Question 1 (1 point) Saved When is a group approach to decision making appropriate? Question 1 options:

1)

when the problem is highly structured

2)

when employees are in conflict over the preferred solution

3)

when employees are indifferent to the outcome

4)

when technical accuracy is not important Question 2 (1 point) Saved A professor selects a textbook, formulates course objectives, specifies course requirements, determines instructional methods, prepares exams, and evaluates student performance. What does the professor obtain from this process? Question 2 options:

1)

task specificity

2)

autonomy

3)

skill heterogeneity

4)

feedback Question 3 (1 point) Saved Your fellow employees have a terrible work situation. They work in an old, run-down building with an antiquated heating system. The work itself is tedious and the supervisor is rarely available and only shows up to give reprimands for production shortfalls. Nobody has received a promotion in two years. The work is boring, repetitious, and unrewarding. You are trying to improve this situation with the help of Herzberg's two-factor theory. You decide that your first job should be to improve the hygiene factors. Which of the following would you consider a hygiene factor? Question 3 options:

1)

working conditions

2)

training related to new skills

3)

recognition

4)

employee empowerment

5)

promotion Question 4 (1 point) Saved Which of the following statements best describes organizational behaviour? Question 4 options:

1)

It is the study of how authority flows in an organization

2)

It is the study of financial incentives and their effects on an organization

3)

It is the study of how organizations interact with each other

4)

It is the study of how people act and interact with others in an organization Question 5 (1 point) Saved Which characteristic applies to self-efficacy? Question 5 options:

1)

a belief that one has self- or situational control

2)

a feeling of one's self-worth

3)

the extent to which one bases behaviour on cues from other people and situations

4)

a belief about one's capability to deal with life's events and challenges Question 6 (1 point) Saved Which of the following is an example of a programmed decision situation? Question 6 options:

1)

purchasing a new mainframe computer

2)

reordering raw materials from an established supplier

3)

arranging financing for construction of a new office building

4)

considering purchase of a parts manufacturer Question 7 (1 point) Saved A supervisor sends a message to employees who comprise a diverse workgroup. What should both the sender and the receivers be sensitive to? Question 7 options:

1)

the verbal characteristics of the message

2)

non-feedback

3)

perceptual screens

4)

the informal communication channel Question 8 (1 point) Saved Nora, as a manager, has a high concern for others and is interested in pursuing organizational goals as part of the larger group. What does Nora demonstrate? Question 8 options:

1)

high need for personal power

2)

high need for socialized power

3)

high need for affiliation

4)

high need for achievement Question 9 (1 point) Saved What are the "lower-order needs" represented in Maslow's model? Question 9 options:

1)

esteem and self-actualization

2)

love, esteem and self-actualization

3)

physiological and safety needs

4)

physiological needs Question 10 (1 point) Saved Which of the following is a group issue that gets resolved in the norming stage of group development? Question 10 options:

1)

"How do I fit in?"

2)

"What is my role here?"

3)

"Why are we here?"

4)

"Can we agree on roles and work as a team?" Question 11 (1 point) Saved Your boss never gives you the benefit of the doubt. When you arrived late from lunch, he assumed that you had simply taken too much time. He never considered that the elevators were not working that day and the fact that you had to walk up 10 flights of stairs. Your boss is guilty of ________.

Question 11 options:

1)

a self-serving bias

2)

selective perception

3)

the fundamental attribution error

4)

inconsistency Question 12 (1 point) Saved Which of the following addresses the problem of overspecialization? Question 12 options:

1)

increasing the emphasis on integration

2)

increasing authority at lower levels

3)

increasing the variety in jobs

4)

increasing participation Question 13 (1 point) Saved You are a supervisor who needs to communicate with several employees about below-standard or unsatisfactory work. What is the best way to send your message? Question 13 options:

1)

a telephone call

2)

an e-mail message

3)

a memo posted on a bulletin board

4)

a face-to-face meeting Question 14 (1 point) Saved All of the employees in the group you supervise have an internal locus of control. What is the best way to manage them? Question 14 options:

1)

provide explicit and frequent job instructions

2)

provide considerable leeway for them to determine how to perform their work

3)

provide frequent discipline to group members for slowness and lack of initiative

4)

provide close supervision Question 15 (1 point) Saved Moira's job entails completion of a whole task or a very identifiable part. What is this an example of? Question 15 options:

1)

task significance

2)

skill variety

3)

autonomy

4)

task identity Question 16 (1 point) Saved Knowing that a person falls into some social category, we might assume that he or she possesses certain traits, and that everyone in this category possesses these traits. This is an example of Question 16 options:

1)

reliance on central traits

2)

a situational attribution

3)

projection

4)

a stereotype

5)

fundamental attribution error Question 17 (1 point) Saved What is a key principle of the bounded rationality model? Question 17 options:

1)

certainty

2)

satisficing

3)

optimizing

4)

researching Question 18 (1 point) Saved What are the nonwork demands? Question 18 options:

1)

interrole, intrarole and person-role

2)

change, technology and time pressure

3)

civic and volunteer work and traumatic events

4)

emotional toxins, extreme environments and strenuous activities Question 19 (1 point) Saved What has the greatest influence on shaping personality? Question 19 options:

1)

consequences of behaviour and the environment

2)

heredity and environment

3)

thoughts and feelings

4)

the person and the situation Question 20 (1 point) Saved What is an outcome of scientific management? Question 20 options:

1)

work simplification

2)

standard-hour wage payment systems

3)

worker training for increased job responsibilities

4)

definition of management authority Question 21 (1 point) Saved You witness an incident at work where a supervisor loudly criticizes an employee in front of several other employees. Later, you learn that the employee didn't make any mistake. What was the supervisors communication an example of? Question 21 options:

1)

paralanguage

2)

dominant defensiveness

3)

a territorial space violation

4)

nondefensive communication Question 22 (1 point) Saved Which idea indicates an assumption that is based on the rational model of decision making?

Question 22 options:

the decision maker can calculate the probability of success for each alternative

All possible alternatives can't be known to decision makers

outcomes can't be optimized to their maximum

the preferences of the decision maker are inconsistent

Question 23 (1 point) Saved An employee who does not get along well with other employees but generates the most sales is evaluated only on sales performance. What does this exemplify? Question 23 options:

1)

cognitive miser

2)

self-fulfilling prophecy

3)

selective perception

4)

stereotyping Question 24 (1 point) Saved How can you effectively manage decisions in order to avoid escalation to commitment? Question 24 options:

1)

Don't have individuals making initial investment decisions

2)

Don't reward people who admit to poor decisions

3)

Don't allow graceful exits from poor decisions

4)

Don't split responsibility for decisions about projects Question 25 (1 point) Saved What is involved in the study of organizational behaviour? Question 25 options:

1)

psychosocial actions, individual behaviour, and organizational structure

2)

psychosocial actions, interpersonal behaviour, and group processes

3)

interpersonal behaviour, group dynamics in organizations, and work design

4)

individual behaviour, the structure of the organization, and group processes Question 26 (1 point) Saved Organizational survival is often dependent on how well the organization can adapt. Which of the following behaviours on the part of individuals is necessary for the organization to survive? Question 26 options:

1)

Being motivated to join and remain with the organization

2)

Performing their work in terms of productivity, quality, and service

3)

Being flexible

4)

Being innovative

5)

All of the above Question 27 (1 point) Saved Starbucks Canada is the main competitor to Tim Hortons. What part of an organization does this represent? Question 27 options:

1)

labour market

2)

transformation technology

3)

external task environment

4)

formal structure Question 28 (1 point) Saved The internal perspective of human behaviour has resulted in a range of motivational theories. What does this perspective imply? Question 28 options:

1)

similarity among individuals

2)

conflict among individuals

3)

individuals are best understood by external forces

4)

individuals are best understood from inside Question 29 (1 point) Saved Amy believes she controls what happens to her. What personality characteristic does she exhibit? Question 29 options:

1)

self-efficacy

2)

internal locus of control

3)

core internal self-evaluation

4)

external locus of control Question 30 (1 point) Saved In what way are the motivation theories of Maslow and Alderfer similar? Question 30 options:

1)

Maslow's belongingness falls into Alderfer's growth

2)

Maslow's five classifications align to Alderfer's three classifications

3)

Maslow progression theory aligns to Alderfer's regression hypothesis

4)

Maslow's self-actualization falls into Alderfer's existence classification Question 31 (1 point) Saved Theory X and Theory Y are not opposite ends of the same spectrum but represent two different spectra. True or False? Question 31 options: 1) True 2) False Question 32 (1 point) Saved Which is an example of an external attribution? Question 32 options:

1)

I did well on the exam because I had the answers

2)

I did well on the exam because I studied hard

3)

I did well on the exam because it was easy

4)

I did well on the exam because I am smart Question 33 (1 point) Saved Gordon is the VP of Operations. He rarely has the time or the interest in communicating with the first-line managers. What is the most significant barrier to communication in this situation? Question 33 options:

1)

status difference

2)

lack common understanding

3)

gender differences

4)

cultural diversity Question 34 (1 point) Saved According to the interactional psychology, what are the variables that influence individual behaviour? Question 34 options:

1)

turnover and productivity

2)

management and leadership

3)

personality and situational characteristics

4)

family and friends

5)

external environment Question 35 (1 point) Saved What is a key finding of MBTI? Question 35 options:

1)

There are no preferences better than others and differences should be celebrated

2)

It is the key measure for personality

3)

It is a way to identify human differences and similarities by separating behavioural tendencies or dispositions

4)

It is a projective test that captures psychological disorders Question 36 (1 point) Saved What generally results in a diminishing of tact and graciousness in communication? Question 36 options:

1)

face-to-face communication

2)

computer-mediated communication

3)

telephone communication

4)

written communication Question 37 (5 points) Saved Match the following:

Question 37 options:

5 Evaluated work behavior

3 Uses the SMART acronym

4 The belief that performance is linked to rewards

1 The likelihood that one's efforts will lead to reward

2 A person's feeling of fairness

1. Expectancy

2. Equity

3. Goal-setting

4. Instrumentality

5. Performance

Question 38 (1 point) Saved Individuals with ____ view themselves negatively. They are more strongly affected by what other people think of them. Question 38 options:

1)

internal locus of control

2)

low self-esteem

3)

high self-monitoring

4)

high self-efficacy Question 39 (1 point) Saved After working as a sales associate in an appliance store for six months, you become dissatisfied with various rules and regulations. What explains your dissatisfaction? Question 39 options:

1)

relatedness concerns

2)

motivation factors

3)

hygiene factors

4)

Theory Y assumptions Question 40 (4 points) Match the following: Question 40 options:

A skill intended to help the receiver and communicator clearly and fully understand the message sent

Pathways through barriers to communication

The characteristic of a communication medium or channel that evokes meaning in the receiver

The content, thoughts, and feelings of the sender Question 41 (1 point) Abel pays close attention to the behaviour of others and gauges his own behaviour accordingly. What is Abel demonstrating? Question 41 options:

1)

low self-esteem

2)

high self-esteem

3)

low self-monitoring

4)

high self-monitoring Question 42 (1 point) Which statement is an example of nondefensive communication? Question 42 options:

1)

The cheque is in the mail. Don't call me again

2)

Mary is always late to meetings

3)

The report looks good but I need to talk to Dan about one recommendation before I approve it

4)

I sent the memo through intra-company mail. They must have lost it Question 43 (1 point) Which statement best summarizes the bounded rationality model of problem solving and decision making? Question 43 options:

1)

Managers critically view the world as complex and multivariate

2)

Managers generate a wide array of decision options and select the one that meets all decision criteria

3)

Managers are comfortable making decisions without identifying all options

4)

Managers follow statistical rules for decision making