Chapter 1—An Overview of Organizational Behavior



Chapter 1—An Overview of Organizational Behavior

MULTIPLE CHOICE

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. |

ANS: D PTS: 1 REF: p. 3

NAT: AACSB: Analytic | AACSB: HRM TYP: Knowledge

2. Organizational behavior (OB) typically includes which of the following basic components:

|a. |financial reporting |

|b. |research and development |

|c. |human behavior in organizations. |

|d. |the task environment |

|e. |All of the above are included in OB. |

ANS: C PTS: 1 REF: p. 4

NAT: AACSB: Analytic | AACSB: HRM TYP: Knowledge

3. The goal of a consultant hired to solve a problem in an organization should be to

|a. |recognize that the organization has always been this way and little can be done to change it. |

|b. |learn as much as possible about the organization and the people within it. |

|c. |generate an action plan, with specific targets and completion dates. |

|d. |focus exclusively on changing the reward system, since everything else depends on it. |

|e. |make sure employees know the consultant has come to solve the company's problems. |

ANS: B PTS: 1 REF: p. 4

NAT: AACSB: Communication | AACSB: Analytic | AACSB: Group Dynamics

TYP: Understanding

4. Which is not an important reason for understanding organizational behavior?

|a. |Most people are born and educated in organizations. |

|b. |Government organizations regulate many of our activities. |

|c. |Most adults spend the better part of their lives working in organizations. |

|d. |Organizational behavior offers specific perspectives on the human side of management. |

|e. |All of the above are important reasons for understanding organizational behavior. |

ANS: E PTS: 1 REF: p. 5

NAT: AACSB: Analytic | AACSB: HRM TYP: Understanding

5. Organizational behavior focuses on

|a. |the economic side of management. |

|b. |the control side of management. |

|c. |the human side of management. |

|d. |the financial side of management. |

|e. |the production side of management. |

ANS: C PTS: 1 REF: p. 5

NAT: AACSB: Analytic | AACSB: Individual Dynamics | AACSB: Group Dynamics

TYP: Knowledge

6. Which of the following is not one of the specific perspectives of organizational behavior?

|a. |people as organizations |

|b. |people as resources |

|c. |people as people |

|d. |people as task environment |

|e. |All of the above are perspectives of organizational behavior |

ANS: D PTS: 1 REF: p. 5

NAT: AACSB: Analytic | AACSB: HRM TYP: Knowledge

7. In dealing with the work-related activities of people, managers must have an understanding of all of the following except

|a. |leadership |

|b. |decision-making |

|c. |organizational structure and design |

|d. |organizational culture |

|e. |All of the above represent areas that managers must understand |

ANS: E PTS: 1 REF: p. 6

NAT: AACSB: Analytic | AACSB: Leadership TYP: Understanding

8. Which of the following is not a resource that organizations use in the pursuit of goals and objectives?

|a. |human |

|b. |financial |

|c. |physical |

|d. |intangible |

|e. |informational |

ANS: D PTS: 1 REF: p. 7

NAT: AACSB: Analytic | AACSB: Creation of Value TYP: Knowledge

9. Planning is the process of

|a. |designing jobs, grouping jobs into units, and establishing patterns of authority between jobs and units. |

|b. |determining the organization's desired future position and deciding how best to get there. |

|c. |motivating the organization's members to work together toward the organization's goals. |

|d. |monitoring and correcting the actions of the organization and its members to keep them directed toward their goals. |

|e. |utilizing organizational resources with the ultimate goal of attaining organizational goals efficiently and effectively.|

ANS: B PTS: 1 REF: p. 7

NAT: AACSB: Analytic | AACSB: Strategy TYP: Knowledge

10. A manager who groups jobs into units and establishes patterns of authority is performing which function of management?

|a. |Planning |

|b. |Organizing |

|c. |Controlling |

|d. |Supervising |

|e. |Leading |

ANS: B PTS: 1 REF: p. 8

NAT: AACSB: Analytic | AACSB: HRM TYP: Understanding

11. When managers motivate employees with compensation and job opportunity, they are utilizing which managerial function?

|a. |Synergizing |

|b. |Controlling |

|c. |Leading |

|d. |Planning |

|e. |Organizing |

ANS: C PTS: 1 REF: p. 9

NAT: AACSB: Analytic | AACSB: Leadership TYP: Knowledge

12. Evaluating performance, implementing reward systems, and verifying inventory levels are all examples of

|a. |leading. |

|b. |decision making. |

|c. |organizing. |

|d. |planning. |

|e. |controlling. |

ANS: E PTS: 1 REF: p. 12

NAT: AACSB: Analytic | AACSB: Leadership TYP: Understanding

13. Informational roles of a manager include all of the following except

|a. |figurehead |

|b. |disseminator |

|c. |monitor |

|d. |spokesperson |

|e. |all of the above are informational roles |

ANS: A PTS: 1 REF: p. 10

NAT: AACSB: Analytic | AACSB: Individual Dynamics TYP: Knowledge

14. In the role of spokesperson a manager would be most likely to

|a. |attend the funeral of a former employee. |

|b. |hold a press conference announcing the introduction of a new product. |

|c. |hire, train, and motivate workers. |

|d. |inform employees about new government safety standards. |

|e. |negotiate the price of raw materials with an external supplier. |

ANS: B PTS: 1 REF: p. 10

NAT: AACSB: Analytic | AACSB: Individual Dynamics TYP: Understanding

15. Which of the following managerial roles might include allocating budget requests?

|a. |Spokesperson |

|b. |Disseminator |

|c. |Leader |

|d. |Resource allocator |

|e. |Monitor |

ANS: D PTS: 1 REF: p. 10

NAT: AACSB: Analytic | AACSB: Individual Dynamics TYP: Understanding

16. A manager performing the role of disturbance handler is most likely to do which of the following?

|a. |Speak at a Chamber of Commerce meeting |

|b. |Hire a new Human Resource Manager for the company |

|c. |Resolve dispute between employees |

|d. |Develop a new strategic five-year plan for the company |

|e. |Design a new customer response system for the company |

ANS: C PTS: 1 REF: p. 10

NAT: AACSB: Communication | AACSB: Individual Dynamics

TYP: Understanding

17. The role of negotiator primarily involves

|a. |dealing with others outside the organization. |

|b. |resolving disputes between various parties. |

|c. |settling labor contracts. |

|d. |serving as a representative of the organization. |

|e. |seeking information for strategic decisions. |

ANS: C PTS: 1 REF: p. 10

NAT: AACSB: Analytic | AACSB: Individual Dynamics TYP: Knowledge

18. A manager acting in the role of a leader will

|a. |choose the best resources to most effectively and efficiently produce the organization's product or service. |

|b. |verify the quality of resources that pass through the organization. |

|c. |determine how organizational resources will be released in the environment. |

|d. |encourage workers to increase productivity. |

|e. |identify the various suppliers the organization will utilize to acquire resources. |

ANS: D PTS: 1 REF: p. 10

NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics | AACSB: Leadership TYP: Understanding

19. A manager who schedules department meetings to effectively disseminate important information to employees has high

|a. |interpersonal skills. |

|b. |technical skills. |

|c. |diagnostic skills. |

|d. |conceptual skills. |

|e. |leadership skills. |

ANS: A PTS: 1 REF: p. 11

NAT: AACSB: Analytic | AACSB: Individual Dynamics TYP: Knowledge

20. A manager's ability to develop solutions to problems is determined by her or his

|a. |conceptual skills. |

|b. |time management skills. |

|c. |diagnostic skills. |

|d. |interpersonal skills. |

|e. |technical skills. |

ANS: C PTS: 1 REF: p. 11

NAT: AACSB: Analytic | AACSB: Group Dynamics TYP: Knowledge

21. A manager who can see how the various tasks within the organization fit together and how each task contributes toward the "big picture" has strong

|a. |problem-solving skills. |

|b. |diagnostic skills. |

|c. |technical skills. |

|d. |conceptual skills. |

|e. |interpersonal skills. |

ANS: D PTS: 1 REF: p. 11

NAT: AACSB: Analytic | AACSB: Individual Dynamics TYP: Understanding

22. An engineer who can solve complex mathematical equations on the job has strong

|a. |interpersonal skills. |

|b. |problem-solving skills. |

|c. |conceptual skills. |

|d. |diagnostic skills. |

|e. |technical skills. |

ANS: E PTS: 1 REF: p. 10

NAT: AACSB: Analytic | AACSB: Individual Dynamics TYP: Knowledge

23. Top managers need to depend more on their ____ for success in the organization.

|a. |diagnostic and interpersonal skills. |

|b. |conceptual and diagnostic skills. |

|c. |problem-solving and time management skills. |

|d. |technical skills and interpersonal skills. |

|e. |conceptual and technical skills. |

ANS: B PTS: 1 REF: p. 12

NAT: AACSB: Analytic| AACSB: Individual Dynamics TYP: Knowledge

24. John, a middle manager in a high-tech form, has the ability to identify the products that consumers want to buy, which is based on his ____.

|a. |diagnostic skills |

|b. |conceptual skills |

|c. |technical skills |

|d. |interpersonal skills |

|e. |All of the above |

ANS: B PTS: 1 REF: p. 11

NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics

TYP: Knowledge

25. Compared to lower-level and top-level managers, middle managers require more of which skill?

|a. |Diagnostic |

|b. |Interpersonal |

|c. |Conceptual |

|d. |Technical |

|e. |Middle managers require an even distribution across all four above skills. |

ANS: E PTS: 1 REF: p. 12

NAT: AACSB: Analytic | AACSB: Leadership | AACSB: Motivation

TYP: Knowledge

26. Information from which of the following disciplines would be least helpful in your study of organizational behavior?

|a. |Political science |

|b. |Economics |

|c. |Medicine |

|d. |Anthropology |

|e. |All of the disciplines would be helpful |

ANS: E PTS: 1 REF: p. 12-14

NAT: AACSB: Analytic | AACSB: Environmental Influences TYP: Understanding

27. Which of the following disciplines has helped understanding of people and their environments?

|a. |Psychology |

|b. |Organizational Psychology |

|c. |Anthropology |

|d. |Engineering |

|e. |Medicine |

ANS: C PTS: 1 REF: p. 14

NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics| AACSB: Environmental Influences TYP: Knowledge

28. Contemporary organizational behavior is both ____ in focus and ____ in nature.

|a. |dynamic; prescriptive |

|b. |stable; consistent |

|c. |interdisciplinary; descriptive |

|d. |cross-cultural; proscriptive |

|e. |interactional; behavioral |

ANS: C PTS: 1 REF: p. 12-15

NAT: AACSB: Analytic | AACSB: Reflective Thinking TYP: Knowledge

29. The field of sociology has helped managers better understand

|a. |the causes and consequences of stress. |

|b. |productivity measurement. |

|c. |the concept of personality. |

|d. |ergonomics. |

|e. |families and occupational classes. |

ANS: E PTS: 1 REF: p. 12

NAT: AACSB: Analytic | AACSB: Reflective Thinking TYP: Knowledge

30. The descriptive nature of organizational behavior allows researchers to

|a. |predict with certainty that changing a specific set of workplace variables will improve an individual's performance. |

|b. |suggest that certain general concepts or variables tend to relate to one another in a particular setting. |

|c. |prescribe the correct way to manage people. |

|d. |stabilize the complexities inherent in studying human behavior. |

|e. |increase the job satisfaction of nearly all workers. |

ANS: B PTS: 1 REF: p. 15

NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics | AACSB: Group Dynamics

TYP: Knowledge

31. The central processes of interest in organizational behavior can be grouped into which of the following basic categories?

|a. |Contextual, situational, and industrial |

|b. |Individual, interpersonal, and organizational |

|c. |Referential, supplemental, and complementary |

|d. |Transactional, transformational, and interactional |

|e. |Dynamic, static, and semi-static |

ANS: B PTS: 1 REF: p. 15

NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics

TYP: Knowledge

32. Under the systems perspective, a system is defined as

|a. |an interrelated set of elements that functions as a whole. |

|b. |a procedure for fair and impartial performance appraisals. |

|c. |a collection of independent organizations. |

|d. |the central technology of the organization. |

|e. |the ideal process for completing a particular job. |

ANS: A PTS: 1 REF: p. 17

NAT: AACSB: Analytic | AACSB: Creation of Value TYP: Knowledge

33. All of the following are inputs an organization receives from its environment, except

|a. |money. |

|b. |materials. |

|c. |people. |

|d. |employee behaviors. |

|e. |information. |

ANS: D PTS: 1 REF: p. 16

NAT: AACSB: Analytic | AACSB: Environmental Influences TYP: Understanding

34. Under the systems view, the profits that Wal-Mart receives as a result of the services it provides is one type of

|a. |technology. |

|b. |output. |

|c. |input. |

|d. |transformation. |

|e. |contingency. |

ANS: B PTS: 1 REF: p. 17

NAT: AACSB: Analytic | AACSB: Creation of Value TYP: Understanding

35. The systems view is important to managers because it

|a. |underscores the importance of the organization's environment. |

|b. |gives them a set procedure for making decisions. |

|c. |allows them to eliminate the interaction among various elements of the organization. |

|d. |reduces their risk of human error. |

|e. |shifts the focus from outside the company to inside the company. |

ANS: A PTS: 1 REF: p. 18

NAT: AACSB: Analytic | AACSB: Technology TYP: Knowledge

36. Which of the following perspectives argues that universal rules, solutions, guidelines, predictions, and principles are feasible when applied to organizations?

|a. |The universal perspective |

|b. |Behavioral organization theory |

|c. |The systems perspective |

|d. |The interactional perspective |

|e. |The contingency perspective |

ANS: A PTS: 1 REF: p. 18

NAT: AACSB: Analytic | AACSB: Strategy TYP: Knowledge

37. Which perspective of management would most likely refute the notion that one style of leadership would enhance employee satisfaction and job performance under any condition?

|a. |Situational perspective |

|b. |Classical perspective |

|c. |Behavioral perspective |

|d. |Interactional perspective |

|e. |Universal perspective |

ANS: A PTS: 1 REF: p. 18

NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics

TYP: Understanding

38. ____ attempts to explain how people select, interpret, and change various situations.

|a. |Interactionalism |

|b. |Contextualism |

|c. |Universalism |

|d. |Individualism |

|e. |Systems theory |

ANS: A PTS: 1 REF: p. 19

NAT: AACSB: Analytic | AACSB: Individual Dynamics TYP: Knowledge

39. Which of the following is not studied as a group-level outcome in organizational behavior?

|a. |Productivity |

|b. |Absenteeism |

|c. |Norms |

|d. |Performance |

|e. |Cohesiveness |

ANS: B PTS: 1 REF: p. 20

NAT: AACSB: Analytic | AACSB: Individual Dynamics TYP: Knowledge

40. Some outcomes can be studied at the individual, group and organization levels. Which of the following is generally assessed at both the individual and organizational levels?

|a. |Absenteeism |

|b. |Financial performance |

|c. |Survival |

|d. |Norms |

|e. |Cohesiveness |

ANS: A PTS: 1 REF: p. 20

NAT: AACSB: Analytic | AACSB: HRM TYP: Understanding

TRUE/FALSE

41. Organizational behavior is the study of human behavior in organizational settings, the interface between human behavior and the organization, and the organizational itself.

ANS: T PTS: 1 REF: p. 4

NAT: AACSB: Analytic | AACSB: Individual Dynamics TYP: Knowledge

42. Even though humans behave in organizations, such conduct occurs independently of the environment.

ANS: F PTS: 1 REF: p. 4

NAT: AACSB: Analytic | AACSB: HRM TYP: Understanding

43. Organizational behavior is a designated business function just like marketing and accounting.

ANS: F PTS: 1 REF: p. 6

NAT: AACSB: Analytic | AACSB: HRM TYP: Knowledge

44. Developing new corporate goals that involve acquiring new businesses is part of the planning function.

ANS: T PTS: 1 REF: p. 7

NAT: AACSB: Analytic | AACSB: Strategy TYP: Knowledge

45. Organizing is the process of designing jobs and establishing patterns of authority.

ANS: T PTS: 1 REF: p. 8

NAT: AACSB: Analytic | AACSB: Leadership TYP: Knowledge

46. Leading is the process of setting deadlines and making plans to achieve goals.

ANS: F PTS: 1 REF: p. 9

NAT: AACSB: Analytic | AACSB: Leadership TYP: Knowledge

47. The controlling function includes monitoring organizational behavior and taking corrective action when needed.

ANS: T PTS: 1 REF: p. 9

NAT: AACSB: Analytic | AACSB: HRM TYP: Knowledge

48. Managers acting as liaisons and spokespersons are operating in interpersonal roles.

ANS: F PTS: 1 REF: p. 10

NAT: AACSB: Analytic | AACSB: Leadership TYP: Knowledge

49. Figurehead, leader, and liaison are all decision-making roles that a manager can perform in an organization.

ANS: F PTS: 1 REF: p. 10

NAT: AACSB: Analytic | AACSB: Leadership TYP: Knowledge

50. The ability to think in the abstract comes from a manager's conceptual skills.

ANS: T PTS: 1 REF: p. 11

NAT: AACSB: Reflective Thinking | AACSB: Leadership TYP: Knowledge

51. Managers use their interpersonal skills to understand cause-and-effect relationships.

ANS: F PTS: 1 REF: p. 11

NAT: AACSB: Analytic | AACSB: Leadership TYP: Knowledge

52. First-line managers need stronger conceptual and diagnostic skills than technical and interpersonal skills.

ANS: F PTS: 1 REF: p. 12

NAT: AACSB: Analytic | AACSB: Leadership TYP: Knowledge

53. Organizational behavior draws on research from the fields of psychology, sociology, and engineering.

ANS: T PTS: 1 REF: p. 12-14

NAT: AACSB: Analytic | AACSB: Motivation TYP: Knowledge

54. Decision-making roles include disturbance handler, resource allocator, and monitor.

ANS: F PTS: 1 REF: p. 10

NAT: AACSB: Analytic | AACSB: Leadership TYP: Knowledge

55. Psychology is concerned with the interactions between people and their environments, especially their cultural environment.

ANS: F PTS: 1 REF: p. 12

NAT: AACSB: Analytic | AACSB: Individual Dynamics TYP: Knowledge

56. A system is an interrelated set of elements that function as a whole.

ANS: T PTS: 1 REF: p. 17

NAT: AACSB: Analytic | AACSB: Creation of Value TYP: Knowledge

57. An organizational system receives inputs from the environment, combines and transforms them, and then returns them to the environment.

ANS: T PTS: 1 REF: p. 17

NAT: AACSB: Strategy | AACSB: Environmental Influences | AACSB: Creation of Value

TYP: Knowledge

58. A systems perspective keeps managers focused on both internal and environmental processes.

ANS: T PTS: 1 REF: p. 17

NAT: AACSB: Analytic | AACSB: Environmental Influences | AACSB: Creation of Value

TYP: Knowledge

59. In organizations, most situations and outcomes are contingent; this is, the precise relationship between any two variables is likely to be situational, dependent on other variables.

ANS: T PTS: 1 REF: p. 18

NAT: AACSB: Reflective Thinking | AACSB: Environmental Influences

TYP: Understanding

60. Over time, organizational behavior has gradually shifted from a situational perspective to a universal perspective.

ANS: F PTS: 1 REF: p. 18

NAT: AACSB: Analytic | AACSB: Environmental Influences TYP: Knowledge

61. The organizational system has four basic categories of input from its environment: technological, financial, material, and human.

ANS: F PTS: 1 REF: p. 17

NAT: AACSB: Analytic | AACSB: Environmental Influences TYP: Knowledge

62. The notion that the relation between workers' skill levels and their performance levels depends on their degree of loyalty illustrates a situational perspective.

ANS: T PTS: 1 REF: p. 18

NAT: AACSB: Analytic | AACSB: Individual Dynamics TYP: Understanding

63. Interactionalism attempts to explain how people select, interpret, and change various situations.

ANS: T PTS: 1 REF: p. 19

NAT: AACSB: Analytic | AACSB: Individual Dynamics TYP: Knowledge

64. Cohesiveness can be measured at the individual and organizational levels.

ANS: F PTS: 1 REF: p. 20

NAT: AACSB: Individual Dynamics | AACSB: Group Dynamics

TYP: Knowledge

65. A manager who pays workers high wages may increase workers satisfaction, but may also lower important organizational-level outcomes.

ANS: T PTS: 1 REF: p. 20-22

NAT: AACSB: Analytic | AACSB: Individual Dynamics | AACSB: HRM

TYP: Knowledge

COMPLETION

66. ___________________________________ can be defined as the study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself.

ANS: Organizational behavior

PTS: 1 REF: p. 4 NAT: AACSB: Analytic | AACSB: HRM

TYP: Knowledge

67. Regardless of size, scope, or location, all organizations have at least one thing in common, they are made up of ____________________.

ANS: people

PTS: 1 REF: p. 4

NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics | AACSB: HRM TYP: Understanding

68. Organizational behavior is not defined as a business ____________________.

ANS: function

PTS: 1 REF: p. 6

NAT: AACSB: Analytic | AACSB: Leadership | AACSB: HRM

TYP: Knowledge

69. Whether a business is large or small, domestic or international, growing or stagnating, its managers perform their work within a(n) ___________________________________.

ANS: social context

PTS: 1 REF: p. 7

NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics | AACSB: HRM TYP: Knowledge

70. By designing jobs and establishing patterns of authority, the manager is performing the ____________________ function.

ANS: organizing

PTS: 1 REF: p. 8 NAT: AACSB: Analytic | AACSB: Leadership

TYP: Knowledge

71. ____________________ is the process of motivating employees of an organization to work together toward the organization's goals.

ANS: Leading

PTS: 1 REF: p. 9 NAT: AACSB: Analytic | AACSB: Leadership

TYP: Knowledge

72. Performance evaluation, reward systems, and motivation all apply to ____________________.

ANS: controlling

PTS: 1 REF: p. 9

NAT: AACSB: Analytic | AACSB: Leadership | AACSB: HRM

TYP: Knowledge

73. Managers who attend a retirement ceremony are functioning in the ____________________ role.

ANS: figurehead

PTS: 1 REF: p. 10 NAT: AACSB: Analytic | AACSB: Leadership

TYP: Knowledge

74. The ____________________ role includes sending out memos to make employees aware of new procedures.

ANS: disseminator

PTS: 1 REF: p. 10 NAT: AACSB: Analytic | AACSB: Leadership

TYP: Understanding

75. Resolving a dispute between employees would be part of the ___________________________________ role.

ANS: disturbance handler

PTS: 1 REF: p. 10 NAT: AACSB: Communication | AACSB: Leadership

TYP: Understanding

76. A manager in the role of ____________________ might develop a new product and convince others that the idea will work.

ANS: entrepreneur

PTS: 1 REF: p. 10

NAT: AACSB: Communication | AACSB: Motivation | AACSB: Leadership

TYP: Understanding

77. The role of ____________________ involves speaking to external constituencies on behalf of the organization.

ANS: spokesperson

PTS: 1 REF: p. 10 NAT: AACSB: Communication | AACSB: Leadership

TYP: Knowledge

78. The ____________________ serves as a representative of the organization in reaching agreements with other organizations, such as labor unions.

ANS: negotiator

PTS: 1 REF: p. 10 NAT: AACSB: Communication | AACSB: Leadership

TYP: Knowledge

79. The ___________________________________ helps to allocate budget requests.

ANS: resource allocator

PTS: 1 REF: p. 10

NAT: AACSB: Communication | AACSB: Leadership | AACSB: Individual Dynamics

TYP: Knowledge

80. ___________________________________ allow managers to better understand cause-and-effect relationships and to recognize the optimal solution to problems.

ANS: Diagnostic skills

PTS: 1 REF: p. 11

NAT: AACSB: Analytic | AACSB: Reflective Thinking | AACSB: Individual Dynamics

TYP: Understanding

81. ____________________ is concerned with the interactions between people and their environments, especially their cultural environment.

ANS: Anthropology

PTS: 1 REF: p. 14

NAT: AACSB: Analytic | AACSB: Environmental Influences TYP: Knowledge

82. Medicine has been incorporated into the field of organizational behavior, particularly in the area of ____________________.

ANS: stress

PTS: 1 REF: p. 14

NAT: AACSB: Analytic | AACSB: Environmental Influences TYP: Knowledge

83. ____________________ in the field of organizational behavior involves work and productivity measurement.

ANS: Engineering

PTS: 1 REF: p. 14

NAT: AACSB: Analytic | AACSB: Environmental Influences TYP: Knowledge

84. A(n) ____________________ is an interrelated set of elements functioning as a whole.

ANS: system

PTS: 1 REF: p. 17

NAT: AACSB: Analytic | AACSB: Creation of Value | AACSB: Strategy | AACSB: Environmental Influences TYP: Knowledge

85. Products and services, profits and losses, and employee behaviors are all types of ____________________ that an organizational system releases to the environment.

ANS: outputs

PTS: 1 REF: p. 17 NAT: AACSB: Analytic | AACSB: Creation of Value

TYP: Understanding

86. Managers, office equipment, funds from stockholders, and sales forecasts are all examples of ____________________ to an organizational system.

ANS: inputs

PTS: 1 REF: p. 17 NAT: AACSB: Analytic | AACSB: Creation of Value

TYP: Understanding

87. ____________________ is used to transform inputs into outputs.

ANS: Technology

PTS: 1 REF: p. 17

NAT: AACSB: Analytic | AACSB: Operations Management TYP: Knowledge

88. From a(n) ____________________ perspective, managers try to identify the possible ways to solve problems based on organizational conditions.

ANS: situational

PTS: 1 REF: p. 18

NAT: AACSB: Analytic | AACSB: Environmental Influences TYP: Knowledge

89. ____________________ attempts to explain how people select, interpret, and change various situations.

ANS: Interactionalism

PTS: 1 REF: p. 19

NAT: AACSB: Analytic | AACSB: Environmental Influences TYP: Knowledge

90. A person's ____________________ is an indicator of his or her efficiency and is measured in terms of the products or services created per unit of output.

ANS: productivity

PTS: 1 REF: p. 20 NAT: AACSB: Analytic | AACSB: Individual Dynamics

TYP: Knowledge

MATCHING

Match the following:

|a. |relating to others |

|b. |announces new products to press |

|c. |sold to the consuming public |

|d. |transformation of inputs to outputs |

|e. |interrelated set of elements |

|f. |organizing |

|g. |level of outputs per input |

|h. |aids study of organization culture |

|i. |leader |

|j. |organizational behavior |

|k. |universal conclusions impossible |

|l. |power and decision making |

|m. |think in the abstract |

|n. |cause-and-effect relationships |

|o. |voluntary initiator of change |

|p. |people as resources |

|q. |the field of medicine |

|r. |resource allocator |

|s. |seeks valuable information |

|t. |accomplish specific tasks |

91. study of human behavior

92. human side of management

93. basic management function

94. liaison role

95. technical skills

96. conceptual skills

97. organizational outputs

98. technology

99. monitor

100. situation theory

101. entrepreneur

102. diagnostic skills

103. spokesperson

104. decision-making role

105. interpersonal role

106. systems theory

107. productivity

108. anthropology

109. stress

110. political science

91. ANS: J PTS: 1 NAT: AACSB: Analytic | AACSB: Group Dynamics

92. ANS: P PTS: 1 NAT: AACSB: Analytic | AACSB: Individual Dynamics

93. ANS: F PTS: 1 NAT: AACSB: Analytic | AACSB: Leadership

94. ANS: A PTS: 1

NAT: AACSB: Individual Dynamics | AACSB: Group Dynamics | AACSB: Leadership

95. ANS: T PTS: 1 NAT: AACSB: Analytic | AACSB: Leadership

96. ANS: M PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Strategy

97. ANS: C PTS: 1 NAT: AACSB: Analytic | AACSB: Strategy

98. ANS: D PTS: 1 NAT: AACSB: Analytic | AACSB: Strategy

99. ANS: S PTS: 1 NAT: AACSB: Analytic | AACSB: Leadership

100. ANS: K PTS: 1 NAT: AACSB: Analytic | AACSB: Strategy

101. ANS: O PTS: 1 NAT: AACSB: Analytic | AACSB: Leadership

102. ANS: N PTS: 1 NAT: AACSB: Reflective Thinking | AACSB: Strategy

103. ANS: B PTS: 1 NAT: AACSB: Communication | AACSB: Leadership

104. ANS: R PTS: 1

NAT: AACSB: Analytic | AACSB: Leadership | AACSB: Strategy

105. ANS: I PTS: 1 NAT: AACSB: Analytic | AACSB: Leadership

106. ANS: E PTS: 1 NAT: AACSB: Analytic | AACSB: Strategy

107. ANS: G PTS: 1 NAT: AACSB: Analytic | AACSB: Strategy

108. ANS: H PTS: 1

NAT: AACSB: Multicultural and diversity understanding | AACSB: Individual Dynamics | AACSB: Group Dynamics

109. ANS: Q PTS: 1 NAT: AACSB: Analytic | AACSB: Leadership

110. ANS: L PTS: 1 NAT: AACSB: Analytic | AACSB: Leadership

ESSAY

111. Define organizational behavior in terms of the individual, the individual-organizational interface, and the organization itself.

ANS:

Answer not provided.

PTS: 1

NAT: AACSB: Analytic | AACSB: Individual Dynamics | AACSB: Group Dynamics

112. Explain why it is important for managers to have a good understanding of organizational behavior.

ANS:

Answer not provided.

PTS: 1

NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics

113. Discuss the four basic managerial functions and how they related to organizational behavior.

ANS:

Answer not provided.

PTS: 1 NAT: AACSB: Analytic | AACSB: Leadership

114. Describe, discuss, and give examples of the central concepts of organizational behavior that are grouped into three basic categories.

ANS:

Answer not provided.

PTS: 1

NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics

115. Describe the relative importance of the four managerial skills for top managers versus lower-level managers.

ANS:

Answer not provided.

PTS: 1 NAT: AACSB: Analytic | AACSB: Leadership

116. Identify, discuss, and give examples of the contextual perspectives on Organizational Behavior.

ANS:

Answer not provided.

PTS: 1

NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics

117. What is meant by the statement that organizational behavior has a descriptive, rather than prescriptive, nature? How does this relate to its importance as a managerial tool?

ANS:

Answer not provided.

PTS: 1 NAT: AACSB: Analytic | AACSB: Communication | AACSB: Leadership

118. Using the model presented in your text, briefly define systems theory. Give an example of each component of systems theory as it exists in an organization.

ANS:

Answer not provided.

PTS: 1 NAT: AACSB: Analytic | AACSB: Creation of Value

119. Compare and contrast the universal and situational perspectives in organizational behavior.

ANS:

Answer not provided.

PTS: 1

NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics

120. Compare and contrast individual-level outcomes, group-level outcomes, and organizational-level outcomes.

ANS:

Answer not provided.

PTS: 1

NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics

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