ORGANIZATIONAL BEHAVIOUR

1.The kind of change that is at the high end of the continuum of complexity, cost, uncertainty is

A. innovative.

B. adaptive.

C. radically innovative.

D. product.

E. process

4. To be included as a positive organizational behavour(POB) construct, the construct must meet all of the following criteria EXCEPT:

A. be theory and research based

B. Be validly measurable

C. be state-like

D. be trait-like

E. have performance impact

5. Conscious efforts to affect and change a specific behavour in others are known as:

A. political tactics.

B. influence tactics

C. impression management.

D. power sharing.

E. influence sharing

6.extraverts been found to perform well in all of the following jobs EXCEPT

A. sales

B management?

C. accounting?

D. engineering?

E. Both C and D

7?Schwartz's values model suggests that?

A. values may conflict with each other

?B. values are important but have no direct effect on motivation?

C. values are unstable?

D?we are always aware of our values and how they influence us?

E. values are formed when we are in our early adulthood?

8?Which of the following statements about organizational culture is true?

A. Artifacts are the most difficult aspect of organizational culture to change?

B. Espoused values are the same thing as enacted values?

C. Espoused values are generally established by the founder or top management?

D. Most companies have a long list of espoused values?

E. Espoused values automatically influence employee behavour?

10. The least constructive metaphor to use in viewing conflict is?

A. conflict as a journey?

B. conflict as a war

?C. conflict as an opportunity?

D. conflict as a learning experience?

E. conflict as unavoidable?

11?According to Fiedler's contingency model?which of the following situations would give a leader high situational control?

A. Leader-member relations good?task structure low?position power weak

B. Leader-member relations good?task structure high?position power strong

C. Leader-member relations poor; task structure high; position power strong

D. Leader-member relations poor?task structure low?position power strong

E. Leader-member relations poor; task structure low?position power weak