Professional Documents
Culture Documents
Q.No. Options Answer
Q.No. Options Answer
Q.No. Options Answer
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2. It is historical in nature
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2. It is historical in nature
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1. Individualistic
2. Colectivistic
A culture in which an important part of
communication takes place through
4. 3
nonverbal and situational cues is said to 3. high-context
be a --------- culture.
4. low-context
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1. Individualistic
2. Collectivistic
A culture in which an important part of
communication takes place through
4. 3
nonverbal and situational cues is said to 3. high-context
be a ------------- culture.
4. low-context
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1. Individualistic
2. Collectivistic
A culture in which an important part of
communication takes place through
4. 3
nonverbal and situational cues is said to 3. high-context
be a -------- culture.
4. low-context
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1. Impression management
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Ingratiation, is a tactic used in: 2. Politics 2
3. Negotiation
4. Now of the above
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1. Impression management
2. Politics
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Ingratiation, is a tactic used in: 3. Negotiation 2
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1. Impression management
2. Politics
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Ingratiation, is a tactic used in: 3. Negotiation 2
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2. Individualistic society
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2. Individualistic society
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1. Low Power Distance
2. Individualistic society
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4. fear of failure
4. fear of failure,
4. fear of failure,
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1. Rigid culture
2. Flexible culture
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1. Rigid culture
2. Flexible culture
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1. power distance
2. individualism
One would expect to find respect for
authority and acceptance of status
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differences in cultures with high --------- 3. uncertainty avoidance
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4. aggressiveness
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4. aggressiveness
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1. power distance
2. individualism
One would expect to find respect for
9. authority and acceptance of status 3. uncertainty avoidance 1
differences in cultures with high -------
4. aggressiveness
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1. Masculine-Feminine poles
2. Individualism-Collectivism poles
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1. Masculine-Feminine poles
2. Individualism-Collectivism poles
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1. Masculine-Feminine poles
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1. A decline in performance.
2. Withdrawal behaviors.
Too much stress at work can be
11. expected to have all the following 3. Employees spending more time at work. 3
consequences for organizations except
5. Burnout.
1. A decline in performance.
2. Withdrawal behaviors.
Too much stress at work can be
11. expected to have all the following 3. Employees spending more time at work. 3
consequences for organizations except
5. Burnout.
1. A decline in performance.
2. Withdrawal behaviors.
Too much stress at work can be
11. expected to have all the following 3. Lower organizational commitment. 3
consequences for organizations except
4. Burnout.
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1. Forming coalition
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1. Forming coalition
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1. Forming coalition
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1. Organizational stress
2. Organizational politics
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13. Force-Field Analysis, deals with: 3. Organizational change 3
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1. Organizational stress
2. Organizational politics
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Force-Field Analysis, deals with: 3. Organizational change 3
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Force-Field Analysis, deals with: 1. Organizational stress 3
2. Organizational politics
3. Organizational change
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1. referent; managerial
2. expert; legitimate
Formal leaders have at least some------
14. power, whereas informal leaders have 3. personal; position 4
at least some--------- power.
4. position; personal
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1. referent; managerial
2. expert; legitimate
Formal leaders have at least some -----
14. - power, whereas informal leaders have 3. personal; position 4
at least some ------ power.
4. position; personal
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1. referent;managerial
2. expert;legitimate
Formal leaders have at least some -----
14. --- power, whereas informal leaders 3. personal;position 4
have at least some --------- power.
4. position;personal
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4. nonexistent
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1. of high intensity
2. of moderate intensity
Conflict that ends up
being ,,functional,, for the people and
15. 1
organization involved would most likely 3. of low intensity
be --------.
4. nonexistent
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1. of high intensity
2. of moderate intensity
Conflict that ends up
being ,,functional,, for the people and
15. 1
organization involved would most likely 3. of low intensity
be ----------.
4. nonexistent
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1. Personalized power
2. Socialized power
4. Transactional power
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1. Personalized power
3. Referent power
4. Transactional power
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1. Personalized power
2. Socialized power
4. Transactional power
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Ingratiation, refers to: 3. Dressing / grooming for success 1
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17. ,
Ingratiation, refers to: 3. Dressing / grooming for success 1
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17. ,
Ingratiation, refers to: 3. Dressing/grooming for success 1
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1. Adaptive power
2. Objective power
4. Exchange power
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1. Adaptive power
2. Objective power
4. Exchange power
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1. Adaptive power
2. Objective power
4. Exchange power
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1. Devil,s advocacy
2. Attribution method
4. Dialectic method
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1. Devil,s advocacy
2. Attribution method
4. Dialectic method
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1. Devil,s advocacy
Fostering a debate of opposing view
20. 1
point to better understand the issue, is:
2. Attribution method
3. Role-play method
4. Dialectic method
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1. It is an adaptive response
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21. - 3. - 0
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4. Only a & b
5. Only b & c
1. Interactional justice
2. Informational justice
4. Interpersonal justice
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1. Additive
2. Conjunctive
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24. Procedural justice deals with: 3. only the interpersonal and intrapersonal aspects 4
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1. Interpersonal justice is high
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1. True
2. False
,, ,,
It is during the storming stage that
25. members begin to really come together 3. - 2
as a co-ordinated unit.
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1. Organizational culture
2. Group behavior
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1. Consistency
2. Accuracy
A professor must use the same exact
standards in evaluating the term papers
26. 3. Bias suppression 1
of each student in the class. This is
called:
4. Cautious shift
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26. Procedural justice deals with: 1. only the outcome that employees receive 4
2. only the unbiased decisions of employees
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1. True
2. False
Employees at the bottom of the
hierarchy care much about the
27. 3. - 2
procedural justice as against other
types of justice.
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1. Consistency
2. Accuracy
A professor must use the same exact
standards in evaluating the term papers
27. 3. Bias suppression 1
of each student in the class. This is
called:
4. Cautious shift
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1. True
2. False
Employees at the top of the hierarchy
28. care much about the procedural justice 3. - 1
as against other types of justice.
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1. True
One of the effects of fair process is
29. that employees feel valued by the 2
decision making authority. 2. False
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1. True
2. False
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1. True
2. False
People experience anxiety and are
31. resistant to unforeseen circumstances 3. - 2
in case of Uncertainty avoidance.
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1. True
2. False
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1. Sucker effect
3. Cautious effort
4. None of the above
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1. Cautious Shift
2. Social loafing
The tendency for members of highly
34. cohesive groups to lose their critical 3. Free rider effect 4
evaluation capabilities. This is:
4. Group think
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4. Only a & b
5. Only b & c
1. Interactional justice
2. Informational justice
4. Interpersonal justice
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1. Additive
2. Conjunctive
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1. Organizational culture
2. Group behavior
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1. Organizational culture at BP
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,
40. BP, case deals with: 3. Improper change management 4
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