognition
Conformity
Flattery
Association
Self-promotion
Operational analysts
Scientists
Psychologists
Sociologists
Conceptual
Analytical
Behavioral
Ethical
Job satisfaction
Productivity
Absenteeism
Raises and promotion
Henry Mintzeberg
Henri Fayol
Marry Parker
Stephen Covey
Competing
Avoiding
Accommodating
Compromising
Referent power
Legitimate power
Reward power
Expert power
Social entities
Goal oriented
Closed system
Deliberately structured
Cross-functional
Problem-solving
Self-managed
Virtual
Organizational crisis
Working environment
Declining effectiveness
Societal pressures
Role ambiguity
Role conflict
Personal conflict
Relationship conflict
Job satisfaction
Productivity
Absenteeism
Raises and promotion
1
2
3
4
Bureaucracy
Specialization
Centralization
Departmentalization
Self-Actualization Needs
Esteem Needs
Safety Needs
Social Needs
People
Place
Structure
Task
Flexible pay
Benefit menu options
Flexible benefits
Benefit participation
Ingratiation
Exchange
Pressure
Inspirational appeals
Two-factor theory
Expectancy theory
Motivation
Capacity
Experience
Wisdom
Golem effect
Galatea effect
Halo effect
Marshal effect
Trait theories
Behavioral theories
Fiedler’s contingency model
The reflection effect
Virtual
Combination
Mechanistic
Organic
Skill
Function
Customer
Product
Nominal group
Brainstorm
Electronic meeting
Groupthink
Negative Reinforcement
Positive Reinforcement
Punishment
Extinction
Negotiator
Entrepreneur
Monitor
Resource allocator
Goal specificity
Equity among co-workers
Feedback
Defining the goal
Question # 5 of 15 ( Start time: 12:45:48 AM ) Total Marks: 1
Which one of the following problems is most likely to occur in a matrix structure?
Select correct option:
Unskilled
Traditionally female
Socially-oriented
Professional
Agreeableness
Open to Experience
Conscientiousness
Emotional Stability
Political Science
Sociology
Anthropology
Organizational Behavior
Team Building
Survey Feedback
Sensitivity Training
Process Consultation
Senior management
Consultants
Managers
Employees
Sociologists
Anthropologists
Social psychologists
Operations analysts
Hospital
Charity centers
Red cross
Dairy farmers in Punjab
Ability
Learning
Motivation
Knowledge
Mechanistic model
Organic model
Traditional model
Simple structure
Conformity
Flattery
Association
Self-promotion
Which of the following is the most likely explanation for the higher absentee rate of
women in the workplace?
Select correct option:
Women tend to have more illnesses that keep them from work than do men
Traditionally, women have had the responsibility of caring for home and family
Women tend to be less satisfied with their jobs than men
Women generally have jobs for which a temporary replacement can be hired
Attitude
Motive
Location
Perception
Customer
Production
Process
Matrix
Reward-based
Deterrence-based
Knowledge-based
Identification-based
Interpersonal
Distributive
Equity
Procedural
Self Efficacy
Locus of Control
Self Monitoring
Self Esteem
Question # 1 of 15 ( Start time: 01:23:16 AM ) Total Marks: 1
Transactional leadership is addressed by all of the following leadership theories
EXCEPT:
Select correct option:
Negotiator
Disturbance handler
Resource Allocator
Dissemenator
Work
Instrumental
Terminal
Organizational
Anthropology
Psychology
Political science
Operations research
Bureaucracy
Matrix organization
Simple structure
Team structure
Selective Perception
Mood
Behavior
Social Perception
People
Place
Structure
Task
Actions that have high distinctiveness, high consensus and high consistency
Actions that have high distinctiveness, high consensus and low consistency
Actions that have high distinctiveness, low consensus and low consistency
Actions that have low distinctiveness, low consistency and high consensus
Perceiver
Situation
Stimuli
Target
Memory
Number Aptitude
Deductive Reasoning
Perceptual speed
Chain
Direct
Wheel
All-channel
Perception
Projection
Selective Perception
Mis-Perception
Tone difference
Word connotations
Political correctness
Differences among perceptions
Social Skill
Empathy
Self Motivation
Self Management
Technical
Self-managed
Problem-solving
Management
Workforce diversity
Affirmative action
Organizational culture
Operational homogeneity
Team Building
Survey Feedback
Sensitivity Training
Process Consultation
Hospital
Charity centers
Red cross
Dairy farmers in Punjab
Referent power
Legitimate power
Reward power
Expert power
Projection
Stereotyping
Consensus
Halo effect
Memory
Number Aptitude
Deductive Reasoning
Perceptual speed
Downsizing
Rightsizing
Reengineering
Acquisition
Contrast effect
Halo effect
Stereotyping
Projection
Goal Specificity
Vision
Participative Decision-Making,
Performance Feedback
Structural inertia
Limited focus of change
Group inertia
Threat to expertise
Radical change
Incremental change
Reactive change
Anticipatory change
Depression
Emotional Labor
Stress
Anxiety
Operational analysts
Scientists
Psychologists
Sociologists
Power distance
Future orientation
Uncertainty avoidance
Flexibility versus rigidity
Virtual Teams
Self-Managed Work Team
Cross-Functional Team
Problem-Solving Team
Monitor
Leader
Liaison
Entrepreneur
Higher creativity
Communication benefits
Labor cost inequities
Higher turnover
Job rotation
Job enlargement
Job enrichment
Job formalization
Nominal group
Brainstorm
Electronic meeting
Formal process
The perceivers
The target
The context
The situation
Negotiation
Relationships
Self interest
Dialogue
The sender
The receiver
The channel
The encoder
Forming
Storming
Adjourment
Norming
Neglect
Loyalty
Exit
Voice
Verbal comprehension
Non verbal comprehension
Perceptual speed
Memory
Team Building
Survey Feedback
Sensitivity Training
Process Consultation
Organizational investment
Perceived job alternatives
Zero-sum reward practices
Level of self-monitoring
Specialization tasks
High centralization
High employee discretion
Standardization
Bureaucracy
Radical change
Incremental change
Reactive change
Anticipatory change
Reliance-based
Dependence-based
Knowledge-based
Identity-based
Involves control
Tends to corrupt people
Is counterproductive
Is a function of dependency?
Intelligence tests
Integrity evaluations
Work sampling
Aptitude tests
Work
Instrumental
Terminal
Organizational
Flexible pay
Benefit menu options
Flexible benefits
Benefit participation
Transmitting
Decoding
Encoding
Understanding
Operational analysts
Scientists
Psychologists
Sociologists
Projection
Selective Perception
Stereotyping
Halo effect
Team Building
Survey Feedback
Sensitivity Training
Process Consultation
Requirements
Support
Customer
Matrix
Reinforcement
Positive Reinforcement
Punishment
Negative Reinforcement
Persistence
Intensity
Direction
Meditation
Central Tendency
Halo effect
Similar-to-me effect
Misperception
Temporariness
Corporate excess
Advances in corporate strategy
Globalization
Projection
Selective Perception
Stereotyping
Halo effect
Central Tendency
Leniency
Mis-perception
Harshness
Unskilled
Traditionally female
Socially-oriented
Professional
Collectivism
Power distance
Long-term orientation
Uncertainty avoidance
Factors other than satisfaction that impact one’s decision to leave a current job include all
of the following EXCEPT:
Select correct option:
Chain
Wheel
Grapevine
All-channel
Shareholder
Stakeholder
Stockholder
Patron
Self-serving bias
Selective perception
Fundamental attribution error
Inconsistency
Creativity
Conceptual style
Intuition
Individuality
Projection
Stereotyping
Consensus
Halo effect
Intelligence tests
Integrity evaluations
Work sampling
Aptitude tests
Exit
Voice
Loyalty
Neglect
High compensation
Good nature of peer relationships
Good nature of supervisor relationships
Recognition for her achievements
Human resources
Political behaviors
Influential power moves
Interactive initiatives
Structural inertia
Limited focus of change
Group inertia
Threat to expertise
Persistence
Intensity
Direction
Meditation
Absenteeism
Job Productivity
Turnover
Dissatisfaction
Leadership role
Monitor role
Figurehead role
Spokesperson role
Henry Mintzberg
Peter Drucker
Michael E. Porter
Bill Gates
Motivation
Capacity
Experience
Wisdom
Group discussion is the part of which of the following OD technique for bringing
change?
Select correct option:
Team Building
Survey Feedback
Sensitivity Training
Process Consultation
Perceiver
Situation
Stimuli
Target
Human resources
Political behaviors
Influential power moves
Interactive initiatives
Customer
Production
Process
Matrix
Creativity
Conceptual style
Intuition
Individuality
Radical change
Incremental change
Reactive change
Anticipatory change
Tone difference
Word connotations
Political correctness
Differences among perceptions
Interpersonal
Distributive
Equity
Procedural
Skill
Function
Customer
Product
Depression
Emotional Labor
Stress
Anxiety
Habit
Security
Group inertia
Economic factors
Team Building
Survey Feedback
Sensitivity Training
Process Consultation
Producing
Increasing
Maturity
Performing
Attribute it to interpretation
Attribute it to internal causes
Attribute it to consensus
Attribute it to external causes
Overall morale
Turnover rates
Absenteeism levels
Performance
Flexibility
Standardization
Dual lines of authority
Wide span of control
Shareholder
Stakeholder
Stockholder
Patron
Trait theories
Behavioral theories
Fiedler’s contingency model
The reflection effect
Increase
Decrease
Have no effect
None of the above
Tone difference
Word connotations
Political correctness
Differences among perceptions
Efficient
Short
Tall
Matrix