Hi will you be able to help me with Organizational Behavior questions, I have 50 of them?

Organizational Behavior Question 1 Keith Parks is responsible for testing all products for safety before they are shipped to customers. Keith is highly motivated to do a good job because he believes ensuring product safety is important to the company's customers, the company, and all of his fellow employees. The job characteristics model would rate Keith's job as having: high feedback. high task variety. high autonomy. high task significance. Question 2 In considering the effects of the five core dimensions of the Job Characteristics model on an employee's level of intrinsic work motivation, it is important to realize that this type of motivation derives from: the objective characteristics of the core dimensions. the employee's perceptions of the core dimensions. the managers' assessment of the core dimensions. the employee's attitude toward his or her previous job. Question 3 A significant problem with the scientific management approach to job design is that it: does not produce measurable improvements in productivity. ignores extrinsic motivation. ignores intrinsic motivation. gives employees too much control over the job. Question 4 Job enlargement is a form of job design that: increases the number of tasks performed by an employee that are similar in type and complexity in an effort to increase intrinsic motivation. increases the number of tasks performed by an employee on a job in an effort to increase extrinsic motivation. designs jobs to provide for more employee pay in an effort to increase extrinsic motivation. designs jobs in accordance with Herzberg's motivation-hygiene theory in order to increase extrinsic motivation. Question 5 The extent to which a job involves performing a whole piece of work from beginning to end is referred to in the Job Characteristics model as: task variety. task significance. skill identity. task identity. Question 6 Social information processing theory suggests that new employees should be trained: with other groups of new employees to develop a cohesive group. by employees who have experienced both the positives and negatives of how the company operates and rewards employees. by work groups whose members are satisfied and who like their jobs. by communicating many stories to them about senior employees' past experiences. Question 7 The Job Characteristics model's primary focus is identifying which job characteristics: contribute to extrinsically motivating work. contribute to intrinsically motivating work. affect how employees interpret their own past work behaviors. reduce co-worker influence on an employee's perception of how interesting his or her job is. Question 8 Goalsetting theory proposes that specific and challenging goals lead to: higher extrinsic motivation. higher absenteeism and turnover. higher stress and conflict on the job. higher motivation and performance than do easy or vague goals. Question 9 The Job Characteristics model assumes employees will have increased job satisfaction when the critical psychological states are: at a steady and consistent level. decreasing. high. moderately high. Question 10 The three individual difference factors identified by the Job Characteristics model include: growth need strength, employee knowledge and skills, and satisfaction with the work context. skill variety, task identity, and task significance. core dimensions, critical psychological states, and growth need strengths. experienced meaningfulness of work, experienced responsibility for work outcomes, and knowledge of results. Question 11 According to the Job Characteristics model, how satisfied employees are with pay, benefits, and job security refers to: knowledge of results. experienced responsibility for work outcomes. growth need strength. satisfaction with the work context. Question 12 Social information processing theory suggests that employees' perceptions and reactions to job design are influenced by: five critical job-related factors. employees' past behaviors and information from other people. emotional, affective, and behavioral factors. critical psychological states Question 13 The three critical psychological states that determine how employees react to the design of their job are: skill variety, task significance, and task identity. experienced meaningfulness of work, experienced responsibility for work, and experienced autonomy. experienced meaningfulness of work, experienced responsibility for work outcomes, and knowledge of results. experienced responsibility for work, experienced autonomy, and experienced skill variety. Question 14 The extent to which an individual wants his or her work to contribute to learning, and to personal and professional development: reflects the employee's growth need strength. is the factor that most directly leads to high productivity, and can overcome shortcomings in job characteristics. reflects the employee's need for job-related performance feedback. is an accurate measure of the employee's satisfaction with his or her current work context. Question 15 People's general convictions about what outcomes one should expect to obtain from working, and how one should behave at work, constitute: work attitudes. work moods. work behaviors. work values. Question 16 If a manager wished to apply some of the core job dimensions of the Job Characteristics model to his employees' work, the manager would arrange their work so that: they worked at separate work stations with few opportunities to be distracted by other workers. they did not have to worry about accountability, to assure that they would focus on the work itself. their work was grouped into natural work units that included contacts with customers. diverse tasks could not be designed into their jobs, thus minimizing stress resulting from potential job ambiguity and overload. Question 17 If you wished to design your employees' jobs according to Scientific Management concepts, one thing you should do is: increase the complexity of their work as much as possible. eliminate any authority they have to make decisions about their work. make sure you share responsibility with them for evaluating the quality of their work. give them a moderate degree of discretion in how to do their jobs. Question 18 Many auto shops that promise oil changes in 30 minutes or less accomplish this by assigning one person to put the car on the lift, a second to drain the old oil, a third to put the new oil in, and a fourth person to be sure all of the other jobs are done. This method of breaking down a job into these various elements is referred to as: time and motion study. simplification and specialization. job enlargement. job enrichment. Question 19 Herzberg's job satisfaction theory states that employees have two sets of requirements. These are: positive and negative emotional responses. implicit and explicit work values. extrinsic and intrinsic work values. motivator and hygiene needs. Question 20 The theory of job satisfaction based on employees comparing their jobs with "ideal" jobs, or the jobs of referent persons: is useful because of the recognition that people evaluate things in relative rather than absolute terms. has been disproved by recent research. was developed by college recruiters who were trying to explain job applicant reactions to job descriptions. is known as the divergence model of satisfaction. Question 21 Summing satisfaction with each of several job components to determine an employee's overall job satisfaction is an example of: the discrepancy model. the facet model. motivator-hygiene theory. steady-state theory. Question 22 A manager who believes that increasing all employees' pay will improve every employee's job motivation is assuming: all employees focus primarily on extrinsic work values. every company can afford satisfied employees. work values are short term and must be repeatedly reinforced with financial rewards. intrinsic work values motivate people. Question 23 In comparison to work values, work attitudes: change only over the long term. will not change even if employees change jobs. refer to the specific feelings, beliefs, and thoughts people have about their current jobs and organizations. are more general than work values, but only last a short time. Question 24 Barry Thomas was concerned about finding a new chicken inspector for Bob's Chicken, Inc. The job was boring and there were few ways to make it interesting or meaningful. If Barry offers a premium salary to attract someone who could stay satisfied with this job, the job candidate is likely to have: no experience in chicken processing. strong intrinsic work values. strong extrinsic work values. a strong locus of control. Question 25 Measuring job satisfaction is important for managers to do because it allows them to: compare employee attitudes to their own attitudes. determine where to make changes in the work situation. better understand the employee's level of general life satisfaction. identify each employee's individual needs which will make the employee more productive. Question 26 Satisfaction with which of the following job facets is most likely to be associated with a higher level of employee performance? job security. the job itself. a strongly enforced pay-for-attendance policy. company policy and administration. Question 27 The degree of job satisfaction an employee experiences is often determined by: his or her degree of satisfaction with non-work activities. the number of years the employee has worked for the company. the difference between how much reward the employee gets compared to how much the employee believes should be received. the amount of formal education the employee has had. Question 28 Regarding the job satisfactionjob performance relationship, when is performance most likely to cause job satisfaction? when performance is closely followed by extrinsic or intrinsic rewards. when performance leads to a great deal of social interaction with coworkers. when satisfaction is with company leadership and co-workers rather than with the job itself. when satisfaction is with job security and working conditions. Question 29 Which of the following statements about absenteeism is true? Most absenteeism is caused by dissatisfaction. About 1 million U.S. employees are absent from their jobs each week. Research has found that job satisfaction increases absenteeism to a slight degree. Employees who are dissatisfied with their jobs are more likely to be absent. Question 30 An example of organizational citizenship behavior is an employee who: takes a job-related course on his or her own time. performs assigned duties dependably. arrives at work on time. agrees to work mandatory overtime. Question 31 There is often a weak connection between job satisfaction and job performance because: many job facets have no clear or direct connection to performance improvement. managers do little to improve employee job satisfaction when it is low. most employees choose to perform at moderately low levels regardless of how satisfied they are. most employees are moderately dissatisfied with their jobs regardless of their level of performance. Question 32 When employees receive more rewards in exchange for their work than they really think they deserve, they tend to: feel guilty for a long period of time. inform management and request that other employees' pay be increased a bit. attempt to improve their fringe benefits rather than wages. experience temporary feelings of guilt and discomfort. Question 33 One advantage of using larger groups is that: information dispersal among group members is faster. the human resources available to the group are greater. there is less chance of conflicts among group members. people tend to be more satisfied with the group's task and with other group members. Question 34 All of the members of the New Product Development team at the Haber Tool Company are women in their midthirties who all graduated at the top of their classes at major state universities in the East. All have major family commitments and at least one child. Based on these factors, the New Product Development team should be characterized by: more intense infighting between group members than that found in other groups. good group decisions based on a wide diversity of viewpoints. more coordination problems than in most groups. improved information sharing and cooperation within the group. Question 35 The mechanisms that groups use to control members behaviors include: composition, status, and function. audience effects, coaction effects, and social facilitation. norms, roles, and rules. affective, cognitive, and behavioral facilitation. Question 36 How an employee feels about a job represents the _____ component of the employee's attitude toward the job. behavioral affective cognitive temperamen tal Question 37 Hygiene needs are associated with: the need for a feeling of accomplishment. having the opportunity to learn new things. the overall need satisfaction that the job provides. the context in which the work is performed. Question 38 The most important difference between formal and informal work groups is that informal groups: meet on a more regular basis than formal groups. have no leader, whereas formal groups do. emerge spontaneously and are based on the personal needs of group members. are relatively permanent, whereas formal groups are more likely to be temporary. Question 39 During which stage of group development do group members openly resist being controlled by the group and disagree about who should be the informal leader and how much power the leader should have? norming stage. storming stage. forming stage. adjourning stage. Question 40 To accomplish their goals and perform at high levels, groups need to: enforce norms and eliminate all deviance. minimize the use of norms in favor of more stable rules and roles. understand that both conformity and deviance are important. understand that norms will always exist, but should be minimized to achieve superior performance. Question 41 The selforiented behaviors of members of a newly formed group might include which of the following? summarizing and evaluating ideas. encouraging members and clarifying communications. process analyzing and information seeking. recognition seeking and dominating. Question 42 When Judy Winters started to work as a data entry clerk, she enjoyed the fact that she was surrounded by other workers who she could chat with without affecting their productivity. Judy was recently promoted to Quality Control manager for her group, but is still at the same desk. Her coworkers' chatter is now annoying to her as she checks for errors. An explanation for this change in how Judy's working conditions affects her performance would be: her promotion has elevated her status, thereby creating friction with her old coworkers. the beneficial audience effect has been replaced by the co-action effect. data entry was routine, but checking for errors is more difficult, and social facilitation has changed from a benefit to a distraction. her work group is now a lot more heterogeneous than it was before, which means there will be more conflict with other group members. Question 43 It has been an informal rule for many years that nobody in the shipping department voluntarily works on the first Saturday in November at the Wright Company's East Texas plant because it is the first day of hunting season, a popular event. Any members of the shipping department group who did volunteer to work on this day could expect: to be socially rejected by coworkers because they violated an important group norm. to win the support and admiration of their coworkers because of their eagerness to get the department's work done. to receive a formal reprimand from the group because of a rule violation. to be perceived as high on the extroversion personality dimension. Question 44 Tom Ash manages a group of creative writers that develops new ideas for birthday and anniversary cards. He has recently become concerned that members of the group are functioning less as a team, and more as isolated individuals who no longer share new ideas. Tom concluded that he needs to increase the group's cohesiveness. To achieve this goal, he should: create competition between his group and other similar groups in the organization. add more member diversity to the group. increase the size of the group. create a moderate amount of competition among his group's members. Question 45 The night before the space shuttle Challenger launch, an engineer for one of NASA's contractors expressed concerns about how cold it was going to be the next day. When his manager discussed the issue with NASA managers, they collectively rationalized that temperature wasn't a problem. They censored the engineer who initially had the concerns, and mistakenly believed they were in unanimous agreement that the launch should proceed. As a result, this team of engineers and managers experienced: escalation of commitment. diffusion of responsibility. groupthink. group polarization. Question 46 In meetings regarding the Cuban missile crisis that occurred during the administration of John F. Kennedy, one of Kennedy's oldest allies, Dean Rusk, seemed to question every decision the president and his advisors made. Some historians have speculated that Kennedy asked Rusk to identify problems with any decisions the group made. This suggests that Kennedy had asked Rusk to play the role of: creative thinker. scapegoat. loyal opposition. devil's advocate. Question 47 Group members who are allowed to deviate from group norms because they have contributed a lot to the group in the past and have earned the freedom to violate norms without being punished have acquired: idiosyncrasy credit. role superiority. norm flexibility values. too casual an attitude toward work. Question 48 Group member heterogeneity is least likely to help a group achieve cohesiveness when: the heterogeneity of group members provides the group with important varied skills and abilities. the heterogeneity of group members furnishes the group with a variety of perspectives. the diversity of group members helps the group achieve its goal. the diversity of group members results in misunderstandings. Question 49 Competition between groups is least likely to promote organizational effectiveness when: one group competes against another to see which group can maintain the highest quality standards. one group becomes more concerned about beating another group than with achieving the organization's goals. groups that are doing especially well receive public recognition. competing groups are allowed to select their own group leader. Question 50 When groupthink is present, the formal leader of the group should: tell group members to discuss the group's ideas and assumptions with outsiders. not intervene, and be confident that the group will become more effective over time. do whatever is possible to cause informal leaders to emerge in order to create additional structure for the group. encourage group members to continue doing what they are doing, since the group is clearly working very well