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1: March 2008
IFIDENTIAL / SULIT
Tun Abdul Razak
FINAL EXAMINATION JANUARY 2009
ORGANIZATIONAL BEHAVIOR 5MD1123 3 MAY 2009/SUNDAY 9.00AM - 12.00 PM/3 HOURS
COURSE CODE DATE/DAY
INSTRUCTIONS TO CANDIDATES:
1. 2. 3. 4. 5. This Question Booklet consists of THREE (3) Sections, Section A, B and C Answer ALL Questions in Section A, B and C. Answer ALL questions in Section A in the OMR Sheet and Section B and Section C in the Answer Booklet. Candidates are not allowed to bring into the examination hall/room any form of written materials or electronic gadget except for stationery that is permitted by the Invigilator. Students who are caught breaching the Examination Rules and Regulation will be charged with an academic dishonesty, and if found guilty of the offence, the maximum penalty is expulsion from the University.
(This Question Paper consists of 11 Printed Pages including front page)
*** DO NOT OPEN THE QUESTION PAPER UNTIL YOU ARE TOLD TO DO 50
Organizational Behavior SMDII23 Final Examination January 2009 MULTIPLE CHOICE QUESTIONS SECTION A:
CONFIDENTIAL (25 MARKS)
There are FIFTY (50) questions in this part. Answer ALL questions. Which of the following types of teams would most likely be assembled to improve the efficiency of a company's production process? A. B. C. D. Cross-functional Problem-solving Self-managed Virtual
Which of the following statements best serves to WEAKEN the argument that trust contributes to team effectiveness? A. The most cooperative teams are those that share the greatest amount of trust. B. Team members who trust each other tend to spend less time monitoring each other's behavior. C. Regardless of trust level, most individuals resist exposing vulnerabilities to their coworkers. D. Research shows that trust among team members is directly linked to members' willingness to take risks. Which of the following helps explain the current popularity of teams? Teams: A. B. C. D. are easier to manage are a way to better utilize employee talents are less expensive promote socialization
Which of the following statements best defines a work group? A. The performance of a work group is generally greater than the sum of its inputs from individual members. B. A work group interacts primarily to share information, rather than to engage in work that requires joint effort. C. A work group consists of 3 or more people who take on self-supervising responsibilities. D. A work group consists of 3 or more people from across departmental or functional lines.
Which is NOT one of the most common types of teams? A. Problem-solving B. Interdepartmental C. Self-managed D. Virtual
6. In addition to evaluating and rewarding employees for their individual contributions, management should consider using which of the following to reinforce team effort and commitment? A. B. C. D. Personalized incentives Consistent wages for all team members Individual performance evaluations Profit sharing
Organizational Behavior SMDI 123 Final Examination January 2009 7.
Which of the following statements regarding leadership is true? A. B. C. D. All leaders are managers. Formal rights enable managers to lead effectively. All managers are leaders. Non-sanctioned leadership is as important as or more important than formal influence. more accurately than leadership
There is fairly strong evidence that traits can predict effectiveness. A. leadership emergence B. extraversion in leaders C. leadership awareness D. leadership competence
9. Which model represents the theory that effective group performance depends on the proper match between a leader's style and the degree to which the situation gives control to the leader? A. B. C. D. Leader-Member Exchange Model Fiedler's Contingency Model Hersey and Blanchard's Situational Leadership Model Vroom and Yetton's Leader-Participation Model
According to University of Michigan researchers, which type of leaders is associated with higher group productivity and higher job satisfaction? A. B. C. D. situational employee-oriented production-oriented initiating structure-oriented
John Kotter's view argues that management focuses on coping with complexity, whereas leadership focuses on coping with A. B. C. D. conflict success defeat morale
Hersey and Blanchard developed which of the following? A. B. C. D. Situational leadership theory Cognitive resource theory Managerial grid model Path-goal theory
Which of the following statements is TRUE concerning power? A. B. C. D. Trust and mistrust affect the expression of power. A person can have power over you only if he or she controls something you desire. Power requires some congruence between the goals of the leader and those being led. To be effective, power must be actualized.
Organizational Behavior SMD1I23 ,Final Examination January 2009 14.
Leaders achieve goals, and power is: A. B. C. D. defined by leaders' hopes and aspirations usually used by poor leaders a means of achieving goals a goal in and of itself
Celebrities are paid millions of dollars to endorse products in commercials because the power. advertisers believe the celebrities have A. B. C. D. personal referent expert legitimate
occurs when people within organizations use whatever influence they can to taint the facts to support their goals and interests. A. B. C. D. Legitimate political behavior Politicking Illegitimate political behavior Sabotage
Formal power can arise out of which of the following? A. B. C. D. The ability to coerce or reward Formal authority Control of information All of the above power out of fear of the negative ramifications that might result if one
One reacts to fails to comply. A. B. C. D. legitimate coercive punitive referent
The traditional view of conflict is the belief that conflict is: A. harmful B. natural C. necessary D situational ly-dependent According to the interactionist's perspective, a group that functions without conflict is: A. B. C. D. living up to behavioral ideals prone to becoming static and apathetic likely to be responsive to the need for change and innovation the most productive
Organizational Behavior SMD1123 Final Examination January 2009 21.
The most important criterion in determining whether conflict is functional or dysfunctional is: A. B. C. D. overall morale turnover rates absenteeism levels performance
Negotiation can be defined as a process in which two or more parties exchange goods or services and attempt to agree upon A. B. C. D. the exchange rate for those goods and services acceptable bargaining strategies for obtaining the goods and services a model of the negotiation process for resolving differences effective arbitrators for disputes are used interchangeably.
The terms negotiation and A. B. C. D. win-lose bargaining collaboration accommodating
Which of the following is NOT a step in the negotiation process? A. B. C. D. definition of ground rules clarification and justification bargaining and problem solving process evaluation
Organizational structure has six key elements. Which of the following is NOT one of these elements? A. B. C. D. centralization departmentalization work specialization location of authority
A bureaucracy is characterized by all of the following EXCEPT: A. B. C. D. highly routine operating tasks formalized rules and regulations tasks that are grouped into functional departments decentralized decision making
The major advantage of the virtual organization is its: A. B. C. D. control predictability flexibility empowerment
Organizational Behavior SMDII23 Final Examination January 2009 28.
Which of the following is a drawback of a narrow span of control? It: A. B. C. D. reduces effectiveness is more efficient encourages overly tight supervision and discourages employee autonomy empowers employees
The more that lower-level personnel provide input or are actually given the discretion to make there is within an organization. decisions, the more A. B. C. D. centralization disempowerment work specialization decentralization
The basis by which jobs are grouped together is termed: A. B. C. D. social clustering bureaucracy specialization departmentalization
Which of the following is NOT a characteristic of organizational culture? A. B. C. D. attention to detail innovation formality orientation team orientation
The macro view of culture that gives an organization its distinct personality is its culture. A. B. C. D. dominant substrong national
Which characteristic is NOT reflective of subcultures? A. B. C. D. Includes core values of the organization Typically defined by department designations Includes values shared only within the organization Usually defined by geographical separation
Which of the following is most likely to result from a strong organizational culture? A. B. C. D. Low employee turnover Low employee satisfaction High employee turnover High absenteeism
Organizational Behavior SMDI123 Final Examination January 2009 35.
High formalization in an organization creates all of the following EXCEPT: A. B. C. D. predictability cohesiveness orderliness consistency
36. As organizations have widened spans of control, flattened structures, introduced teams, reduced formalization, and empowered employees, the ______ provided by a strong culture ensures that everyone is pointed in the same direction. A. B. C. D. rules and regulations shared meaning rituals socialization
Which of the following has proven to be a particularly good predictor for jobs that require cognitive complexity? A. B. C. D. Intelligence tests Integrity evaluations Work sampling Aptitude tests
Elaborate sets of performance simulation tests, specifically designed to evaluate a candidate's managerial potential, are: A. B. C. D. more effective than work sampling administered in assessment centers similar to personality tests considered drawbacks of some management development programs
The results of which of the following tend to have a disproportionate amount of influence on employee selection decisions? A. B. C. D. Interviews Written tests Performance simulation tests Work sampling methods
Training employees on how to be better listeners falls under which of the following training categories? A. B. C. D. Ethical skills Technical skills Problem-solving skills Interpersonal skills
Organizational Behavior SMDI123 Final Examination January 2009 41.
All of the following are ways to overcome problems encountered with performance evaluations EXCEPT: A. B. C. D. Evaluate selectively Focus on identifiable traits Use multiple evaluators Provide employees with due process
Performance evaluations are used to: A. B. C. D. improve group cohesiveness define departmental structure help management make HR decisions identify how jobs are completed
An example of change in the nature of the work force is an increase in: A. B. C. D. college attendance mergers and consolidations capital equipment more cultural diversity and goal oriented are termed planned change.
Change activities that are A. B. C. D. intentional discretionary random reflexive
Resistance to change can be positive because: A. B. C. D. it provides a degree of stability to behavior and productivity without some resistance, OB would take on characteristics of chaotic randomness resistance can be a source of functional conflict all ofthe above
Which of the following is NOT an organizational factor related to stress? A. B. C. D. economic conditions task demands role demands interpersonal demands
Excessive smoking, substance abuse, accident proneness, and appetite disorders are all examples of _____ symptoms of stress. A. B. C. D. personal psychological behavioral physiological
Organizational Behavior SMDI 123 inal Examination January 2009 48.
Organizationally supported programs that focus on the employee's total physical and mental condition are called ______ programs. A. B. C. D. job redesign relaxation employee involvement wellness is an example of an individual approach to stress reduction. A. B. C. D. Selection and placement Redesigning jobs Goal setting Relaxation techniques symptoms.
Consequences of stress can surface as A. B. C. D. physiological psychological behavioral all of the above
SECTION B: TRUE/FALSE There are TWENTY (20) questions in this part. Answer ALL questions.
One advantage of cross-functional teams is that they are easy to manage. TRUE/FALSE
A large proportion of people raised on the importance of individual accomplishment can be trained to become team players.
The University of Michigan studies found that production-oriented leaders were associated with higher group productivity than employee-oriented leaders. Leadership can be defined as the ability to influence a group towards the achievement of cohesiveness. As the world has become more technologically oriented, expertise has declined as a source of influence due to the increased availability of information. Formal power is a measure of an individual's ability to control organizational resources. Negotiation is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.
Organizational Behavior SMD1123 Final Examination January 2009 8.
The traditional view toward conflict seeks to retain the functional conflict in a group. You have decided to hire a small shop to do all of your duplicating and printing. This is an example of outsourcing.
The strength of the bureaucracy lies in its ability to perform standardized activities.
Specialization defines how job tasks are formally defined, grouped, and coordinated. Organizational culture is a set of key characteristics that an organization values. One specific result of a weak culture should be lower employee turnover. "Dominant culture" refers to cultures that value aggressive personalities.
Most formal training revolves around employees simply helping each other out. One explanation for why many employees may not be motivated is that the performance evaluation process is often more political than objective
The objective of effective selection is to match individual preference with the requirements of a job. "Change or die" is the rallying cry among today's managers worldwide
The organizational factors that cause stress include: task demands, role demands, and interpersonal demands. Research demonstrates that any effort to resist change is dysfunctional in terms of organizational effectiveness.
Organizational Behavior SMDI 123 Final Examination Januaty 2009
SECTION C: SHORT ANSWER QUESTIONS
There are FIVE (5) questions in this part. Answer ALL questions.
Explain the three types of conflict: task conflict, relationship conflict, and process conflict. Explain the concept of the "boundaryless" organization. Distinguish dominant culture from a subculture within organizations
(3 marks) (3 marks)
Who should perform employee evaluations? Discuss some of the psychological consequences of stress.
(3 marks) (3 marks)
[TOTAL MARKS: 50]
END OF QUESTION
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