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essentials organizational behavior

Questions and Answers of Essentials Organizational Behavior

Employees inherently dislike work and, whenever possible, will attempt to avoid it.? LO.1
Since employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve desired goals? LO.1
Employees will avoid responsibilities and seek formal direction whenever possible? LO.1
Most workers place security above all other factors associated with work and will dis- play little ambition? LO.1
Employees can view work as being as natural as rest or play? LO.1
People will exercise self-direction and self-control if they are committed to the objectives? LO.1
The average person can learn to accept, even seek, responsibility? LO.1
The ability to make innovative decisions is widely dispersed throughout the popula- tion and is not necessarily the sole province of those in management positions? LO.1
No overall measure of satisfaction was utilized. A person may dislike part of his or her job yet still find the job acceptable? LO.1
The theory is inconsistent with previous research. The two-factor theory ignores sit- uational variables? LO.1
Herzberg assumed a relationship between satisfaction and productivity, but his research methodology looked only at satisfaction, not at productivity. To make such research relevant, one must assume a
The need for achievement (nAch)-The drive to excel, to achieve in relation to a set of standards, to strive to succeed? LO.1
The need for power (nPow)-The need to make others behave in a way they would not have behaved otherwise? LO.1
The need for affiliation (nAff)-The desire for friendly and close interpersonal relationships? LO.1
Given payment by time, overrewarded employees will produce more than equitably paid employees. Hourly and salaried employees will generate a high quantity or quality of production in order to
Given payment by quantity of production, overrewarded employees will produce fewer but higher-quality units than equitably paid employees. Individuals paid on a piece-rate basis will increase their
Given payment by time, underrewarded employees will produce less or a poorer quality of out- put. Effort will be decreased, and the result will be lower productivity or poorer qual- ity of output
Given payment by quantity of production, underrewarded employees will produce a large number of low-quality units in comparison with equitably paid employees. Employees on piece-rate pay plans can
Attractiveness-The importance the individual places on the potential outcome or reward that can be achieved on the job. This variable considers the unsatisfied needs of the individual? LO.1
Performance/reward linkage-The degree to which the individual believes that per forming at a particular level will lead to the attainment of a desired outcome? LO.1
Effort/performance linkage-The probability perceived by the individual that exerting a given amount of effort will lead to performance? LO.1
Identify the four ingredients common to MBO programs? LO.1
Outline the five-step problem-solving model in OB Mod? LO.1
Explain why managers might want to use employee involvement programs? LO.1
Contrast participative management with employee involvement? LO.1
Explain how ESOPs can increase employee motivation? LO.1
Describe the link between skill-based pay plans and motivation theories? LO.1
Explain the six-step rational decision-making model and its assumptions? LO.1
Identify the key components in the three-component model of creativity? LO.1
Describe actions of the boundedly rational decision maker? LO.1
Define heuristics and explain how they bias decisions? LO.1
Explain escalation of commitment? LO.1
Identify four decision-making styles? LO.1
Explain the implications of stages of moral development to decision making? LO.1
Problem clarity. The problem is clear and unambiguous. The decision maker is assumed to have complete information regarding the decision situation? LO.1
Known options. It is assumed that the decision maker can identify all the relevant cri- teria and can list all the viable alternatives. Further, the decision maker is aware of all the possible
Clear preferences. Rationality assumes that the criteria and alternatives can be ranked and weighted to reflect their importance? LO.1
Constant preferences. It's assumed that the specific decision criteria are constant and that the weights assigned to them are stable over time? LO.1
No time or cort constraints. The rational decision maker can obtain full information about criteria and alternatives because it's assumed that there are no time or cost con- straints? LO.1
Maximum payoff. The rational decision maker will choose the alternative that yields the highest perceived value? LO.1
Differentiate between formal and informal groups? LO.1
Explain why people join groups? LO.1
Describe how role requirements change in different situations? LO.1
Explain the importance of the Hawthorne studies? LO.1
Describe the importance of the Asch studies? LO.1
Identify the implications of social loafing? LO.1
Outline the benefits and disadvantages of cohesive groups? LO.1
Explain the effect of diversity on group performance? LO.1
Contrast groupthink and groupshift? LO.1
Members meet as a group, but, before any discussion takes place, each member inde- pendently writes down his or her ideas about the problem? LO.1
This silent period is followed by each member's presenting one idea to the group. Each member takes his or her turn, going around the table, presenting a single idea until all ideas have been
The group then discusses the ideas for clarity and evaluates them? LO.1
Each group member silently and independently ranks the ideas. The final decision is determined by the idea with the highest aggregate ranking? LO.1
Explain the growing popularity of teams in organizations? LO.1
Contrast teams with groups? LO.1
Identify four types of teams? LO.1
Describe the role of work design in making effective teams? LO.1
Explain composition variables that determine team effectiveness? LO.1
Identify resources and other contextual influences that make teams effective? LO.1
Describe process variables that affect team performance? LO.1
Explain how organizations can create team players? LO.1
Define communication and list its four functions? LO.1
Describe the communication process? LO.1
Contrast the three common types of small-group networks? LO.1
Identify factors affecting the use of the grapevine? LO.1
Describe common barriers to effective communication? LO.1
List four rules for improving cross-cultural communication? LO.1
Outline behaviors associated with providing effective feedback? LO.1
Identify the behaviors related to effective active listening ent from you? LO.1
Assume differences until similarity is proved. Most of us assume that others are more similar to us than they actually are. But people from different countries often are very different from us. Se
Emphasize description rather than interpretation or evaluation. Interpreting or evaluating what someone has said or done, in contrast to description, is based more on the observer's culture and
Practice empathy. Before sending a message, put yourself in the receiver's shoes. What are his or her values, experiences, and frames of reference? What do you know about his or her education,
Treat your interpretation as a working hypothesis. Once you've developed an explanation for a new situation or think you empathize with someone from a foreign culture, treat your interpretation as a
Focus on specific behaviors. Feedback should be specific rather than general. For example, instead of saying, "You have a bad attitude." a manager might say, "Bob, I'm concerned with your attitude
Keep feedback impersonal. Feedback should be job related. Never criticize someone personally because of an inappropriate action. Telling people they're "stupid," "incompetent," or the like is almost
Keep feedback goal oriented. If a manager has to say something negative, he or she should make sure it's directed toward the recipient's goals. A manager should ask whom the feedback is sup- posed to
Make feedback tell timed. Feedback is most meaningful to a recipient when there is a very short interval between his or her behavior and the receipt of feedback about that behavior. so the recipient
Ensure understanding. Is the feedback concise and complete enough? LO.1
Direct negative feedback toward behavior that is controllable by the recipiem. There's little value in reminding a person of a shortcoming over which he or she has no control. Negative feedback,
Make eye contact. We listen with our cars, but people judge whether we're listening by looking at our eyes. Making eye contact with the speaker focuses one's attention, reduces the potential for
Exhibit affirmative head neds and appropriate facial expressions. The effective listener shows inter- est in what is being said through nonverbal signals. Affirmative head nods and appropriate facial
Avoid distracting actions or gestures. The other side of showing interest is avoiding actions that suggest that the manager's mind is somewhere else. Actions such as looking at one's watch, shuffling
Ask testions. The critical listener analyzes what he or she hears and asks questions. Questioning provides clarification, ensures understanding, and assures the speaker one is listening. or "Do? LO.1
Paraphrase. The effective listener uses phrases such as "What I hear yon saying is.. you mean?" Paraphrasing acts as an excellent control device to check on whether one is lis tening carefully. It is
Avoid interrupting the speaker Let the speaker complete his or her thought hefore responding. Don't try to guess where the speaker's thoughts are going.
Don't overtalk. Most of us would rather voice our own ideas than listen to what someone else says. Too many of us listen only because it's the price we have to pay to ger people to let us talk.
Summarize the conclusions of trait theories? LO.1
Identify the limitations of behavioral theories? LO.1
Describe Fiedler's contingency model? LO.1
Summarize the path-goal theory? LO.1
List the contingency variables in the leader-participation model? LO.1
Explain gender differences in leadership styles? LO.1
Differentiate transformational from transactional leadership? LO.1
Identify the skills that visionary leaders exhibit? LO.1
Describe the four specific roles of effective team leaders? LO.1
Summarize how leaders can build trust? LO.1
Leader-member relations. The degree of confidence, trust, and respect subor- dinates have in their leader? LO.1
Task structure: The degree to which the job assignments of subordinates are structured or unstructured? LO.1
Position power: The degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases? LO.1
Importance of the decision? LO.1

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