CHAPTER 1 principal focus is the exterior environment that surrounds

the organization. FALSE

1. Organizational behavior is the study of human behavior in
12. Organizational behavior is defined as the study of three
organizational settings, of the interface between human
interrelated areas, one of which is the individual-
behavior and the organization itself.
organization interface.
2. The scientific method relies on systematic studies that
13. The ability to think in the abstract and visualize the “big
identify and replicate a result using a variety of methods,
picture” is classified as a technical skill. FALSE
samples, and settings.
14. Committed employees gives Costco a competitive
3. Managerial work is fraught with complexity and
advantage.
unpredictability.
15. Organization-level outcomes, including productivity,
4. Most managerial work involves simultaneous use of the
absenteeism and turnover, and profitability, are assessed at
planning, organizing, leading, and controlling functions.
the individual level as well as at the organizational level.
TRUE
FALSE
5. The Hawthorne effect occurs when people improve some
16. According to interactionalism, an individual's behavior
aspect of their behavior or performance simply because
results from a continuous, multidirectional interaction
they are being assessed.
between the characteristics of the person and of the
6. The study of organizational behavior is useful in that it
situation.
enables managers to predict behavior patterns before they
17. Organizational behavior is the study of human behavior in
develop. FALSE
organizational settings, the interface between human
7. Firms pursuing a cost leadership strategy strive to be the
behavior and the organization, and the organization itself.
lowest cost producer in an industry for a particular level of
18. By its very nature, management requires an understanding
product quality.
of human behavior to help managers better comprehend
8. If a company creates and maintains a culture that
behaviors at different organizational levels, at the same
encourages employees to bring new ideas into the
organizational level, in other organizations, and in
company, it is most likely to be using differentiation.
themselves.
9. Hypotheses are written predictions specifying expected
19. As you sit at your desk on your first day back after a
relationships between certain variables.
rejuvenating vacation to the Caribbean, you bring your mind
10. Deming believed that when things go wrong, it is almost
back to your work as the head of a beverage bottling plant.
certain that the system rather than the worker is the cause.
You have a lot of work to catch up on, and need to prioritize
11. The study of organizational behavior involves both human
what is most important to address today. Because you need
behavior and characteristics of organizations, but its
to improve the efficiency of your business unit you review
the latest productivity and efficiency metrics to identify
 ways to keep inventory costs down. Which of the following
basic management functions did you just engage in?
CONTROLLING
20. Identify the managerial function:
Coming up with a new product idea for Apple. CONCEPTUAL SKILLS
Checking an accounting report for compliance with company
standards at Tesla. TECHNICAL SKILLS
Identifying which employee survey questions predict subsequent
turnover at Macy’s. DIAGNOSTIC SKILLS
As Facebook grew, Mark Zuckerberg had to redefine employees’
areas of responsibility and increase the number of hierarchical
layers in the organization to maximize efficiency and performance
during the company’s rapid growth. ORGANIZING
Marco Armen is a production manager at The Iowa Metal Stamping
Company. To reduce the amount of non-recyclable waste the
company produces, Marco creates a feedback and reward system
for employees to reduce their amount of non-recyclable scrap
resulting from the company’s stamping process. CONTROLLING
Consumer tastes in snack foods have been changing. Yun Zhang, a
marketing manager at Frito-Lay, recognizes a new business
opportunity in low-salt and low-fat snack foods and decides that the
company needs to establish a leadership position in this new
market. PLANNING
21. Diagnostic skills are the ability to understand cause-and-
effect relationships and to recognize the optimal solutions
to problems.
22. Conceptual skills refer to the ability think in the abstract.
23. Technical skills are the skills necessary to accomplish
specific tasks.
24. Interpersonal skills are the ability to effectively
communicate with, understand, and motivate individuals
and groups.
25. Controlling involves monitoring and correcting the actions
of the organization and its employees to keep them
directed toward their goals.
26. Planning involves determining the firm’s desired future
position and deciding how best to get there.
27. Organizing is the process of designing jobs, grouping jobs
into units, and establishing patterns of authority between
jobs and units.
28. Leading is the process of motivating members of the
organization to work together.
29. Most service-quality experts say that talent is the most
critical element in building a customer-oriented company.
30. The success of a growth strategy depends on the firm’s
ability to find and retain the right number and types of
employees necessary to sustain its intended growth.
31. Identify the business strategy:
Chipotle Mexican Grill lets customers choose the exact ingredients
they want on their burritos. CUSTOMER INTIMACY
Harley-Davidson decided that it would only manufacture
motorcycles, not cars or other types of vehicles. SPECIALIZATION
United Technologies planned for $1 billion of acquisitions in 2015 to
expand its core businesses. GROWTH
32. A customer intimacy strategy tries to deliver unique and
customizable products and services to customers to meet
their unique needs and increase their loyalty.
 33. A growth strategy expands the firm organically or through
acquisitions.
34. A specialization strategy focuses on a narrow market
segment or niche and pursuing either a differentiation or
cost leadership strategy within that market segment.
35. Identify the organizational behavior concept:
A firm decides to specialize in designing new and innovative apps
for the iPhone and to outsource their production. Focus on problem
solving and teamwork
Jeweler Tiffany & Co. is following a differentiation strategy and
wants to charge a high price for high quality jewelry. Support a
customer service culture
Starbucks is primarily following a specialization strategy and focuses
on a narrow set of beverage and food products. Increase
operational flexibility and employees’ customer knowledge
Old Navy relies on a cost leadership strategy and needs to keep all
of its expenses as low as possible. Automate as many jobs as
possible
36. Human Resource Management is desired at attracting,
developing and maintaining an effective workforce.
37. Competitive advantage gives a firm an edge over rivals in
attracting customers and defending itself against
competitors.
38. 3 primary business strategies: Cost leadership,
Differentiation, Specialization
39. Cost leadership strategy strive to be the lowest cost
producer in an industry for a particular level of product
quality.
40. Organizations pursuing a strategy of keeping costs and
prices low try to develop a competitive advantage in
operational excellence.
41. Organizations pursuing a differentiation strategy often try to
develop a competitive advantage based on product
innovation.
42. Differentiation strategy calls for the development of a
product or service with unique characteristics.
43. Human relations movement viewed organizations as
cooperative systems and treated workers’ orientations’,
values, etc.
44. System is an interrelated set of elements that function as a
whole.
45. Interactionalism helps better understand behavior in
organizational settings.
46. Organizational citizenship is the behavior of individuals that
makes a positive overall contribution to the organization.
47. Dysfunctional behaviors are those that detract form, rather
than contribute to, organizational performance.
48. Absenteeism is a measure of attendance.
49. Turnover occurs when a person leaves the organization.
50. The scientific method includes: Theory, Hypotheses, Data,
Verification
51. If it is true that whenever a manager encounters a particular
situation (such as motivating employees to work harder),
and a single approach exists (such as raising pay) that will
lead to the desired outcome, which perspective on
organizational behavior is being supported? THE UNIVERSAL
PERSPECTIVE
52. Identify the aspect of the systems perspective to OB:
After offshoring many employees’ jobs and reducing pay for those 61. Which of the following is not a facet of human resource
who remain, the surviving employees of Acme go on strike. management? Developing incentives to use fewer
OUTPUTS employees
62. Successful business strategies are grounded in creating and
Pete invests $1 million in new robots to improve the efficiency of
maintaining a competitive advantage that is sustainable.
Mattel’s toy manufacturing process. INPUTS
63. Michael Porter says that, to have a competitive advantage,
Hershey has large manufacturing facilities that turn cocoa beans, a company must ultimately be able to give customers
sugar, and milk into a wide variety of delicious chocolate products. superior value for their money.
PROCESS 64. Which of the following is NOT an example of organizational
citizenship? Not asking for raises
53. Situational perspective, in most organizations, situations
and outcomes are influenced by other variables. CHAPTER 2
54. Scientific management proposes that productivity is
1. Race and gender are the only determinants of diversity in
maximized when organizations are rationalized with precise
the United States. FALSE
sets of instructions based on time-and-motion studies.
2. Diversity refers to the variety of observable and
55. Meta-analysis is a statistical technique used to combine the
unobservable similarities and differences among people.
results of many different research studies done in a variety
3. Diversity is considered an important element of the modern
of organizations and for a variety of jobs.
workplace; however, there is little practical benefit to be
56. Dependent variable is the variable predicted to be affected
gained by actively promoting it. FALSE
by something else.
4. Diversity can be the product of combinations of
57. Correlation is the size and strength of the statistical
characteristics; it is not limited to singular properties. TRUE
relationship between two variables.
5. Surface-level diversity refers to observable differences in
58. Intuition is relying on an understanding of many of the
people, including race, age, ethnicity, physical abilities,
norms, expectations, and behaviors of others learned from
physical characteristics, and gender.
living and working with them.
6. Deep-level diversity refers to the “invisible” characteristics
59. Listening to employees, recognizing their work, building
in others that take more time to learn about, but can have a
trust, and behaving ethically has been shown to boost each
strong effect on group and organizational performance.
of the following measures of performance EXCEPT
7. Separation diversity refers to differences in position or
environmental preservation.
opinion among group members.
60. The study of organizational behavior is beneficial to
8. Variety diversity exists when there are meaning differences
managers because working with people is an improvable
in a certain type or category.
skill.
9. Disparity diversity reflects differences in the concentration
of valuable social assets or resources.
10. Title VII prohibits employee discrimination based on a
variety of characteristics. Which of the following is NOT one
of them? SEXUAL ORIENTATION
11. In collectivist cultures, relationships typically take
precedence over specific tasks or responsibilities.
12. Which of the following has NOT contributed to the rise in
the volume of international business? The ease with which
companies can obtain financing
13. The United States is a highly individualistic country.
14. Technology is not a factor in the shift toward a service-
based economy. FALSE
15. Ichabod’s company refashions discarded dolls and other
toys into furniture, utensils, and decorative items. Which of
the following is the most apt label for Ichabod’s
organization? MANUFACTURER
16. Harriet’s company makes tax software. It used to take the
company two years to roll out a new version of the
software, but now it only takes one year. The company has
reduced its cycle times.
17. How an organization treats its employees is not an ethical
issue. FALSE
18. What term refers to standards of behavior about how
people ought to act in different situations? ETHICS
19. Ethics are a person’s beliefs regarding what is right or wrong
in a given situation.
20. Corporate social responsibility refers to businesses living
and working together for the common good and valuing
human dignity.
21. Psychological contracts are like traditional business
contracts in that they are negotiated or written in legally
binding form. FALSE
22. "Knowledge workers" are valuable to organizations because
of what they have gained in terms of practical work
experience over the course of their careers rather than
what they know. FALSE
23. A company has a tiered workforce when one group of
employees has a contractual arrangement with the firm
that is different from that of another group.
24. Talent shortages are forecast to rise globally.
25. “Like me” bias, consciously or unconsciously, we tend to
associate with others who we perceive to be like ourselves.
26. Stereotype is a belief about an individual or a group based
on the idea that everyone in that particular group will
behave the same way.
27. Prejudice is an outright bigotry on the part of an employer
or its management for or against a targeted group.
28. Ethnocentrism is one's own language, native country, and
cultural rules and norms are superior to all others.
29. Individualism in a culture define themselves primarily as
individuals than as part of one or more groups or
organizations.
30. Collectivism is characterized by tight social frameworks.
31. Power distance (orientation to authority) is the extent to
which people accept as normal an unequal distribution of
power.
32. Uncertainty avoidance (preference for stability) is the
extent which people feel threatened by unknown situations.
33. Masculinity (assertiveness or materialism) is the extent to
which the dominant values in a society emphasize
aggressiveness.
34. Long-term values include focusing on the future, working on
projects that have a distant payoff.
35. Short-term values are more oriented toward the past and
the present.
36. Global perspective is distinguished by a willingness to be
open to and learn from the alternative systems.
37. Cultural competence is the ability to interact effectively
with people of different cultures.
38. Technology refers to the methods used to create products.
39. 3 areas of technology: The shift toward a service-based
economy, The growing use of technology for competitive
advantage, Mushrooming change in information technology
40. Corporate governance is the oversight of a public
corporation by its board of directors.
41. The International Organization for Standardization created a
variety of standards that help organizations gain
international acceptance of their practices and outcomes in
areas including sustainability and carbon emissions.
42. Ethical issues involve beliefs regarding what is right or
wrong in a given situation.
43. Manufacturing is a form of business that combines and
transforms resources into tangible outcomes.
44. Outsourcing is hiring other firms to do work previously
performed by the organization itself.
45. Offshoring is outsourcing to workers in another country.
46. Contingent worker is a person who works for an
organization on something other than a permanent or full-
time basis.
47. Psychological contract is affected by employment
relationships.
48. The Civil Rights Act of 1991 allows monetary damages in
cases of intentional employment discrimination.
49. What level of the corporate ladder is least diverse?
UPPERMOST LEADERSHIP
50. Which of the following countries is highly assertive and
materialistic? JAPAN
51. An employee in which one of the following countries would
be most likely to go behind her boss's back in order to finish
a project successfully? ISRAEL
52. Globalization is a new phenomenon. FALSE
53. Employment in the service sector is expected to decline in
the near future. FALSE
54. Which of the following was a primary cause of the decline of
the manufacturing sector in the United States? FOREIGN
COMPETITION
55. Ethical behavior is not as profitable as unethical behavior,
but it has other advantages. FALSE
56. Expatriate is a person temporarily or permanently living in a
country other than that of legal residence.
57. What is the primary motivation behind off-shoring?
REDUCED LABOR COSTS
CHAPTER 3
1. Person-vocation fit refers to the fit between a person’s
interests, abilities, values, and personality and a profession.
2. Person-job fit refers to the fit between a person’s abilities
and the demands of the job.
3. Person-group fit is the match between an individual and his
or her supervisor and workgroup.
4. Person-organization fit is the fit between an individual’s
values, beliefs, and personality and the values, norms, and
culture of the organization.
5. Personality is the relatively stable set of psychological
attributes that distinguish one person from another.
6. Which of the “Big Five” personality dimensions is associated
with being imaginative, cultured, curious, broad-minded,
and artistically sensitive? OPENNESS TO EXPERIENCE
7. Agreeableness refers to a person’s ability to get along with
others.
8. Conscientiousness is the extent to which a person can be
counted on to get things done.
9. Conscientiousness is often a good predictor of performance
for many jobs.
10. People with MORE neuroticism experience unpleasant
emotions (anger, anxiety).
11. People with LESS neuroticism experience excitement,
insecurities and mood swings.
12. Extraversion is a person’s comfort level with relationships.
13. An introvert tends to be less comfortable in social
situations.
14. Openness is a person’s rigidity of beliefs and range of
interests.
15. Sensing people are detail oriented.
16. Judging people are decisive and tend to plan.
17. Locus of control is where people believe that their behavior
has a real effect on what happens to them.
18. A person who has an external locus of control believes that
most of the things that happen to her are out of her hands.
19. Self-efficacy is our confidence in our ability to cope, perform
and be successful on a specific task.
20. General self-efficacy reflects generalized belief that we will
be success at whatever challenges.
21. David is self-aware, manages his emotions, expresses
empathy for others, and possesses social skills. He has high
self-efficacy.
22. General mental ability refers to the capacity to rapidly and
fluidly acquire, process, and apply information.
23. Self-esteem is our feelings of self-worth and our liking or
disliking of ourselves.
24. Authoritarianism is where a person believes that power and
status differences are appropriate.
25. Machiavellianism is the behavior directed at gaining power
and controlling the behavior of others.
26. Tolerance for risk is the degree to which a person is
comfortable accepting risk, willing to take chances and to
make risky decisions.
27. Tolerance for ambiguity is the tendency to view ambiguous
situations as either threatening or desirable.
28. Who theorized that there are a number of distinct forms of
intelligence that each individual possesses in varying
degrees? GARDNER
29. Sensory modality refers to any system that interacts with
the environment through one of the basic senses.
30. Divergers are superior in generating alternative hypotheses
and ideas and tend to be imaginative and people- or feeling-
oriented.
31. Convergers depend primarily on active experimentation and
abstract conceptualization to learn.
32. Assimilators depend on abstract conceptualization and
reflective observation.
33. Accomodators rely mainly on active experimentation and
concrete experience.
34. Towler and Dipboye developed a learning style orientation
measure to address some of the limitations of the Kolb
inventory.
35. Individual preferences are the personal attributes that vary
from one person to another.
36. Nurture concerns the extent to which personality attributes job soon. Which of the following does Boris lack? PERSON-
are shaped by our environment. VOCATION FIT
37. Sensing/Intuition is part of the Myers-Briggs personality 51. Sheryl is cooperative, forgiving, and understanding. She has
framework. high agreeableness.
38. When should the Myers-Briggs be used in making 52. Arthur appears to be poised, calm, resilient, and secure. He
organizational decisions including hiring and promotions? displays low neuroticism.
NEVER 53. Type A personality is impatient, competitive, ambitious, and
39. Extroverts are sociable, talkative, assertive, and open to uptight.
establishing new relationships. 54. Type B personality is more relaxed and easygoing and less
40. Self-awareness is being aware of what you are feeling. overly competitive.
41. Self-motivation is persisting in the face of obstacles, 55. Confusion is NOT one of the seven universal emotions.
setbacks, and failures. 56. Bodily-kinesthetic intelligence is most important for
42. Self-management is managing your own emotions and firefighters.
impulses. 57. Emotional intelligence includes the ability to perceive and
43. Empathy is sensing how others are feeling. express emotions.
44. Social skills relate to effectively handling others’ emotions. 58. Gustatory is LEAST important to learning.
45. Discovery learning is an inclination for exploration during 59. Workplace bullying is a repeated mistreatment of another
learning. employee.
46. Experiential learning is a desire for hands-on approaches to 60. General mental ability is the capacity to rapidly and fluidly
instruction. acquire, process, and apply info.
47. Observational learning is a preference for external stimuli 61. Information processing capacity involves the manner in
such as demonstrations and diagrams to help facilitate which individuals process and organize information during
learning. learning.
48. Structured learning is a preference for processing strategies 62. Linguistic: words and language Logical-mathematical: logic
such as taking notes, writing down task steps, and so forth. and numbers Musical: music, rhythm and sound Bodily-
49. Group learning is a preference to work with others while kinesthetic: body movement and control Spatial-visual:
learning. images and space Interpersonal: other people’s feelings
50. Boris works as a receptionist. He's happy with his salary, he Intrapersonal: self-awareness
gets along well with his coworkers and his boss, there's no 63. Learning style refers to individual differences and
stress, and he can get all of his tasks done proficiently. preferences in how we process information.
However, he feels unfulfilled and hopes to get a different 64. Visual: learning by seeing Auditory: learning by hearing
Tactile: learning by touching Kinesthetic: learning by doing
 CHAPTER 4 16. Eustress is the pleasurable stress that accompanies positive
events.
1. Attitudes are more stable than personality attributes. FALSE
17. Time management is often recommended for managing
2. Attitudes are usually viewed as stable dispositions to
stress.
behave toward objects in a certain way.
18. Cognition is the knowledge a person presumes to have
3. Core self-evaluations is the fundamental premises people
about something and is based on perceptions of truth and
hold about themselves and their functioning in the world.
reality.
4. Personality clashes are an example of interpersonal value
19. Affect is similar to emotion and is a person’s feeling toward
conflict.
something.
5. Intrinsic work values relate to the work itself.
20. Intention is a component of an attitude that guides a
6. Extrinsic work values relate to the outcome of doing work.
person’s behavior.
7. When does intrapersonal value conflict occur? When highly
21. Cognitive dissonance is an incompatibility or conflict
ranked instrumental and terminal values conflict
between behavior and an attitude or between two different
8. Attribution theory says that we evaluate behavior in terms
attitudes.
of all of the following EXCEPT the nature of the job.
22. If we value honesty and integrity, we may form especially
9. Stereotyping is categorizing or labeling people based on a
favorable attitudes toward a manager whom we believe to
wide range of attributes. FALSE
be very honest.
10. The halo effect refers to drawing a general impression
23. Employees of Boston Children’s Hospital often say that they
about something or someone based on a single (typically
choose to stay with the organization because they share its
good) characteristic.
goal of providing top-quality health care to kids. Of what is
11. Functional stress refers to manageable levels of stress for
this an example? ORGANIZATIONAL COMMITMENT
reasonable periods of time that generate positive emotions
24. Organizational commitment reflects the degree to which an
including satisfaction, excitement, and enjoyment.
employee identifies with the organization and its goals and
12. Burnout refers to exhaustion of physical or emotional
wants to stay with the organization.
strength or motivation usually as a result of prolonged
25. Affective commitment refers to a positive emotional
stress or frustration.
attachment to the organization and strong identification
13. Which stress stage is triggered we first encounter a
with its values and goals.
stressor? ALARM
26. Normative commitment refers to feeling obliged to stay
14. At this point, the person may feel some degree of panic and
with an organization for moral or ethical reasons.
begin to wonder how to cope. ALARM
27. Continuance commitment refer to staying with an
15. Distress is the unpleasant stress that accompanies negative
organization because of perceived high economic and/or
events.
social costs involved with leaving.
28. Individual-organization value conflict occurs when an
employee’s values conflict with the values of the
organization.
29. Intrapersonal value conflict is conflict between the
instrumental value of ambition and the terminal value of
happiness.
30. Cultures that have MORE traditional values also tend to put
a higher emphasis on religion.
31. Extrinsic work values, including pay and benefits, relate to
the outcomes of doing the work.
32. Intrapersonal value conflict is conflict between the
instrumental value of ambition and the terminal value of
happiness.
33. Interpersonal value conflict occurs when two different
people hold conflicting values.
34. Individual-organization value conflict is when an employee’s
values conflict with the values of the organization.
35. Terminal values reflect our long-term life goals, and may
include prosperity, happiness, a secure family, and a sense
of accomplishment.
36. Instrumental values are our preferred means of achieving
our terminal values or our ways of behaving.
37. Selective perception is the process of screening out
information that we are uncomfortable with or that
contradicts our beliefs.
38. Stereotyping is the process of categorizing or labeling
people on the basis of a single attribute.
39. Attribution is the way we explain the causes of our own as
well as other people’s behaviors and achievements, and
understand why people do what they do.
40. Projection occurs when we project our own characteristics
onto other people.
41. Fairness is a primary concern in relationships where
subordinates must rely on others.
42. Interactional fairness is whether the amount of information
about the decision and the process was adequate.
43. Perceived unfairness increases the chances that employees
will file lawsuits against their employers.
44. Trust is the expectation that another person will not act to
take advantage of us regardless of our ability to monitor or
control them.
45. Procedural fairness addresses the fairness of the procedures
used to generate the outcome.
46. Distributive fairness refers to the perceived fairness of the
outcome received.
47. A victim of interactional unfairness often has increased
expressions of hostility toward the supervisor or company,
which can lead to negative work behaviors and decrease the
effectiveness of organizational communication.
48. Employee engagement refers to a heightened emotional
and intellectual connection that an employee has for
his/her job, organization, manager, or coworkers that, in
turn, influences him/her to apply additional discretionary
effort to his/her work.
49. Affectivity refers to a general tendency of an individual to
experience a particular mood or to react to things in a
particular way or with certain emotions.
50. Projection refers to attributing our own characteristics to
other people.
51. Luck, lack of resources, and other people are examples of
external factors.
52. In the study of stress, what does GAS stand for? General
Adaptation Syndrome
53. Stress is a person’s adaptive response to a stimulus.
54. The third stage of GAS, exhaustion, does not always
happen. TRUE
55. Job satisfaction reflects our attitudes and feelings about our
job.
56. Values are ways of behaving or end-states that are desirable
to a person or group.
57. Traditional/secular-rational values reflect the contrast
between societies in which religion is very important.
58. Survival values emphasize economic and physical security.
59. Self-expression values emphasize subjective well-being, self-
expression and quality of life.
60. Emotions are intense, short term physiological, behavioral,
etc.
61. Moods are short-term emotional states that are not
directed toward anything.
62. Perception refers to an individual who becomes aware of
and interprets information about the environment.
63. Self-fulfilling prophecies seem to work best in newly
established relationships.
64. Organizational fairness refers to employees’ perceptions of
organizational events, etc.
CHAPTER 5
1. Extinction is most appropriate when a manager realizes he
or she has been rewarding the wrong thing and wants to
stop the behavior.
2. Maslow helped to increase managers’ awareness of the
motivating potential of giving employees greater
responsibility, challenge, and continuous development.
3. A performance bonus is an example of positive
reinforcement.
4. Formal rewards play a bigger role in a person’s perceptions
of equity than do informal rewards. TRUE
5. A person who feels equitably treated is motivated to keep
things as they are.
6. Value is NOT a dimension of self-efficacy.
7. Self-efficacy refers to a person’s confidence in his or her
ability to organize and execute the courses of action
necessary to accomplish a specific task.
8. What psychologist’s work laid the foundation for the study
of behavior modification? B.F. SKINNER
9. Who developed scientific management? FREDERICK TAYLOR
10. In the Equity Theory of Motivation, what is the meaning of
“equity?” Belief of fair treatment relative to others
11. Power refers to valuing control of situations and other
people.
12. Whose theory is the Hierarchy of Needs? ABRAHAM
MASLOW
13. Generality refers to beliefs about the degree to which
similar tasks can be accomplished.
14. Magnitude refers to beliefs about how difficult a task can be
accomplished.
15. Strength refers to beliefs about how confident the person is
that the task can be accomplished.
16. The human resource approach assumes that people want to
contribute and are able to make genuine contributions.
17. Need for power reflects a desire to control one’s
environment, including financial, material, informational,
and human resources.
18. The two-factor theory proposes that satisfaction and
dissatisfaction are distinct constructs.
19. Equity theory focuses on people’s desire to be treated with
what they perceive as equity and to avoid perceived
inequity.
20. Expectancy theory suggests that people are motivated by
how much they want something and their perceived
likelihood of getting it.
21. Effort-to-performance expectancy is the probability that the
effort will lead to performance.
22. Performance-to-outcome instrumentality is the probability
that performance will lead to certain outcomes.
23. Outcome is anything that might potentially result from
performance.
24. Valence is the degree of attractiveness or unattractiveness a
particular outcome has.
25. Porter and Lawler expectancy model provides interesting
insights into the relationships between satisfaction and
performance.
26. The two-factor theory identifies motivation factors, which
affect satisfaction, and hygiene factors, which determine
dissatisfaction.
27. Expectancy is a person’s perception of the probability that
effort will lead to successful performance.
28. Negative reinforcement is based on the removal of current
or future unpleasant consequences.
29. Learning is a change in behavior/behavioral potential
resulting from direct/indirect experience.
30. Social learning occurs when people observe the behaviors
of others, recognize their consequences, and alter their own
behavior as a result.
31. Behavior modification is the application of reinforcement
theory to influence the behaviors of people in
organizational settings.
32. Classical conditioning is a simple form of learning in which a
conditioned response is linked with an unconditioned
stimulus.
33. Scientific method relies on systematic studies that identify
and replicate a result using a variety of methods, samples,
and settings.
34. Most managerial work involves simultaneous use of the
planning, organizing, leading, and controlling functions.
TRUE
35. The Hawthorne effect occurs when people improve some
aspect of their behavior or performance simply because
they are being assessed.
36. The study of organizational behavior is useful in that it
enables managers to predict behavior patterns before they
develop. FALSE
37. Firms pursuing a cost leadership strategy strive to be the
lowest cost producer in an industry for a particular level of
product quality.
38. Deming believed that when things go wrong, it is almost
certain that the system rather than the worker is the cause.
39. The study of organizational behavior involves both human
behavior and characteristics of organizations, but its
principal focus is the exterior environment that surrounds
the organization. TRUE
40. Organizational behavior is defined as the study of three
interrelated areas, one of which is the individual-
organization interface.
41. Organization-level outcomes, including productivity,
absenteeism and turnover, and profitability, are assessed at
the individual level as well as at the organizational level.
FALSE
42. Motivation is the set of forces that cause people to engage
in one behavior.
43. Job performance depends upon Performance = Motivation x
Ability x Environment
44. Physiological needs: food, sex, air Security needs: safety
and security (housing & clothing) Belongingness needs:
love and affection Esteem needs: positive self-image and
self-respect Self-actualization needs: potential
45. ERG theory describes existence, relatedness and growth.
46. Motivation factors are intrinsic to the work itself and
includes achievement and recognition.
47. Hygiene factors are intrinsic to the work itself and includes
pay and job security.
48. Acquired needs framework centers on the needs for
achievement, affiliation and power.
49. Need for achievement is to accomplish a task or goal more
effectively than was done in the past.
50. Need for affiliation is the need for human companionship.
51. Need for power is the desire to control the resources in
one’s environment.
52. Process-based perspectives focus on how people behave in
their efforts to satisfy their needs.
53. Reinforcement theory is a function of its consequences.
54. Behavioral modification is the reinforcement theory to
influence the behaviors of people in organizational settings.
55. Fixed-ratio is specified number of correct responses. (ex:
receiving pay bonuses for every 10 error-free pieces made
per hour)
56. Fixed-interval is a certain amount of time has passed. (ex:
receiving weekly paychecks)
57. Variable-ratio is an unpredictable number of behaviors. (ex:
a supervisor praises a call center representative after the
third, seventh call)
58. Variable-interval is an unpredictable amount of time has
elapsed. (ex: not knowing when a regional supervisor will
visit your location for an inspection.
CHAPTER 6
1. When a firm shares the value of productivity gains with the
workforce, it is called gain sharing.
2. The job characteristics theory says that task identity is
critical to motivating workers because it helps them identify
with their work and its tangible outcome.
3. Job characteristics theory focuses on the motivational
properties of jobs.
4. Worker productivity and motivation can be improved
through positive work-related experiences, according to the
theory of job enrichment.
5. Skill variety is the degree to which the job requires a variety
of activities that involve skills.
6. Task identity is the degree to which the job requires
completion of a “whole” and an identifiable piece of work.
7. Task significance is the degree to which the job affects the
lives or work of other people.
8. Autonomy is the degree to which the job allows the
individual substantial freedom, independence, and
discretion to schedule the work and determine the
procedures for carrying it out.
9. Performance appraisal systems that evaluate individual
performance tend to rank employees' performance at the
same general level. TRUE
10. Management by objectives efforts are typically designed to
accomplish all of the following EXCEPT allow individual goals
to determine organizational policy.
11. In most appraisal systems, who is an employee’s primary
evaluator? THE SUPERVISOR
12. Managers should have sole responsibility for evaluating
employees since studies have shown that employees are
not capable of evaluating their own performance. FALSE
13. Setting unattainable goals to maximize worker productivity
would be LEAST likely to result in improved performance.
14. The monotony associated with each task makes job
specialization difficult to implement, even though it seems
as if it would be highly effective.
15. Most firms have found that tying direct compensation to
the amount of time an employee has spent with an
organization is the most effective way to maintain a high
level of motivation. FALSE
16. Increasing commitment to training would be most likely to
support an organization's empowerment efforts.
17. Allowing work teams to plan, organize, direct, and control
their own work is known as empowerment. TRUE
18. Base pay is NOT considered a form of incentive program.
19. Allowing employees to decide what hours they work on the
days they are required to work would be an example of
flextime.
20. Job design is how organizations define and structure jobs.
21. Job rotation involves systematically moving workers from
one job to another in an attempt to minimize monotony
and boredom.
22. A work group of three secretaries who take turns answering
the phones, sorting mail, and typing and filing
correspondence are demonstrating which of the following?
JOB ROTATION
23. Job enrichment is based on the two-factor theory of
motivation and entails giving workers more tasks to perform
and more control over how to perform them.
24. Job enlargement is expanding a worker’s job to include
tasks previously performed by other workers.
25. Job specialization is breaking jobs down into small
component tasks and standardizing them.
26.
27. Goal acceptance is the extent to which a person accepts a
goal as his or her own.
28. Goal commitment is the extent to which a person is
personally interested in reaching the goal.
29. Goal difficulty is the extent to which a goal is challenging
and requires effort.
30. Goal specificity is the clarity and precision of a goal.
31. The balanced scorecard identifies financial and nonfinancial
performance measures and organizes them into a single
model.
32. Which is true of the evidence concerning the validity of the
balanced scorecard approach to performance
management? Most of the evidence is anecdotal in nature
33. A flexible reward system allows employees to choose the
combination of benefits that best suits their needs.
34. Perquisites are special privileges awarded to selected
members of an organization, usually top managers.
35. Base pay is the amount of pay received as a reward for
work.
36. A participative pay system may involve the employee in the
system's design, administration, or both.
37. Incentive systems are plans in which employees can earn
additional compensation.
38. Piecework programs which tie a worker’s earnings to the
number of units produced.
39. Gain-sharing programs which grant additional earnings to
employees or group works.
40. Bonus systems which provide managers with lump-sum
payments from special fund based.
41. Long-term compensations which give managers additional
income based on stock price performance, earnings, etc.
42. Merit pay plans which base pay raises on the employee’s
performance.
43. Profit-sharing plans which distribute a portion of the firm’s
profts to all employees.
44. Employee stock option plans which set aside stock in the
company for employees to purchase at a reduced rate.
45. Compensation package is the total array of money (wages,
salary, commissions), incentives, etc.
46. Workers are likely to improve their performance when they
believe that needs that are important to their well-being
will be satisfied if they do so. TRUE
47. Employees may improve their own productivity if they are
able to participate in making decisions about how their jobs
are done. TRUE
48. Employees who are expected to work unusual and
demanding schedules are usually satisfied receiving
additional time off and do not require higher pay. FALSE
49. Empowerment refers to the degree to which an employee
has the authority to make and implement decisions.
50. Participation entails giving employees a voice in making
decisions about their own work.
51. A 360-degree feedback system includes a wide range of
feedback, as well as intangible and subjective measures of
performance.
52. MBO has value as a way to motivate employees. TRUE
53. Management by objectives is a collaborative goal-setting
process through which organizational goals cascade down
throughout the organization.
54. What is the second step in the performance appraisal
process? DOCUMENTATION
55. In collectivistic cultures such as Japan, performance
appraisals tend to be group-based.
56. Humphrey and Lina, who work at different firms, each
receive a 3% raise. Most of Humphrey's coworkers receive a
5% raise, and he is unhappy with his raise. Most of Lina's
coworkers receive a 1% raise, and she is happy with her
raise. Humphrey and Lina most likely have different
reactions to their raises because their raises have different
symbolic value.
57. Albert works as a salesperson making $8 an hour plus 5% of
every sale he makes. He receives two weeks of paid
vacation a year as well as 50% matching in a 401K
retirement fund. In this scenario, "$8 an hour" represents
Albert's base pay.
58. Paid time off is an example of indirect compensation.
59. Compressed work schedule is a work schedule which
employees work a full forty-hour week in fewer than the
traditional five days.
60. Extended work schedule requires relatively long periods of
work followed by relatively long periods of paid time off.
61. Flexible work schedules give employees more personal
control over the hours they work each day.
62. Telecommuting is a work arrangement in which employees
spend part of their time working off-site.
63. Performance appraisal is the process of assessing and
evaluating an employee’s work behaviors.
64. Benefits are rewards and incentives provided to employees
in addition to their wages or salaries.
CHAPTER 7
1. The most dangerous cost of teams is the possibility that
new team may take a long time to perform at prior levels.
FALSE
2. When all team members from all teams are rewarded based
on the performance of the organization, division, or plant,
this system is called gain-sharing.
3. A functional team is a team with members from different
departments or function areas. FALSE
4. There is emerging evidence that emotional intelligence of
group members can promote cohesiveness.
5. A group works effectively toward accomplishing its goals
during which stage? PERFORMING
6. Informational diversity is diversity in knowledge and
experience.
7. Informal leadership is always an asset to teams in
organizations. FALSE
8. Informal leader is a person who engages in leadership
activities but whose right to do so has not been formally
recognized by the organization or group.
9. A team’s shared belief that it can organize and execute the
behaviors necessary to reach its goals is known as team
efficacy.
10. Changing the shape of a team is known as structural
intervention.
11. When all other options have failed, what strategy may be
used for dealing with challenges faced by multicultural
teams? EXIT
12. Members have widely varying titles or duties within the
organization is NOT typically true of an affinity group.
13. Group members tend to ask the leader about a group’s
purpose and goals during which stage? STORMING
14. When implementing teams, sometimes small performance
improvements are seen in the initial stage due to
excitement or anticipation for teams. TRUE
15. Which of the following is not one of the five basic group
performance factors? COOPERATION
16. Which of the following is the core strength of problem-
solving teams? As employees, team members usually know
the job best.
17. In business organizations, most employees work in
command groups.
18. Self-directed teams set their own goals and pursue them in
ways the team decides.
19. Self-directed teams can improve commitment, quality, and
efficiency.
20. Virtual teams have geographically and/or organizationally
dispersed members who communicate using the Internet
and other information technologies.
21. Problem-solving teams solve problems and make
improvements at work.
22. Global teams have members from different countries.
23. Interest groups are organized around a common activity or
interest, including networks of working women.
24. Diversity increases the importance of group composition.
25. Group cohesiveness the extent to which a group is
committed to remaining together.
26. Social loafing occurs when a group member does not invest
as much effort as he or she could because of an assumption
that other group members will pick up the slack.
27. Social facilitation happen(s) when people are motivated to
look good to others and want to maintain a positive self-
image.
28. In the start-up phase of implementing teams, the focus is on
sending the message that management is firmly committed
to the move to teams and to training employees in
teamwork related skills and competencies.
29. Communication abilities include the ability to maximize the
congruence between nonverbal and verbal messages and to
recognize and interpret the nonverbal messages of others.
30. Which of the following distinguishes an informal group from
a formal group? An informal group is formed by its
members.
31. Which of the following is NOT a strength of cross-functional
teams? Specializing in a specific area
32. In business organizations, most employees work in
command groups.
33. Group composition is the degree of similarity or difference
among group members on factors important to the group's
work.
34. Group cohesiveness can be increased by competition or the
presence of an external threat. TRUE
35. Social loafing is less common when tasks are VERY
important.
36. Process gain refers to the performance improvements that
occur because people work together rather than
independently.
37. Process loss refers to performance decrements that occur
when a team performs worse than the individual members.
38. Social facilitation happens when people are motivated to
look good to others.
39. Which of the following is NOT an important role played by
top-management when implementing teams? Delegating
new responsibility to individuals
40. At what phase of team implementation is performance
usually above prior levels? PHASE 4
41. When changing to a team-based organizational structure,
great progress is often seen almost immediately. FALSE
42. Informational diversity has a positive impact on team
performance; demographic diversity often has a negative
impact.
43. Seeing a problem as a cultural difference, and not a
personality issue is known as adaptation.
44. Teams are an interdependent collection of at least two
individuals who share a common goal.
45. Workgroups are formal groups established by the
organization to do its work.
46. Command group is relatively permanent and is
characterized by functional reporting relationships.
47. Affinity groups are relatively permanent collection of
employees from the same level in the organization who
meet on a regular basis.
48. Functional teams come from the same department or
functional area.
49. Cross-functional teams come from different departments or
functional areas.
50. Self-directed teams set their own goals and pursue them in
ways defined by the team.
51. Problem-solving teams are created to solve problems and
make improvements.
52. Venture teams are operating semi-autonomously to create
and develop new products, etc.
53. Virtual teams are geographically and/or organizationally
dispersed coworkers who communicate using
telecommunications.
54. Informal groups are formed by their members and consist
of friendship groups.
55. Friendship groups are relatively permanent and informal
and draws its benefits from the social relationships among
its members.
56. Interest groups are relatively temporary and informal and is
organized around a common activity or interest of its
members.
57. Norm is a standard against which the appropriateness of a
behavior is judged.
58. Mutual acceptance stage is characterized by members’
sharing information about themselves and getting to know
each other.
59. Communication and decision-making stage is discussing
your feelings more openly and agree on group goals.
60. Motivation and productivity refers to which members
cooperate, help each other and work toward accomplishing
tasks.
61. Control and organization, the group works effectively
toward accomplishing task.
62. Team contract is a written agreement among team
members establishing ground rules.