Leonardo, Kylene Edelle L.

BSMA 1-2

CHAPTER 1: WHAT IS ORGANIZATIONAL BEHAVIOR?

MODIFIED TRUE OR FALSE
FALSE /11 1. There are 10 Challenges and Opportunities in OB.
FALSE /SOCIOLOGY 2. Psychology, Social Psychology, Psychology and
Anthropology are the Contributing Disciplines to OB.
_______TRUE__________3. In the late 1960’s, Henry Mintzberg, he concluded 10
different interrelated roles or sets of behaviors which was categorized into 3:
Interpersonal, Informational, and Decisional.
_______TRUE__________4. Sociology, studies people in relation to their social environment
or culture.
___FALSE /LEADING__ 5. French industrialist Henri Fayol: All managers perform 5
management functions that presently condensed into 4 namely; Planning,
Organizing, Commanding, and Controlling.

1) What are the three primary 3) Until the late 1980s, business
determinants of behavior in school curricula emphasized the
organizations? aspect of management.

A) profit structure, A) ethical

organizational complexity, and B) people
job satisfaction C) technical
B) individuals, profit structure, D) human
and job satisfaction E) global
C) individuals, groups, and
job satisfaction 4) Which of the following is not a
D) groups, structure, and profit reason why business schools have
structure begun to include classes on
E) individuals, groups, and organizational behavior?
structure
A) to increase manager
2) Which of the following is not a effectiveness in organizations
core topic of organizational B) to help organizations attract top
behavior? quality employees
C) to expand organizations'
A) motivation consulting needs
B) attitude development D) to improve retention of quality
C) conflict workers to help increase organizations'
D) resource allocation profits
E) work design
5) There is a connection between
companies which have and the
incorporation of organizational
behavior principles.
A) high turnover rates
B) specialized technical processes
C) superior financial performance
D) long-lasting CEO's
E) all of the above
6) is the study of
the impact that individuals,
groups, and structure have
on behavior within
organizations.
A) Leadership
B) Organizational strategy
C) Performance management
D) Employee relations
E) Organizational behavior
7) Which of the following is
not a topic or concern
related to OB?
A) turnover
B) leader behavior
C) productivity
D) management
E) family behavior
8) In order to predict human
behavior, it is best to
supplement your intuitive
opinions with information
derived in what fashion?
A) common sense
B) direct observation
C) systematic study
D) speculation
E) organizational theory
9) Arianna believes that it is
best to take the casual or
common-sense approach to
reading others. She needs to
remember that
.
A) the casual approach is
nonsensical, and should be
avoided as much as possible B)
the systematic approach and
the casual approach are one
and the same
C) laboratory experiments on
human behavior often result in
unreliable findings
D) the
casual or common-sense
approach to reading others can
often lead to erroneous
predictions
E) behavior is unpredictable,
hence there is no accurate
way to analyze it
10) Which of the following
explains the usefulness of
the systematic approach to
the study of organizational
behavior?
A) Human behavior does not vary a
great deal between individuals and
situations.
B) Human behavior is not random.
C) Human behavior is not consistent.
D) Human behavior is rarely
predictable.
E) Human behavior is often not
sensible.
 CHAPTER 2: DIVERSITY IN ORGANIZATIONS

FILL IN THE BLANKS

1. Levels of Diversity
• SURFACE-LEVEL DIVERSITY
• DEEP-LEVEL DIVERSITY
2. TYPES OF DISCRIMINATION
• DISCRIMINATORY POLICIES OR PRACTICIES
• SEXUAL HARASSMENT
• INTIMIDATION
• MOCKERY AND INSULTS
• EXCLUSION
• INCIVILITY

3. Diversity in Groups
• LEVERAGE DIFF, FOR SUPERIOR PERFORMANCES
• TRANSFORMATIONAL LEADERS
4. DISCRIMINATION
• BIOGRAPHICAL CHARACTERISTICS
 AGE
 GENDER
 RACE AND ETHNICITY
 DISABILITY

CHAPTER 3: ATTITUDES AND JOB SATISFACTION

Answer the following:

1. A settled way of thinking or feeling about someone or something,

typically one that is reflected in a person's behavior.
ATTITUDE

2. A manifestation or acting out of the attitudes an individual has.

BEHAVIOR

3. Any inconsistency between two or more attitudes, or between behavior and

attitudes.
COGNITIVE DISSONANCE

4. A positive feeling about a job resulting from an evaluation of its characteristics.

JOB SATISFACTION
 5. The attitude of content an employee possesses in his or her current
position in an organization.
JOB SATISFACTION

6. Is the strongest correlation with overall satisfaction.

WORK ITSELF

7. Is the sense of obligation to stay with their employer during its time
of need even though it is no longer advantageous to do so.
NORMATIVE COMMITMENT

8. Refers to one’s feelings of loyalty to a company or organization

because he or she believes in the organization.
AFFECTIVE COMMITMENT

9. Identifying with the job, actively participating in it, and considering

performance important to self-worth
JOB INVOLVEMENT

10. An individual's psychological bond to the organization, including a

sense of job involvement, loyalty and belief in the values of the
organization.
ORGANIZATION COMMITMENT

CHAPTER 4: EMOTIONS AND MOODS AT WORK

1. Describe the three major emotional terms. How are they related and how
do they differ?
The three major emotional terms include Affect, Emotions, and Moods.
Affect refers to wide range of feelings people experience. This is the outward
expression of people’s inner emotions. Emotions, on the other hand, refers to the
intense feeling you exert which directly points to someone or something. It is the way
our brain gives meaning to bodily sensations based on past experience. Moods, refers
to the feelings that tends to be less intense than emotions. A mood is a general feeling,
not a reaction to a particular situation.
The three share relations with their involvement in feelings. Affect is how
others see you with the feeling, emotion is how strong is the feeling, and mood is what
you feel. Emotion is the label you give the affect you are experiencing. It tends to be
intense, but short-lived, which can be accompanied with facial expressions, body
language, and physical sensations. It has the potential to turn into, change or create
moods.

2. List the basic emotions along a continuum. What are the difficulties of
using this continuum?
Bruce Perry (2003), a neuroscientist at the Trauma Center at Baylor
University in Austin, Texas, has devised a continuum showing how emotions are tied to
physiological states. The continuum are as follows:
a. Calm- this is the basic emotion wherein we get engaged. We can plan,
find solutions, and think creatively and abstractly. There is no element
that triggers something that will reduce calmness.
b. Happiness – from Kesebir and Diener, happiness is “people's
evaluations of their lives and encompasses both cognitive judgments of
satisfaction and affective appraisals of moods and emotions”.
c. Arousal – this is a state of heightened vigilance. It is the state of being
activated, either physiologically or psychologically, and is one dimension
of our affective response to emotional stimuli.
d. Alarm- Once we are in a state of alarm, it is harder for us to control our
emotions, and our thinking and learning become inflexible, reactive, and
concrete. When we are alarmed, we are on autopilot—we no longer think,
we react.
e. Fear- In this state, our thinking becomes almost totally reflexive and
centered in the survival system. It becomes difficult for us to hear or even
recognize those around us. Fear alerts us to the presence of danger or
the threat of harm, whether that danger is physical or psychological.
f. Sadness- often defined as a transient emotional state characterized by
feelings of disappointment, grief, hopelessness, disinterest, and
dampened mood.
g. Anger - a particularly powerful emotion characterized by feelings of
hostility, agitation, frustration, and antagonism towards others.
h. Disgust - is an intense dislike or loathing someone feels for something
bad or nasty.

According to an article in the publication Psychology Today, “emotions are

multi-faceted experiences” of “internal subjective experiences, facial expressions and
physiological reactions.” Many people have difficulties differentiating emotions to
feelings. A fundamental difference between feelings and emotions is that feelings are
experienced consciously, while emotions manifest either consciously or subconsciously.
Some people may spend years, or even a lifetime, not understanding the depths of their
emotions. There are various influences that shape emotions from one person to
another. This explains how people tend to have different reactions and emotions shown
in a particular incident.

3. Of the eight sources of emotions and moods identified in your text,

which do you feel is the most critical and why?
Of the eight sources, I feel that stress hold the most critical source of
emotion and mood as stress ultimately affects one’s behavior in and out of the
 enterprise world. Stress includes a lot of aspects. If you would think about it deeply,
sleep and exercise can be an inclusion and an indication that you are under stress.
An overwhelming workload, lack of peer support and too many demands
at once, however, contribute to a sense of frustration and panic that there isn't enough
time to complete the work. According to the authors of "Performance Under Pressure:
Managing Stress in the Workplace," if these conditions routinely result in overtime or
having to take work home, the stress of being unable to manage time efficiently can
fuel employees' resentment toward the company as well as negatively influence their
commitment and loyalty.
Stress can also lead to depression, which can be a more serious topic to
cater. If not managed properly, one can take his own life. In addition, stress can have
drastic effects on your overall health. If you're not feeling well, you're not going to do
your best work. Further, the amount of sick leave taken to rest and recuperate from
stress-related illnesses often means that the work only accumulates during your
absence and, thus, generates even more stress about how to catch up once you
return. In conclusion, stress, for me, must be well handled for anyone. No employer
ever wanted to keep their workflow always in pending.
4. What are the sources of stress and emotional labor for employees?
Some of the causes of work-related stress include long hours, heavy
workload, job insecurity and conflicts with co-workers or bosses. Emotional dissonance
is also one. It refers to a situation in which employees have to project, an emotion,
while simultaneously feeling another. This can take a heavy toll on employees,
resulting in emotional exhaustion and burnout and eventually droping their performance
rate. Surface acting, which is the hiding of one's inner feelings and foregoing emotional
expressions based on display rules also tends to be very stressful for employees.
5. How valid do you consider the concept of emotional intelligence to
be? Rationalize your answer.
According to Daniel Goleman, an American psychologist, Emotional
Intelligence covers five main key points:
 Self-Awareness
 Self-Regulation
 Motivation
 Emphaty
 Social Skills
The validity of its concept is very relatable. Self-Awareness embarks you
to have a clear picture of your strength and weaknesses. Self-regulation
prevents yourself from making irrational decisions and keeps you in control.
Motivation pushes you to reach the end of your goal and set standards for
your own work. The concept of “pwede na” is not suitable since you wanted
to deliver exceptionality.
For leaders, having empathy is critical to managing a successful team or
organization. Leaders with empathy have the ability to put themselves in
someone else's situation. They help develop the people on their team,
challenge others who are acting unfairly, give constructive feedback, and
listen to those who need it. Social Skills make you a good communicator.
 Your social skills will allow you to resolve conflicts in consideration with your
fellow’s opinions. With your social skills, you make yourself an example of a
person with a good level of emotional intelligence.
6. Consider the impact of emotions on customer service. What is the effect of
emotions and moods on customer satisfaction, and how does the concept of
emotional contagion enter into this?
Customer Satisfaction is not the same for everyone. Any time a customer
interacts with a brand, positive or negative emotions can be inspired. The most
successful brands are those that can inspire positive emotions more often than
negative emotions meaning, they give importance to how consumers see their brand
through the emotions and moods expressed by their agents. This leads to more
customer satisfaction, increased loyalty, and greater word of mouth.
The concept of emotional contagion improves one’s confidence in the
workplace. For example, if you’re boss threw a smile at you for following his orders,
you can see yourself smiling too. If you are watching a sad movie, you can see yourself
showing the same emotion as what the movie implies to.

7. Are emotions universal? Why or why not? Give examples in your answer.

Yes, emotions are universal. Everybody shares the vast majority of their genetic
makeup with each other, meaning that most of our physical and emotional
characteristics are similar. In the Disney movie Inside Out, it has shown the several
characters - Joy, Sadness, Fear, Anger and Disgust — residing in the mind of a
preteen girl named Riley. Throughout the movie, the five embodied emotions all work
to guide and protect her. In another Disney movie Trolls, it was the character’s
tradition to eat something, just to feel other emotions. In the end, their tradition does
not guarantee the emotions they’ve been longing to feel, instead the emotions come
from within. Emotions are universal, it is greatly affected by our customs and
sensitivity. People just differ expressing their emotions based on their customs.
 CHAPTER 5: PERSONALITY AND VALUES

1. Describe the two most common methods of assessing a personality.

Which is likely to be the most accurate? Why?
The two most common methods of assessing a personality are the Myers-Briggs Type
Indicator (self-reports surveys) and the Big Five Personality Model (observer-ratings
surveys).
Myers-Briggs Type Indicator is a self-report inventory designed to identify a person's
personality type, strengths, and preferences. Its results identify valuable differences
between people – differences that can be the source of misunderstanding and
miscommunication among people within the circle. On the other hand, Big Five
Personality Model has tests that measure where an individual lies on the spectrum of
each of the five traits - Agreeableness, Conscientiousness, Surgency, Openness to
Experiences, and Adjustment.
Studies have shown that BIG FIVE PERSONALITY MODEL effectively predicts
behavior, and the test is often used in academic psychological personality research. It
is also used commercially by psychologists, career counselors, and other
professionals that conduct personality assessment. It gives a simple ideas iin
understanding others, improving relationships by knowing why people tend to behave
the way that they do. You can even use the theory to help better understand yourself
and how to get along with others better than ever before.

2. Describe the Myers-Briggs Type Indicator personality framework.

Based on the framework, what would you think was your personality
type? Why?

Myers-Briggs Type Indicator is a self-report inventory designed to identify a person's

personality type, strengths, and preferences. Its results identify valuable differences
between people – differences that can be the source of misunderstanding and
miscommunication among people within the circle.
Based on the framework, I think I am more of an introvert rather than extrovert. I enjoy
me time the most but that does not mean I do not socialize. I prefer sensing, rather
than intuition because I wanted to accept it straightforward, not with analogies that
might make me misunderstand or minsinterpret something. I think I am somewhere
between the thinking and feeling personality depending on the situation. I like judging,
because as I have said, I like straightforward and definite information, but I also enjoy
perceiving as I do not want to sometimes close the possibilities too soon.
3. Identify and describe the five traits of the Big Five personality model.

 Openness to experience refers to one’s willingness to try new things as well as

engage in imaginative and intellectual activities. It includes the ability to “think
outside of the box.”. It may also be linked with going out of your comfort zone.
 Conscientiousness describes a person’s ability to regulate their impulse control
in order to engage in goal-directed behaviors. It measures elements such as
control, inhibition, and persistency of behavior.
 Extraversion reflects the tendency and intensity to which someone seeks
interaction with their environment, particularly socially. It encompasses the
comfort and assertiveness levels of people in social situations. There is a strong
connection between a person and sociability.
 Agreeableness refers to how people tend to treat relationships with others.
Unlike extraversion which consists of the pursuit of relationships, agreeableness
focuses on people’s orientation and interactions with others.
 Neuroticism describes the overall emotional stability of an individual through
how they perceive the world. It takes into account how likely a person is to
interpret events as threatening or difficult. It also shows their ways of overcoming
the emotional stress they encounter, and the possible ways on how to prevent it.

4. What are two attributes of values? Why are values important in OB?
The two attributes of values are content that refers to how important the mode
of conduct or end-state of existence is to the individual, and intensity which
refers to how important this value is in relation to other values.

Values lay the foundation for understanding people's attitudes, motivation, and
behavior. They influence our perceptions. Values can cloud objectivity and
rationality. It is important to know values so that managers can better predict
behavior of their employees. Companies usually influence a person's
behavior with codes of conduct, ethics and vision statements, ethics
committees, and a punishment -and-reward system.

5. Describe the relationship between terminal and instrumental values.

Terminal values are desirable end-states while instrumental values are the
preferable modes of behavior or means of achieving those end-states. Practically
speaking, Terminal Values are your goals, what you want to achieve. Whilst
Instrumental Values are your actions or behavior that will bring you closer to your
Terminal Value.
 CHAPTER 6: PERCEPTION AND INDIVIDUAL DECISION MAKING

1-2.) Perception is a process by which individuals ORGANIZE and INTERPRET

their sensory impressions in order to give meaning to their environment.

3.) Stereotyping: JUDGING someone on the basis of the perception of the

group to which they belong.

4, 5 and 6.) Determinants of Attribution

DISTINCTIVENESS
CONSENSUS
CONSISTENCY

7.) Internal – behavior is believed to be under the PERSONAL CONTROL of the individual.

8.) External – the person is forced into the behavior by OUTSIDE events/causes.

9 and 10.)Three Stages of Creativity

CREATIVE BEHAVIOR

CREATIVE OUTCOMES
 CHAPTER 7: MOTIVATION CONCEPTS

Answer the following:

1. Define motivation. How does this explain the behavior of a worker in the
organization?

Motivation is one of three key performance elements. Motivation results when an

individual interacts with a situation. It’s a state of mind where the individual determines the level
of desire, interest and energy that will adversely affect his actions.

Motivation isn’t a stable state of mind. What motivates an employee right now might not
be the same after some time. A manager’s ability to influence employee motivation can directly
affect an organization’s bottom line. Motivated employees can lead to increased productivity and
allow an organisation to achieve higher levels of output.

2. How does adopting a Total Rewards perspective benefit the employee

and the organization?
Total Rewards System is like a mutualism between the employee and the
organization. The organization needs someone to do the work, it benefited from the
expertise of the employee. The employee, on the other hand, has needs to fulfill and
has responsibilities to carry, the organization, as a compensation for his delivery of
exceptional outputs, benefits him through financial remuneration.
The elements that make up a total rewards package are things most employers
already offer: base pay (either a salary or hourly wage rate), stock options, health
insurance, dental and vision benefits, retirement contributions, life insurance, paid time
off, etc.; but also include perks like performance bonuses, company-sponsored training,
employee wellness programs, workplace flexibility options, identity theft protection
plans, employee discount programs - things not usually included in compensation or
benefits discussions. Practically speaking, and thinking, employees work to feed
theirselves and their families.

3. What are the advantages and pitfalls of using a flexible benefits program?

Flexible benefits allow employees to choose the benefits they value most, which
is great for employee recruitment and retention. On the employer side, his advantages
are as follows: Meeting Employee Needs, Recruitment and Retention, and Financial
Control. The employer’s side’s disadvantages is the setup costs and the information
disemmination. However, on the side of the employee, he has his control over benefits-
in-hand, has extra cash in hand, and probably a better plan for a better life. Their
conclusions are, I have the potential to lose money and I also do not wish to live a poor
life.
The greater degree of flexibility and variety that these programs offer is a
huge part of their appeal – employers can customize their total rewards packages
to fit whatever is most attractive or important to its specific workforce.
 CHAPTER 8: MOTIVATION FROM CONCEPT TO APPLICATION

Identification

1. Some discretion over when worker starts and leaves.

FLEXTIME
2. Two or more individuals split a traditional job.

JOB SHARING

3. Work remotely at least two days per week.

TELECOMMUTING

4. Occurs when managers include employees in the decision-making process.

PARTICIPATIVE MANAGEMENT

5. This is achieved by letting workers be represented by small groups of

employees who participate in decisions.

REPRESENTATIVE PARTICIPATION

6. It is a type of Variable-Pay Program which is based on individual

performance appraisal ratings.
MERIT-BASED PAY

7. It is a type of Variable-Pay Program which is based on skills acquired

instead of job title or rank – doesn’t address the level of performance.
SKILL-BASED PAY

8. It is a type of Variable-Pay Program which is based on sharing of gains

from improved productivity.
GAIN-SHARING

9. It is a type of Variable-Pay Program where workers are paid a fixed sum for
each unit of production completed.
PIECE-RATE PAY PLAN

10. It is a type of Variable-Pay Program which employees acquire stock, often at

below-market prices
EMPLOYEE-STOCK OWNERSHIP PLAN

CHAPTER 9: FOUNDATIONS OF GROUP BEHAVIOR

Fill in the blanks.

1. DIVERSITY refers to the degree to which members of a group are

similar or different from one another.

2. FORMAL GROUP is the first group where the organization

establishes the group with defined work tasks and outcomes.

3. ROLE PERCEPTION -our view of how we’re supposed to act in a given

situation.

4. HAWTHORNE studies found that worker behavior was highly

influenced by group norms.

5. SOCIAL LOAFING -some individuals may put in less effort

because they think others in the group will make up for them.

6. NOMINAL GROUP TECHNIQUE allows a group of people to focus

on the task of making a decision without developing any social relations.

7. GROUP-SHIFT describes the way group members tend to exaggerate

their initial positions when discussing alternatives and arriving at solutions.

8. GROUPTHINK occurs when group members' desire to maintain

good relations becomes more important than reaching a good
decision.

9. FAULTLINES refers to perceived divisions that split groups into

two or more subgroups based on individual differences such as
gender, race, age, work experience, and education.

10. ASCH studies found that groups can encourage members to

change their attitudes and behaviors to be more in line with those of
the other group members.
 CHAPTER 10: UNDERSTANDING WORK TEAMS

I. Find and Choose the correct answer inside the box. Write the letter only in the
blank before the number.
A. Context B. Composition C. Process

B 1. Allocating roles
C 2. Social loafing
A 3. Leadership and structure
C 4. Conflict levels
A 5. Climate of trust
B 6. Size of teams
C 7. Common purpose
A 8. Adequate resources
B 9. Diversity
C 10. Specific goals

II. Answer the following:

1. Recall the time when you were at school and your teacher told the class to
create groupings for a specific project. Each group should also select a leader
or set of officers to make the project more efficient. Unfortunately, despite your
efforts, your project was a failure…Share your story and answer the following
questions:

 What was the project all about?

The project assigned to us was creating a video adverstisement for a product.
 What was your role in the project?
I was assigned to be in-charge of the props and details present in each frame of the
video.
 How can you describe your group members and your leaders?
Since we are a group composed of students, we all have experiences in this kind of
groupworks. I describe my group members and leaders to be democratic. They accept
everyone’s suggesstions and ideas. They are also time-bounded, that they make sure things
arew accomplished within the set time.
 Did your group met problems or conflict while doing your project?
Of course. As a student, we do not only have one subjects, we manage ten subjects
and the main reason of our conflicts are mostly composed of schedule conflicts that hinders
us to perform the task we need to do for the day, according to our plan.
 How did your group solve it?
Communication. It is our best way to come up with a solution to cater ouur conflicts.
We make sure every member is heard, so that we can create a good bond, that will also
affect our project performance.
 Which part did your group fall short that caused the project unsuccessful?
There is actually no part where we think we fell rock bottom, the only conflict we
encountered is the conflicting schedules between different subjects that keeps our tasks
pending.
 If you will be in the same scenario, what would you do to make it successful?
I personally think we made it. However, there is more to it. If I would be in the same
scenario I will probably add more ideas for the betterment of the outcome. I will also try
to be as creative and imaginative together with my group, because the truth is, more
brains working are better than one.

2. Write a short story about your favorite sports and the specific team you
cheered on every time they are playing. Describe the role of each member
how they are doing their part in the game. Does this team always win and
what do you think is their strategy/ies in winning? When the odds are on
their side, how do they resolve it?

When I was still young, I am really enthusiastic over the Philippine

Basketball Association. I am actually a big fan of many teams, including the Rain
or Shine, San Mig, Talk N Text, and many more. I always see myself ballistic
over their win, and as sad as they were when they are defeated.
Every player plays an important role. Whether the player got a long
playing time, or just average, it matters. They say, “Bilog and bola.”, you cannot
tell who wins this time and who loses. While we believe in that, we must believe
stronger that the players are ultimaely doing their best.
The team I support does not always win. They do not even sometimes go
over the Championship title. But for the team, it serves as a lesson to them. A
lesson that you must learn and as much as possible, never happen the same
situation again. They develop new strategies and plan to improve their game
quality. When the odds are on their side, they do not develop superiority
complex. Their feet remain on the ground, and I think that is what sportsmanship
and camaraderie truly means.

CHAPTER 11: COMMUNICATION

MULTIPLE CHOICE
B 1. Juan here is the report you asked me to complete. Let me know if I need
to make any changes.
a. vertical-downward b. vertical-upward c. Horizontal d. Grapevine
C 2. “Jackson, I just closed a larger sales order with Tyson, but I had to
guarantee delivery by next Tuesday. Can you produce 100 units on time?
a. vertical-downward b. vertical-upward c. Horizontal d. Grapevine
 A 3. “Hi Tyler, please take this over to the mail room right away for me”
a. vertical-downward b. vertical-upward c. Horizontal d. Grapevine
D 4. “Jamal, have you heard that President Flynn is using the company jet to
take his mistress out on dates?
a. vertical-downward b. vertical-upward c. Horizontal d. Grapevine
C 5. “Judy, will you please hold this so I can put it together-the way I help
you all the time”
a. vertical-downward b. vertical-upward c. Horizontal d. Grapevine
B 6. A type of channel that used to transmit personal or social messages.
a. Formal Channel b. Informal Channel c. Channel
A 7. A Communication that flows to a higher level.
a. Upward Communication b. Lateral Communication c. Channel
C 8. A Communication that flows from one level to a lower level.
a. Upward Communication b. Channel c. Downward Communication
A 9. A network which is very formal and rigid chain of command.
a. The Chain b. The All-Channel c. The Wheel
C 10. It is a superficial consideration of evidence and information making use
of heuristics.
a. Controlled Processing b. The Chain c. Automatic
Processing

II. Select the most appropriate channel for each message

a. Face-to-Face b. Telephone c. Meeting d. Presentation
e. Memo f. Letter g. Report h. Poster
A 1. An employee came in late for work again today. This is not acceptable
behavior and needs to stop.
C 2. The supervisors is getting together with a few employees to discuss a
new procedure that will be going into effect in a week
B 3. Shelly, the supervisor, is expecting needed material for production this
afternoon. She wants to know whether it will arrive on time to make the product
H 4. Employees have been leaving the lights on when no one is in the break
room. As the manager concerned for saving electricity, you want employees to
shut off the light when they leave
G 5. The boss asked for the sales data for the quarter.
 CHAPTER 12: LEADERSHIP
Reflection
1. Describe your mental model of leadership.
Personally, I consider myself observing Transactional Leadership. I enjoy
working with a group with proper division of labor. I think that way, members of the
group cannot develop jealousy over the other member as we are all given fair tasks.
I think being a transactional leader or being a member of a transactional group
motivates me more than any other type of group mainly because I do not have to
worry about the other tasks.
In transactional leadership, the members are motivated because they are given
a goal to be achieved. They were also instructed on how to maximize the outputs
they will produce to make their progress considered the best. As a transactional
leader too, I believe that my group will suffer from lesser stress and burnout due to
the heavy workload due from the group goal. This will result in higher productivity
level and the best outcome we can produce.
2. What is the difference between leadership and management?
Leadership is more about encouraging people to share the same mind as you. It
is more on sharing your mind and making people a part of your progress to reach
your goal. It also enables you to share your brightest outlook about the company or
organization’s vision. Leaders carries the whole body of the group.
On the other hand, Management refers to the administration and surety that the
day-to-day activities are happening as they should. Managers are to plan, build, and
direct organizational systems to accomplish missions and goals. They mainly check
and witness progress in planning, staffing, controlling, and organizing.

3. For you, are leaders born or made?

From my perspective, leaders are born. We just have different enthusiasm on the
things happening around us, so we do not share the same interest and skills as the
others show. Leaders are born, and the lessons taught by life molds them to release
their inner leadership skills and show them what he is capable of.

Though experts say that leaders are made, I still think that leadership skills are
acquired during birth. Again, from my perspective, if leaders are made, then every
leader shaped as of now will not make erroneous deeds, or if inevitable, very
minimal. How come that most of our leaders in the country are too naïve and only in
 the seat for the shiny amount of money they will receive as wages and the
popularity that comes with their position? Leaders are born. If you are a true leader,
you will not tell every people your achievements as a leader. A true leader’s skills
will prevail even if there are just a few followers.

CHAPTER 13: POWER AND POLITICS

Answer the following:

1. Contrast leadership and power.
Power is a force that comes from the upper hierarchy and goes toward
the lower hierarchy, from the strong to the weak. Leadership, on the other hand, comes from
lower down and goes towards the top: one is 'made' or recognized a leader by one's group.
Leadership is focusing on goal achievement along with followers. Power is used
to accomplish the goal and often followers are also meaning to accomplish the goal.
Leadership will focus on using leadership downward to influence others to help them achieve
their tasks, whereas power uses influence gain something upward or laterally.
Power is a person's ability to control activities of other individuals. Leadership is
the ability to inspire people to follow your instructions voluntarily and manage the completion
of a goal without the exercise of any form of force.
2. Define the five bases of power.
 Coercive Power: one’s ability to punish someone else for non-compliance, for example,
through fear of losing their job or their annual bonus.
 Reward Power: one’s ability to issue rewards, for example, through a bonus or allowing
higher rate of overtime pay.
 Legitimate Power: a person’s formal right to issue directives or commands because of
their position in the organization, for example, the CEO has the right to amend any
decision from the lower ranks.
 Expert Power: comes from one’s experience or knowledge, for example, a senior heart
surgeon operated VIP patient’s heart while live streaming for subordinates to trust him.
 Referent Power: comes from being trusted or respected, for example, the boss who
treats everyone fairly and with respect.
3. List and define nine influence tactics.
 Rational Persuasion - Using Logical arguments and facts to persuade another that
a desired result will occur.
  Inspirational Appeal - Arousing enthusiasm by appealing to one's values and
beliefs.
 Consultation - Asking for participation in decision making or planning a change.
 Ingratiation - Getting someone to do what you want by putting that person in a
good mood or getting him or her to like you.
 Personal Appeal - Appealing to feelings of loyalty and friendship before making a
request.
 Exchange - Appealing to feelings of loyalty and friendship before making a request.
 Coalition Building - Persuading by seeking the assistance of others by noting the
support of others.
 Legitimating - Pointing out one's authority to make a request or verifying that it is
consistent with prevailing organizational policies and practices.
 Pressure - Seeking compliance by using demands, threats, or intimidation.
4. Describe the effective use of influence tactics.
As a part of the management, you may see yourself planning and putting action
to reach your goals together with your team. It requires much walk and talk to influence
your team to have the same enthusiasm as you. Among these tactics, inspirational appeal,
consultation and rational persuasion were found to be the most effective influence methods.
However, though already proven those to be the most effective, they are the most
unappreciated. Using value and vision to inspire others to gain commitment, is the least
frequently used influence method.
The effective use of influence tactics leaves an impression to your employee.
The outcome and progress made by your employee will be determined by the influential
tactic you used among them. For example, a comparison of the result of a work project
made by a pressured employee and an inspired employee will be of big difference. You
produce exceptional outcome if the progress starts at the bottom of your heart.
5. List the individual and organizational factors that stimulate political
behavior.
Individual Factors Contributing to Political Behavior
Traits that encourage political action:
o High self-monitors
o Internal locus of control
o High need for power
 Situational influences leading to illegitimate political actions
o Lower organizational investment
o Greater number of perceived alternatives
o Greater expectations of success
Organizational Factors Contributing to Political Behavior
Organizational resources declining or distribution shifting.
Opportunity for promotion exists.
Organizational culture issues
o Low trust
o Role ambiguity
o Zero-sum reward allocation
o Democratic decision making
o High performance pressures o Leading by poor example o Unclear
performance evaluation systems.
6. Identify and describe the seven techniques for managing the impression
one makes.
a. Conformity - Agreeing with someone else’s opinion in order to gain his or
her approval.
b. Excuses - Explanations of a predicament-creating event aimed at minimizing
the apparent severity of the predicament.
c. Apology - Admitting responsibility for an undesirable event and
simultaneously seeking to get a pardon for the action.
d. Self-Promotion - Highlighting one’s best qualities, downplaying one’s
deficits, and calling attention to one’s achievements.
e. Flattery - Complimenting others about their virtues in an effort to make
oneself appear perceptive and likable.
f. Favors - Doing something nice for someone to gain that person’s approval.
g. Association - Enhancing or protecting one’s image by managing information
about people and things with which one is associated.

7. List the three questions that can help determine if a political action is
ethical.
 What is the utility of engaging in the behavior?
  Does the utility balance out any harm done by the action?
 Does the action conform to standards of equity and justice?

CHAPTER 15: FOUNDATIONS OF ORGANIZATION

STRUCTURE

ORGANIZATIONAL STRUCTURE KEY ELEMENTS

 WORK SPECIALIZATION
 DEPARTAMENTALIZATION
 CHAIN OF COMMAND
 SPAN OF CONTROL
 CENTRALIZATION AND DECENTRALIZATION
 FORMALIZATION

COMMON ORGANIZATIONAL DESIGNS

1. SIMPLE STRUCTURE
2. BUREAUCRACY
3. MATRIX STRUCTURE

DETERMINANTS OF STRUCTURE
1. ORGANIZATIONAL STRATEGY
2. ORGANIZATION SIZE
3. TECHNOLOGY
4. ENVIRONMENT

MULTIPLE CHOICE
1) Which of the following is not one of the six key elements of organizational structure?
A) chain of command
B) departmentalization
C) work specialization
D) span of control
E) location of authority

2) A task that is subdivided into many separatejobs is considered to have

.
A) a high degree of departmentalization
B) a low degree of decentralization
C) a high degree of work specialization
D) a wider span of control
E) a high degree of formalization
3) A allows management to make the most efficient use of its employees' skills
and even successfully improve them through repetition.
A) low degree of centralization
B) high degree of formalization
C) wider span of control
D) low degree of departmentalization
E) high degree of work specialization

4) Which of the following statements is true regarding work specialization?

A) Work specialization indicates to what degree there will be rules and formalization
regulations to direct employees and managers.
B) Work specialization decreases the time spent in changing tasks.
C) Work specialization increases the cost of finding and training workers to do
specific and repetitive tasks.
D) Work specialization provides an unending source of increased productivity.
E) Work specialization hinders efficient use of employee skills.

5) The basis by which jobs are grouped is called__ .

A) formalization
B) departmentalization
C) chain of command
D) span of control

6) Which one of the following is not one of the primary ways to group jobs?
A) skill
B) customer
C) function
D) product
E) service

7) A manufacturing manager organizes a plant into engineering, accounting,

manufacturing, personnel, and supply specialists’ departments. This division of an
organization into groups according to work functions is an example of .
A) social clustering
B) bureaucracy
C) specialization
D) centralization
E) departmentalization

8) Agri Producers provides services related to the testing of soil and crops. It also provides
advice to its customers for improving the productivity of the soil and the quality of the crops. It
has customers all over the United States. The crops and soil are different in the various large
areas of the nation, such as the west coast and the Midwest. Which type of
departmentalization would be best for Agri Producers?
A) functional
B) process
C) product
D) geographic
E) temporal

9) Some of the departments in Procter & Gamble are Tide, Pampers, Charmin,
and Pringles. This is an example of departmentalization by .
A) function
B) process
C) geography
D) product
E) interest

10) Aeronautics Inc., a parts supplier, has departments for government aircraft and contracts,
large commercial aircraft clients, and small personal aircraft clients. This is an example of
departmentalization.

A) product
B) function
C) geography
D) customer
E) service
 CHAPTER 17: HUMAN RESOURCE AND POLICIES
Answer the following:
1. Describe forces that act as stimulants to change.
a) Demographics - it serves as the main reason why organizations need to
adapt their practices more efficiently in order to respond to increasing
diversity within rapid-changing labor markets.
b) Social – these include the trends worldwide that pressures an organization
to make changes and enhance their offers to their market. As consumers
become more health and environmentally concerned, the demand of the
consumers to follow the trend on the part of the organization s pushed
through to increase sales and further satisy their needs.
c) Work-related Politics - government restrictions often force change onto
organizations. It can be something as simple as decision from the
government to a change in minimum wage for employees, or as complex as
rules and restrictions governing fair competition among business
enterprises.
d) Technology – indeed, technology offers us a variety of benefits at work.
Technological changes can make or break a business. It is risky, but all
businessmen take risk as their breakfast. Organizations must change and
adaptive in accommodating new technologies or else, they suffer the
consequences.
e) Economic Shocks – economical changes impact business life drastically.
Any change in economic pattern either end its career or give boom to it.
2. Describe the sources of resistance to change.
 Fear of the unknown –– not understanding what is happening or what
comes next.
 Disrupted habits –– feeling upset when old ways of doing things can’t be
followed.
 Loss of confidence –– feeling incapable of performing well under the
new ways of doing things.
 Loss of control –– feeling that things are being done “to” you rather than
“by” or “with” you.
 Poor timing –– feeling overwhelmed and that things are moving too fast.
  Work overload –– not having the physical or psychic energy to commit to
the change.
 Loss of face –– feeling inadequate or humiliated because the “old” ways
apparently weren’t “good” ways.
 Lack of purpose –– not seeing a reason for the change and/or not
understanding its benefits.
3. Summarize Lewin's three-step change model.
Kurt Lewin, a German American psychologist, developed a change model
involving three steps namely unfreezing, changing and refreezing. The model
represents a very simple and practical model to understanding the changing
process. According to his model, the process of change necessitate the creation of
perception especially when a change is needed, then moves toward the new,
desired level of behavior and hardly solidifying new behavior’s occurrence as the
norm. The model is still widely used and serves as the basis for many modern
change models.
This model treats change as a break in the organization's equilibrium
state. The first step is unfreezing. It requires pressure which can be exerted in
three ways: (1) driving forces, (2) restraining, and (3) a combination of the two. The
second step is reforming (often regarded to as changing). Once the organization is
fluid, meaning, forces are already dissipated, managers can reform the
organization to meet the new conditions. The final step is refreezing. Instituting a
change is insufficient to make it permanent. Forces need to be applied to make the
changed state into the new state. Organizational systems need to be realigned
around the new reality and managers need to ensure employees accept it. Lewin’s
model has little applicability in the modern environment where change is the norm
rather than the exception.
4. Explain the relationship between Lewin's change model and Kotter’s plan for
implementing change.
Lewin's model describes the unfreezing, movement, and refreezing view of
change. Kotter builds on this model and historic analysis of the reasons that
managerial change efforts failed and will ever fail. His eight steps are kind of similar
and coincidental with Lewin's model. The first four steps in Kotter’s model coincide
with the unfreezing stage, the fifth to seventh represent movement, and the final step
is refreezing for Lewin, for Kotter it is the achor of the change, which when
 understood, almost share the same insight. According to my observation, Lewin
provided general guidance, while Kotter provides more specific guidance for
managerial action with his elaborative process.
5. Describe potential sources of, and ways of managing, work stress.
If you are going to ask a couple of working individuals abot what stresses them
the most, probably they will give the top four which is money/expenses, work, family
responsibilities, and health concerns.
To make yourself able to produce outstanding results, you must be in a healthy
and stress-free work environment, yet most of the employees acquire stress at work.
Among what is stated above, other potential sources of work stress are listed below:
 Low Morale
 Management Styles
 Job Responsibilities
 Career Concerns
 Traumatic Events; and
 Work Environment itself
Some employers and employees assume that high levels of workplace stress
are normal, or that pressure to perform is the only way to stay productive and profitable.
However, research tends to challenge these assumptions as it is only proven to harm the
level of productivity of the person, affecting much and much on the workplace’s
operations. A healthy workplace is defined as one that has low rates of illness, injury and
disability in its workforce while remaining competitive in the marketplace. To be able to
create a healthy, stress-free environment in the workplace, from time to time, there
should be a recognition of employees for good work performance, opportunities for
career development as people always want to be advanced so they could reach their
goals faster. There must also be a harmonious organizational culture that values the
individual worker regardless of economical statys and management actions that are
consistent with organizational values.
6. Explain the values underlying most organizational development (OD) efforts.
OD holds to the following underlying values:

(1) Respect for People. People are believed to be responsible, conscientious,

and caring and should be treated with dignity and respect. In this value, we follow the golden
rule. Respect comes from yourself. If you have no respect for yourself, then others will not
attempt to respect your first.
 (2) Trust and Support. Effective organizations are characterized by trust,
authenticity, openness, and supportive climate. This created a strong bond between people of
different hierarchy. This is very essential in the organization because this determines how long
would your organization be active in the long run.
(3) Power Equalization. Effective organizations deemphasize hierarchical
authority and control. This promotes openness between people in the organization. Power
Equalization is something every organization must observe because it does not create any
barrier between one employee from another as they all are employees of different ranks, but
they remain human and morale.
(4) Confrontation. Problem should be openly confronted. It is a long-term
process whereby we strive to understand each other and work things through in a very
consderable and respectful way.
(5) Participation. Involving people in decision-making regarding a change
increases their commitment to implementing the change.