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business
principles of organizational behavior

Questions and Answers of Principles Of Organizational Behavior

Which do you like best?a. catsb. dogs LO.1
What do you like best?a. creating storiesb. analyzing stories LO.1
Do you think better:a. sitting up straightb. lying down LO.1
If you could be either, which would you prefer to be?a. a music composerb. a music critic LO.1
Could you be hypnotized?a. yes, quite easilyb. no, I don't think so.LO.1
Which would you prefer to do?a. ballet dancingb. interpretative impromptu dancing LO.1
Which are you best at?a. recalling names and datesb. recalling where things were in a room or picture LO.1
When it comes to getting instructions, which do you prefer?a. verbal instructionsb. demonstration LO.1
When getting verbal instructions, how do you generally feel?a. restlessb. attentive LO.1
In what way can an individual's biographical and physical characteristics determine his or her influence on the group? What influence will intelligence and abilities have? What about personality
Of what value is FIRO in the study of group behavior? Explain.LO.1
What are the most common types of small-group networks? Describe each.LO.1
Compare and contrast the five networks described in this chapter along the following lines: degree of centralization, number of possible communication channels, average group satisfaction, range in
What kinds of decisions or situations can a group handle better than an individual?When is an individual superior to a group? Explain.LO.1
Are groups greater risk takers than individuals?Explain, incorporating into your answer the concept of the risky shift.LO.1
How does groupthink work? What negative effects does it have? How can groupthink be dealt with effectively?Explain.LO.1
How does an interacting group function?A delphi group? A nominal group? In what kinds of situations would you expect each to be superior to the others?LO.1
What are some of the most commonly used tactics in organizational politics? Do these tactics vary with hierarchical level?LO.1
How do the personal characteristics of organizational actors differ? (Use Table 7- 4 in your answer.)LO.1
How can uncertainty of the task affect intergroup performance? What about goal incompatibility? Time orientation?LO.1
In what way can interdependence of tasks affect intergroup performance? Include in your answer the three types of interdependence: pooled, sequential, and reciprocal.LO.1
In what way can rules and procedures help the manager achieve desired inter- group performance? What about plan- ning? Liaison?LO.1
One way in which a group can gain pow- er over other groups is by absorbing some of the uncertainty that faces the lat- ter. Explain this statement.LO.1
How does substitutability reduce one group's power over another?LO.1
Some of the cooperative strategies for power acquisition are contracting, co- opting, and coalescing. How does each of these strategies work?LO.1
Why did Barry change his mind about the building program? Why did the board change its mind?LO.1
Do groups always make riskier decisions than individuals? Explain.LO.1
What is the lesson we can learn from this case about the risky-shift phenomenon?LO.1
Upon which of the three determinants of intergroup power is the computer department relying in achieving its influence?LO.1
How is the current situation deleterious to intergroup performance?LO.1
If you were president of the organization, how would you resolve the problem? Explain.LO.1
What is meant by the term leadership?LO1.
Are there any traits that appear to be related to successful organizational leadership?Explain.LO1.
Why are most behavioral scientists now less interested in trait theory?LO1.
How does a continuum approach help explain leader behavior?LO1.
In what way did the Ohio State studies help us better understand leader behavior?LO1.
How did the Michigan studies complement the Ohio State studies?LO1.
What are the three main situational dimensions in Fiedler's leadership theory?Explain each.LO1.
When does Fiedler believe a task-oriented leader is superior to a relationship-oriented leader? When is a relationship-oriented leader superior to a task-oriented leader? Explain.LO1.
What are the major criticisms of Fiedler's theory? Explain them.LO1.
In your own words, what is the pathgoal theory of leadership?LO1.
According to the path-goal theory, what relationship exists between leader directiveness, job satisfaction, and the degree of job structure?LO1.
What is meant by the statement, an integrative model of leadership has three major parts: (1) the leader, (2) the followers, and (3) the situation?LO1.
In terms of a behavioral leadership model, is Al a work-centered or an employee-centered leader?Explain.LO1.
Using Figure 8-6 in your book, what predictions can you make about Al's effectiveness and Paula's job satisfaction over the next six months?LO1.
What would you recommend Paula do about the situation? Explain.LO1.
What are the benefits of bringing in a no-nonsense manager? What are the drawbacks?LO1.
Drawing on Fiedler's contingency theory of leader effectiveness, what type of leader would be most effective? Explain.LO1.
Drawing together the ideas contained in Figure 8-7 of this chapter, describe the type of leader the hospital needs.LO1.
I delegate decisions to others. True/False
I tell subordinates what is expected of them. True/False
The decisions I make reflect prior consultations with my subordinates. True/False
I do personal favors for those who work with me. True/False
I do not make final decisions unless subordinates are in general agreement with them. True/False
I alone make the final decisions, but I obtain subordinates'opinions beforehand. True/False
I change my behavior to fit the occasion. True/False
I and my subordinates together analyze problems to reach decisions. True/False
I set deadlines for the completion of work by my subordinates. True/False
I "sell" my decisions by persuasion. True/False
I get subordinates' ideas concerning tentative decisions before making them final. True/False
I exhibit confidence and trust in my subordinates. True/False
I specify definite standards of performance expected from my subordinates. True/False
I let subordinates have as much responsibility for final decisions as I do. True/False
I use rewards and promises of rewards (raises, promotions, praise, and so on) to influence subordinates. True/False
I rule firmly. True/False
My subordinates have as much of a voice in decisions as I do. True/False
I encourage those who work for me to compete with each other. True/False
I give suggestions, but leave members free to follow their own courses. True/False
I maintain the use of uniform ways of doing things. True/False
Before I make a decision, I seek individual subordinates'opinions. True/False
I time the release of information when it will do the most good for me. True/False
Before I make up my mind, I explain the problem to my subordinates to get their opinions. True/False
I schedule what work my subordinates will do. True/False
I make political alliances with superiors and subordinates. True/False
I permit subordinates to make their own decisions. True/False
I allow subordinates to participate as my equals in decisionmaking. True/False
I tell subordinates to follow standard rules and regulations. True/False
I maintain social distance: remain aloof, detached, and uninvolved with subordinates. True/False
My subordinates have as much influence over the final decision as I do. True/False
I consult with my subordinates before making final decisions. True/False
Decisions are made by the group, not by me alone. True/False
I do not act on important matters before first hearing subordinates' ideas. True/False
I reassign tasks to balance the work load. True/False
I am willing to bend the rules in order to get the job done. True/False
I see to it that subordinates are working to capacity. True/False
Decisions that affect the work group are made in joint decision-making conferences between me and my subordinates. True/False
I talk things over with subordinates and then decide what action to take. True/False
What are the basic characteristics of an ideal bureaucracy? Are any of these contained in modern organizational structures?LO.1
How has universal design theory contributed to modern organizational design?LO.1
In the area of job definitions, what are the basic problems that confront most organizations? Discuss them.LO.1
How does a functional departmentalization structure differ from a product departmentalization arrangement?LO.1
How does matrix departmentalization work? Put it in your own words.LO.1
In what way can the span of control affect a manager's relationship with his or her subordinates?LO.1
How can one go about determining whether or not an organization is decentralized?LO.1
What are some of the key factors that help determine the right amount of decentralization? Does decentralization have any effect on organizational behavior?Explain.LO.1
How does organization size affect organizational design?LO.1
In what way do employee characteristics help determine the formality-informality of an organizational structure? Explain.LO.1
What are some of the key general environmental forces affecting organizational design? What are some of the key task environmental forces affecting organizational design? Describe each group.LO.1
How does dependence on external forces affect organizational design? Explain.LO.1
What are some of the generally accepted propositions related to organizational design and the organization's dependence on external forces? Identify and discuss five.LO.1

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