HRM EXAM GUIDE

Exam questions converted from photos:

1. The western perspective of organizations would suggest that

- Membership is contractual
2. It is believed that our levels of emotional, psychological and physical well-being go as high as
allowed by the levels of our
- Interpersonal skills
3. One of the major challenges any CEO or senior level executive faces is
- Almost never – finding and keeping efficient people
4. Which of the following is not a Big 5 trait
- Locus of control
5. The discounting principle in social perception is a characteristic of the
- Perceiver
6. An instrument used to measure Carl Jung’s theory of individual differences
- MBTI
7. The first meaning of personality refers to the way an individual is perceived by others –
personality from the observer’s perspective
- Private and verifiable
8. Primary or unlearned needs are
- Biological and cyclical in nature
9. Mr Sharma called the company for resolution of his complaint, his call was transferred to ...
illustrates
- jurisdictional ambiguity
10. Which of the following is not a dimension of political skill
- Social power
11. The expression ‘reality distortion’ was coined by employees of to describe charisma of
their leader
- Apple
12. Personality refers to a wide range of
- Individual attributes
13. People with low EI are more likely to be cause of conflicts
- Inadequate information
14. In a task culture, influence is strongly based on power
- Expert
15. It is now established that these patterns of perception and judging the cause of an event is
- Psychologically shaped
16. The work/home conflict i.e. with the role as worker clashed with the role of spouse/parent is an
example of
- Inter role conflict
17. Non-contingent rewards induce employees to develop
- Personalized relationship with powerful people within the organization
18. When systems undergo transition, it creates
- Uncertainity and confusion
19. Presenting to share information can be crucial for
- Problem solving and collaboration
20. As per Kotler, leadership process involves
- Setting a direction for the organization
21. Territory is often demarcated by the
- Hierarchy, structure and formal authority
22. Fiedler’s theory states that leader’s effectiveness is based upon
- The favourablesness of their situation
23. The basic skills practiced by interpersonally competent people include
- Listening, questioning and presenting, facilitating others, asserting self, negotiating and group
working
24. In an MBA class, Indian students were horrified when American students challenged the
professor on a subject topic. This conflict occurs due to
- Differences in culture
25. A high LPC score suggests that the leader has a
- Human relations orientation
26. One of the most frequently quoted definition describes work motivation as a set of energetic
forces
- Both within and beyond an individual’s being
27. Self awareness involves
- Knowing one’s strengths, weaknesses, drives, values and impact on others
28. As per Hofstede, the difference in work related attitudes is strongly due to
- Culture
29. The companies are often trapped in transition between these two paradigms because
- While they ask their people to be committed to work, at the very top of organizations,
executives still talk about loyalty
30. The leadership trait theory focuses on
- Leader personality characteristics
31. Personal enactment by top managers in an organization is an example of
- Values
32. Level-2 leader contributes individual capabilities
- To the achievement of group objectives
33. Intrinsic motivation is considered superior, more enduring source of motivation that has positive
association with important organizational outcomes such as
- Creativity, risk taking and work quality.
34. Consequential theory of ethics states
- That the consequences of an action determines what is right or wrong
35. The situational focus by Hersey and Blanchard highlighted that
- In order to be effective, a leader should adopt leadership style depending upon subordinate
maturity
36. Organizational socialization can be understood as an attempt to
- Manage the newcomer’s desire for an identity by defining the organization
37. Anita is a manager at Country Roads plc. She encourages employee participation and delegates
as much authority as she can to her subordinates. She is a good example of
- A country-club leader
38. The least preferred co-worker (LPC) scale requires a leader to describe the one person with
whom he or she
- Worked the least well with
39. A company organizes a family annual day for its employees, it can be considered as
- A rite of integration
40. Attitudes such a s satisfaction, commitment and citizenship behaviour can influence
- Performance and organizational effectiveness significantly
41. Role modelling is done by
- The senior, more experienced people
42. The process of transforming newcomers to effective members of the organization by making
them organization culture is
- Organizational socialization
43. How people address each other in an organization refers to the practice of
- Rituals
44. If the power network is high versus middle versus low, then It results into
- Role conflict
45. There are three elements of perception
- The source, the object and the context of perception
- The source, the person and the context of perception
46. The early studies at Ohio State and Michigan universities brought in a shift in focus from skills
and traits to leader’s behaviour is classified as
- Human orientation and initiating structure
47. The social context of work plays an important role
- Not only in satisfying the need for connectedness and social effectiveness, but also in managing
the thresholds for social needs
48. As per transactional leadership theory, the leader relies on
- Rewards and punishment
49. According to maslow, the higher needs are different because they do not arise out of
- Deficiency and they are not cyclical
50. Experience and satisfaction of secondary needs requires
- Presence and interaction with others
51. There are four components of commitment
- Affective, involvement, continuance and normative
52. When an individual is able to perceive multiple characteristics of another person rather than
attend to just a few traits is a function of
- Congnitive complexity
53. An empathetic leader can
- Identify, retail and develop talent of people
54. Secondary or learned needs are developed because of our interaction with others in our
- Social group
55. Organization citizenships behaviours are
- Pro-social, voluntary and discretionary behaviours
56. As per Hersey and Blanchard, the leader’s task behaviour reflects
 - The extent to which the leader engages in specifying subordinate duties and responsibilities
57. Which of the following organizational conditions do not encourage political activity
- Autocratic decision making
58. Planned organizational change is aimed at
- Changing organization structure
59. Organizations that are considering foreign offices should focus on
- Understanding cultural differences
60. Leader-member relationship is favourable to the extent to which ‘
- The employees get along with / accept the leader
61. When the powerful people reinforce it be preferring personal status and adoption of
personalized leadership style, job involvement and organizational commitment weaken, leading
to poor
- Work commitment
62. When a manager shouts at an employee after a heated argument with a customer, it is an
example of what kind of defense mechanism
- Displacement
63. As per Fiedler’s theory, if a leader-member relations are good, the task is unstructured and
position power is weak, then it would lead to
- LPC high
64. The context of perception is provided by
- The type of occasion, timing and the customs
65. Autonomy as a part of the job design is measured by verifying if the employee
- Accountable and responsible

CASE STUDY: Mr Kulkarni

66. Supervisors were facing the problem of

- All of the above
67. Kulkarni had assumed that
- Workers possess theory X personality
68. The prominent error Kulkarni made in making the changes was
- Unfreezing
69. The problem shown in the case is of
- Perception

PDF Questions:

1. One of the following is not one of the variables in the management process model:
a. Planning
b. Management style
c. Organizing
 d. Leading

2. When power is so legitimated, it denotes;

a. Politics
b. Authority
c. Influence
d. Conflicts

3. Level-2 leader contributes individual capabilities:

a. To the achievement of group objectives
b. Highly capable individual who plays an important role through his/her own talent
c. Have multidirectional influence relationship
d. To bring predictability

4. The term ‘skill’ in the behavioral science is defined as;

a. Intentionally repeatable, goal directed behaviors and behavior sequences.
b. Intentionally repeatable, goal directed behaviors and behavior sequences
c. Intentionally no repeatable, goal directed behaviors and behaviors sequences
d. Intentionally no repeatable, goal directed behaviors and behaviors sequences

5. Position power is obtained by a combination of one’s;

a. Job title or designation, performance evaluation and prescribed responsibilities
b. Performance evaluation, job description and prescribed responsibilities
c. Job title or designation, job description and prescribed responsibilities
d. Job title or designation, job description and performance evaluation

6. The belief behind coercive power is similar to the life position:

a. I am not OK, you are OK
b. I am not OK, you are OK
c. I am OK, you are OK
d. I am OK, you are not OK

7. Individuals join groups because through the group membership, they can satisfy their needs for;
a. Safety, belongingness, and esteem needs
b. Safety, self actualization, and esteem needs
 c. Security, belongingness, and esteem needs
d. Security, belongingness, and pride needs

8. An employee oriented supervisor’s behavior conveys his belief that:

a. Controlling behaviors is necessary
b. The “human relations” are an important aspects of the job
c. The technical aspects of the job are important
d. Employees are a means for getting work done.

9. Familial collectivism, high power distance and deep rooted traditionalism promote perceptions
of;
a. External locus of control and satisfaction
b. External locus of control and causality
c. Internal locus of control and causality
d. Internal locus of control and satisfaction

10. How people address each other in an organization refers to the practice of
a. Stories
b. Rituals
c. Values
d. Culture

11. Team leadership marks:

a. A break from a command and control perspective of management
b. Movement toward facilitative, collaborative leadership
c. Ensuring empowerment and continuous improvement
d. All of the above

12. The storm stage is characterized by interaction amid;

a. Clarity, confrontation and conflict
b. The lack of clarity, acceptance ad conflict
c. The lack of clarity, confrontation and cooperation
d. The lack of clarity, confrontation and conflict
13. Presenting to share information can be crucial for;
a. Problem solving and cooperation
b. Problem assessment and collaboration
c. Problem solving and collaboration
d. Problem assessment and cooperation

14. Informal groups are spontaneously created when the group members are;
a. Located without close distance with each other, and interact more
b. Located within close distance with each other, and interact more
c. Located within close distance with each other, and interact less
d. Located without close distance with each other, and interact less.

15. A cohort is a group of people who share;

a. A different background and have a different perspective on things.
b. A similar background but have different perspective onthings
c. A similar background and have a similar perspective on things
d. A different background but have a similar perspective on things

16. Innovativeness as one dimension of the Organizational Culture indicates whether high or low
value attend attached to:
a. Being innovative, open to new opportunities, risk taking
b. Being rule oriented, valuing security, and stability
c. Being precise and analytical
d. Emphasizing fairness, respecting people, and being tolerant

17. Employees and groups can achieve higher levels of productivity, quality, and team member
satisfaction through;
a. Control on more task related decisions to the teams
b. Delegation of more task-related decision to the team
c. Conflict in more task related decision to the teams
d. Cooperation for more task related decisions to the teams

18. Personality is understood as a dynamic organization within the individual of those psychological
systems that determine;
a. His unique adjustment to his environment
b. His common adjustment to his environment
c. His unique adjustment to his organization
 d. His common adjustment to his organization

19. The first meaning of personality refers to the way an individual is perceived by others-
personality from the observer’s perspective,
a. Private and verifiable
b. Public and verifiable
c. Public and unverifiable
d. Private and unverifiable

20. Organizational socialization can be understood as an attempt to:

a. Help the employee resettle
b. Inculcate discipline
c. Manage the newcomer’s desire for an identity by defining the organization
d. Reward employee progress

21. Greater cohesion in a group can also;

a. Encourage external contract and influence vital to the low-performing teams
b. Discourage internal contact and influence vital to the low-performing teams
c. Discourage external contact and influence vital to the high-performing teams
d. Encourage internal contact and influence vital to the low-performing teams

22. The Least Preferred Co-Worker or LPC scale requires a leader to describe the one person with
whom he or she:
a. Worked least with
b. Worked well with
c. Worked most with
d. Worked the least well with

23. Power is known as a:

a. Capacity to influence another person or a group to accept one’s ideas or plans
b. Inability to influence another person or a group to accept one’s ideas or plans
c. Capacity to influence one’s ideas or plans
d. Inability to influence one’s ideas or plans
24. The transactional focus on leadership suggested that:
a. Leaders manage resources
b. Exchanges by leader with different subordinates can be different in quality.
c. Leaders changing deep structures, major processes, culture of organization
d. Leader and followers from a relationship of reciprocal influence.

25. A high LPC score suggested that the leader has a:

a. Human relations orientation
b. Task orientation
c. Little bit of both human relations orientation and task orientation
d. Neither of human relations orientation and task orientation

26. TO be effective culture tools, stories must be

a. Motivational
b. Credible
c. Real
d. All of the above

27. The second meaning of personality refers to the ;

a. Systems, dynamics, processes, and propensities
b. Structures, dynamics, procedures, and propensities
c. Structures, dynamics, processes, and propensities
d. Structures, dynamics, processes, and perceptions

28. Interpersonally competent people comfortably and naturally use the skills necessary to get
component;
a. Incentives, growth, solidarity among colleagues
b. Performance, incentives, solidarity among colleagues
c. Performance, growth, incentives among colleagues
d. Performance, growth, solidarity among colleagues

29. As per Hersey and Blanchard, the leader’s task behavior reflects:
a. The extent to which the leader engages in specifying subordinate duties and
responsibilities.
b. The extent to which the leader acts in a facilitative manner.
c. The extent to which the leader acts in a supportive manner.
 d. None of the above

30. The basic skills practiced by interpersonally competent people include;

a. Listening, Answering and presenting; Facilitating other’s, asserting self, negotiating and
Group-working.
b. Listening, Questioning and presenting; Facilitating self, Asserting self, Negotiating and
Group-working.
c. Listening, Questioning and presenting; facilitating others, asserting others, Negotiating and
Group-working.
d. Listening, questioning and presenting; facilitating others, asserting self, negotiating and
group-working.

31. Individualism and Low Power distance promote perceptions of;

a. Internal locus of control and causality.
b. Internal locus of control and satisfaction
c. External locus of control and causality.
d. External locus of control and satisfaction

32. Use of coercive power might create;

a. Anger, resentment and even relation
b. Anger, job dissatisfaction, and even retaliation
c. Jo dissatisfaction, resentment and even retaliation
d. Anger, job dissatisfaction and resentment

33. The trait theories highlighted that:

a. The leader brings personal skills and traits to everything he does
b. A set of negative assumptions about the nature of subordinates
c. A positive set of assumptions about the human nature.
d. None of the above

34. When the powerful people reinforce it by performing personal status and adoption of
personalized leadership style, job involvement and organizational commitment weaken, leading
to poor;
a. Work commitment
b. Work motivation
c. Job involvement
 d. Loyalty

35. Sometimes the norm for group consensus overrides motivation to realistically appraise
alternative courses of action. This is called;
a. Groupthink
b. Group shift
c. Cohesion
d. Free rider

36. The factors such as the salary, good work conditions, etc. Which Herzberg called;
a. Content or Hygiene or maintenance factors
b. Context or biological or maintenance factors
c. Context or Hygiene or psychological factors
d. Context or hygiene or maintenance factors

37. In management literature generally the term “Interpersonal” refers to relationship and
interactions with;
a. Bosses, leaders, subordinates, friends, suppliers and customers
b. Employees, leaders, subordinates, peers, suppliers and customers
c. Bosses, leaders, subordinates, peers, suppliers and customers
d. Employees, leaders, subordinates, friends, suppliers and customers.

38. The acronym ERG stands for;

a. Existence, Relatedness and Growth
b. Employee, relationship ad Groups
c. Existence, Relationship and Groups
d. Employee, Relationship and Growth
39. Herzberg proposed that the job content, element of challenge in the job, amount of
responsibility it involved and so on, provided;
a. Work commitment
b. Involvement
c. Work motivation
d. Job satisfaction

40. A Clan-type culture is characterized by;

a. Strategy of control and Stability
b. Self-interest and utilitarian approach
c. The relationships structured by the hierarchy, mutual interests and a share fate
d. Contractual relationship, short term goals

41. P-I motive relates with the need for;

a. Pioneering-Initiative
b. Pioneering-Innovating
c. Performance-Initiative
d. Performance-Innovative

42. Self-awareness involves:

a. Relishing achievement for its own sake
b. Controlling or redirecting disruptive impulses and moods
c. Knowing one’s strengths, weakness, drives, values, and impact on others
d. Understanding other people’s emotional makeup

43. Threat-reducing behavior implies actions on our part that intend to minimize or eliminate others
perceptions that we might negatively impact their;
a. Money, concerns or well-being
b. Goals, concerns, or satisfaction
c. Goals, concerns, or well-being
d. Money, concerns, or satisfaction

44. The path-goal theory suggested that:

a. Management styles can be placed on the grid coordinates along two axes of leader’s
concern for task and people.
 b. Leaders should create conditions enabling subordinate success
c. Leadership was only ‘perception of the observer’
d. The characteristics of task, subordinate and organization can substitute orneutralize
leadership.

45. Several theorists present motivation, perception and learning as interacting forces shaping;
a. Behaviors
b. Goals
c. Satisfaction
d. Personality

46. Opportunism refers to self-interested behavior understood as ‘taking advantage” of others or

using other’s weakness for one’s own benefit, especially in an;
a. Ambiguous, routine context
b. Clear, non-routine context
c. Ambiguous, non-routine context
d. Clear, routine context

47. Task structure as a situational variable could be measured as high if:

a. Formal authority the leader due to his or her position in the organization is high.
b. The leader is in-charge of all tasks
c. The task entrusted to the subordinate was definite, routine and specific, and couldbe
predicted
d. Tasks are well organized

48. Planned organizational change is aimed at:

a. Solving problems without learning
b. Better alignment with the environment
c. Involving everyone in the organization
d. Changing organization structure

49. Personality refers to a wide range of;

a. Individual attributes
b. Individual perception
c. Individual expectations
 d. Individual goals

50. Fielder’s situational leadership model suggests that when the situation is highly favorable or
unfavorable, a leader should use:
a. A low task oriented style
b. A high task-oriented style
c. A high people oriented style
d. A low people oriented style

51. is deeply connected to organizational culture

a. Anthropology
b. Sociology
c. Social Psychology
d. Psychology

52. Cohesiveness refers to the forces that bind members to each other and to their group, giving
them a feeling of;
a. Closeness
b. Groupness
c. Togetherness
d. Loneliness

53. Assertive skills refer to acting or communicating in ways that are realistic and polite, aimed at
maintaining respect for self as well as others and not being either;
a. Aggressive or calm
b. Aggressive or polite
c. Aggressive or subjective
d. Aggressive or submissive

54. According to Maslow, the higher needs are different because they do not arise out of;
a. Sufficiency and they are not cyclical
b. Deficiency and they are not cyclical
c. Sufficiency and they are cyclical
d. deficiency and they are cyclical
55. Dominant culture represents:
a. The core values of the organization those are valid and essential to the organization
b. That there is no congruence between the values of the top management and the employees
of the organization
c. No statement of organizational value
d. Use of strategy of control and stability

56. Power culture draws from:

a. Defined jobs, rules and procedures
b. The power and influence of a central figure or a select few such that power radiates
from the power-center like a web
c. Logic and rationality
d. Project oriented and adaptability

57. Cohesion increases member tendency to conform to the group norms, which can be harmful for;
a. Creativity and innovation
b. Cooperation and collaboration
c. Coordination and integration
d. Togetherness and groupness

58. One possible group process loss is attenuation blocking – members who are prevented from
contributing comments as they occur, forget or suppress them later in the meeting because they
seem;
a. More original, relevant, or important
b. Less original, irrelevant, or important
c. More original, irrelevant, or important
d. Less original, relevant, or important

59. The word ‘trait’ or ‘predisposition’ indicates unique;

a. Individual attributes
b. Individual perceptions
c. Individual expectations
d. Individual characteristics
60. Intrinsic motivation is considered superior, more enduring source of motivation that has positive
association with important organizational outcomes such as;
a. Creativity, risk aversion and work quality
b. Technicality, risk taking ad work quality
c. Creativity, risk taking and work quality
d. Creativity, risk taking and work motivation

61. According to a study, leaders with personalized power orientation, want to accumulate power
for personal gain, and use it in;
a. Encouraging and manipulative manner
b. Fair and manipulative manner
c. Domineering and manipulative manner
d. Encouraging and fair manner

62. Role modeling is done by:

a. The senior, more experienced people
b. Bosses
c. Anyone
d. Department head

63. Decision making high uncertainty work environment enables;

a. Faster or more effective decision
b. Slower or more effective decision
c. Faster or less effective decision
d. Slower or less effective decision

64. Personality refers to a unique combination of an individual’s characteristics that remains stable
over time, influences the person’s
a. Behavior, and determines individual goals.
b. Perception, and determines individual styles
c. Behavior, and determines individual style
d. Perception, and determines individual goals

65. Expert Power is gained through specialized knowledge arising out of;
a. Informal education or observation
 b. Formal education or work experience
c. Informal education or work experience
d. Formal education or observation

66. The context of perception is provided by;

a. The type a occasion, timing and the customs

b. The type of occasion, person and the customs
c. The type of person, timing and the occasion
d. The type of person, timing and the customs.

67. Primary or unlearned needs are;

a. Psychological and similar in nature
b. Biological and similar in nature
c. Biological and cyclical in nature
d. Psychological and cyclical in nature

68. An instrument/tool used to measure Carl Jung’s theory or individual differences

a. CSA
b. PANAS
c. FIRO-B
d. MBTI

69. Persistence helps us distinguish motivation from similar concepts such as;
a. Loyalty
b. Rewards
c. Job satisfaction
d. Commitment

70. As per Path Goal theory, is employees are inexperienced & working on ambiguous unstructured
task, the leadership style ……….
a. Participative oriented style
b. Supportive oriented style
c. Achievement style
d. Directive oriented style
71. The western perspective of organizations would suggest that:
a. Membership is permanent
b. Membership is not permanent
c. Membership is contractual
d. Membership is not contractual

72. The process by which individuals try to control the impressions others have of them
a. Influence management
b. Personal management
c. Expert management
d. Impression management

73. People with low EI are more likely to be cause of conflicts.

a. Inadequate information
b. Depends on context
c. Incorrect
d. Correct

74. The social context of work plays are important role;

a. Neither in satisfying the need for connectedness and social effectiveness, nor also managing
the thresholds for social need
b. Only in satisfying the need for connectedness and social effectiveness, not in managing the
thresholds for social needs
c. In satisfying the need for connectedness and social effectiveness, or in managing the
thresholds for social needs.
d. Not only in satisfying the need for connectedness and social effectiveness, but also in
managing the thresholds for social need.

75. The leadership grid theory was propounded by

a. Robert house & Feeder
b. Robert Black & Jane Mouton
c. Lewin & Lippitt
d. A Zaleznik & J Kotter

76. Territory is often demarcated by the;

 a. Hierarchy, structure and informal authority
b. Hierarchy, system and informal authority
c. Hierarchy, system and formal authority
d. Hierarchy, structure and formal authority

77. The Indian managers are willing to put;

a. Capital and profit into thinking differently about how to manage people
b. Profit and resources into thinking differently about how to manage people
c. Capital and time into thinking differently about how to manage people
d. Time and resources into thinking differently about how to manage people

78. The acceptance of someone’s power can be significantly different across variables such as the
subject’s;
a. Age, gender, culture, and personality
b. Age, gender, qualification, and personality
c. Age, qualification, culture, and personality
d. Qualification, gender, culture, and personality

79. In a task culture, influence is strongly based on power

a. Personal
b. Information
c. Expert
d. position

80. The process for transforming newcomers to effective members of the organization by making
them organization culture is
a. Social Acclimatisation
b. Organisational socialization
c. Organizational transformation process
d. Adaptation process

81. Attitude of an individual reflects and individual’s persistent tendency to think, feel and behave
towards an object in a particular involving;
a. Favor or disfavor
b. Likes or dislikes
 c. Money or work
d. Satisfaction or dissatisfaction

82. Organization are also the social unit deliberately constructed and reconstructed to seek;
a. Ordinary goals
b. Planned goals
c. Unique goals
d. Specific goals

83. Power can be seen as a function of structure, as one gains power due to one’s position in the
organization, which gives across to;
a. People, information and financial resources
b. People, information and physical resources
c. People, physical resources and financial resources
d. Physical resources, information and financial resources

84. Organizations citizenship behaviors (OCBs) are;

a. Pro-social, non-voluntary and discretionary behaviors
b. Pro-social, voluntary and non-discretionary behaviors
c. Pro-social, voluntary and discretionary behaviors
d. anti-social, voluntary and discretionary behaviors

85. The fact is that about two-thirds of the companies surveyed

a. Do no planning or important workforce issues as employee selection
b. Do no planning or important workforce issues such as employee development or even
retrenchment
c. Do no planning of important workforce issues such as employee recruitment
d. Do planning or important workforce issues such as employee development or
even retrenchment

86. Experience and satisfaction or secondary needs requires;

a. Absence and conflicts with others
b. Presence of and interaction with others
c. Absence of and interaction with others
d. Presence of and conflicts with others
87. Organisation with strong cultures have:
a. Stagnant performance
b. High risk and high returns
c. Uniformity in instruction
d. Less volatile cash flow

88. American culture believes in

a. Collectivism
b. High power distance
c. Femininist
d. Individualism

89. The expression “reality-distortion” was coined by employees of to describe

charisma of other leader
a. Apple
b. Starbucks Coffee
c. GM Motors
d. IBM

90. An empathic leader can :

a. Defend self if others don’t see his point
b. Gives thoughtless criticism
c. Have discrepancy between one’s true feelings and words
d. Identify, retain and develop talent of people

91. In an MBA class, Indian students were horrified (surprised) when American students challenged
the professor on a subject topic. This
a. Differences in culture
b. Difference in personalities
c. Difference values & Ethics
d. Difference in Perceptions

92. Which of the following is NOT one of the levels, written Maslow’s theory of motivation?
a. Self-actualization needs
b. Society needs
 c. Esteem needs
d. Physiological needs

93. The three levels of organizational culture are

a. Artifacts, values, basic assumptions
b. Basic assumptions, symbols, values
c. Values, artifacts, ceremonies & rites
d. Artifacts, values, awareness

94. Use of power requires minimum two parties –:

a. An actor or agent, and an influence
b. An action, and a subject
c. An influence, and a subject
d. An actor or agent, and a subject

95. How many types of organizational culture are known as per Handy )1993)
a. Multiple
b. Four
c. Two
d. Three

96. As per LMX theory of leadership, the out-group employees

A. Managed by rules and polices
B. Outside the circle of leader
C. Get fewer rewards
D. All are correct

97. Globalization means that

a. World is borderless
b. Operate in several countries
c. Outside national boarders
d. All the above
98. Socialized power orientation is found to result into accumulation of power into the hands ofone
person for;
a. Larger community benefit
b. Larger group benefit
c. Larger individual benefit
d. Larger social benefit

99. When someone exercises the qualitative aspects of a skill such as;
a. Effectiveness or appropriateness, we judge that person as competitor.
b. Effectiveness or appropriateness, we judge that person as competent.
c. Ineffectiveness or inappropriateness, we judge that person as competent.
d. Ineffectiveness or inappropriateness, we judge that person as competitor.

100. Three basic needs are important for individualization:

a. The need for competence and the need for autonomy, and the need for relatedness.
b. The need for money and the need for autonomy and the need for relatedness.
c. The need for competence and the need for money and the need for relatedness.
d. The need for competence and the need for autonomy and the need relatedness.

101. Non-contingent rewards induce employees to develop

a. Personalized relationship with powerful people within the organization
b. Non-personalized relationship with powerful people within theorganization
c. Personalized relationship with non-powerful people within theorganization
d. Non-personalized relationship with non-powerful people within the organization

102. A company organizes a family annual day for its employees, it can be considered as
a. A rite of integration
b. A rite of renewal
c. A rite of success
d. A rite of enhancement

103. Group working also involves difficulties or limitation and so on;

 a. Faster decision-making, cooperation, less than full participation and so on.
b. Slowed decision-making, cooperation, less than full participation and so on.
c. Slowed decision-making, conflicts, less than full participation and so on.
d. Slowed decision-making, conflicts, more than full participation and soon.

104. Needs are important for optimal human development and integrity because prolonged
derivation of important needs may lead to;
a. Positive results and simple problems
b. Positive results and serious problems
c. negative results and simple problems
d. Negative results and serious problems

105. The term skill in the behavioural science is defined as;

a. Intentionally repeatable, goal directed behaviours and behaviour sequences.
b. Unintentionally repetable, goal directed behaviours sequences
c. Intentionally no repeatable, goal directed behaviours and behavior sequences
d. Unintentionally no repeatable, goal directed behaviours sequences.

106. Reward power includes;

a. allocation of resources, Job Title or designation, performance evaluation, approvals, giving
of higher salary, incentives, bonus or even better work.
b. Job Title or designation, selection, performance evaluation, approvals, giving of higher
salary, incentives, bonus or even better work.
c. allocation of resources, selection, Job Title and designation, approvals, giving ofhigher
salary, incentives, bonus or even better work.
d. allocation of resources, selection, performance evaluation, approvals, giving of
higher salary, incentives, bonus or even better work.

107. Cultures helps:

a. Employees in making sense out of complex, confusing dynamics around them within and
outside organizations.
b. Develop the individual perceptions about various features of work environment
c. Control how employees perceive and feel about a number of isues
d. All of the above
108. Power comes to individuals from two major bases:
a. Position power ad coercive power
b. Position power and personal power
c. Personal power and coercive power
d. Personal power and reward power

109. According to Maslow, the higher needs are different because they do not arise out of;
a. Sufficiency and they are not cyclical
b. Deficiency and they are not cyclical
c. Sufficiency and they are cyclical
d. Deficiency and they are cyclical

110. The first double-bind causing:

a. Strong work motivation and performance
b. Strong work motivation and commitment
c. Weak work motivation and performance
d. Weak work motivation and commitment

111. Leaders who have socialized power orientation;

a. Empower their subordinates, share information, and delegate authority
b. Keep control on subordinates, share information, and delegate authority
c. Empower their subordinates, donfat share information and keep control onsubordinates
d. Empower their subordinates, share information and keep control on subordinates

112. Richer perspective, diverse cognitive resources and general problem solving capacity
can be gained out of members;
a. homogeneity in the group
b. conflicts in the group
c. cooperation in the group
d. diversity in the group.

113. Norm stage is when eventually dialogue emerges amid disagreement about roles
and activities leading to;
a. cooperation and collaboration
b. conflict and collaboration
 c. cooperation and confrontation
d. conflict and confrontation

114. The major contentions against the drive theory are that its assumptions take;
a. a mechanistic view of humans
b. a socialist view of humans
c. a capitalist view of humans
d. a liberal view of humans

115. Self-awareness involves:

a. Relishing achievement for its own sake
b. Controlling or redirecting disruptive impulses and models
c. Knowing one’s strengths, weaknesses, drivers, values, and impact on others
d. Understanding other people’s emotional makeup

116. While the modern, fast, high-tech modes of communication increase the freedom and
speed, but they also have very different implications for the;
a. interpersonal processes of interaction, problem solving and the bonding between members
of the same group.
b. interpersonal processes of communication, problem solving and the bonding between
members of the same group.
c. interpersonal processes of communication, problem solving and the bonding between
members of the different group.
d. In the interpersonal processes of interaction, problem solving and the bonding between
members of the different group.

117. The situational focus by Hersey and Blanchard highlighted that.

a. In order to be effective, a leader should adopt leadership style depending upon
subordinate maturity
b. Management styles can be placed on the grid coordinates along two axes of leader’s
concern for task and people
c. It is easier to select leader for situation that demands leader’s preferred style
d. Leadership is a perception

118. Personality refers to a wide range of.

 a. Individual attributes
b. Individual perception
c. Individual expectations
d. Individual goals

119. The enduring nature and consistency of personality characteristics lead to.
a. Unpredictable patterns of behavior in similar ways across situations and settings
b. Predictable patterns of behavior in similar ways across situations and settings
c. Predictable patterns of behavior in different ways across situations and settings
d. Unpredictable patterns of behavior in different ways across situations and settings

120. It is believed that the levels of our emotional, psychological and physical well-being
go as high as allowed by the levels of our,
a. Interpersonal skills
b. Communication skills
c. Management skills
d. Learning skills
1. One of the following is not one of the variables in the management process model:
a. Planning
b. Management style
c. Organizing
d. Leading

2. When power is so legitimated, it denotes;

a. Politics
b. Authority
c. Influence
d. Conflicts

3. Level-2 leader contributes individual capabilities:

a. To the achievement of group objectives
b. Highly capable individual who plays an important role through his/her own talent
c. Have multidirectional influence relationship
d. To bring predictability

4. The term ‘skill’ in the behavioral science is defined as;

a. Intentionally repeatable, goal directed behaviors and behavior sequences.
b. Intentionally repeatable, goal directed behaviors and behavior sequences
c. Intentionally no repeatable, goal directed behaviors and behaviors sequences
d. Intentionally no repeatable, goal directed behaviors and behaviors sequences

5. Position power is obtained by a combination of one’s;

a. Job title or designation, performance evaluation and prescribed responsibilities
b. Performance evaluation, job description and prescribed responsibilities
c. Job title or designation, job description and prescribed responsibilities
d. Job title or designation, job description and performance evaluation

6. The belief behind coercive power is similar to the life position:

a. I am not OK, you are OK
b. I am not OK, you are OK
c. I am OK, you are OK
d. I am OK, you are not OK
7. Individuals join groups because through the group membership, they can satisfy their needs for;
a. Safety, belongingness, and esteem needs
b. Safety, self actualization, and esteem needs
c. Security, belongingness, and esteem needs
d. Security, belongingness, and pride needs

8. An employee oriented supervisor’s behavior conveys his belief that:

a. Controlling behaviors is necessary
b. The “human relations” are an important aspects of the job
c. The technical aspects of the job are important
d. Employees are a means for getting work done.

9. Familial collectivism, high power distance and deep rooted traditionalism promote perceptions
of;
a. External locus of control and satisfaction
b. External locus of control and causality
c. Internal locus of control and causality
d. Internal locus of control and satisfaction

10. How people address each other in an organization refers to the practice of
a. Stories
b. Rituals
c. Values
d. Culture

11. Team leadership marks:

a. A break from a command and control perspective of management
b. Movement toward facilitative, collaborative leadership
c. Ensuring empowerment and continuous improvement
d. All of the above

12. The storm stage is characterized by interaction amid;

a. Clarity, confrontation and conflict
b. The lack of clarity, acceptance ad conflict
c. The lack of clarity, confrontation and cooperation
 d. The lack of clarity, confrontation and conflict

13. Presenting to share information can be crucial for;

a. Problem solving and cooperation
b. Problem assessment and collaboration
c. Problem solving and collaboration
d. Problem assessment and cooperation

14. Informal groups are spontaneously created when the group members are;
a. Located without close distance with each other, and interact more
b. Located within close distance with each other, and interact more
c. Located within close distance with each other, and interact less
d. Located without close distance with each other, and interact less.

15. A cohort is a group of people who share;

a. A different background and have a different perspective on things.
b. A similar background but have different perspective on things
c. A similar background and have a similar perspective on things
d. A different background but have a similar perspective on things

16. Innovativeness as one dimension of the Organizational Culture indicates whether high or low
value attend attached to:
a. Being innovative, open to new opportunities, risk taking
b. Being rule oriented, valuing security, and stability
c. Being precise and analytical
d. Emphasizing fairness, respecting people, and being tolerant

17. Employees and groups can achieve higher levels of productivity, quality, and team member
satisfaction through;
a. Control on more task related decisions to the teams
b. Delegation of more task-related decision to the team
c. Conflict in more task related decision to the teams
d. Cooperation for more task related decisions to the teams
18. Personality is understood as a dynamic organization within the individual of those psychological
systems that determine;
a. His unique adjustment to his environment
b. His common adjustment to his environment
c. His unique adjustment to his organization
d. His common adjustment to his organization

19. The first meaning of personality refers to the way an individual is perceived by others-
personality from the observer’s perspective,
a. Private and verifiable
b. Public and verifiable
c. Public and unverifiable
d. Private and unverifiable

20. Organizational socialization can be understood as an attempt to:

a. Help the employee resettle
b. Inculcate discipline
c. Manage the newcomer’s desire for an identity by defining the organization
d. Reward employee progress

21. Greater cohesion in a group can also;

a. Encourage external contract and influence vital to the low-performing teams
b. Discourage internal contact and influence vital to the low-performing teams
c. Discourage external contact and influence vital to the high-performing teams
d. Encourage internal contact and influence vital to the low-performing teams

22. The Least Preferred Co-Worker or LPC scale requires a leader to describe the one person with
whom he or she:
a. Worked least with
b. Worked well with
c. Worked most with
d. Worked the least well with

23. Power is known as a:

a. Capacity to influence another person or a group to accept one’s ideas or plans
 b. Inability to influence another person or a group to accept one’s ideas or plans
c. Capacity to influence one’s ideas or plans
d. Inability to influence one’s ideas or plans

24. The transactional focus on leadership suggested that:

a. Leaders manage resources
b. Exchanges by leader with different subordinates can be different in quality.
c. Leaders changing deep structures, major processes, culture of organization
d. Leader and followers from a relationship of reciprocal influence.

25. A high LPC score suggested that the leader has a:

a. Human relations orientation
b. Task orientation
c. Little bit of both human relations orientation and task orientation
d. Neither of human relations orientation and task orientation

26. TO be effective culture tools, stories must be

a. Motivational
b. Credible
c. Real
d. All of the above

27. The second meaning of personality refers to the ;

a. Systems, dynamics, processes, and propensities
b. Structures, dynamics, procedures, and propensities
c. Structures, dynamics, processes, and propensities
d. Structures, dynamics, processes, and perceptions

28. Interpersonally competent people comfortably and naturally use the skills necessary to get
component;
a. Incentives, growth, solidarity among colleagues
b. Performance, incentives, solidarity among colleagues
c. Performance, growth, incentives among colleagues
d. Performance, growth, solidarity among colleagues
29. As per Hersey and Blanchard, the leader’s task behavior reflects:
a. The extent to which the leader engages in specifying subordinate duties and
responsibilities.
b. The extent to which the leader acts in a facilitative manner.
c. The extent to which the leader acts in a supportive manner.
d. None of the above

30. The basic skills practiced by interpersonally competent people include;

a. Listening, Answering and presenting; Facilitating other’s, asserting self, negotiating and
Group-working.
b. Listening, Questioning and presenting; Facilitating self, Asserting self, Negotiating and
Group-working.
c. Listening, Questioning and presenting; facilitating others, asserting others, Negotiating and
Group-working.
d. Listening, questioning and presenting; facilitating others, asserting self, negotiating and
group-working.

31. Individualism and Low Power distance promote perceptions of;

a. Internal locus of control and causality.
b. Internal locus of control and satisfaction
c. External locus of control and causality.
d. External locus of control and satisfaction

32. Use of coercive power might create;

a. Anger, resentment and even relation
b. Anger, job dissatisfaction, and even retaliation
c. Jo dissatisfaction, resentment and even retaliation
d. Anger, job dissatisfaction and resentment

33. The trait theories highlighted that:

a. The leader brings personal skills and traits to everything he does
b. A set of negative assumptions about the nature of subordinates
c. A positive set of assumptions about the human nature.
d. None of the above
34. When the powerful people reinforce it by performing personal status and adoption of
personalized leadership style, job involvement and organizational commitment weaken, leading
to poor;
a. Work commitment
b. Work motivation
c. Job involvement
d. Loyalty

35. Sometimes the norm for group consensus overrides motivation to realistically appraise
alternative courses of action. This is called;
a. Groupthink
b. Group shift
c. Cohesion
d. Free rider

36. The factors such as the salary, good work conditions, etc. Which Herzberg called;
a. Content or Hygiene or maintenance factors
b. Context or biological or maintenance factors
c. Context or Hygiene or psychological factors
d. Context or hygiene or maintenance factors

37. In management literature generally the term “Interpersonal” refers to relationship and
interactions with;
a. Bosses, leaders, subordinates, friends, suppliers and customers
b. Employees, leaders, subordinates, peers, suppliers and customers
c. Bosses, leaders, subordinates, peers, suppliers and customers
d. Employees, leaders, subordinates, friends, suppliers and customers.

38. The acronym ERG stands for;

a. Existence, Relatedness and Growth
b. Employee, relationship ad Groups
c. Existence, Relationship and Groups
d. Employee, Relationship and Growth
39. Herzberg proposed that the job content, element of challenge in the job, amount of
responsibility it involved and so on, provided;
a. Work commitment
b. Involvement
c. Work motivation
d. Job satisfaction

40. A Clan-type culture is characterized by;

a. Strategy of control and Stability
b. Self-interest and utilitarian approach
c. The relationships structured by the hierarchy, mutual interests and a share fate
d. Contractual relationship, short term goals

41. P-I motive relates with the need for;

a. Pioneering-Initiative
b. Pioneering-Innovating
c. Performance-Initiative
d. Performance-Innovative

42. Self-awareness involves:

a. Relishing achievement for its own sake
b. Controlling or redirecting disruptive impulses and moods
c. Knowing one’s strengths, weakness, drives, values, and impact on others
d. Understanding other people’s emotional makeup

43. Threat-reducing behavior implies actions on our part that intend to minimize or eliminate others
perceptions that we might negatively impact their;
a. Money, concerns or well-being
b. Goals, concerns, or satisfaction
c. Goals, concerns, or well-being
d. Money, concerns, or satisfaction

44. The path-goal theory suggested that:

a. Management styles can be placed on the grid coordinates along two axes of leader’s
concern for task and people.
 b. Leaders should create conditions enabling subordinate success
c. Leadership was only ‘perception of the observer’
d. The characteristics of task, subordinate and organization can substitute or neutralize
leadership.

45. Several theorists present motivation, perception and learning as interacting forces shaping;
a. Behaviors
b. Goals
c. Satisfaction
d. Personality

46. Opportunism refers to self-interested behavior understood as ‘taking advantage” of others or

using other’s weakness for one’s own benefit, especially in an;
a. Ambiguous, routine context
b. Clear, non-routine context
c. Ambiguous, non-routine context
d. Clear, routine context

47. Task structure as a situational variable could be measured as high if:

a. Formal authority the leader due to his or her position in the organization is high.
b. The leader is in-charge of all tasks
c. The task entrusted to the subordinate was definite, routine and specific, and could be
predicted
d. Tasks are well organized

48. Planned organizational change is aimed at:

a. Solving problems without learning
b. Better alignment with the environment
c. Involving everyone in the organization
d. Changing organization structure

49. Personality refers to a wide range of;

a. Individual attributes
b. Individual perception
c. Individual expectations
 d. Individual goals

50. Fielder’s situational leadership model suggests that when the situation is highly favorable or
unfavorable, a leader should use:
a. A low task oriented style
b. A high task-oriented style
c. A high people oriented style
d. A low people oriented style

51. is deeply connected to organizational culture

a. Anthropology
b. Sociology
c. Social Psychology
d. Psychology

52. Cohesiveness refers to the forces that bind members to each other and to their group, giving
them a feeling of;
a. Closeness
b. Groupness
c. Togetherness
d. Loneliness

53. Assertive skills refer to acting or communicating in ways that are realistic and polite, aimed at
maintaining respect for self as well as others and not being either;
a. Aggressive or calm
b. Aggressive or polite
c. Aggressive or subjective
d. Aggressive or submissive

54. According to Maslow, the higher needs are different because they do not arise out of;
a. Sufficiency and they are not cyclical
b. Deficiency and they are not cyclical
c. Sufficiency and they are cyclical
d. deficiency and they are cyclical
55. Dominant culture represents:
a. The core values of the organization those are valid and essential to the organization
b. That there is no congruence between the values of the top management and the employees
of the organization
c. No statement of organizational value
d. Use of strategy of control and stability

56. Power culture draws from:

a. Defined jobs, rules and procedures
b. The power and influence of a central figure or a select few such that power radiates from
the power-center like a web
c. Logic and rationality
d. Project oriented and adaptability

57. Cohesion increases member tendency to conform to the group norms, which can be harmful for;
a. Creativity and innovation
b. Cooperation and collaboration
c. Coordination and integration
d. Togetherness and groupness

58. One possible group process loss is attenuation blocking – members who are prevented from
contributing comments as they occur, forget or suppress them later in the meeting because they
seem;
a. More original, relevant, or important
b. Less original, irrelevant, or important
c. More original, irrelevant, or important
d. Less original, relevant, or important

59. The word ‘trait’ or ‘predisposition’ indicates unique;

a. Individual attributes
b. Individual perceptions
c. Individual expectations
d. Individual characteristics
60. Intrinsic motivation is considered superior, more enduring source of motivation that has positive
association with important organizational outcomes such as;
a. Creativity, risk aversion and work quality
b. Technicality, risk taking ad work quality
c. Creativity, risk taking and work quality
d. Creativity, risk taking and work motivation

61. According to a study, leaders with personalized power orientation, want to accumulate power
for personal gain, and use it in;
a. Encouraging and manipulative manner
b. Fair and manipulative manner
c. Domineering and manipulative manner
d. Encouraging and fair manner

62. Role modeling is done by:

a. The senior, more experienced people
b. Bosses
c. Anyone
d. Department head

63. Decision making high uncertainty work environment enables;

a. Faster or more effective decision
b. Slower or more effective decision
c. Faster or less effective decision
d. Slower or less effective decision

64. Personality refers to a unique combination of an individual’s characteristics that remains stable
over time, influences the person’s
a. Behavior, and determines individual goals.
b. Perception, and determines individual styles
c. Behavior, and determines individual style
d. Perception, and determines individual goals

65. Expert Power is gained through specialized knowledge arising out of;
a. Informal education or observation
 b. Formal education or work experience
c. Informal education or work experience
d. Formal education or observation

66. The context of perception is provided by;

a. The type a occasion, timing and the customs

b. The type of occasion, person and the customs
c. The type of person, timing and the occasion
d. The type of person, timing and the customs.

67. Primary or unlearned needs are;

a. Psychological and similar in nature
b. Biological and similar in nature
c. Biological and cyclical in nature
d. Psychological and cyclical in nature

68. An instrument/tool used to measure Carl Jung’s theory or individual differences

a. CSA
b. PANAS
c. FIRO-B
d. MBTI

69. Persistence helps us distinguish motivation from similar concepts such as;
a. Loyalty
b. Rewards
c. Job satisfaction
d. Commitment

70. As per Path Goal theory, is employees are inexperienced & working on ambiguous unstructured
task, the leadership style ……….
a. Participative oriented style
b. Supportive oriented style
c. Achievement style
d. Directive oriented style
71. The western perspective of organizations would suggest that:
a. Membership is permanent
b. Membership is not permanent
c. Membership is contractual
d. Membership is not contractual

72. The process by which individuals try to control the impressions others have of them
a. Influence management
b. Personal management
c. Expert management
d. Impression management

73. People with low EI are more likely to be cause of conflicts.

a. Inadequate information
b. Depends on context
c. Incorrect
d. Correct

74. The social context of work plays are important role;

a. Neither in satisfying the need for connectedness and social effectiveness, nor also managing
the thresholds for social need
b. Only in satisfying the need for connectedness and social effectiveness, not in managing the
thresholds for social needs
c. In satisfying the need for connectedness and social effectiveness, or in managing the
thresholds for social needs.
d. Not only in satisfying the need for connectedness and social effectiveness, but also in
managing the thresholds for social need.

75. The leadership grid theory was propounded by

a. Robert house & Feeder
b. Robert Black & Jane Mouton
c. Lewin & Lippitt
d. A Zaleznik & J Kotter

76. Territory is often demarcated by the;

 a. Hierarchy, structure and informal authority
b. Hierarchy, system and informal authority
c. Hierarchy, system and formal authority
d. Hierarchy, structure and formal authority

77. The Indian managers are willing to put;

a. Capital and profit into thinking differently about how to manage people
b. Profit and resources into thinking differently about how to manage people
c. Capital and time into thinking differently about how to manage people
d. Time and resources into thinking differently about how to manage people

78. The acceptance of someone’s power can be significantly different across variables such as the
subject’s;
a. Age, gender, culture, and personality
b. Age, gender, qualification, and personality
c. Age, qualification, culture, and personality
d. Qualification, gender, culture, and personality

79. In a task culture, influence is strongly based on power

a. Personal
b. Information
c. Expert
d. position

80. The process for transforming newcomers to effective members of the organization by making
them organization culture is
a. Social Acclimatisation
b. Organisational socialization
c. Organizational transformation process
d. Adaptation process

81. Attitude of an individual reflects and individual’s persistent tendency to think, feel and behave
towards an object in a particular involving;
a. Favor or disfavor
b. Likes or dislikes
 c. Money or work
d. Satisfaction or dissatisfaction

82. Organization are also the social unit deliberately constructed and reconstructed to seek;
a. Ordinary goals
b. Planned goals
c. Unique goals
d. Specific goals

83. Power can be seen as a function of structure, as one gains power due to one’s position in the
organization, which gives across to;
a. People, information and financial resources
b. People, information and physical resources
c. People, physical resources and financial resources
d. Physical resources, information and financial resources

84. Organizations citizenship behaviors (OCBs) are;

a. Pro-social, non-voluntary and discretionary behaviors
b. Pro-social, voluntary and non-discretionary behaviors
c. Pro-social, voluntary and discretionary behaviors
d. anti-social, voluntary and discretionary behaviors

85. The fact is that about two-thirds of the companies surveyed

a. Do no planning or important workforce issues as employee selection
b. Do no planning or important workforce issues such as employee development or even
retrenchment
c. Do no planning of important workforce issues such as employee recruitment
d. Do planning or important workforce issues such as employee development or even
retrenchment

86. Experience and satisfaction or secondary needs requires;

a. Absence and conflicts with others
b. Presence of and interaction with others
c. Absence of and interaction with others
d. Presence of and conflicts with others
87. Organisation with strong cultures have:
a. Stagnant performance
b. High risk and high returns
c. Uniformity in instruction
d. Less volatile cash flow

88. American culture believes in

a. Collectivism
b. High power distance
c. Femininist
d. Individualism

89. The expression “reality-distortion” was coined by employees of to describe

charisma of other leader
a. Apple
b. Starbucks Coffee
c. GM Motors
d. IBM

90. An empathic leader can :

a. Defend self if others don’t see his point
b. Gives thoughtless criticism
c. Have discrepancy between one’s true feelings and words
d. Identify, retain and develop talent of people

91. In an MBA class, Indian students were horrified (surprised) when American students challenged
the professor on a subject topic. This
a. Differences in culture
b. Difference in personalities
c. Difference values & Ethics
d. Difference in Perceptions

92. Which of the following is NOT one of the levels, written Maslow’s theory of motivation?
a. Self-actualization needs
b. Society needs
 c. Esteem needs
d. Physiological needs

93. The three levels of organizational culture are

a. Artifacts, values, basic assumptions
b. Basic assumptions, symbols, values
c. Values, artifacts, ceremonies & rites
d. Artifacts, values, awareness

94. Use of power requires minimum two parties –:

a. An actor or agent, and an influence
b. An action, and a subject
c. An influence, and a subject
d. An actor or agent, and a subject

95. How many types of organizational culture are known as per Handy )1993)
a. Multiple
b. Four
c. Two
d. Three

96. As per LMX theory of leadership, the out-group employees

A. Managed by rules and polices
B. Outside the circle of leader
C. Get fewer rewards
D. All are correct

97. Globalization means that

a. World is borderless
b. Operate in several countries
c. Outside national boarders
d. All the above
98. Socialized power orientation is found to result into accumulation of power into the hands of one
person for;
a. Larger community benefit
b. Larger group benefit
c. Larger individual benefit
d. Larger social benefit

99. When someone exercises the qualitative aspects of a skill such as;
a. Effectiveness or appropriateness, we judge that person as competitor.
b. Effectiveness or appropriateness, we judge that person as competent.
c. Ineffectiveness or inappropriateness, we judge that person as competent.
d. Ineffectiveness or inappropriateness, we judge that person as competitor.

100. Three basic needs are important for individualization:

a. The need for competence and the need for autonomy, and the need for relatedness.
b. The need for money and the need for autonomy and the need for relatedness.
c. The need for competence and the need for money and the need for relatedness.
d. The need for competence and the need for autonomy and the need relatedness.

101. Non-contingent rewards induce employees to develop

a. Personalized relationship with powerful people within the organization
b. Non-personalized relationship with powerful people within the organization
c. Personalized relationship with non-powerful people within the organization
d. Non-personalized relationship with non-powerful people within the organization

102. A company organizes a family annual day for its employees, it can be considered as
a. A rite of integration
b. A rite of renewal
c. A rite of success
d. A rite of enhancement

103. Group working also involves difficulties or limitation and so on;

 a. Faster decision-making, cooperation, less than full participation and so on.
b. Slowed decision-making, cooperation, less than full participation and so on.
c. Slowed decision-making, conflicts, less than full participation and so on.
d. Slowed decision-making, conflicts, more than full participation and so on.

104. Needs are important for optimal human development and integrity because prolonged
derivation of important needs may lead to;
a. Positive results and simple problems
b. Positive results and serious problems
c. negative results and simple problems
d. Negative results and serious problems

105. The term skill in the behavioural science is defined as;

a. Intentionally repeatable, goal directed behaviours and behaviour sequences.
b. Unintentionally repetable, goal directed behaviours sequences
c. Intentionally no repeatable, goal directed behaviours and behavior sequences
d. Unintentionally no repeatable, goal directed behaviours sequences.

106. Reward power includes;

a. allocation of resources, Job Title or designation, performance evaluation, approvals, giving
of higher salary, incentives, bonus or even better work.
b. Job Title or designation, selection, performance evaluation, approvals, giving of higher
salary, incentives, bonus or even better work.
c. allocation of resources, selection, Job Title and designation, approvals, giving of higher
salary, incentives, bonus or even better work.
d. allocation of resources, selection, performance evaluation, approvals, giving of higher
salary, incentives, bonus or even better work.

107. Cultures helps:

a. Employees in making sense out of complex, confusing dynamics around them within and
outside organizations.
b. Develop the individual perceptions about various features of work environment
c. Control how employees perceive and feel about a number of isues
d. All of the above
108. Power comes to individuals from two major bases:
a. Position power ad coercive power
b. Position power and personal power
c. Personal power and coercive power
d. Personal power and reward power

109. According to Maslow, the higher needs are different because they do not arise out of;
a. Sufficiency and they are not cyclical
b. Deficiency and they are not cyclical
c. Sufficiency and they are cyclical
d. Deficiency and they are cyclical

110. The first double-bind causing:

a. Strong work motivation and performance
b. Strong work motivation and commitment
c. Weak work motivation and performance
d. Weak work motivation and commitment

111. Leaders who have socialized power orientation;

a. Empower their subordinates, share information, and delegate authority
b. Keep control on subordinates, share information, and delegate authority
c. Empower their subordinates, donfat share information and keep control on subordinates
d. Empower their subordinates, share information and keep control on subordinates

112. Richer perspective, diverse cognitive resources and general problem solving capacity
can be gained out of members;
a. homogeneity in the group
b. conflicts in the group
c. cooperation in the group
d. diversity in the group.

113. Norm stage is when eventually dialogue emerges amid disagreement about roles and
activities leading to;
a. cooperation and collaboration
b. conflict and collaboration
 c. cooperation and confrontation
d. conflict and confrontation

114. The major contentions against the drive theory are that its assumptions take;
a. a mechanistic view of humans
b. a socialist view of humans
c. a capitalist view of humans
d. a liberal view of humans

115. Self-awareness involves:

a. Relishing achievement for its own sake
b. Controlling or redirecting disruptive impulses and models
c. Knowing one’s strengths, weaknesses, drivers, values, and impact on others
d. Understanding other people’s emotional makeup

116. While the modern, fast, high-tech modes of communication increase the freedom and
speed, but they also have very different implications for the;
a. interpersonal processes of interaction, problem solving and the bonding between members
of the same group.
b. interpersonal processes of communication, problem solving and the bonding between
members of the same group.
c. interpersonal processes of communication, problem solving and the bonding between
members of the different group.
d. In the interpersonal processes of interaction, problem solving and the bonding between
members of the different group.

117. The situational focus by Hersey and Blanchard highlighted that.

a. In order to be effective, a leader should adopt leadership style depending upon
subordinate maturity
b. Management styles can be placed on the grid coordinates along two axes of leader’s
concern for task and people
c. It is easier to select leader for situation that demands leader’s preferred style
d. Leadership is a perception

118. Personality refers to a wide range of.

 a. Individual attributes
b. Individual perception
c. Individual expectations
d. Individual goals

119. The enduring nature and consistency of personality characteristics lead to.
a. Unpredictable patterns of behavior in similar ways across situations and settings
b. Predictable patterns of behavior in similar ways across situations and settings
c. Predictable patterns of behavior in different ways across situations and settings
d. Unpredictable patterns of behavior in different ways across situations and settings

120. It is believed that the levels of our emotional, psychological and physical well-being go
as high as allowed by the levels of our,
a. Interpersonal skills
b. Communication skills
c. Management skills
d. Learning skills