1.All organizational successes and failures result directly from a. stakeholder management. b. comprehensive selection and placement. c. supplier relationships. d. the behaviors of many people.
1.All organizational successes and failures result directly from
a.
stakeholder management.
b.
comprehensive selection and placement.
c.
supplier relationships.
d.
the behaviors of many people.
e.
the dynamics of the reward system of the organization.
2.Organizational behavior (OB) typically includes the study of which of the following basic components?
a.
Financial reporting
b.
Research and development
c.
Human behavior in organizations
d.
The task environment
e.
Customer retention
3.__________ is the process of motivating employees of an organization to work together toward the organization's goals.
4. Organizational behavior is a designated business function just like marketing and accounting.
a.
True
b.
False
5.Leading is the process of setting deadlines and making plans to achieve goals.
a.
True
b.
False
6.. Differences in age, gender, ethnicity, and physical ability are all considered to be components of diversity.
a.
True
b.
False
7. Globalization is one of the most significant sources of change for organizations today.
a.
True
b.
False
8.Which of the following is a component of surface-level diversity?
a.
Ethnicity
b.
Pay differences
c.
Knowledge
d.
Work experience
e.
Personality
9.Which of the following is a component of deep-level diversity?
a.
Physical abilities
b.
Goals
c.
Age
d.
Gender
e.
Ethnicity
10. Which of the following is NOT a benefit of valuing diversity?
a.
Access to more perspectives on a problem
b.
Fresh perspectives
c.
Less interpersonal conflict
d.
Greater homogeneity
e.
Richer ideas
11.__________ workers are hired because of what they know.
a.
Contingent
b.
Tiered
c.
Knowledge
d.
Offshore
e.
Outsourced
12. What are the 5 generations working in today's workforce?
13.The most basic needs in Maslow's hierarchy are security needs.
a.
True
b.
False
14.Based on Maslow's hierarchy, __________needs are the most basic requirements that people possess.
a.
growth
b.
security
c.
physiological
d.
self-actualization
e.
esteem
15. Psychologist David McClellend was responsible for what 3 motivational needs?
16.High-need achievers tend not to make good top managers because
a.
top managers are required to have too much formal education.
b.
high-need achievers tend to make decisions that are too risky.
c.
top managers seldom receive immediate feedback.
d.
high-need achievers delegate too many responsibilities.
e.
top managers have too high a need for affiliation.
17.People with a strong need for affiliation most often work in jobs with
a.
high technical skill demands.
b.
many opportunities to control one's environment.
c.
a high degree of immediate feedback.
d.
a lot of interpersonal contact.
e.
little opportunity to accomplish tasks more effectively than in the past.
18.People with a high need for power can be successful managers if they
a.
curb their desires when they might interfere with organizational relationships.
b.
lessen alienation with other employees.
c.
have a high need for affiliation.
d.
seek power to increase their standing in the organization.
e.
strive to get along with others.
19.Money the most important motivator
a.True
b.False
22. A person is usually both a manager and a leader.
a.
True
b.
False
21. Current study of leadership focuses almost exclusively on the traits, or personal characteristics, of leaders.
a.
True
b.
False
.
22. Early studies of leadership focused on the
traits, or personal characteristics, of leaders. Later research shifted to examine actual
a.
member behavior.
b.
focus behavior.
c.
leader behavior.
d.
charismatic behavior.
e.
follower behavior.
23. One conclusion of the Ohio State studies was that a leader who focuses on subordinates' feelings and ideas is exhibiting
a.
task-oriented leader behavior.
b.
consideration behavior.
c.
initiating-structure behavior.
d.
employee-centered leader behavior.
e.
job-centered leader behavior.
24.Which of the following is more closely associated with leadership than with management?
a.
Conducting performance reviews
b.
Setting budgets
c.
Approving payroll
d.
Organizing departments
e.
Building trust
25.Which of the following is more closely associated with management than with leadership?
a.
Building culture
b.
Acquiring resources
c.
Motivating
d.
Coaching
e.
Presenting a vision
26.Power and influence are essentially interchangeable terms.
a.
True
b.
False
27.Reward power is limited to material rewards such as pay or work assignments.
a.
True
b.
False
28.____ power is granted by virtue of one's position in the organization.
a.
Legitimate
b.
Reward
c.
Coercive
d.
Expert
e.
Referent
29.Examples of reward power include all of the following EXCEPT
a.
pay.
b.
work assignments.
c.
promotion.
d.
praise.
e.
tenure.
30.____ power exists when a person has the ability to punish or harm someone else.
a.
Legitimate
b.
Reward
c.
Coercive
d.
Expert
e.
Referent
31.Which of the following is NOT a way that managers can enhance expert power?
a.
Staying current in their field
b.
Acting confident
c.
Telling the truth
d.
Keeping experience and accomplishments private
e.
Engaging in formal training and on-the-job learning
32.__________ power is the least desirable form of power to exercise.
a.
Referent
b.
Expert
c.
Coercive
d.
Legitimate
e.
Reward
33.Organizational behavior is comprised of which 4 fields of science?
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