Nirmala Memorial Foundation College of Commerce

Program: -M.COM II SEM III Organisational Behaviour

Sr. No Question

1 Organization structure primarily refers to

2 The purpose of job enrichment is to

3 Strategic planning as a broad concept consists of

According to Herzberg, which of the following is a

4
maintenance factor?

5 A major problem with a task force type of management is

6 Communication begins with

Individuals such as Albert Einstein, Edwin Land and

7
Steven Jobs lead through which type of power?

8 Functional managers are responsible

9 Policies are sometimes defined as a(n)

10 The problem-solving process begins with

A study of the culture and practises in different societies is

11
called
 ____________ is known as “the father of scientific 
12
management.”
___________ a young Welsh factory owner was one of
13 the first to emphasise the human needs of employees: He
refused to employ young children
_____________ embodies a team concept, is based on
14 the principle of mutual contribution by employer and
employees
Edward Tolman is related to

Hawthorne Studies is related to which stage of the

15
organisational behaviour evolution
“Leadership motivates the people to work and not the 
16
power of money”, this concept is related to
The field of organisational behaviour examines such
17 questions as the nature of leadership, effective team
development, and

Which of the following frameworks is based on the

18
expectancy, demand and incentive concepts
Which of the following forms the basis for the autocratic
19
model of OB

20 “Might is right” is the motto of

Which one of the following is the definition given by Fred

21
Luthans
 Which of the following is not correct for the organisational
22
behaviour?

The____________ is based on the environment.

Though____________ like thinking, expectations and
23
perception do exist, and they are not needed to manage
or predict behaviour.

24 OB is the study of _____________ in the organisation

Nowadays a lot of stress is being put on the __________

25
of the employee in the organisation

26 OB focuses at 3 Levels-

27 Scope of OB does not include

High rate of ______________ increase cost and tend to

28
place less experienced employee in job

Job Satisfaction have ________________ related to

29
Absenteeism and Turnover
________________________ advocated that humans are
30
essentially motivated by levels of needs
Scientist of OB recognize that organisations are not static
31
but dynamic and _________________
_______________ and fringe benefits are no longer
32
employees first priority
A manager with good ________________________ can
33
make the work place more pleasant
______________________ is called as father of scientific
34
management
 The book “The Psychology of management” was 
35
published by
__________________ is recognised as father of “Human 
36
relations”

37 The Hawthome experiment was conducted by

38 The most significant management skills are

39 The 3 Theoretical Framework of OB are

______________ explains internal processes of choice

40
among different behaviours
_____________ explains how and why people react when
41
they feel unfairly treated
_____________ focuses on how to set goals for people
42
to reach

43 Concerning organizational cultures,

A lack of clarity concerning what will happen is referred to

44
as
Employees with relatively weak higher- order needs are
45
_______ concerned with variety and autonomy.
Which of the following is a strategy of job design that
46 increases job depth by meeting employees needs for
psychological growth?
What is the key word in understanding organization
47
structure?
Groups created by managerial decision in order to
48
accomplish stated goals of the organization are called
49 Continued membership in a group will usually require

50 The definition of communication implies that

CONCEPT

EVOLUTION OF OB

CHARACTERISTICS OF OB

ORGANISATION STRUCTURE

CONSEQUENCES OF CONFLICT

CAUSES OF CONFLICT

CONCEPT OF POWER

SOURCES OF POWER

MODELS OF OB

CAUSES AND EFFECTS OF STRESS

Memorial Foundation College of Commerce and Science, Kandivali (East)

Course: - ORGANISATIONAL DEVELOPMENT

OPTION A OPTION B OPTION C

how activities are the location of

how resources are
coordinated & departments and
allocated
controlled office space

expand the number

increase job increase job
of tasks an
efficiency effectiveness
individual can do

strategy
corporate strategy
formulation and
and business inputs and outputs
strategy
strategy
implementation

Salary Work itself Responsibility

there is no logical
its status is too
basis for task force accountability
inflexible
information

encoding idea origination decoding

Legitimate Reward Expert

to the upper level for complex

for a single area of
of management organizational sub-
activity
and staff units
 substitute for
shortcut for thinking action plan
strategy

clarification of the establishment of identification of the

situation alternatives difficulty

Personality Anthropology Perception

Fredrick W. Taylor Henry Fayol Robert Owen

Andrew Ure J.N. Tata Robert Owen

Autocratic model Custodial model Supportive Model

Behaviourist Cognitive Social Cognitive

Framework approach Framework
Scientific Organisational
Industrial revolution
management behaviour

Autocratic model Custodial model Supportive Model

Interpersonal
Organisational
conflict resolution; Motivation of
control; conflict
motivation of individuals; planning
management
individuals
The cognitive The behaviouristic The social learning
framework framework framework

Obedience Authority Power

Autocratic model Custodial model Supportive Model

“Organisational 
“Organisational 
behaviour is “Organisational 
behaviour is to
subset of behaviour is a
understand,
management branch of social
predicting and
activities sciences that seeks
controlling human
concerned to to build theories”
behaviour at work”
human behaviour”
 Organisational Organisational
Organisational
behaviour is an behaviour is a
behaviour helps in
integral part of disciplinary
analysis of behaviour
management approach

cognitive
Behaviouristic Social cognitive,
processes,
approach, Cognitive behaviouristic
behaviouristic
processes, approach
approach

Human Employer Human Behaviour

Character improvement Behaviour

Individuals, Society, Employee,

Organisation, Organisation, Employer,
Society Nation Management

Leadership Perception Job Design

Training Absenteeism Employee Turnover

Positively Negatively directly

Maslow Follet Elton mayo

Processing systematic ever changing

Wages bonus rewards

Communication knowledge experience

Elton Mayo Hendry Fayol F.W.Taylor

 William Gilbreth Hendry Fayol F.W.Taylor

William Gilbreth Hendry Fayol F.W.Taylor

William Gilbreth Hendry Fayol F.W.Taylor

Technical,
Technical, Human Systematic, Human
behavioural and
and Conceptual and Conceptual
Conceptual
Cognitive, leadership,
Cognitive, Social
Behaviouristic, attribution,
and Technical
Social motivation

Equity Theory Expectancy theory Goal attain theory

Equity Theory Expectancy theory Goal attain theory

Equity Theory Expectancy theory Goal attain theory

the specific culture

a strong culture is a a weak culture is a that contributes to
more productive more productive positive
environment environment effectiveness is well
known

temporal predisposition uncertainty

less more very

Job rotation Job enrichment Job enlargement

Control Change Process

formal groups informal groups task groups

 encouraging
supporting the conforming to
cohesiveness in the
group leader group norms
group

most communication
communication is communication is
is in a vertical
mostly verbal mostly written
direction
i (East)

ORGANISATIONAL DEVELOPMENT

OPTION D

Dependence on
A
boss

increase job
satisfaction of
B
middle
management

environmental
analysis and B
internal analysis

Recognition D

lack of planning B

channel selection B

Charismatic C

For obtaining
copyrights and
patents for newly
A
developed
processes and
equipment
 substitute for
management D
authority

isolation of the
C
cause

Attitudes B

RICHARD TAYLOR A

Henry Fayol C

Collegial Model D

None of these B

Human relations
D
movement

Collegial Model B

Planning;
A
development

The supportive
A
framework
Dependence on
C
boss

Collegial Model A

“Organisational 
behaviour is a
field of study that
A
investigates the
impact on
behaviour”
  “Organisational 
behaviour is goal- B
oriented

Cognitive
processes, social A
cognitive

Employees C

Rewards C

Individual,
Groups, D
Organisation

Technology D

Strikes C

Elastically B

Ivon Pavlov A

researching C

promotions A

Interpersonal
D
Skills

Robert Owen C
 Robert Owen A

Robert Owen D

Robert Owen D

Technical, Human
A
and cognitive

attribution,
Perception and B
motivation
Goal setting
B
Theory
Goal setting
A
Theory
Goal setting
D
Theory

the stronger the

culture, the more
influential it is on D
employee
behavior

negation C

extremely A

Job engagemnt B

Delegation A

interest groups A
developing a
B
status system

understanding
must occur to
D
have
communication