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1). When employee view managers as being overpaid, workers may Reduce their commitment

2). Attribute theory helps to behavior in organizations Explain causes of

3). The path goal theory of leader effectiveness by Robert House is based on the expectancy theory of motivation

4). When two departments are in conflict but are also facing a common threat, the style of conflict management is
appropriate. Collaborating

5). In research of styles of conflict management, the style was least effective. Avoiding

6). Escape from conflict by daydreaming is known as: Fantasy

7). Persons who have strong desires to control others are high in: Need for power

8). Individuals who make external attributions will be more likely to: Develop feeling of incompetence which may lead to
depression

9) Attributional Biases implies that managers must:Know as much as possible about individual differences and determine
the cause of behavior and perceivedsource of responsibility

10) According to the Jungian approach to personality, the basic preference that reflects what we pay attention to or how

we pay attention to or how we prefer to gather information is sensing/intuiting

11) Emotional Intelligence (EI) relates to the ability to manage Conflict

12) Which of the following would not be considered a weakness of expectancy theory? The values for each
construct have been relatively stable over time
13) An example of a rite of enhancement is a/an: Employee of the month award
14) At what stage of group development is the leader's role primarily one of recognition of the group's
achievements? Performing

15) Alderfer's growth need category corresponds to Maslow's Self-esteem and self-actualization needs
16) A wild turkey in a top management team is A devil's advocate who challenges the thinking of the CEO
and other top executives
17) A defense mechanism in which an individual continues dysfunctional behavior that will clearly not solve a
conflict is known as : Ans- Fixation

18) incorrect hiring decision because of all of the following except Self-fulfilling prophecy
19) Values reflected in the way individuals actually behave are called Enacted value
20) Denise and Teresa are two students in a course on organizational behavior. Denise outperforms Teresaon
the first exam in OB, and Teresa convinces herself that Denise is not really a good person to compare
herself tobecause Denise is a psychology major and Teresa is majoring in accounting. Which of the
following is the best explanation for Teresa's reaction? Teresa's high self-esteem is protecting her from
this unfavorable comparison
21) In the case of repeated failure under expectancy theory, an employee may Reduce effort
22) Self-managed teams are sometimes called autonomous work groups
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23) A technique that is valuable in its ability to generate a number of independent judgments without the
requirement of a face-to-face meeting is The Delphi technique

24) A problem with the behavioral measure for personality would be The observer's ability to stay focused

25) According to Edgar Schein, the essence of culture is Assumptions

26) Which of the following conditions would LEAST encourage political activity?Abundant resources

27) According to the Protestant ethic, a person should work hard because hard work and prosperity would
lead to a place in heaven. The organizational scholar who advanced the Protestant Ethic notion was Max
Weber

28) Which of the following statements is most correct? Persons with an internal locus of control make more
ethical decisions than others

29) Instrumental values includes All of these (ambition, honesty, self sufficiency)

8. Fear of loss and the unknown are Reasons why individuals resist change

9. As a supervisor of a group of employees, all of whom have an internal locus of control, you should Allow
them considerable leeway in determining how to perform their work

10. The theories of leadership concerned with identifying the specific leader behaviors that are mosteffective
in specific leadership situations would be Contingency theories
11. Job satisfaction and employee performance are likely to be positively related when: Rewards are valued
by employees and are tied directly to performance

12. The development of group cohesiveness is negatively influenced by: Internal competition

13. Equity theory is a/ an Process approach to motivation

14. The study of individual behavior and group dynamics in organizational settings describes the content of

study in Organizational behavior

15. All of the following are considered important work process issues except: Role specification
16. Modern management practices such as employee management recognition programs, flexible benefit
packages, and stock ownership plans emphasize External incentives

17. A pleasurable or positive emotional state resulting from the appraisal of one's job or job experience

reflects: Job satisfaction

18. A deterioration of mental efficiency, reality testing, and moral judgement resulting from pressures

within the group Groupthink

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1. As a manager that understands the implications of self-esteem on work behavior, you should Give them
appropriate challenges and opportunities for success

2. Employee loyalty toward the organization is a significant factor in affective commitment

3. The importance and value placed on a reward in expectancy theory is known as Valence

4. The belief that performance is connected to rewards is known as instrumentality

5. An example of a rite of enhancement is a/an: Employee of the month award

6. A pleasurable or positive emotional state resulting from the appraisal of one's job or job experience

reflects: Job satisfaction

7. According to the group development model, which one of the following set of issues need to be

addressed as

part of a group's authority issues?

Ans- Who is in charge, management of power and influence, and who has the right to tell whom to do what

8. In research on styles of conflict management, the style was least effective

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Ans – Avoiding

9. Upper echelons theory argues that

Ans - characteristics of the top management team can predict organizational characteristics

10. The basic idea behind leader-member exchange theory is

Ans - leaders form two groups of followers (in-groups and out-groups)

11. An example of an internal force for change is

Ans- Increased grievance rate.

12. The weblike structures that contract some or all of their operating functions to other organizations and

then

coordinate their activities through managers and other employees at their headquarters are called

Ans – Networked Organization

13. According to the strategic contingency perspective, which one of the following factors is NOT a primary

factor

used to explain differences in power between departments?

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Ans - Amount of formal authority given departments

14. Which trait is associated with less absenteeism at work?

Ans - Positive affect

15. Increasing workforce diversity is likely to reduce as a barrier to social perception

Ans – Stereotyping

16. The primacy effect is also known as: Ans - First-impression error-

17. The JDI measures Job satisfaction

18. Transformational leaders: Inspire and stimulate followers to high performance levels

19. Escape from conflict through daydreaming is known as Fantasy.

20. Which of the following is a characteristic of quality teams? They make data-based decisions about
improving product and service quality

21. Which of the following is considered key benefit of diversity? flexibility and adaptation

22. The Primary purpose of socialization is the? transmission of core values to new organization
members

23. The Leadership and Strategy council (LSC) is a feature of? Circle Organization

24. The impoverished manager is one who exerts just enough effort to avoid being fired.

25. The set of authority and task relations among group members is known as status structure

26. The conflict that develops when a role behavior clashes with individual values is called Person-role

27. Assume you are an employment interviewer. An applicant’s physical appearance could cause you to
commit an incorrect hiring decision because of all the following except - self-fulfilling prophecy

28. Assume you are a senior accounting major. A friend who is taking a Principles of Accounting course seeks
you out for tutorial assistance. This is an example of power Expert

29. If you use calculated involvements as basis for understanding person's relationship with a work
organization, what would be best framework? social exchange

30. Crude comments or sexual jokes and behaviors that disparage someone's sex or convey hostility is
considered which type of sexual harassment gender harassment

31. When employees view managers as being overpaid, workers may Reduce their commitment

32. The dynamic process through which emotions are transferred from one person to another is called:
Emotional contagion

33. The specific setting within which organizational behavior is enacted would be called the:organizational
context

34. The path-goal theory of leader effectiveness by Robert House is based on: the expectancy theory of
motivation
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35. When you encounter a warm and personable car salesperson and don't assume that this behavior
reflects the salesperson's personality, you are using which principle in social perception? cognitive bias
principle
36. Projection occurs most often when you: surround yourself with others similar to yo
37. A transnational organization is one where: the global viewpoint supersedes national issues
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1. Social loafing is usually

Ans - detrimental to the group and may cause interpersonal conflict within the group

2. is the term for creatively applying new technology

Ans – Reinvention

3. Under equity theory, People are motivated when:

Ans - they are in equilibrium with perceptions of inputs and outcomes

4. When an employee remains with a firm because he or she faces significant exit barriers, this

can be

characterized as:

Ans - continuance commitment.

5. The establishment of new attitudes, values, and behaviors as the new status quo is consistent

with what

stage in Lewin's change model?

Ans – refreezing

6. A manager who is considered Machiavellian would rely on what power

Ans - Personal Power

7. The motivation theory that holds that employee motivation is determined by the belief that a

valued

outcome will result from effort is called the:

Ans - expectancy theory

8. A method for countering social loafing includes:

Ans - formal evaluation of member contributions

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9. Which of the following personality types would most likely display the most consistent

behavior "across

situations"?

Ans - Low self monitor

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10. Some experts believe that only individuals within a team can be creative, but a professor at

Northwestern

University suggests that team creativity can be achieved. Which of the following practices would

NOT

enhance team creativity?

Ans – conformity

11. The close linkage of to performance under expectancy theory is crucial for enhancing

motivation

Ans – valence

12. All of the following would be consistent with new ideas in motivation EXCEPT:

Ans - individuals need to be activated by unmet needs

13. What do we call an ethical theory that emphasizes the nature and characteristics of an act?

Ans - rule-based theory VIRTUE ETHICS as per Google, question not available in google

14. If a manager asks an employee to purchase a gift for his wife, the employee would think this

request:

Ans - falls outside his zone of indifference

15. An effective team exhibits:

Ans - shared leadership

1. According to the MBTI a successful top executive is likely to be a/an:

Ans - Extrovert, sensor, thinker and judger

2. Susan was reflecting on Jims behavior in her recent meeting with Jim regarding his performance review.

Normally Jim is outgoing, sure of himself and Susan would consider him high on indicators of CSE. Jim

however, was rather subdued and quiet during the review. Jims behavior could best be explained as a

result

of

Ans - Jim is a high self monitor

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3. A key understanding to the relationship between hygiene and motivation factors is

Ans - they are independent.

4. Corporations and business enterprises tend to subscribe to:

Ans - consequential ethics

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5. An approach to minimize groupthink is to:

Ans - re-examine the preferred solution even if consensus has been reached

6. People may engage in immoral acts or even violent behavior as committed members of their

group when

Ans - there is a loss of individuality

Organizational Behaviour

Test 6

1. People may engage in immoral acts or even violent behavior as committed members of their

group when

Ans - there is a loss of individuality

2. As a member of a study group, you feel that others are making minimal contributions. in this

situation you

are LEAST likely to:

Ans - increase your participation and contribution

3. The fit perspective is useful in explaining:

Ans - short-term performance

4. The first discipline to take the modern corporation as the unit of analysis and emphasize the

design,

implementation, and coordination of various administrative and organization systems was:

Ans – management
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1. A type of organizational commitment based on an individual's perceived obligation to remain

with an

organization is called

Ans - Normative Commitment

2. The two sets of social benefits available to team or group members includes:

Ans - psychological intimacy and integrated involvement.

3. Attribution theory helps to behavior in organization

Ans - explain causes of

4. Authentic leaders are characterized by all of the following EXCEPT:

Ans – benevolence

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5. According to the MBTI a successful top executive is likely to be a/an an approach to

personality, the basic preference that reflects what we pay attention to or how we prefer to

gather

information is

Ans - sensing/intuiting. Exact question not available on the Internet

Persons who have a strong desire to control others are high in

Ans - need for power

1. Group polarization results in

Ans - tendency for group discussion to produce shifts toward more extreme attitudes among

members

2. Research focusing on the variety of roles within a society or culture highlights which disciplines

contribution

to organizational behavior?

Ans – Sociology
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1. The behavioural response of target towards the sensed and accepted expectation of the
perceiver is known as- Pygmalion effect
2. Role Modelling is done by – anyone
3. Anita is a manager at Country roads plc. She encourages employees’ participation and
delegates as much authority as she can to her subordinate’s, she is a good example of - a
democratic leader
4. Consistency is established by observing whether- the same person behaves in the same
fashion over time
5. When leaders act as change agents - they set the direction from the top
6. The stories about an organisation on how it handles the ‘firing policy for employees’ is an
example of level of culture - Values
7. Consensus is established by observing whether people other than the target person
behaved in- the same manner in the same situation

8. The process by which individuals try to control the impression others have of them- Impression
Management
9. Which of the following is not a Big 5 Trait? - Locus of Control
10. When an individual is able to perceive multiple characteristics of another person rather
than attend to just a few traits is a function of- cognitive complexity
11. Personal enactment by top managers in an organisation is an example of of culture-
Artifacts

12. Experience and satisfaction of secondary needs require presence of and interaction with others
13. While the modern, fast, high-tech modes of communication increase the freedom and
speed but they also have very different implications for the - interpersonal processes of
communication, problem solving and the bonding between members of the same group

14. Attitudes such as satisfaction commitment and citizenship behaviour can influence -
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Performance and organization’s effectiveness significantly

15. The transformational approach to leadership emphasizes- Human relation emphasis
16. Needs are important for optimal human development and integrity because prolonged
deprivation of important needs may lead to- negative results and serious problems
17. Non contingent rewards induce employees to develop- personalized relationship withpowerful people
within the organisation
18. Organisational Citizenship Behaviour (OCBs) are - Pro-social, voluntary, and discretionary
behaviours
19. When someone exercises the qualitative aspects of skill such as- effectiveness or
appropriateness, we judge that person as competent
20. Territory is often demarcated by the- hierarchy, system and formal authority
21. The conflict management style that is intermediate in both assertiveness and
cooperativeness is- Compromising
22. Presenting to share information can be crucial for - problem solving and collaboration
23. Personality is understood as a dynamic organisation within the individual of those
psychological systems that determine- His unique adjustment to his environment
24. The first meaning of personality refers to the way an individual is perceived by others-
personality from the observer’s perspective- public and verifiable
25. An empowering leader - Relinquish power
26. The process of transforming newcomers to effective members of the organisation by
making them organisation culture is- organisational socialisation
27. As per Hofstede’s research, Japanese Managers valued- group decisions
28. Autonomy as a part of the job design is measured by verifying if the employees feel -
Accountable and responsible

29. As per path goal theory if employees are inexperienced & working on ambiguous
unstructured task, the leadership style suited is- directive oriented style
30. The Indian Managers are willing to put- time and resources into thinking differently about
how to manage people
31. Mr. Sharma Called the company for resolution of his complaint, his call was transferred to
several different people/ departments- jurisdictional ambiguity / Communication barrier
32. An employee-oriented supervisor’s behaviour conveys his belief that- – The ‘human
relations’ are important aspect of the job
33. Organisations are also the social units deliberately constructed and reconstructed to seek-
Specific goals

34. As per leadership grid theory a scale of 1.9 points to - a country club manager style
35. A transactional focus on leadership suggested that leader and followers form a
relationshipof reciprocal influence
36. Attractive individuals are perceived to be warm social independent etc This is due to
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barrier to social perception - Stereotype

37. Consequential theory of ethics states - That the consequences are based on character of the
act
38. The expression “reality-distortion” was coined by employees of - Apple
39. Fiedler’s situational leadership model suggests that when the situation is highly favourable
and unfavourable, a leader should use - A high task-oriented style
40. When you are promoted in your job, your attribute your success to your hard work &
intelligence this is an example of attribution error of - Self-serving bias error
41. As per Path Goal Theory, if employees are skilled professionals’ task is difficult yet
achievable the leadership suited is – Achievement oriented style
42. Level 2 leader contributes individual capabilities - To the achievement of group objectives
43. One of the major challenges any CEO or senior level executive faces is- almost never-
finding and keeping efficient people
44. Attributions means when causal relationship is established between- an event and its
behaviour
45. Leader- member relationship is favourable to the extent to which- the employees accept
the leader
46. Delaying action on a conflict by buying time is referred as- Administrative Orbiting
47. Perception and personality of an employee play a very crucial role in shaping their - behaviour at
work
48. The early studies at Ohio State and Michigan universities brought in a shift focus from skills
and traits to leader’s behaviour classified as- consideration and “initiating structure”
49. Several theorists present motivation perception and learning as interacting forces shaping-
personality

50. The work/home conflict where the role as worker clashes with the role of spouse/parent is
an example of - Inter-role conflict
51. How many types of organisational culture are known as per Handy? (1933) - Four
52. The major contentions against the drive theory are that its assumptions take leader- mechanistic
view of humans
53. According to Maslow, the higher needs are different because they do not arise out of-
Deficiency and they are not cyclical
54. In management literature the term Organisation refers to both- process of management as
well as outcome of that process that is structure
55. Which of the following characteristic is not shown by managers who use power
successfully? - preference for principled dissent
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56. In an MBA class, Indian students were horrified (surprised) when American students
challenged the professor on a subject topic. This conflict occurs due to- differences in
culture
57. Leadership wisdom is associated with self-objectivity and self-reflection
58. The term dedication as a work attitude is defined as disposition of employees to voluntarily
engage in affectively – Unpleasant, non-rewarding organizationally relevant behaviours
59. A company organises a family annual day for its employees, it can be considered as- a rite
of integration
60. The leadership grid theory is propounded by - Robert Black & Jane Mouton
61. The social context of work plays an important role - Not only in satisfying the need for
connectedness and social effectiveness, but also in managing the thresholds for social
need.
62. The leadership trait theory focuses on - Leader personality characteristics
63. BATNA stands for- best alternative to a negotiated agreement
64. One of the most frequently quoted definition describes work motivation as a set of
energetic forces- both within and beyond and individual’s being.
65. There are three elements of perception. - The target, the object and the context of
perception
66. The three levels of organizational culture are - Artifacts, values, basic assumptions
67. The situational focus by Hersey and Blanchard highlighted that- In order to be effective, a
leader should adopt leadership style depending upon subordinate maturity
68. When a manager shouts at employee after a heated argument with a customer. It is an
example of what kind of defence mechanism – displacement
69. Interpersonally competent people comfortably and naturally use the skills necessary to get
component; - Performance, growth, solidarity among colleagues
70. When your friend achieved good grades in the exam, you attribute his success to coaching
that he received for the exam, this is an example of attribution error of - Fundamental
attribution error
71. The Western perspective of organisation would suggest that- membership is contractual
72. As per Fiedler if a leader describes his LPC in positive terms are – Relationship oriented
73. Motivation is understood as a goal directed behaviour aimed at achieving some goal
both achieving something desirable and avoiding somethingundesirable.
74. The Path Goal Theory suggested that- Management styles can be placed on the grid coordinates
along two axes of leader’s concern for task and people.

75. A high LPC score suggest that the leader has a- human relation orientation
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76. When the interview and experiential data about a candidate is insufficient or too
voluminous varied or contradictory managers use their own- Attribution and contacts
77. Fiedler’s theory states that leader’s effectiveness is based upon- the favourableness of
their situation
78. The Loyalty paradigm means that the employees – do actively manages their own career
from their own interest and they wait for the employer to tell them what to do.
79. The question is not about which one is a better source of motivation, we all experience- both
extrinsic and intrinsic

80. How people address each other in an organisation refers to the practice of - rituals
81. Based on previous knowledge perceivers also plug additional data so that the information
they have at hand for making- meaning become complete and unconnected becomes
connected
82. It is believed that the levels of our emotional, psychological and physical well-being go as
high as allowed by the levels of our- Interpersonal skills
83. Positive personal and work outcomes include- internal work motivation, general job
satisfaction, growth satisfaction and work effectiveness
84. A clan type culture is characterised by - The relationships structured by the hierarchy,
mutual interests and a share fate
85. The term skill in behavioural science is defined as - Intentionally repeatable, goal directed
behaviours and behaviour sequences.
86. Dissatisfied employees are more likely to engage in – late coming, absenteeism and
turnover.
87. The first double bind causing - Strong work motivation and commitment
88. Perceptual constancy is a perceiver’s tendency to view objects as- constant regardless of
the change in viewing condition
89. Secondary or learned needs are developed because of our interaction with others in our: Social
Group

90. An empathic leader can - Identify, retain, and develop talent of people
91. As per transactional leadership theory, the leader relies on - Rewards and punishment
92. As per Kotter, leadership process involves- setting a direction for the organisation
93. Leaders have the ability - to affect the behaviour of others in a particular direction.
94. Intrinsic motivation is considered superior, more enduring source of motivation that has
positive association with important organizational outcomes such as - creativity, risk taking
and work quality
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95. It is now established that these patterns of perception and judging the cause of an event is-
psychologically shaped
96. Planned organisational change is aimed at - Changing organization structure
97. Hull explained motivation in terms of drives which are created by- fulfilled needs, deficits
or satisfaction
98. As per trait theory, which of the following is not focus of trait theory - Situational
characteristics
99. As per Fiedler’s theory if a leader-member relations are good, the task is unstructured and
position power is weak, then it would lead to - High LPC
100. The least preferred co-worker or LPC scale requires a leader to describe the one person
with whom he or she- worked the least well with.
101. P-I motive relates with the need for- Pioneering- Innovating
102. Self-awareness involves - knowing one strength, weakness, drives values and impact on others
103. Attribution means when causal relationship is established between - Attribution means
104. Organisations are a continuing system of - differentiated and coordinated human activities
105. When system undergo transition, it creates- uncertainty and confusion
106. For more favorable attitudes at work, the organisations can provide the context for- Creating,
strengthening and sustaining employee effectiveness

107. Primary or unlearned needs are- biological and cyclical in nature

108. There are four components of commitment- affective, involvement, continuance,
normative
109. The achievement of super ordinated goals requires - cooperation by both the parties
110. Organisation socialization can be understood as an attempt to - Manage the newcomer’s
desire for an identity by defining the organization
111. Distinctiveness is established by observing whether - the same (target) person behaves the
same in different situations
112. The Trait theories highlighted that- the leader brings personal skills and traits to
everything he does
113. Organisations that are considering opening foreign offices should focus on - Understanding
cultural (customs) differences
114. Organisational commitment has been found to be a more direct measure of - Turnover
intentions than satisfaction
115. Interpersonally competent people comfortably and naturally use the skills necessary to get
competent - Performance, growth, solidarity among colleagues.
116. As per LMX theory of leadership the out-group employees- All of the above
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117. A social membership which limits or closes admission of the outside by rules, so far as its
order is enforced by the action--- Specific Individuals.
118. Managers focus on - to get things done, make people perform better
119. Assertive skills refer to acting or communicating in ways that are realistic and polite, aimed
at maintaining respect for self as well as others and not being either- aggressive or
submissive
120. Organisations are also the social units deliberately constructed and reconstructed to seek –
Specific Goals

121. Herzberg proposed that the job content element of challenge in the job- Job Satisfaction
122. To be effective culture tools, stories must be- Credible
123. Which of the following organisational conditions do not encourage political activity? -Autocratic
Decision making.
124. The context of perception is provided by - The type of occasion, timing and the customs.
125. People with low EI are more likely to be cause of conflicts- Inadequate Information
126. Motivated behaviour is understood to follow patterns created by- repetitive choice of
goals as well as the sets of behaviour for achieving those goals
127. As per Hofstede, the difference in work related attitudes is strongly due to- Culture
128. Hersey and Blanchard define employee readiness/ maturity is defined as the extent to
which a follower has- the ability and willingness to accomplish a given function
129. The employees are highly satisfied with their jobs are more likely- to stay with the
organisation, are less absent, are more likely to engage in organisational citizenship
behaviour
130. Personality refers to a wide range of- individual attributes
131. The distinguishing personal characteristics of a leader are known as- Traits
132. If the power network is high versus middle versus low, then it results into - Role conflict
133. The second meaning of personality refers to the - Structures, dynamics, processes, and
propensities
134. The word trait or predisposition indicates unique - Individual attributes
135. One possible group process loss is attenuation blocking – members who are prevented from
contributing comments as they occur, forget or suppress them later in the meeting because
they seem- Less original, relevant or important
136. Employees and groups can achieve higher levels of productivity, quality & team
member satisfaction through- – Delegation of more task related decisions to the team
137. The basic skills practiced by interpersonally competent people include:
Listening, questioning, and presenting facilitating others, asserting self, negotiating
and group working
138. In a task culture, influence is strongly based on power - expert
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139. The discounting principle in social perception is a characteristic of the- perceiver

140. Leaders who have socialized power orientation- empower their subordinates, share
information and delegate authority
141. Power is known as a – capacity to influence another person or group to accept one’s ideas
142. Decision making by groups in the high uncertainty work environments enables- faster
or more effective decision
143. Personality refers to a unique combination- behaviour and determines individual styles
144. Team leadership marks - All of the above (A break from a command-and-control
perspective of management, Movement toward facilitative, collaborative leadership,
Ensuring empowerment and continuous improvement)
145. In the USA, employees may view participative management positively, while in the
Germany employees may see it as managerial incompetence. Employees in India might
wonder – Why the boss is involving the employee in decision making
146. A culture with a consensus on the values that drive the company and with an
intensity is - A strong culture
147. Leaders have the ability – accepts people as they are with their own skills
and limitations.
148. As per Fiedler’s contingency theory low LPC leaders are most effective in – situation
of task driven
149. In order to make meaningful conclusions, we tend to divide composite data into –
concrete data and its analysis.
150. Leader-member relationship is favourable to the extent to which – The employees
accept the leader
151. One important change on the employee’s side of the attitudes at work is that - loyalty is
becoming more relevant than commitment
152. Which of the following is not a dimension of political skills? - interpersonal influence
153. Organisation is also viewed as a system of - Consciously coordinated activities, of two or
more persons
154. In management literature generally the term “Interpersonal” refers to relationship and
interactions with; - Bosses, leaders, subordinates, peers, suppliers and customers
155. The acronym ERG stands for - Existence, Relatedness and Growth
156. A transnational organization is one where: - the global viewpoint supersedes national
issues
157. When the powerful people reinforce it by performing personal status and
adoption personalized leadership style, job involvement and organizational commitment
weaken, leading to poor: - Work commitment
158. Persistence helps us distinguish motivation from similar concepts such as –
Job Satisfaction
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159. The companies are often trapped in transition between these two paradigms because -
while they ask their people to be committed to work at the very top of organisations,
executives still talk about loyalty
160. Task structure as a situational variable could be measured as high if: Formal authority the
leader due to his or her position in the organization is high
161. As per Hersey and Blanchard, the leader’s task behaviour reflects: The extent to which the
leader engages in specifying subordinate duties and responsibilities.
162. An instrument/tool used to measure Carl Jung’s theory or individual differences – MBTI
163. Territory is often demarcated by the - hierarchy, system and formal authority
164. Work dedication derives from the concept of duty doing those tasks about which one has
– positive beliefs but negative affect
165. Attitude of an individual reflects and individual’s persistent tendency to think, feel and
behave towards an object in a particular involving; - Favour or disfavour
166. The enduring nature and consistency of personality characteristics lead to. - Predictable
patterns of behaviour in similar ways across situations and settings

167. is deeply connected to organisation culture. Sociology

168. Case Study
Unfreezing
Perception
All of the above
Workers possess Theory X personality.
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1. Which of the following statements is most correct? Persons with an internal locus of control make more ethical
decisions than others.
2. When an employee remains with a firm because he or she faces significant exit barriers, this can be characterized as
Continuance Commitment
3. Which of the following would not be considered a weakness of expectancy theory? The values for each construct
have been relatively stable over time.
4. Susan was reflecting on Jim's behavior in her recent meeting with Jim regarding his performance review. Normally
Jim is outgoing, sure of himself, and Susan would consider him high on indicators of CSE. Jim however, was rather
subdued and quiet during the review. Jim's behavior could best be explained as a result of Jim is a high self-monitor
5. The JDI measures: Job Satisfaction
6. People may engage in immoral acts or even violent behavior as committed members of their group when: There is a
loss of individuality
7. Which of the following is considered a key benefit of diversity? Flexibility and adaptation
8. An ethical theory that emphasizes the nature and characteristics of an act is: rule-based
9. Research focusing on the variety of roles within a society or culture highlights which disciplines contribution to
organizational behavior? Sociology
10. The first discipline to take the modern corporation as the unit of analysis and emphasize the design, implementation,
and coordination of various administrative and organization systems was: Management
11. According to the MBTI a successful top executive is likely to be a/an: extrovert, sensor, thinker and judger
12. Values reflected in the way individuals actually behave are called: enacted values
13. Individuals who make external attributions will be more likely to: develop feelings of incompetence which may lead
to depression
14. The belief that performance is connected to rewards is known as: Instrumentality
15. Equity theory is a/an: Process approach to motivation
16. When you encounter a warm and personable car salesperson and don't assume that this behavior reflects the
salesperson's personality, you are using which principle in social perception? Discounting principle
17. At what stage of group development is the leader's role primarily one of recognition of the group's achievements?
Performing
18. According to Edgar Schein, the essence of culture is: Assumptions
19. The primacy effect is also known as: First-impression error
20. Which of the following personality types would most likely display the most consistent behavior "across
situations"? Low self-monitor
21. Reinvention is the term for creatively applying new technology.
22. The dynamic process through which the emotions are transferred from one person to another is called emotional
contagion
23. Corporations and business enterprises tend to subscribe to: consequential ethics
24. Which of the following conditions would LEAST encourage political activity? Abundant resources
25. When employees view managers as being overpaid, workers may: reduce their commitment
26. The establishment of new attitudes, values, and behaviors as the new status quo is consistent with what stage in
Lewin's change model? Refreezing
27. As a manager that understands the implications of self-esteem on work behavior, you should: give them appropriate
challenges and opportunities for success
28. Some experts believe that only indivichuals within a team can be creative, but a professor at Northwestern
University suggests that team creativity can be achieved. Which of the following practices would NOT enhance team
creativity? Conformity
29. Assume you are a senior accounting major. A friend who is taking a Principles of Accounting course seeks you out for
tutorial assistance. This is an example of Expert power
30. Instrumental values includes All of these
31. The two sets of social benefits available to team or group members includes: psychological intimacy and integrated
involvement
32. Denise and Teresa are two students in a course on organizational behavior. Denise outperforms Teresa on the first
exam in OB, and Teresa convinces herself that Denise is not really a good person to compare herself to because
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Denise is a psychology major and Teresa is majoring in accounting. Which of the following is the best explanation for
Teresa's reaction? Teresa's high self -esteem is protecting her from this unfavourable comparison.
33. An effective team exhibits: Shared Leadership
34. According to the Jungian approach to personality, the basic preference that reflects what we pay attention to or how
we prefer to gather information is: sensing/intuiting
35. The fit perspective is useful in explaining: short-term performance
36. The belief that performance is connected to rewards is known as: instrumentality
37. Modern management practices such as employee management recognition programs, flexible benefit packages, and
stock ownership plans emphasize: external incentives
38. A "wild turkey in the top management team is: a devil's advocate who challenges the thinking of the CEO and
other top executives
39. A problem with the behavioral measure for personality would be the observer's ability to stay focused
40. The study of individual behavior and group dynamics in organizational settings describes the content of study in:
organizational behavior
41. If you use calculated involvements as a basis for understanding a person's relationship with a work organization,
which of the following would be the best framework? Social exchange
42. Individuals who make external attributions will be more likely to: develop feelings of incompetence which may lead
to depression
43. In research on styles of conflict management, the Avoiding style was least effective.
44. Job satisfaction and employee performance are likely to be positively related when: rewards are valued by
employees and are tied directly to performance
45. According to the strategic contingency perspective, which one of the following factors is NOT a primary factor used
to explain differences in power between departments? Amount of formal authority given departments
46. Attributional biases implies that managers must: know as much as possible about individual differences and
determine the cause of behavior and perceived source of responsibility
47. The importance and value placed on a reward in expectancy theory is known as: Valence
48. Increasing workforce diversity is likely to reduce stereotyping as a barrier to social perception.
49. A technique that is valuable in its ability to generate a number of independent judgements without the requirement
of a face-to-face meeting is: the Delphi technique
50. The theories of leadership concerned with identifying the specific leader behaviors that are most effective in specific
leadership situations would be: Contingency theories
51. As a supervisor of a group of employees, all of whom have an internal locus of control, you should allow them
considerable leeway in determining how to perform their work.
52. Authentic leaders are characterized by all of the following EXCEPT: benevolence
53. Escape from conflict by daydreaming is known as: Fantasy
54. A defense mechanism in which an individual continues dysfunctional behavior that will clearly not solve a conflict is
known as: Fixation
55. An example of an internal force for change is: an increased grievance rate
56. Attribution theory helps to explain causes of behavior in organizations.
57. Self-managed teams are sometimes called autonomous work groups
58. A deterioration of mental efficiency, reality testing, and moral judgement resulting from in-group pressures defines
groupthink
59. A key understanding to the relationship between hygiene and motivation factors is: they are independent
60. In the case of repeated failure under expectancy theory, an employee may, reduce effort
61. Emotional Intelligence (ET) relates to the ability to manage conceptual skills
62. The development of group cohesiveness is negatively influenced by: Internal competition
63. A method for countering social loafing includes: Formal evaluation of member contributions
64. When two departments are in conflict but are also facing a common threat, the Collaborating style of conflict
management is most appropriate.
65. If a manager asks an employee to purchase a gift for his wife, the employee would think this request. Falls outside
his zone of indifference
66. The close linkage of valence to performance under expectancy theory is crucial for enhancing motivation
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67. The basic idea behind leader-member exchange theory is: leaders form two groups of followers (in-groups and out-
groups)
68. A manager who is considered Machiavellian would rely on what type of power? Personal
69. Under equity theory, people are motivated when they are in equilibrium with perceptions of inputs and outcomes
70. The motivation theory that holds that employee motivation is determined by the belief that a valued outcome will
result from effort is called expectancy theory
71. An example of a rite of enhancement is a/an: employee of the month award
72. Upper echelon theory argues that: characteristics of the top management team can predict organizational
characteristics
73. The webike strutures that contract some or all of their operating functions to other organisations and then
coordinate their activities through managers and other employees at their headquarters are called Networked
Organisation
74. Persons who have a strong desire to control others are high in: need for power
75. Projection occurs most often when you: surround yourself with others similar to you
76. All of the following would be consistent with new ideas in motivation except individuals need to be activated by
unmet needs
77. Which trait is associated with less absenteeism at work? Positive Effect
78. Organisational behaviour is A science as well as an art
79. Communication begins with Idea origination
80. A study of the culture and practises in different societies is called Anthropology
81. Forces affecting organisational behaviour are _ All of the Above
82. Forces affecting organisational behaviour are _ Technology
83. In present context, challenges for Organizational Behaviour are All of the above
84. Meso organisation behaviour is related with group behaviour
85. Organizational behaviour focuses at 3 Levels – Individual, group, organization
86. ___ is recognised as father of “Human relations” Elton Mayo
87. Some of OB’s challenges and opportunities include all of the following except reinforcing the importance of
traditional methods of management
88. Edward Tolman is related to Cognitive approach
89. Hawthorne Studies is related to which stage of the organisational behaviour evolution? Human relations
movement
90. Which of the following represents the correct sequencing of historical developments of Organisational Behaviour?
Industrial revolution —> Scientific management –> Human relations movement –> OB
91. The field of organizational behaviour examines such questions as the nature of leadership, effective team
development, and_ Interpersonal conflict resolution; motivation of individuals
92. Organisational Behaviour is a field of study backed by a body associated with growing concern for people at the
workplace All of the above
93. Which of the following is not correct for the organisational behaviour? Organisational behaviour is a disciplinary
approach
94. Which one of the following is the definition given by Fred Luthans Organisational behaviour is to understand,
predicting and controlling human behaviour at work
95. Contribution/s of human relations movement is/are All of these
96. Nowadays a lot of stress is being put on the __________ of the employee in the organization Behaviour
97. The term ‘psychology’ is derived from the word ‘psyche’, which means ‘soul’ or ‘spirit’_______ Greek
98. The field of organisational behaviour is primarily concerned with A & C
99. The____________ is based on the environment. Though____________ like thinking, expectations and perception
do exist, and they are not needed to manage or predict behaviour. Behaviouristic approach, Cognitive processes

1. Organisational Behaviour is the study of _____________ in the organization Human Behaviour

2. The Hawthorne experiment was conducted by Elton Mayo
3. OB Helps to understand behaviour of human in ___________. work place only
4. OB does Not contributed to improve interpersonal relations
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5. Due to emphasis on productivity & efficiency, employee are not allowed to work with harmony with one another is
a limitation of organizational behaviour
6. Common uniform, canteen, office does not mean common treatment is a limitation of organizational behaviour
7. Which of the following is not a contributing discipline of OB PSYCHOLOGY
8. is a Study of Group Behaviour SOCIOLOGY
9. is a Study of man, his work and Culture Anthropology
10. focuses on the influence of people on one another Social psychology