Or

gani
zat
ionalBehav
iorSEM VI

1) A f i
eldofst
udythatinvest
igatestheimpactt
hati
ndi
vi
dual
s,gr
oups,and
st
ruct
urehaveonbehav
iorwit
hinorgani
zati
ons

a)Or
gani
zat
ional
st r
ucture
b)Or
gani
zat
ionalPsychology
c)Or
gani
zat
iondevelopment
d)Or
gani
zat
ionalbehavior.

2) Aprocessthati
ncludesdef
ini
nggoal
s,est
abl
ishi
ngst
rat
egy
,anddev
elopi
ng
pl
anst
ocoordi
nateact
ivi
ties

a)Planning
b)Controll
i
ng
c)Leading
d)Organizi
ng

3) All manager
s, to some degr
ee, col
lect i
nfor
mat
ion f
rom out
side
or
gani
zat
ionsandi
nst
it
uti
ons.

a) I nt
erpersonal r
oles
b) I nf
ormat ionalr
oles
c)Deci
sional
r oles
d)I
ndivi
dualr
ol es

4) Ani
ndi
vi
dual
'
scapaci
tyt
oper
for
mthev
ari
oust
asksi
naj
ob

a) I
ndivi
dualBehav i
or
b) I
ndivi
duallearni
ng
c) Indivi
dualabil
i
ty
d) Percepti
on

5) Thi
srol
eincl
udeshi
ri
ng,
trai
ning,
mot
ivat
ing,
anddi
sci
pli
ningempl
oyees.

a)Inter
personal rol
es
b)Infor
mat i
onal rol
es
c) Deci
sionalroles
d) I
ndiv
idualroles

6) Moni tor
ingacti
vit
iestoensur
etheyar
ebei
ngaccompl
ishedaspl
annedand
corr
ecti
nganysigni
fi
cantdevi
ati
ons
a)Pl
anni
ng
b)Contr
oll
i
ng
c)Leading
d)organiz
ing

7) Theabi
li
tyt
oappl
yspeci
ali
zedknowl
edgeorexper
ti
se.

a) Technicalskil
ls
b) Conceptual ski
ll
s
c) HumanSki ll
s
d) I
ndiv
idual skil
l
s

8) Det er
mini
ngwhatt
asksar
etobedone,
whoistodot hem,howt
hetasksar
e
tobegr
ouped,whor
epor
tstowhom,
andwheredeci
sionsaret
obemade

a) Pl
anni ng
b) Controll
i
ng
c) Leading
d) organizi
ng

9) Thement
alabi
li
tyt
oanal
yzeanddi
agnosecompl
exsi
tuat
ions

a) Technicalski
ll
s
b) Conceptualskil
l
s
c) HumanSki ll
s
d) I
ndivi
dualskil
ls

10) Effect
iveVersusSuccessf
ulManageri
alAct
ivi
ti
es-Thi
sact
ivi
tyconsi
stsof
exchangi
ngrouti
neinfor
mationandpr
ocessi
ngpaperwor
k

a) Tradi
ti
onalmanagement
b) Communi cati
on
c) Humanr esourcemanagement
d) Networki
ng

11) Afuncti
onthati
ncl
udesmotivat
ingempl
oyees,di
rect
ingother
s,sel
ect
ingt
he
mostef
fecti
vecommunicat
ionchannels,
andr
esolv
ingconfli
cts

a) Pl
anning
b) Cont
roll
ing
c) Leadi
ng
d) or
gani
z i
ng

12) The abi

li
tyt o work wi
th,under
stand,and mot
ivat
e ot
herpeopl
e,bot
h
i
ndi
vidual
l
yandi ngroups
a) Technicalski
ll
s
b) Conceptualskil
ls
c) HumanSkil
ls
d) I
ndi
vi
dualski
ll
s

13) Thest
udyofsoci
eti
est
olear
nabouthumanbei
ngsandt
hei
ract
ivi
ti
es.

a) Sociology
b) Psychology
c) Ant
hr opol
ogy
d) Poli
ticalsci
ence

14) Ef
fect
iveVersusSuccessfulManageri
alActi
vi
ties-Thisacti
vi
tyconsi
stsof
moti
vat
ing,
disci
pli
ning,
managingconfl
ict
,staf
fi
ng,andtrai
ning.

a) Tradi
ti
onalmanagement
b) Communi cat
ion
c) Humanr esourcemanagement
d) Networki
ng

15) St
udyar
eas:st
ruct
uri
ng ofconf
li
cts,al
locat
ions ofpower
,how peopl
e
mani
pul
atepowerf
ori
ndi
vi
dual
sel
f-
int
erest

a) Sociology
b) Psychology
c) Ant
hr opol
ogy
d) Poli
ticalsci
ence

16) Abi
l
ityt
oexer
tmuscul
arf
orcer
epeat
edl
yorcont
inuousl
yov
ert
ime.

a) DynamicStrengt
h
b) Trunkstr
ength
c) Stat
icstr
ength
d) Expl
osi
vest r
engt
h

17) Effect
iveVersusSuccessfulManager
ialActi
vi
ti
es-Thi
sact
ivi
tyi
nvol
ves
soci
ali
zing,
poli
ti
cki
ng,andi
nteract
ingwi
thoutsi
der
s

a) Tradi
ti
onalmanagement
b) Communi cat
ion
c) Humanr esourcemanagement
d) Networki
ng

18) Anar eawithi

npsychol
ogythatblendsconcept
sfrom psy
chologyand
soci
ologyandthatf
ocusesonthei
nfl
uenceofpeopleononeanot
her.
a) Soci ol
ogy
b) Psy chology
c) Anthr
opol
ogy
d) Soci
alPsy
chol
ogy

19) Personalcharact
eri
sti
cs t
hat ar
e obj
ect
ive and easi
ly obt
ained f
rom
per
sonnelrecor
ds.

a) Age
b) Gender
c) Marti
alSt
atus
d) Age,Mari
talst
atus&Gender

20) Anyr elat

ivel
yper
manentchange i
n behav
iort
hatoccur
sasa r
esul
tof
exper
ience.

a) Personali
ty
b) Leadership
c) Motiv
ation
d) Lear
ning

21) Indiv
idualscanal solearnbyobser vi
ngwhathappenst
oot
herpeopl
e
a)Classicalcondi
tioninglearning
b)Operantcondi t
ioninglearning
c)Sociallearni
ng
d) Cl
assical,
Operant&Soci alLearni
ng

22) A process by whi

ch i
ndi
vidual
s organi
ze and i
nter
pret t
hei
r sensor
y
i
mpressi
onsinordert
ogiv
emeaningtothei
renvi
ronment
.

a) Val
ues
b) Per
cepti
on
c) Att
it
ude
d) per
sonal
ity

23) Studyofgr
oupbehav
iouri
nor
gani
sat
ions,gr
oupdy
nami
cs,desi
gnofwor
k
teams

a) Sociology
b) Psychology
c) Anthropol
ogy
d) SocialPsychol
ogy

24) Anumberoff
act
orsdet
ermi
net
heper
sonal
it
yofi
ndi
vi
dual
.

a) Biol
ogicalf
actor
s
b) Familyfact
ors
c) Envi
ronmentalf
act
ors
d) Biol
ogical
,Fami
ly&Envi
ronment
al.

25) Thestagechar
acter
izedbycompeti
ti
onandconfl
icti
ntheper
sonal
-r
elat
ions
di
mensionanorgani
zat
ioninthet
ask-
funct
ionsdi
mensi
on.

a) Forming
b) Stor
mi ng
c) Norming
d) Per
forming

26) Fact
orsar
ethose,
whi
chexi
stsi
nandar
oundt
hei
ndi
vi
dual
.

a) Si
t uati
onalFactor
s
b) Env i
ronmentalFactor
s
c) Fami lyFactor
s:
d) Biological
Factors

27) Ataskgroupi
susuallyf
ormedt
osolveaprobl
em.Iti
scompr
isedoft
he
empl
oyeeswhoworktoget
hert
ocompl
eteapar
ti
cul
art
ask.

a) Pri
mary&SecondaryGroups
b) Membershi
p&Ref er
enceGroup
c) In-
Groups&Out-
Groups
d) Command&TaskGr oups

28) Referstoapar
ticul
artendencywit
hint
heindiv
idualr
egardi
ngthati
ndi
vi
duals
exper
ience;asaper
son,eventsthathashappenedormatter
sarisi
ngoutofthose
event
s

a) Percept
ion
b) Val
ues
c) Att
itude
d) Percept
ion,At
ti
tude&Val
ues

29) Thestage,whichTuckmancal
lsi
schar
acteri
zedbycompeti
ti
onandconf l
ict
i
n the personal
-r
elati
ons di
mensi
on an organizat
ion i
n t
he task-
funct
ions
di
mension.

a) Forming
b) Perf
orming
c) St
orming
d) Norming
30) TheFi
veSt
ageModel(
GroupDy
nami
cs/
Dev
elopment

a) Forming,Stor
ming,Normi
ng,Adjour
ning,
Perf
orming
b) Stor
mi ng,Adj
ourni
ng,For
ming,Norming,
Pref
orming
c) Forming,Stor
ming,Normi
ng,Perfor
ming,Adj
our
ning
d) Norming,Forming,
Stormi
ng,Perfor
ming,Adj
our
ning.

31) Stage,i
nvol
vest
het
ermi
nat
ionoft
askbehav
ior
sanddi
sengagementf
rom
rel
ati
onshi
ps.

a)For
ming
b)Adj
ourni
ng
c)Nor
ming
d)Per
for
ming

32)Thest
age,
per
sonalr
elat
ionsar
echar
act
eri
zedbydependence

a) For
ming
b) Adj
ourni
ng
c) Norming
d) Per
for
ming

33)Descr
ibesthepat
ter
nofi
nter
-r
elat
ionshi
pexi
sti
ngbet
weent
hev
ari
ousuni
tsof
anorgani
zati
on.

a)Or
gani
zat
ional
st r
ucture
b)Or
gani
zat
ionalPsychology
c)Or
gani
zat
iondevelopment
d)Or
gani
zat
ionalbehavior

34) Thef or
malconjurati
onbet weeni
ndi
vidualsandgroupswithrespectt
othe
al
locat
ionoftasks,
responsi
bil
it
iesandaut
horit
ieswit
hintheor
ganizat
ion

a) GreenbergandBaron
b) StephenRobbins
c) LewisAll
en
d) McCl el
and’
s

35)Eachmanageri sresponsi
bleofanar
eawi
thi
ntheor
gani
zat
iondependi
ngof
hi
s/herspeci
ali
zat
ion

a) FunctionalDepart
mentali
zati
on
b) ProductDepar t
mentali
zati
on
C) Geogr aphi
calDepar
tmentali
zat
ion
d) Pr ocessDepartmental
izat
ion
36)
Aor gani
zat
ionisonei nwhichit
sdesi
gnisnotdef
inedby ,orl
imit
edt o,t
he
hor
izont
al,v
ert
ical
,orext
ernal
boundari
esi
mposedbyapredef
inedst
ructur
e.

a) Lear ningOr ganizati

on
b) St ructureOrganization
c)BoundarylessOr ganizati
on
d)Lear
ning,Structure&Boundary
less

37)Alear
ningor
ganizat
ioni
sdef
inedasanor
gani
zat
iont
hathasdev
elopedt
he
capaci
tyt
oconti
nuously

a) Learn
b) Adapt
c) Change
d) Lear
n,Adapt&Change

38)
Empl oy
ees wor
k dur
ing a common cor
eti
me per
iod each day buthav
e
di
scret
ion

a) JobShar i
ng
b) Fl exi
time
c)JobEnrichment
d)JobSalary

39)I
tref
erst
othe degr
ee t
o whi
ch j
obs wi
thi
nthe or
gani
zat
ion ar
e
st
andar
dizedandt
heext
entt
owhi
chempl
oyeebehav
iori
sgui
dedbyr
ules
andpr
ocedur
es.

a) Wor kSpeci
ali
zat
ion
b) Formali
zati
on
c) SpanOfControl
d) ChainOfCommand

40)Ast
ruct
urei
smadeupofsepar
ate,
semi
-aut
onomousuni
tsordi
vi
sions

a) Divi
sionalSt
ructure
b) Team Struct
ur e
c) Functi
onalStruct
ure
d) Matri
xStructure

41)I
tis def
ined as a cont
inuous l
ine ofaut
hor
it
ythatext
ends f
rom upper
or
gani
zat
ional
lev
elst
othel
owestl
evel
sandcl
ari
fi
eswhor
epor
tst
owhom

a) SpanOfContr
ol
b) Chai
nofCommand
c) Cent
ral
iz
ati
onAndDecent
ral
i
zat
ion
d) Centr
ali
zat
ion

42) I
tsgr
oupsj
obsont
hebasi
sofcommoncust
omer
s.

a) Functi
onalDepar
tmentali
zati
on
b) CustomerDepart
mentaliz
ation
c) Geographi
calDepar
tment al
i
zati
on
d) Pr
ocessDepartmental
i
z at
ion

43)Astruct
ureisdef
inedasadesignwit
hlowdepart
ment
ali
zat
ion,
widespansof
cont
rol
,centr
ali
zedauthor
it
y,andl
it
tl
efor
mali
zat
ion

a) Si
mpleSt r
uctur
e
b) Team Str
ucture
c) Functi
onalStr
uctur
e
d) Matr
ixStr
ucture

44)Theobl
i
gat
iont
oper
for
m anyassi
gneddut
ies.

a) Uni
tyofcommand
b) Author
it
y
c) Responsi
bil
i
ty
d) Aut
hori
ty&Responsi
bil
i
ty

45)A matr
ixst
ruct
urei
sonet hatassi
gnsspeci
ali
stsf
rom di
ff
erentf
unct
ional
depar
tment
stoworkononeormoreproj
ect
s.

a) SimpleStructure
b) Team Structure
c) Funct
ionalStructur
e
d) Matri
xStructure

46)
Theper
iodi
cshi
ft
ingofawor
kerf
rom onet
askt
oanot
her
.

a) JobRot at
ion
b)Fl
exi
ti
me
c)JobEnr
ichment
d)JobSal
ary

47)Empl
oyeesdot
hei
rwor
kathomeonacomput
ert
hati
sli
nkedt
othei
rof
fi
ce
a) JobRot at
ion
b) Fl exi
ti
me
c)JobEnri
chment
d)Tel
ecommut i
ng/Tel
eCommuni
cat
ion

48)
Theorgani
zat
ioni
scompri
sedofmanyi ndependentdecentral
izedbusi
ness
uni
ts,
eachwit
hit
sownpr
oduct
s,cl
ient
s,compet
it
ors,andpr
ofitgoals.

a)Di
visi
onal Str
ucture
b)Aut
onomousI nt
ernal
Uni
ts
c)FunctionalStruct
ure
d)Mat r
ixStructure

49)El
ement
sOfOr
gani
zat
ionSt
ruct
ure

a) WorkSpeci
ali
zat
ion
b) Chai
nofCommand
c) SpanofControl
d) WorkandChainofcommand

50)Det
ermi
nest
henumberofempl
oyeesamanagercanef
fi
cient
lyandef
fect
ivel
y
manage.

a) WorkSpeci
ali
zat
ion
b) Chai
nofCommand
c) SpanofContr
ol
d) WorkandChainofcommand

51)Defi
ned ast
hepr
ocesst
hati
nit
iat
es,gui
desand mai
ntai
nsgoal
-or
ient
ed
behav
ior
s.

a) Motivati
on
b) Leadershi
p
c) Trai
ning
d) Moti
vation&Tr
aini
ng

52)Theactofst
imul
ati
ngsomeoneoronesel
ftogetagetadesi
redcour
seof
act
ion

a) MichaelJJui
cus
b) KoontzandO’Donnel
l
c) LewisAll
en
d) Will
iam GScott

53)Masl
owAbr
aham’
sHi
erar
chyofNeedsTheor
y
a) Phy siol
ogi calNeeds,SocialNeeds,Securi
ty/SafetyNeeds,Esteem Needs,
Sel
f-Actuali
zationNeeds
b) Phy siol
ogi calNeeds,Securi
ty/Saf et
yNeeds,SocialNeeds,Esteem Needs,
Sel
f-Actuali
zationNeeds
c) Est eem Needs,Sel f
-Actual
izat
ion Needs,Physi
ologi
calNeeds,Secur i
ty/
Saf
et yNeeds, SocialNeeds
d) Sel f-
Actualizat
ionNeeds,Social
Needs,Securi
ty/Safet
yNeeds,Esteem Needs,
Physiol
ogicalNeeds

54)Motivat
ionmeansapr
ocessofst
imul
ati
ngpeopl
etoact
iont
oaccompl
ish
desi
redgoals

a) Mi chaelJJui
cus
b) Koont zandO’Donnel
l
c)LewisAllen
dWi l
l
iam GScott

55)Thesearet heneedsconnectedwit
hthepsy
chol
ogi
calf
earofl
ossofj
ob,
proper
ty,
nat
uralcal
amiti
esorhazards

a) Secur it
y/SafetyNeeds
b) Phy siol
ogicalNeeds
c)Sel
f-
Actuali
zati
onNeeds
d)Soci
alNeeds

56)Thiscategor
yofneedsi
ncl
udet
heneedt
ober
espect
edbyot
her
s,needt
obe
appreciat
edbyother
s

a) Secur it
y/SafetyNeeds
b) Phy siol
ogicalNeeds
c)Sel
f-
Actuali
zati
onNeeds
d)Est
eem Needs

57)Mot iv
at i
onisagener alt
erm appl
yi
ngt
otheent
ir
ecl
assofdr
ives,needs,
wishesandsi mi
larf
orces.
a)MichaelJJuicus
b)KoontzandO’Donnel
l
c)LewisAllen
d)Will
iam GScott

58)Thisi
sthehi
ghestamongt
heneedsi
nthehi
erar
chyofneedsadv
ocat
edby
Maslow

a) Secur
it
y/SafetyNeeds
b) Physi
ologi
cal
Needs
c)Sel
f-
Actual
izat
ionNeeds
d)Soci
alNeeds

59)The wel
l-
known psy
chol
ogi
stDougl
as McGr
egorhas gi
ven hi
stheor
yof
moti
vat
ion

a) TheoryX
b) TheoryY
c)Theor
yX&Theor
yY.
d)Theor
yA

60) Management i
sr esponsi
blefor organi
sing t
he element of pr
oduct
ive
enter
pri
sesmoneyandpeopleinthei
nter
estofeconomicends
a) Theor yX
b) Theor yY
c)Theor
yA
d)TheoryB

61)Theseneedsi
ncl
udef
ood,shel
ter
,cl
othi
ng,r
est
,ai
r,wat
er,sl
eepandsexual
sat
isf
acti
on.

a) Secur it
y/SafetyNeeds
b) Phy siol
ogicalNeeds
c)Sel
f-
Actuali
zati
onNeeds
d)Soci
alNeeds

62)Moti
vati
onistheworkamanagerper
for
mst
oinspi
re,encour
ageandi
mpel
peopl
etotaker
equir
edact
ion

a)MichaelJJui
cus
b)KoontzandO’Donnel
l
c)LewisAll
en
dMasl ow’
s

63)Wor kisasnat
uralaspl
ayorrest
,prov
idedt
hecondi
ti
onsar
efav
our
abl
e;t
he
averagehumanbei
ngdoesnoti
nherent
lydi
sli
kewor
k.
a)TheoryX
b)TheoryY
c)TheoryX&Y
d)TheoryA

64)Fr
edi
ckHer
zber
g’sTwoFact
orTheor
yisal
socal
led

a) Dual Fact
orTheory
b) Hy gi
ene/MaintenanceTheor
y
c)Bot
haandb
d)Hy
gieneTheor
y

65)Hy
giene/Mai
ntenanceFact
orsi
sal
socal
led

a) I ntri
nsicFactor
b) Mot ivat
orFactor
c)Extr
insi
cFactor
d)Int
ri
nsic&Ex tr
insi
cFact
or

66)Thedr i
vet
oexcel
,toachi
evei
nrel
ati
ont
oasetofst
andar
ds,t
ost
ri
vet
o
succeed.

a) Needf
orPower( NPower)
b) Needf
orAchievement(NAch)
c) NeedforAff
il
iati
on(NAff
):
d) NeedforPower&Af fi
l
iat
ion

67)Feelst hatheshoul dbelongtooneortheot

hergr
oupandt
hememberoft
he
groupshoul daccepthi m wi
thlov
eandaff
ecti
on
a) Secur it
y/Saf etyNeeds
b) Phy siologi
cal Needs
c) Sel f-Actual
izati
onNeeds
d) Soci alNeeds

68)Resear
chi
ndi
cat
est
hati
ndi
vi
dual
sar
emot
ivat
edbasedont
hreeneedswho
sai
dthi
s.

a) DavidMcClelland’
s
b) FredickHerzberg’
s
c) LewisAllen
d) Wi l
li
am GScot t

69)Theneedt
omakeot
her
sbehav
einawayt
hatt
heywoul
dnothav
ebehav
ed
other
wise

a) NeedforPower( NPower)
b) NeedforAchievement(NAch)
c)Needf
orAff
il
iat
ion(NAff
):
d)Needf
orPower&Af fi
l
iat
ion

70)Accordi
ngto,aU.
Spsy
chol
ogi
st,mani
sawant
ingani
mal
,
hehasav
ari
etyof
wantsorneeds.

a)Mi
chael
JJui
cus
b)Masl
owAbr
aham’s
c)Fr
edi
ckHer
zberg’
s
d)Davi
dMcCl
ell
and’
s

71)Theyenj
oybeingwithpeopleandbeingacceptedandl
ikedbyt
hepeopl
e
aroundt
hem.
Theypref
ercooper
ati
onovercompet
it
ion.

a) NeedforPower( NPower)
b) NeedforAchievement(NAch)
c)Needf
orAff
il
iat
ion(NAff
)
d)Needf
orPower&Af fi
l
iat
ion

72)Theoryis a pr
ecursorofself-
deter
minati
on theor
y and cent
ers on t
he
di
sti
nct
ionbet
weenintr
insi
candext
ri
nsicmotiv
ation.

a) Sel f-
Effi
cacyTheory
b) Goal Set
tingTheory
c)Expect
ancyTheor y
d)Cognit
iveEvaluat
ionTheor
y

73)Theabil
it
yofacompany
'smanagementt
omakesounddeci
sionsandi
nspi
re
other
stoperf
orm wel
l.

a) Di r
ectorshi
p
b) Leader ship
c)Bothaandc
d)Taskori
ented

74)Heorshewillacti
vel
ydef
inethewor
kandt
her
olesr
equi
red,putst
ruct
uresi
n
pl
ace,
plan,
organizeandmoni
tor.

a) Peopl
e-OrientedLeadershi
p
b) Rel
ati
ons-Or i
entedLeadershi
p
c) Task-
OrientedLeadership
d) Aut
ocrat
icLeader shi
p

75)Accor
dingResear
cherEdwinLocket hi
stheoryincl
udef
ivebasi
c-cl
ari
ty,
chal
l
enge,
commitment,f
eedback,
andtaskcomplexi
ty.

a) Self-
Effi
cacyTheory
b) Goal Sett
ingTheory
c) ExpectancyTheor
y
d) Cogni t
iveEval
uati
onTheor
y

76)Thel
eader
shi
pisanext
remef
orm oft
ransact
ionall
eader
shi
p,wher
eal
eader
exer
tshi
ghl
evel
sofpowerov
erhi
sorherempl
oyeesort
eam member
s.

a) People-
Or i
entedLeadershi
p
b) Rel
ations-Ori
entedLeadershi
p
c) Task-OrientedLeadershi
p
d) Autocrati
cLeadershi
p

77)Accor
dingt
oBandur
a(1982)
,one'
sabi
li
tyt
oper
for
m at
askwi
thi
naspeci
fi
c
domain

a) Self-
Effi
cacyTheory
b) Goal Sett
ingTheor
y
c) ExpectancyTheor
y
d) Cognit
iveEval
uat
ionTheor
y

78)Theleader
s"wor
kbyt
hebook"
,ensur
ingt
hatt
hei
rst
afff
oll
ow pr
ocedur
es
exact
ly

a) CharismaticLeadership
b) Bureaucrati
cLeader ship
c) Task- Ori
entedLeader shi
p
d) Autocrat
icLeadership

79)Proposed by Vi
ctorVr
oom suggest
sthatmot
ivat
ion occur
sift
her
eis
fav
orabl
eoutcome

a) Self-
Effi
cacyTheory
b) Goal Sett
ingTheory
c) ExpectancyTheory
d) Cogniti
veEvaluat
ionTheor
y

80)
Theleader
shipstyl
ecanappearsi
milartoatransf
ormat
ionall
eader
shi
pst
yle,
i
nthatt
heleaderi
nject
shugedosesofenthusi
asm i
ntohi
sorherteam

a) CharismaticLeadership
b) Bureaucrati
cLeader ship
c) Task- Ori
entedLeader shi
p
d) Autocrat
icLeadership
81)"l
etthem do"andi
susedt
odescr
ibeal
eaderwhol
eav
eshi
sorhercol
leagues
togetonwiththei
rwork.

a) CharismaticLeader
ship
b) Bureaucrati
cLeadership
c) Task- Or
ientedLeadershi
p
d) Lai
ssez-Fair
eLeadership

82)A behav ior

alconstr
uctwher
e cont
roli
s achi
eved by mani
pul
ati
ng t
he
consequencesofbehav
ior
.

a) Reinf
orcementTheory
b) GoalSetti
ngTheory
c) ExpectancyTheory
d) Cogni
tiv
eEvaluat
ionTheor
y

83)Theleaderwi
llmakethef
inaldeci
sion,heorsheinv
itesot
hermember
soft
he
team t
ocontri
but
etothedeci
sion-
makingpr ocess.

a) Part
ici
pativeLeadershi
p
b) Democr ati
cLeadership
c) Bothaandc
d) People-Ori
entedLeadershi
p

84) Afairbalancetobest
ruckbet
weenanempl
oyee'
sinput
s-har
dwor
k,ski
ll
l
evel
,tol
erance,ent
husi
asm.

a) Equit
yTheor y
b) GoalSetti
ngTheory
c) ExpectancyTheory
d) Cogni
tiv
eEv al
uat
ionTheor
y

85)RobertGr
eenl
eafi
nthe1970s,descr
ibesal
eaderwhoi
sof
tennotf
ormal
ly
recogni
zed

a) CharismaticLeader
ship
b) ServantLeadershi
p
c) Task-Or
ientedLeadershi
p
d) Lai
ssez-Fair
eLeadership
86)Theleaderistot
allyf
ocusedonor
gani
zing,suppor
ti
nganddev
elopi
ngt
he
peopl
einthel
eader
'steam.

a) People-Ori
entedLeadershi
p
b) Relati
ons-Ori
entedLeadershi
p
c) Task- Ori
entedLeadershi
p
d) Autocrat
icLeadershi
p

87)Aper
sonwiththi
sleadershi
psty
lei
sat
ruel
eaderwhoi
nspi
reshi
sorhert
eam
wit
hasharedv
isi
onoft hefutur
e.

a) Task-Ori
entedLeadership
b) Rel
ations-
Or i
ent
edLeader shi
p
c) Transfor
mat i
onalLeadershi
p
d) Autocrat
icLeadership

88)Agoodl eaderwil
lfi
ndhi
m orhersel
fswitchi
ngi
nst
inct
ivel
ybet
weenst
yles
accor
dingt
ot hepeopl
eandwor
ktheyaredeal
ing.

a) Si
tuationalLeader
ship
b) Autocrati
cLeadershi
p
c) Transacti
onalLeadershi
p
d) Relati
ons-Ori
entedLeadershi
p

89)I
tisassoci
atedwi
thconst
rai
ntsanddemands

a) Depressi
on
b) Anxi
ety
c) Unemphati
c
d) Str
ess

90)Whatar
ePot
ent
ialSour
cesofSt
ress

a) GroupSt r
ess
b) I
ndividualSt
ress
c) Bothaandb
d) I
nterpersonalSt
ress

9.
a
b
c
d1t
h
)
ho
O
ewa
wr
rl
p
g
oo
a
c
ec
n
l
a
s
it
c
i
i
t
o
zv
y
i
o
a
ui
t
s
t
r
no
i
i
c
e
t
oa
e
s
ns
t
f
s
e
ad
me
a
rt
e
re
p
u
cn
a
c
a
ot
r
l
s
o
t
ul
me
o
rd
d
e
ce
i
a
n
pv
t
a
re
t
i
s
tl
ma
d
o
ea
d&c
pn
e
rdo
i
db
lyr
o
f
y
e
fn
i
ft
c
t
e
h
re
r
o
es
s
ll
f
p
t
e
io
r
d
a
mce
91)Wor
kat
ti
tudescanber
efl
ect
edi
nanor
gani
zat
iont
hrough

a) Jobsatisf
acti
on
b) Organizati
onalcommi
tment
c) Both‘A’and‘B’
d) JobEnlargement

92)Att
henor
mingst
age,
thet
eam i
sinv
olv
edi
ndef
ini
ng

a) Goal s
b) Roles
c) Relati
ons
d) Leader
93)Feature(s)ofMasl
ow’
sneedhi
erar
chyt
heor
yis(
are)

a) Classi
fi
esbasi
chumanneedsinahi
erar
chy
b) Theoryofhumanmot i
vat
ion
c) TheoryofHumanMot i
ves
d) TheoryofI
ndiv
idual

94)Thephi
l
osophyt
hatguidesanorgani
zat
ion’
spol
ici
est
owar
dsi
tsempl
oyees
andcust
omersi
sani
mportantpar
tof

a) Managementstrat
egy
b) Or
ganizat
ional
cult
ure
c) Or
ganizat
ionbehavi
or
d) Or
ganizat
iondevel
opment

95)Themodel
(s)ofOr
gani
zat
ionalBehav
iouri
s(ar
e)

a) Autocrati
c
b) Supportiv
e
c) Custodial
d) Leaders

96)Acommondef
ini
ti
onofOr
gani
sat
ional
Behav
iouri
sthati
tist
hest
udyof

a) I
ndivi
dualbehavi
or
b) Groupbehavior
c) Patt
ernsoforgani
sat
ional
str
uct
ure
d) I
ndi
vi
dual
&Gr
oup

97)Whi
chi
sthepr
ocesst
oresol
veconf
li
ct

a) Problem sol
vi
ng
b) Persuasi
on
c) Poli
ti
cs
d) Confront
ing

98)Theor
yYi
ncl
udes

a)I
ngeneral
,formostpeople,t
heexcuseofphy
sicalandment
alef
for
tinwor
kand
pl
ayisasnat
urali
nplayorrest

b)Manwi
l
lexer
cisesel
fcont
roli
nthosespher
eswher
etheobj
ect
ivest
all
ywi
thhi
s
own

c)Thecapaci
tyf
ordev
elopi
ngandut
il
isi
ngt
hei
rcapaci
ti
es

d)Knowl
edgeandski
l
ldoesexi
sti
npeopl
e

99)TheObj
ect
ive(
s)ofOr
gani
sat
ional
behav
iouri
ncl
udes

a)Todescri
betheacti
onsandreact
ionsofindiv
idual
sandgroupsi
nthesy
stem as
theyi
nter
actwi
theachotheri
nthecourseofthei
rworkingday

b)Todescr
ibet
her
oleofcapi
tal
andl
ocat
ion

c)Todescr
ibet
her
oleofmanandmachi
nes

d)Todescr
ibet
her
oleofcapi
tal
andmachi
nes

100)Sy
stemsappr
oachofManagementconsi
sts

a) Infor
mationrequi
rements
b) Communi cationmethodol
ogy
c) Decisi
onMaki ngtechni
ques
d) Leaderdeci
sionmaking

101)Ear
lyTheor
iesOfMot
ivat
ionr
epr
esent
edby
a) MaslowAbraham’s
b) Fredi
ckHerzberg’
s
c) DouglasMcgregor’
s
d) LewisAll
en

102)Lear
ningcanbei
nthef
orm of

a) Objectiv
e-ori
ent
ed
b) Mot i
vation
c) Sti
mul us
d) Completion

103)Conf
li
ctManagementyoucooper
atetoahi
gh-
degr
ee,andi
tmaybeaty our
ownexpense,andactual
lywor
kagainsty
ourowngoal
s,obj
ect
ives,anddesi
red
outcomes

a) Avoi
ding
b) Coll
abor
ati
ng
c) Accommodating
d) Competing

104)
Sour
cesofConf
li
ct

a) ScarceResources
b) Diff
erentVal
ues
C) PoorCommuni cat
ion
d) Differ
entper
sonali
ty

105) A changeprocessbasedonthesystemat
iccoll
ecti
onofdataandt
hen
sel
ect
ionofachangeacti
onbasedonwhatt
heanalyzeddat
aindi
cat
e

a) Act
ionResear
ch
b) Negoti
ati
on
c) Coerci
on
d) Coerci
on&Negoti
ati
on

106)Theappl
i
cat
ionofdi
rectt
hreat
sorf
orceupont
her
esi
ster
s.
a) Faci
li
tat
ionandsuppor
t
b) Manipul
ati
onandco-opt
ati
on
c) Negoti
ati
on
d) Coerci
on

107)Lewi
n’s3St
epModel

a) Unfreeze,Freeze&Change
b) Freeze,Change&Unf r
eeze
c) Unf r
eeze, Change&Freeze
d) Change&Unf reeze

108)Thi
sst
agei
nvol
vescr
eat
ingt
her
ightcondi
ti
onsf
orchanget
ooccur

a)Unfr
eez
eSt age
b)Fr
eezeStage
c)Changest
age
d)Unfr
eeze&Change

109)Envir
onmentofanorgani
zat
ionr
eferstoevent
s,fact
ors,peopl
e,sy
stems,
str
uctur
esandconditi
onsinsi
detheorgani
zat
ionthataregenerall
yunderthe
contr
olofthecompany
.

a)TheExternalEnvi
ronment
b)TheInt
ernalEnvir
onment
c)Botha&b
d)Organi
zationalEnvi
ronment

110)
TheAppr
eci
ati
veI
nqui
rypr
ocessessent
ial
lyconsi
stsoff
olowi
ngst
eps

a) Discovery
b) Design
c) Dr eaming
d) I
magi ng

111)At erm usedtoencompassacol lecti

onofplanned-
changeinter
venti
ons
bui
lton humani st
ic-
democr
ati
cv alues thatseek t
oi mprove or
ganizat
ional
eff
ect
ivenessandempl oy
eewel
l-being.
a) Or
ganizat
ional
dev elopment
b) Or
ganizat
ional
Tr ai
ning
C) Organi
zati
onstructure
d) Or
ganizat
ionalConflict

112)Ref
erst
oaconf
li
ctbet
weent
woi
ndi
vi
dual
s

a) I
ntrapersonalconfl
i
ct
b) I
ntragroupconfli
ct
C) I
nterpersonal
confli
ct
d) I
ntergroupconfli
ct

113)Thisiswher
eyoupar
tnerorpai
rupwi
tht
heot
herpar
tyt
oachi
evebot
hof
yourgoal
s

a) Avoi
ding
b) Coll
abor
ati
ng
c) Accommodating
d) Competing

114)Theabi
l
ityofonepartytochangeorcont
rolt
hebehav
ior
,at
ti
tudes,
opi
nions,
obj
ecti
ves,needs,andval
uesofanot
herpar
ty

a) BasisofPower
b) BasisofMotivati
on
c) BasisofLeadershi
p
d) BasisofAtti
tude

115)Basedonsubordi
nat
es'bel
iefthatasuper
iorhasj
obexper
ienceandspeci
al
knowl
edgeorexper
ti
seinagi
v enarea.

a) RewardPower
b) Coerciv
ePower
c) ReferentPower
d) ExpertPower

116)Thi
sist
he“
win-
lose”appr
oach

a) Avoi
ding
b) Coll
abor
ati
ng
c) Accommodat
ing
d) Compet
ing

117)Takesplacewhenami
sunder
standi
ngar
isesamongdi
ff
erentt
eamswi
thi
n
anorgani
zat
ion

a) I
ntr
apersonalconf l
i
ct
b) I
ntr
agroupconf l
ict
c) Int
erpersonalconfli
ct
d) Int
ergroupconflict

118)At
act
icmaybenecessar
ywhenr
esi
stancecomesf
rom apower
fulsour
ce.

a) Acti
onResearch
b) Negoti
ation
c) Coerci
on
d) Par
ti
cipati
on

119)Basedonsubor di
nates'i
nterper
sonalattr
acti
ontoandident
ifi
cat
ionwi
tha
super
iorbecauseoft
heiradmir
ationorpersonall
iki
ngoft
hesuperi
or.

a) Rewar dPower
b) Coer ci
vePower
c) Ref erentPower
d) ExpertPower

120)st
udyt
hesoci
alsy
stem i
nwhi
chi
ndi
vi
dual
sfi
llt
hei
rrol
es

a) Sociology
b) Psychology
c) Anthropol
ogy
d) SocialPsychol
ogy

121)Whi
choft
hef
oll
owi
ngi
s/ar
enotor
gani
zat
ionalf
act
orscausi
ngst
ress

a.
Taskdemand
b.
Roledemand
c.
Roleconfl
ict
d.
Sati
sfact
ion
122)Whi
choft
hef
oll
owi
ngi
s/ar
emet
hodofmanagi
ngst
ress

a.Jobr el
ocat
ion
b.Careercounsel
ing
c.Recreati
onalf
acil
i
ty
d.Incr
ement

123)
Whi
choft
hef
oll
owi
ngi
s/ar
eODi
nter
vent
iont
echni
ques

a.Sensi
tiv
itytr
aini
ng
b.MBO
c.Quali
tyofwor kli
fe
d.Quali
tyofIndivi
dualLi
fe
124)thefoll
owingi sanenvi
ronment
alf
orcet
hatshapesper
sonal
it
y

a) Gender
b) Br ainsi
ze
c)Height
d)Experience

125)Whil
emanagi
ngpol
i
ticalbehav
iour
sinor
gani
zat
ion,
themanagerr
equi
res
di
scour
aging

a.Negot iat
ion
b.Relationships
c.Selfinterest
d.Dialogue

126)I
nwhi
chst
ageoft
heconf
li
ctpr
ocessdoesconf
li
ctbecomev
isi
ble

a.I
lluminati
on
b.Intent
ions
c.Behav i
our
d.Cognition

127)I
nMaslow’
shierar
chyneedswhi
choft
hef
oll
owi
ngpai
rofneedsi
sranked
as”l
oweror
derneeds”

a.Physiol
ogicalandsafetyneeds
b.Physiol
ogicalandsocialneed
c.Sel
fact ual
izat
ionandsafetyneeds
d.Socialandesteem needs
128)Mintzberg concl
uded t
hatmanagers per
for
m dif
fer
ent
inter
rel
ated r
oles.
Whichoft
hef ol
lowingi
soneofthewhi
chtheserol
escoul
dbegrouped

a.I
ntrapersonal
b.I
nstituti
onal
c.Decisional
d.aff
ect i
ve

129)Accor
dingt
oMi
ntzber
g,oneofmanagement
’si
nter
per
sonalr
olesi
s.

a.spokesperson
b.Negotiat
or
c.l
eader
d.monitor

130)Themostsi
gni
fi
cantmanagementski
ll
sar
e

a)Techni cal
,HumanandConcept ual
b)Systemat i
c,HumanandConcept ual
c)Technical,
behavi
our
al&Conceptual
d)Techni cal
,Humanandcogni t
ive

131)TheFr
amewor
kofOr
gani
zat
ionalBehav
iorar
e

a)Cognit
ive,SocialandTechnical
b)l
eadership,att
ributi
on,moti
vati
on
c)Cogni
tive,Behav i
ori
sti
c,Soci
al
d)at
tri
buti
on, Percepti
onandmot ivat
ion

132)ScopeofOBdoesnoti
ncl
ude

a.Leader
ship
b.Percepti
on
c.JobDesign
d.Technology

133)
.Whi
choft
hef
oll
owi
ngi
snotacont
ri
but
ingdi
sci
pli
neofOB

a)Anthropology
b)Psychol ogy
c)physiology
d)sociology

134)
.isaSt
udyofi
ndi
vi
dualBehav
iour
a)Anthr opol
ogy
b)Psychol ogy
c)pol
iticalsci
ence
d)sociology

135)
.isaSt
udyofGr
oupBehav
iour

a)Anthropology
b)Psychol ogy
c)physiology
d)sociology

136)i
saSt
udyofman,
hiswor
kandCul
tur
e

a)Anthropol
ogy
b)Psychology
c)Socialpsychol
ogy
d)sociol
ogy

137)
.focusesont
hei
nfl
uenceofpeopl
eononeanot
her

a)Anthropol
ogy
b)Psychology
c)Socialpsychol
ogy
d)Sociology

138)
.Thej
obsat
isf
act
ionofanempl
oyeei
sdependont
he

a)behav i
our
b)att
itude
c)personali
ty
d) empl oyer

139)
.Successofeachor
gani
zat
ioni
sdependi
ngupont
heper
for
manceof

a)employer
b)management
c)employee
d)Inv
estor

140)Mot
ivat
ioni
ncl
udes
a)j
obenri
chment
b)Jobrot
ati
on
c)Jobenl
argement
d)OnesAtti
tude

141)Groupscreat
edbymanager
ialdeci
sioni
nor
dert
oaccompl
ishst
atedgoal
sof
theor
ganizat
ionarecal
led

a.f
ormalgroups
b.i
nfor
mal groups
c.t
askgroups
d.i
nter
estgroups

142)Env
ironmentar
ethosefact
orst
hatoccurout
sideoft
hecompanyt
hatcause
changei
nsideor
gani
zati
ons

a) TheEx ternalEnvi
ronment
b) TheI nt
ernalEnvir
onment
c) Botha&b
d) Organizati
onalEnvir
onment

143)Thepl
annedor
gani
zat
ional
changepr
ocessmaycompr
iseoff
oll
owi
ngst
eps”

a) Pl
anni
ngforchange
b) I
mplementi
ngthechange
C) Assessi
ngchangeforces
d) Pl
anni
ng&Assessingforces

144)Thef
ir
ststepint
hepr
ocessofchangei
stoi
dent
if
ytheneedf
orchangeand
thear
eaofchanges

a) Planningf orchange
b) I
mpl ement i
ngthechange
c) Assessi ngchangeforces
d) Planning&Assessingf or
ces

145)Tact
icsusedbychangeagent
sindeal
ingwi
thr
esi
stancet
ochange.

a) Educati
onandcommuni cat
ion
b) Faci
li
tat
ionandsuppor
t
c) Part
ici
pati
on
d) Communi cat
ion&Support
146)Processbywhichmanagersmakespeci
fi
cor
gani
zingchoi
cest
hatr
esul
tina
part
icul
arkindofor
gani
zat
ional
str
uctur
e

a) organizati
onalstructur
e
b) organizati
onaldev el
opment
c) Organizat
ionaldesign
d) organizat
ionalbehav i
our

147)Thepur
poseofj
obenr
ichmenti
sto

a)Expandthenumberoft asks
b)i
ncreasej
obeffi
ciency
c)i
ncreasejobeff
ectiv
eness
d)i
ncreasejobsati
sfacti
on

148)Or
gani
zat
ionalbehav
iori
s

a)Ascience
b)Anart
c)Ascienceaswel
lasanart
d)AnIndivi
dual
Per
cept
ion

149)Thef i
eldoforgani
sat
ional
behavi
ourexami
nessuchquest
ionsast
henat
ure
ofleader
ship,ef
fect
ivet
eam dev
elopment,
and

a)Interpersonalconf l
i
ctresolut
ion;mot
ivat
ionofi
ndi
vi
dual
s
b)Or ganisati
onal contr
ol;confl
i
ctmanagement
c)Mot ivati
onofi ndivi
duals;pl
anning
d)Planningdevelopment

150)Att
henor
mingst
age,
thet
eam i
sinv
olv
edi
ndef
ini
ng

a.Rel
ati
ons
b.Rol
es
c.Goals
d.Att
it
ude

151)Asystem ofr
etir
ementbenefit
st hatpr
ovi
desbenefi
tsli
ke
di
sabi
li
tyinsur
ance,surv
ivor
’sbenefi
ts,andMedicar
eiscall
ed

a.Encoding
b.Unempl oymentCompensat
ion
c.Workers’Compensat
ion
d.Social
Securit
ybenef
it
152)i
ssol
elyr
esponsi
blef
ormanagi
ngi
ndi
vi
dual
’
scar
eer
.

a.I
ndivi
dual
b.Team
c.Organi
sat
ion
d.HRManager

153)Whi
choft
hef
oll
owi
ngf
ormst
hebasi
sfort
heaut
ocr
ati
cleadermodel

a.Obedience
b.Authori
ty
c.Power
d.Dependenceonmanager

154)Whichoft
hesesuggest
ionsi
sanef
fect
ivewayt
odealwi
th
str
ess?

a.Meditati
on
b.Exercise
c.Talki
ngwi t
hother
s
d.Medi t
ati
on,Ex
erci
se&Communi
cat
ion

155)Theev
ery
dayt
asksofmanager

a)pl anni
ngandcreati
vi
ty
b)pl
anningandleadi
ng
c)pl
anningandcommandi ng
d)Creati
vi
tyandleadi
ng

156)Studyingthef
utur
eandar
rangi
ngt
hemeansf
ordeal
ingwi
thi
tispar
toft
he
processof
a)organiz
ing
b)commandi ng
c)control
li
ng
d)pl
anning

157)Desi
gni
ngast
ruct
uret
oassi
sti
ngoalaccompl
ishmenti
sknownas

a) planning
b) co-ordinat
ing
c) organisi
ng
d) commandi ng

158)Mi
ntzber
g'sr
olesoff
igur
ehead,
leader
,andl
iai
sonar
ewhathecal
lst
her
oles.
a)i
nterpersonal
b)informat i
onal
c)deci si
onal
d)Intrapersonal

159)Thel oweramanageri
sint
heor
gani
sat
ionalhi
erar
chy
,themor
eimpor
tant
hi
sskill
sare.
a)human
b)techni
cal
c)conceptual
d)int
erper
sonal

160)Thesel
ect
ion,
organi
sat
ion,
andi
nter
pret
ati
onofsensor
yiscal
led

a)apt
it
ude. .
b)per
ception
c)abi
l
ity
d)awareness

161)Theymakedeci
sions,
all
ocat
eresour
ces,
anddi
rectt
heact
ivi
ti
esofot
her
sto
att
aingoal
s

a)Managers
b)Employer
c)Employee
d)Inv
estors

162)Conf
li
ctoccurs when i
ndi
vi
dualworkers‘fi
ght’fort
hei
rper
sonalgoal
s,
i
gnori
ngor
gani
zati
onalgoal
sandorgani
zat
ionalwel
l-
being

a)Di
ff
erentValues
b)PoorPerfor
mance
c)Personal
i
tyClashes
d)Dif
feri
ngInt
erests

163)Managersrequir
ethesuppor
tofot
her
stoachi
evet
hei
rgoal
s,i
mpl
ement
changes,
andovercomeopposi
ti
on

a) Contr
oll
ingtheAgenda
b) Bri
nginginanOut si
deExpert
c) MakingEv ery
oneaWi nner
d) Rel y
ingonObj ecti
veI
nformati
on
164)
All
wor
kenv
ironment
sar
emadeupofdi
ff
eri
ngper
sonal
it
ies.

a) ScarceResources
b) Personal
it
yClashes
c) Di
ffer
entValues
d) PoorPerfor
mance

165)Mi
ntzber
gcal
ledt
hist
hemoni
torr
ole

a) Decisi
onal Roles
b) I
nterpersonal r
oles
c) I
nformat i
onal Rol
es
d) LeadingRol es

166)Abi
li
tyt
omaker
api
d,r
epeat
edf
lexi
ngmov
ement
s

a) Ext
entflexi
bil
i
t y
b) Dynamicflexi
bili
ty
c) Stat
icstr
engt h
d) Expl
osivestrength

167)
Conf
li
ctbet
weent
woi
ndi
vi
dual
s

a) I
ntr
apersonalconf l
i
ct
b) I
ntr
agroupconf l
ict
c) Int
erpersonalconfli
ct
d) Int
ergroupconflict

168)StudyofGr oupBehav
iour
a)Anthropology
b)Psychol ogy
c)physiology
d)sociology

169)Or
gani
zat
ionst
ruct
urepr
imar
il
yref
erst
o

a.howactivi
ti
esarecoordi
nated&control
l
ed
b.howresourcesareal
locat
ed
c.thel
ocati
onofdepartmentsandoffi
cespace
d.thepol
icystat
ementsdevelopedbythefi
rm

170)Thepurposeofjobenr ichmentisto
a.expandst
henumberoft asksanindiv
idual
cando
b.i
ncreasej
obeffici
ency
c.i
ncreasej
obeffecti
veness
d.i
ncr
easej
obsat
isf
act
ionofmi
ddl
emanagement

171)St
rat
egi
cpl
anni
ngasabr
oadconceptconsi
stsof

a.corporat
estr
ategyandbusi
nessstrat
egy
b.str
ategyfor
mulati
onandstr
ategyimplementat
ion
c.i
nputsandoutputs
d.envir
onmentalanal
ysi
sandint
ernalanal
ysi
s

172)
Accor
dingt
oHer
zber
g,whi
choft
hef
oll
owi
ngi
samai
ntenancef
act
or

a.Sal
ary
b.Workitself
c.Responsibi
li
ty
d.Recogniti
on

173)Communi
cat
ionbegi
nswi
th

a.encodi
ng
b.ideaori
ginati
on
c.decodi
ng
d.channelselect
ion

174)al
otofst
ressi
sbei
ngputont
heempl
oyeei
ntheor
gani
sat
ion

a.Character
b.i
mpr ovement
c.Behaviour
d.Rewards

175)Or
gani
zat
ionalBehav
iorf
ocusesat

a.Indi
viduals,Organisati
on,Societ
y
b.Society,Organisat
ion,Nation
c.Empl oyee,Empl oy
er ,
Management
d.Individual,
Groups, Organi
sati
on.

176)Abi
li
tyt
omai
ntai
nequi
li
bri
um despi
tef
orcespul
li
ngof
f

a) Bal
ance
b) Bodycoordi
nat
ion
c) Stamina
d) St
ress

177)I
nor
derf
rom l
owestt
ohi
ghest
,whatar
eMasl
ow’
sfi
vecl
assesofneeds
a.Social-
esteem-physiologi
cal-
safety-
self-
actuali
zation
b.Physiologi
cal-
safety-soci
al-
self-
actuali
zati
on-esteem
c.Physiol
ogical-
safety-
social
-esteem-self-
actuali
zati
on
d.Sel
f-actuali
zat
ion-esteem-safety-
social
-physiol
ogical

178)Abi
li
tyt
oret
ainandr
ecal
lpastExper
iences

a) Memory
b) I
magine
c) Visual
d) Recall

179)Ast
rat
egyofj
obdesi
gnt
hati
ncr
easesj
obdept
h

a.Jobrot
ati
on
b.Jobenri
chment
c.Jobenl
argement
d.Jobengagement

180)t
hekeywor
dinunder
standi
ngor
gani
zat
ionst
ruct
ure

a.Control
b.Change
c.Process
d.Delegat
ion

181)Empl
oyeespl
ant
hei
ract
ionsi
scal
ledas

a)Symbolizi
ng
b)Observati
onal
c)For
ethought
d)Sel
f-
regulator
y

182)Or
gani
zat
ionalBehav
iorhel
pst
ounder
standbehav
iorofhuman

a)workplaceandSoci
ety
b)workplaceonl
y
c)Societ
yonly
d)Departmentonl
y

183)Asatisf
iedemploy
eewi
llbea
a)moti
vatortoother
s
b)manager
c)Highperf
ormer
d)Team Leader

184)abenef
itt
oempl
oyeewhi
chr
esul
tst
hroughposi
ti
veat
ti
tudeofanempl
oyee

a)Promoti
on
b)Lessstr
ess
c)Jobsecuri
ty
d)enjoy
ingl
if
e

185)Belief
,opinion,
knowledge,
emot
ionsf
eel
ingsi
ntent
ionar
e
a)Ori
ginati
onalBehav i
our
b)Jobsat i
sfact
ion
c)Att
itude
d)Personali
ty

186)At
ti
tudewhi
chi
svi
sibl
eandcanbeobser
veddi
rect
ly.

a)Behavi
oural
b)Cognit
ive
c)Aff
ecti
ve
d)Posit
ive

187)Met
hodusedf
orchangi
ngt
heat
ti
tudeofEmpl
oyee

a)useoff ear
b)Perf
ormanceapprai
sal
c)Provi
dingnewinf
ormati
on
d)Givi
ngFeedback

188)Thecombi nati
on ofchar
act
eri
sti
csorqual
it
iest
hatf
orm an i
ndi
vi
dual
’
s
di
sti
nct i
vecharact
er
a)Personali
ty
b)Mot i
vati
on
c)Att
itude
d)behaviour

189)t
hepr
ocessofst
imul
ati
ngpeopl
etoact
ionst
oaccompl
isht
hegoal
s.

a)Bonus
b)Motivat
ion
c)Perf
ormance-
basedI
ncent
ive
d)Promotion

190)Masl
owsay
sthatHumanbei
ngsar
eful
lofneeds&want
s,t
heseneedswi
ll
l
eadto
a)Job
b)Behavi
or
c)Att
it
ude
d)Motiv
ati
on

191)Anyr elat
ivel
yper
manentchange i
n behav
iort
hatoccur
sasa r
esul
tof
exper
ience.

a) Personali
ty
b) Leadership
c) Motiv
ation
d) Lear
ning

192)Hy
giene/Mai
ntenanceFact
orsi
sal
socal
led

a) I
nt r
insicFactor
b) Mot ivatorFactor
c) Extrinsi
cFact or
d) Learningfactor

193)
Theper
sonwi
llt
ryf
ort
hecompl
exl
evelneedwhenhi
ssat
isf
ied.

a)Basi
cneed
b)fami
ly
c)I
ncome
d)Job

194)
Sal
ary
,andbasi
cwor
kingcondi
ti
onwi
llcomeunderneeds

a)Safety
b)Physiologi
calneed
c)socialneed
d)organizati
onal

195)Confl
ictManagementyoucooperat
et oahigh-
degree,anditmaybeaty our
ownexpense,andactual
lyworkagainstyourowngoals,object
ives,anddesi
red
outcomes

a) Avoi
ding
b) Coll
abor
ati
ng
c) Accommodating
d) Competi
ng
196)Empl oy
eesf
eelt
heyhav
etocompet
eforav
ail
abl
eresour
cesi
nor
dert
odo
thei
rjob.

a) Scar ceResources
b) Per sonal
it
yClashes
c)Di
ffer
entVal
ues
d)PoorPerf
ormance

197)Improv
est
heconf
idencel
evelofanempl
oyeewhensat
isf
ied.
a)Social
b)Safety
c)Basic
d)Esteem

198)Apersonwitht
hisleader
shipstyl
eisat
ruel
eaderwhoi
nspi
reshi
sorher
team wi
thashar
edvi
sionofthefut
ure.

a) Task-Orient
edLeadership
b) Relati
ons-Ori
entedLeadershi
p
c) Tr
ansfor mati
onalLeader
ship
d) Autocrati
cLeadershi
p

199)Thephi
l
osophyt
hatgui
desanorgani
zat
ion’
spol
ici
est
owar
dsi
tsempl
oyees
andcust
omersi
sanimpor
tantpar
tof

a)Managementstrat
egy
b)Or
ganizat
ional
cult
ure
c)Or
ganizat
ionbehavi
or
d)Or
ganizat
iondevel
opment

200)
Att
henor
mingst
age,
thet
eam i
sinv
olv
edi
ndef
ini
ng

a)Rel
ati
ons
b)Rol
es
c)Rel
ati
ons
d)Goal
s

201)Management i
sresponsi
blefor organi
zing t
he element of pr
oduct
ive
enter
pri
sesmoneyandpeopl
einthei
nter
estofeconomicends

a) Theor
yX
b) TheoryY
c) Theor
yA
d) Theor
yB

202)Lewi
n’s3St
epModel

a)Unfreeze,Fr
eeze&Change
b)Freeze,Change&Unfr
eeze
c)Unfreeze,Change&Fr
eeze
d)Unfreeze&f r
eeze

203)Deter
mini
ngwhattasksar
etobedone,whoistodot hem,howt
hetasksar
e
tobegrouped,
whorepor
tstowhom,andwheredeci
sionsaret
obemade

a) Planning
b) Cont r
olli
ng
c) Leadi ng
d) organizi
ng

204)Abi
li
tyt
oexpendamaxi
mum ofener
gyi
noneoraser
iesofexpl
osi
veact
s

a) DynamicStrength
b) Trunkstr
ength
c) Stat
icst
rength
d) Expl
osiv
est r
ength

205) Inv
olves t
he t
ermi
nat
ion of t
ask behav
ior
s and di
sengagementf
rom
rel
ati
onships

a) Forming
b) Adjourning
c) Normi ng
d) Perf
ormi ng/

206)Struct
ureisdefi
nedasadesi
gnt
hatgr
oupssi
mil
arorr
elat
edoccupat
ional
speci
alt
iestoget
her

a) Divi
sionalSt
ructure
b) Team Struct
ur e
c) Functi
onalStruct
ure
d) Matri
xStructure

207)Fact
orsar
ethose,
whi
chexi
stsi
nandar
oundt
hei
ndi
vi
dual
.

a) Si
tuat
ional
Fact
ors
b) Envir
onmentalFactor
s
c) Famil
yFactor
s:
d) Biol
ogical
Factors

208)Theformalconjur
ati
onbet weeni
ndi
vidualsandgroupswit
hr espectt
othe
al
locat
ionoft
asks,r
esponsibi
li
ti
esandaut
horit
ieswit
hintheor
gani
zation

a) Gr
eenbergandBaron
b) StephenRobbi
ns
c) LewisAll
en
d) McCl el
and’
s

209)Thehor
izont
alexpansi
onofj
obs

a)j
obenri
chment
b)Jobrot
ati
on
c)Jobenl
argement
d)Jobshari
ng

210)Afairbalancetobest
ruckbet
weenanempl
oyee'
sinput
s-har
dwor
k,ski
ll
l
evel
,tol
erance,ent
husi
asm.

a) EquityTheory
b) Goal Sett
ingTheory
c) ExpectancyTheory
d) Cogniti
veEvaluat
ionTheor
y

211)Theappl
i
cat
ionofdi
rectt
hreat
sorf
orceupont
her
esi
ster
s.

a)Faci
li
tat
ionandsuppor
t
b)Manipul
ati
onandco-opt
ati
on
c)Negoti
ati
on
d)Coerci
on

212) I
t changes i
n wor ki
ng pat
ter
n,dut
ies and r
esponsi
bil
it
ies,
ter
ms and
condi
ti
ons,r
ulesandregul
ati
ons

a) Or
ganizati
onalchange
b) Or
ganizati
onalbehavi
or
c) organi
zati
onal st
ruct
ure
d) Organi
z at
ionalDevel
opment

213)Groupscr eat
edbymanager
ialdeci
sioni
nor
dert
oaccompl
ishst
atedgoal
sof
theorganizat
ionarecal
led
a.for
mal groups
b.inf
ormal gr
oups
c.t
askgroups
d.i
nter
estgroups

214)Accor
dingt
oBandur
a(1982)
,one'
sabi
li
tyt
oper
for
m at
askwi
thi
naspeci
fi
c
domain

a) Self-
Effi
cacyTheory
b) Goal Sett
ingTheory
c) ExpectancyTheory
d) Cogniti
veEvaluat
ionTheor
y

215)Mot i
vat
ionisagener alt
erm appl
yi
ngt
otheent
ir
ecl
assofdr
ives,needs,
wishesandsimi
larf
orces.

a)MichaelJJuicus
b)KoontzandO’Donnel
l
c)LewisAll
en
d)Will
iam GScott

216)Motiv
ationmeansapr
ocessofst
imul
ati
ngpeopl
etoact
iont
oaccompl
ish
desi
redgoals

a) MichaelJJuicus
b) KoontzandO’ Donnel
l
c) LewisAllen
d) Wil
li
am GScot t

217)
All
wor
kenv
ironment
sar
emadeupofdi
ff
eri
ngper
sonal
it
ies.

a) ScarceResources
b) Personal
it
yClashes
c) Di
ffer
entValues
d) PoorPerf
ormance

218)
)Iti
sassoci
atedwi
thconst
rai
ntsanddemands

a) Stress
b) Anx i
ety
c) Unemphatic
d) Depressi
on

219)Whopr
oposed“
bur
eaucr
ati
cst
ruct
ure”i
ssui
tabl
eforal
lor
gani
zat
ion

a.El
tonMay o
b.HenryFayol
c.F.
W.Tay l
or
d.MaxWeber

220)Theleaderistot
all
yfocusedonor
gani
zing,suppor
ti
nganddev
elopi
ngt
he
peopl
eint
hel eader
'st
eam.

a) People-OrientedLeadershi
p
b) Rel
ations-Or i
entedLeadershi
p
c) Task-OrientedLeadership
d) AutocraticLeadership

221)Accordi
ngResear
cherEdwi nLockethist
heor
yincl
udef
ivebasi
c-cl
ari
ty,
chal
lenge,
commit
ment,feedback,
andtaskcompl
exi
ty.

a) Self
-Effi
cacyTheory
b) Goal Set
tingTheory
c) ExpectancyTheory
d) Cogniti
veEvaluat
ionTheor
y

222)thereacti
onsofi
ndi
vi
dual
stonewort
hreat
eni
ngf
act
orsi
nthei
rwor
k
envi
ronments”
a.
Attit
ude
b.St
ress
c.
Behav i
our
d.Di
sappoint
ment

223)Thef oll
owingis/ar
emet
hodofmanagi
ngst
ress
a.Jobr el
ocati
on
b.Careercounseli
ng
c.Recreati
onalfaci
l
ity
d.Incr
ement

224)At echniquet obringchangesintheent

ir
eor
gani
zat
ion,r
athermanf
ocusi
ng
att
entiononi ndi
vidual
st obri
ngchangeseasi
ly
.
a.Organizat
ionaldevelopment
b.Organizat
ionalchange
c.Organiz
ationalcult
ure
d.Organizat
ionalconfl
icts

225)Feature(
s)ofMaslow’sneedhi
erar
chytheor
yis(
are)
a)TheoryofHumanDev elopment
b)Theoryofhumanmot ivat
ion
c)Cl
assifi
esbasichumanneedsinahier
archy
d)TheoryofHumanl ear
ning

226)Theneedt
omakeot
her
sbehav
einawayt
hatt
heywoul
dnothav
ebehav
ed
ot
her
wise

a) Needf
orPower( NPower)
b) Needf
orAchievement(NAch)
c) NeedforAff
il
iati
on(NAff
)
d) NeedforRecogniti
on

227)Thepur
poseofj
obenr
ichmenti
sto

a)Expandthenumberofr esponsbil
it
y
b)Expandthenumberoft asks
c)incr
easejobeff
ectiv
enessani ndi
vidual
cando
d)increasej
obsati
sfacti
onofmi ddl
emanagement

228)Focusesont heinf
luenceofpeopl
eononeanot
her
a)psychology
b)Ant
hr opol
ogy
c)Socialpsychol
ogy
d)Sociology

229)Thest age,
per
sonalr
elat
ionsar
echar
act
eri
zedbydependence
a)For
mi ng
b)Adj
our ni
ng
c)Normi ng
d)Performing

230) A process by which indivi

dual
s organi
ze and i
nter
prett
hei
r sensor
y
i
mpr essi
onsin
ordert
ogiv
emeani ngtotheirenvir
onment.

a)Val
ues
b)Percept
ion
c)Att
itude
d)per
sonalit
y

231)Theor
yYi
ncl
udes

A)Theexcuseofphysicalandment aleff
orti
nworkandplayi
sasnatur
alinpl
ayor
rest
B)Manwi l
lexer
ciseselfcontroli
nthosesphereswher
etheobj
ect
ivest
all
ywit
hhis
own
C)Devel
opinganduti
li
singtheircapaci
ti
es.
D)2knowledgeandskilldoesex i
sti
npeople

232)Whi
chi
snott
heMasl
ow'
sneeds
A.
Est
eem
B.
Cont
rol
C.
Sel
fact
ual
i
sat
ion
D.
Soci
al

233)Thestr
uct
ureofanOB modelincl
udest
hreel
evel
sofanal
ysi
s:i
ndi
vi
dual
,
gr
oup,and
organi
zat
ionsy
stems

A.changeandstress.
B.organi
zat
ional
cult ur
eandcommi
tment
C.powerandpoli
tics.
D.workdesi
gnandt echnol
ogy

234)Thi
sist
he“
win-
lose”appr
oach

a)Avoi
ding
b)Coll
abor
ati
ng
c)Accommodati
ng
d)Competi
ng

235)Amot iv
ei sdefinedas
A.pri
ceofproduct
B.energi
zes,acti
vatesanddirectsthe
C.provi
desdiffi
culttasktot
hepl ayer
D.Costindi
vidual
st owardscertai
ngoals

236)Whichofthefol
lowingi
s/arei
mpor
tanceofMot
ivat
ion
A.Successincompeti
ti
on
B.I
ncreasesMoral
e
C.MeasurementofManageri
alacti
on
D.Success,Compet
it
ion&Mor al
e

237)Per
ceptionmaybedef i
nedas
A.peopl
eor gani
se,
int
erpr
et,exper
ience
B.Theprocessofcontr
oll
i
ng
C.Thesystem ofpl
anni
ng
D.Thesystem ofmanagement

238)
Mosti
nfl
uencedbywhi
chbehav
iour
alsci
encedi
sci
pli
ne

A.poli
ticalsci
ence
B.psychology
C.socialpsychol
ogy
D.ant
hropol
ogy

239)Theor
yXi
sat
heor
yof

A.Cont
rolli
ng
B.Fi
nancialPl
anni
ng
C.Moti
vation
D.Pl
anning

240)Thesel
ect
ion,
organi
sat
ion,
andi
nter
pret
ati
onofsensor
yiscal
led

a)apt
it
ude.
b)per
ception
c)abi
l
ity.
d)awareness

241)Or
gani
sat
iont
heor
yismai
nlyconcer
nedwi
th

A.St
udyingthel
i
mit
sofadaptabi
li
tyandchangeofi
tsi
ndi
vi
dual
s
B.Pl
anning
C.Vouching
D.Study
ingthel
i
mit
sofaccounti
ng

242)I
mpr
ovest
heconf
idencel
evelofanempl
oyeewhensat
isf
ied.

a)Social
b)Safety
c)Basic
d)Esteem

243)A behav
ior
alconst
ructwher e cont
roli
s achi
eved by mani
pul
ati
ng t
he
consequences
Ofbehav
ior
.

a)Rei
nforcementTheory
b)GoalSetti
ngTheory
c)ExpectancyTheory
d)Cogniti
veEvaluat
ionTheor
y

244)Management i
sr esponsiblef or or
gani
zing t
he el
ement of pr
oduct
ive
enterpr
ises
moneyandpeoplei
nt hei
nterestofeconomicends
a)Theor
yX
b)Theor
yY
c)TheoryA
d)TheoryB
245)Theappl
i
cat
ionofdi
rectt
hreat
sorf
orceupont
her
esi
ster
s.

a)Faci
li
tat
ionandsuppor
t
b)Manipul
ati
onandco-opt
ati
on
c)Negoti
ati
on
d)Coerci
on

246)TheFor
malConjur
ati
onBetweenIndi
vi
dualsAndGr
oupsWit
hRespectToThe
All
ocati
onOfTasks,
Responsi
bil
it
iesAndAuthor
it
iesWi
thi
nTheOrgani
zat
ion

a)Gr
eenbergAndBaron
b)StephenRobbi
ns
C)LewisAll
en
D)McCl el
and’
s

247)ASt
ruct
ureI
sMadeUpOfSepar
ate,
Semi
-Aut
onomousUni
tsOrDi
vi
sions

a)
Divi
sional Structure
b)
Team St ructure
C)FunctionalSt ruct
ure
D)MatrixSt r
uct ure

248)ItIsDefinedAsAConti
nuousLi
neOfAuthor
it
yThatExtendsFr
om Upper
Organizat
ionalLevel
sToTheLowestLev
elsAndClar
if
iesWhoReportsToWhom

a)
SpanOfCont r
ol
b)
ChainOfCommand
C)Cent
ral
izati
onAndDecent
ral
i
zat
ion
D)Centr
aliz
ation

249)TheOrgani
zat
ionIsCompr i
sedOfManyIndependentDecentr
ali
zedBusi
ness
Uni
ts,
EachWithI
tsOwnPr oduct
s,Cl
ients,
Compet
it
ors,AndProfi
tGoals.

A)Div
isionalStr
ucture
B)AutonomousI nternal
Uni
ts
C)Funct i
onalStruct
ure
D)Mat r
ixStructure

250)
TheActOfSt
imul
ati
ngSomeoneOrOnesel
fToGetAGetADesi
redCour
seOf
Act
ion

a)
Michael
JJui
cus
b)
KoontzAndO’Donnel
l
C)Lewi
sAll
en
D)Wil
li
am GScott