Managing Organizational Behaviour in Canada 2nd Edition Pat R. Sniderman - Test Bank

Managing Organizational Behaviour in Canada 2nd
Edition Pat R. Sniderman – Test Bank
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Managing Organizational Behaviour in Canada 2nd Edition Pat R. Sniderman – Test Bank
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Chapter 3 Perception and Personality
MULTIPLE CHOICE
1. The process of interpreting information about another person is

2. high external control.
3. social perception.
4. encoding.
5. evaluation.

ANS: B PTS: 1 DIF: Easy REF: p. 67
OBJ: 1 BLM: Knowledge
2. Which of the following is NOT an important characteristic of the perceiver that can affect social
perception?
3. attitude
4. mood
5. self-concept
6. emotional stability

ANS: D PTS: 1 DIF: Moderate REF: p. 69

OBJ: 1 BLM: Comprehension
3. All of the following are characteristics of the target of one’s perceptions, EXCEPT
4. physical appearances.
5. oral communication.
6. nonverbal cues.
7. purpose and context of encounter or interaction.

4. The three major categories of factors that influence our perception of another person include which of
the following?
5. characteristics of ourselves, the target person, and the situation
6. availability of information, the target person, and the situation
7. recency of information, availability of information, and consistency of information
8. characteristics of ourselves, the target person, and consistency of information

ANS: A PTS: 1 DIF: Moderate REF: p. 69
5. Bob has had a very bad day and is in a bad mood when he is waiting for his girlfriend. When she
shows up 10 minutes late for the meeting, which of the following would be true?
6. He would be happy to see her regardless of how late she is.
7. He will be upset with her due to his bad mood.
8. He will be upset with her as she is late.
9. He should expect her to be late.

ANS: B PTS: 1 DIF: Moderate REF: p. 69
OBJ: 2 BLM: Application

6. In an interview situation, the interviewer’s first impression of the interviewee (or target) is likely to be
based upon which of the following?
7. nonverbal cues of the target
8. verbal communication by the target
9. the intentions of the target
10. the target’s physical appearance

ANS: D PTS: 1 DIF: Easy REF: p. 69
7. The ability of an individual to perceive multiple characteristics of another person rather than attend to
just a few traits is a function of his or her
8. attention span.
9. ability to focus.
10. cognitive weighting.
11. cognitive complexity.

8. The perceiver’s pattern of thinking or manner in which he or she assembles and interprets information
about another person is
9. the strength of situational cues.
10. cognitive structure.
11. self-concept.
12. attitude structuring.

9. All of the following are characteristics of the target that influence social perception EXCEPT
10. inferred intentions.
11. nonverbal communication.
12. verbal communication.
13. cognitive complexity.

10. Your friend, Ellen, seems to notice people’s personality attributes and behaviours. You, on the other
hand, notice people’s physical attributes and traits. What would likely be true?
11. Ellen operates at a higher level of cognitive complexity than you do.
12. You operate at a greater level of cognitive focus than Ellen.
13. Ellen operates on intuition.
14. Ellen is low on self-monitoring.

11. In which of the following situations are situational cues and social context most formalized?
12. job interview
13. employee coaching session
14. on-the-job instruction for new employees
15. employee briefing at start of work shift

ANS: A PTS: 1 DIF: Hard REF: p. 71
12. What is the discounting principle a characteristic of?

13. situation
14. perceiver
15. target
16. cognitive miser

13. When you encounter a warm and personable car salesperson and don’t assume that this behaviour
reflects the salesperson’s personality, you are using which principle in social perception?
14. perceiver principle
15. discounting principle
16. cognitive bias principle
17. social context principle

14. What are the social context and discounting principle characteristics of?
15. perceiver
16. target
17. situation
18. interaction

ANS: C PTS: 1 DIF: Moderate REF: p. 71
15. Sean was a very friendly and helpful financial advisor. After Sean discovered that you have a large
student loan and no job, he becomes unhelpful and dismissive. What is most likely happening here
according to theory?
16. Sean is a genuinely helpful and friendly person.
17. Sean is in a hurry to meet another client.
18. Sean has been trained to always be friendly and helpful.
19. Sean has determined that you will not buy anything from him, changing the situation and his
behaviour.

16. Ahmed, who is from Egypt, believes that all of his employees should work together for the good of
the group. His employees, mostly Americans, seem to work for themselves and Ahmed believes that they
are very self-centred and are poorly trained. What seems to be happening here?
17. The group has not learned team work skills.
18. Cultural differences are having an effect on Ahmed’s perception.
19. Ahmed is correct and his team does need training.
20. Cultural differences are having an effect on the perception of Ahmed by the group.

ANS: B PTS: 1 DIF: Hard REF: p. 72
17. In which of the following organizational situations is impression management more likely to occur?
18. a supervisor disciplining an employee
19. a job interview
20. a meeting of the top management team
21. an exit interview when an employee retires

18. Which of the following results regarding impression management and employment interviews has not
been supported by research?
19. Impression management is associated with higher interview performance.
20. Impression management is associated with increasing the probability of a site visit.
21. Impression management is associated with higher probabilities of getting hired.
22. Impression management is associated with higher starting salaries.

19. Impression management involves the target in the perceptual process influencing the perception of the
perceiver. For impression management to be successful, what circumstance or condition must be met?
20. Sufficient time must be allowed for the perception to be established.
21. Impression management requires that there be repeat exposures to the of the target to the perceiver.
22. The target must understand the perceiver’s perceptions.
23. The perceiver must understand the target.

ANS: C PTS: 1 DIF: Hard REF: p. 73
OBJ: 3 BLM: Analysis
20. Mariam arrives for work early, is impeccably dressed, and speaks positively about herself and others.
According to your text, which of the following is true?
21. Mariam will be seen to be manipulative.
22. Mariam’s co-workers will imitate Mariam.
23. Mariam will create a positive image of herself.
24. Mariam will create envy among her co-workers.

21. An employee who does not get along well with other employees but generates the most sales is
evaluated only on sales performance. What would this be an example of?
22. stereotyping
23. the cognitive miser
24. the self-fulfilling prophecy
25. selective perception

22. Jeanette was upset that so many people seemed to notice her green hair in the small town that she had
moved to. This had not happened when she lived in Toronto. What is Jeanette likely the subject of?
24. stereotyping
25. projection
26. halo effect

23. Sam believes that a man, not a woman, should support a family. Sam is deciding on pay increases for
his employees. Based on theory, what is likely to be true?
24. Sam will award pay increases strictly on merit.
25. Sam will award larger increases to female employees.
26. Sam will award larger pay increases to older employees.
27. Sam will award large increases to male employees.

24. The workforce is becoming increasingly diverse. This trend is likely to reduce which barrier to social
perception?
25. the primacy effect
26. first-impression error
28. stereotyping

ANS: D PTS: 1 DIF: Hard REF: p. 75
25. Which of the following would not be a stereotype?

26. Older workers change jobs less frequently than younger workers.
27. Older workers are not technology capable.
28. Women in their thirties are likely to miss a lot of work.
29. Women are less able to do math than men.

26. The view that IT workers are techies, nerds, uncool, and boring is an example of the negative effects
of
27. stereotyping.
28. selective perception.
29. first-impression error.
30. the self-fulfilling prophecy.

ANS: A PTS: 1 DIF: Easy REF: p. 75
27. What is the primacy effect, which occurs when we meet someone, also known as?
29. self-fulfilling prophecy
30. first-impression error
31. a stereotype

ANS: C PTS: 1 DIF: Easy REF: p. 75

28. Daniel is interviewing three people. Bob has walked in and instead of looking Daniel in the eye, he
tends to look at the floor. Daniel does not trust Bob. What type of barrier to perception is Daniel
displaying?
29. halo effect
30. projection
31. stereotype
32. first impression error

29. Sam is on time every day, spends all of his time at the office, and never leaves early. Everyone
believes that Sam is a very productive worker. What perceptual barrier is being described?
30. stereotype
32. halo effect
33. projection

30. Attribution theory helps to do what in regards to behaviour in organizations?

31. measure behaviour
32. explain causes of behaviour
33. specify correct or appropriate behaviour
34. observe behaviour


31. A supervisor’s high expectations of a new employee and the subsequent high performance of that
employee is known as
32. impression management.
33. stereotyping.
34. perceptual bias.
35. self-fulfilling prophecy.

32. Assume you are an employment interviewer. An applicant’s physical appearance could cause you to
commit an incorrect hiring decision because of all of the following EXCEPT
33. stereotype.
34. selective perception.
35. first impression error.
36. self-fulfilling prophecy.

33. Sam is a happy kid but has come to be known by teachers and parents as a child who is struggling
academically. Sam is doing very poorly at school and does not improve as he progresses through grades.
What perceptual barrier is being described here?
34. halo effect
35. self-fulfilling prophecy
36. projection


34. What is a requirement for self-fulfilling prophesy to occur?

35. The perceiver must respond to the behaviour.
36. The situation must be appropriate.
37. The target must respond to the behaviour.
38. The perceiver and target must have the same cultural background.

35. What would individuals who make external attributions be more likely to do?
36. achieve higher levels of performance
37. blame bad luck
38. develop feelings of incompetence, which may lead to depression
39. provide a supporting environment for followers

36. When you attribute the performance in this class to the type of exams and their relative difficulty, you
are making what type of attribution?
37. internal
38. external
39. ability
40. luck


37. Achievement-oriented individuals attribute their success to

38. a combination of hard work and ability.
39. ability.
40. hard work.
41. hard work and task difficulty.

38. What do achievement-oriented individuals attribute their failures to?

39. bad luck
40. a combination of bad luck and a difficult task
41. lack of effort
42. lack of effort and a difficult task

39. Research shows that successful job candidates make

40. fewer attributions than unsuccessful candidates.
41. more external attributions than unsuccessful candidates.
42. more internal attributions for negative events.
43. fewer internal attributions for negative events.

40. When a student attributes a high test grade to his or her diligent study habits and a low grade to the
instructor’s poorly worded questions, the student is displaying
41. the fundamental attribution error.
42. the consensus error.
43. the acceptance error.
44. self-serving bias.

41. Attributional biases imply that managers must

42. always be correct in their perceptions.
43. be very wary of the cognitive process in decision making.
44. know as much as possible about individual differences and determine the cause of behaviour and
perceived source of responsibility.
45. take into account the fundamental tendency for people to make external attributions for their
behaviour.

42. What is the tendency to make attributions to internal causes when focusing on someone else’s
behaviour known as?
43. remedied by the discounting principle
44. known as the fundamental attribution error
45. has been shown to not be related to cultural pre-dispositions
46. known as the fundamental cognitive error


43. If a manager makes the attribution that an employee’s lack of effort or ability is the basis for poor
performance, he or she is are probably making an error called
44. fundamental attribution.
45. self-serving bias.
46. discounting attribution.
47. consistency attributions.

44. A person from India would be more likely than someone from China to
45. make an internal attribution.
46. make a self-serving bias error.
47. make a fundamental attribution error.
48. make an external attribution.

45. Sue was late for work today. Her alarm did not go off, her car keys disappeared, and then she was
behind the slowest drivers in town. What is her explanation an example of?
46. making excuses
47. fundamental attribution error
48. self-serving bias
49. MindData

46. You did well on your test. Your friend also did well on her test but she was lucky. What is this an
example of?
50. stereotype

47. What is the relationship between fundamental attribution error and self-serving bias?
48. Self-serving bias and fundamental attribution error are both attribution errors with different targets.
49. They are not related.
50. Self-serving bias is related to self-fulfilling prophesy, not fundamental attribution error.
51. Fundamental attribution error is related to stereotyping, not self-serving bias.

48. A more people-centred approach to personality theory based on the belief that people are driven
toward self-actualization is
49. psychodynamic theory.
50. trait theory.
51. humanistic theory.
52. the integrative approach.

49. What is personality shaped by?

50. consequences of behaviour and the environment
51. the person and the situation
52. thinking and feelings
53. heredity and environment

50. Which traits are associated with less absenteeism at work?

51. extraversion and emotional stability
52. introversion and emotional stability
53. extraversion and conscientiousness
54. introversion and conscientiousness

51. Which traits are associated with high-performing managers?

52. extraversion and agreeableness
53. agreeableness and conscientiousness
54. extraversion and emotional stability
55. emotional stability and agreeableness

52. Which of the following is not considered one of the “Big Five” personality traits?
53. heredity
54. extraversion
55. emotional stability
56. conscientiousness


53. Individuals possessing an internal locus of control

54. display high anxiety.
55. tend to be dissatisfied on the job.
56. prefer participative management styles.
57. avoid greater responsibility.

54. What might an achievement-oriented sales representative with an internal locus of control attribute his
failure to meet a monthly sales quota to?
55. changing economic conditions
56. a short list of prospects provided by the company
57. a lack of effort
58. a cutback in product advertising

55. As a supervisor of a group of employees, all of whom have an internal locus of control, you should
56. closely supervise them.
57. provide explicit and frequent job instructions.
58. expect to frequently discipline group members for slowness and lack of initiative.
59. allow them considerable leeway in determining how to perform their work.


56. What would be the relationship between locus of control and attribution theory?
57. There is no relationship between locus of control and attribution theory.
58. A high internal locus of control will correspond to higher internal attributions.
59. A high external locus of control will correspond to higher internal attributions.
60. A high internal locus of control will correspond to higher external attributions.

57. Which of the following statements regarding internals and externals is FALSE?
58. Internals and externals have similar positive reactions to being promoted.
59. Internals and externals have distinctly different reactions to being promoted with internals having
higher organizational commitment than externals.
60. Internals tend to have positive feelings to a promotion longer than do externals.
61. Externals may be more reluctant than internals to participate in decision making.

58. Generalized self-efficacy is the general

59. feeling of one’s self-worth.
60. extent to which people base their behaviour on cues from other people and situations.
61. belief about one’s own capabilities to deal with the events and challenges that make life demanding.
62. belief about self or situational control over what happens to them.

59. Which of the following is one of the most important determinants of high self-efficacy?
60. an internal locus of control
61. high self-esteem
62. previous success
63. the tendency to be a low self-monitor

60. An individual’s generalized belief about internal control versus external control is called
61. self-efficacy.
62. self-esteem.
63. locus of control.
64. self-monitoring.

61. Denise and Teresa are two students in a course on organizational behaviour. Denise outperforms
Teresa on the first exam in OB and Teresa convinces herself that Denise is not really a good person to
compare herself because Denise is a psychology major and Teresa is majoring in accounting. Which of the
following is the best explanation for Teresa’s reaction?
62. Teresa’s high self-esteem is protecting her from this unfavourable comparison.
63. Teresa is a low self-monitor.
64. Teresa has an external locus of control.
65. Teresa probably has an inflated generalized belief of her capabilities.


62. As a manager who understands the implications of self-esteem on work behaviour, what should
Derrick do when working with people with high self-esteem?
63. clearly measure the results of employee tasks
64. provide continual positive feedback
65. clearly tie rewards to performance
66. give them appropriate challenges and opportunities for success

63. What does the extent to which people base their behaviour on cues from other people and situations
refer to?
64. locus of control
65. self-esteem
66. self-efficacy
67. self-monitoring

64. Training in tai chi, which helps participants learn to be both soft and pliable, and tough and strong
with an emphasis on changing stances in a dynamic manner, would likely lead to the development of
65. a high self-monitor.
66. a low self-monitor.
67. increased self-efficacy.
68. an internal locus of control.


65. Li Yifei, the head of MTV China, has to deal with mostly male authorities and adopt something other
than her natural style of behaviour, which is straightforward, confident, and smart. The personality trait
most effective for Li Yifei would probably be
66. internal locus of control.
67. high self-monitor.
68. high self-esteem.
69. high self-efficacy.

66. Low self-monitors tend to

67. be slow in responding to situational cues.
68. be high on self-efficacy.
69. be high in self-esteem.
70. require little supervision.

67. Jennifer seems to never notice if people are upset or happy; she goes ahead with whatever she was
going to do or say anyway. What personality trait would Jennifer probably possess?
68. high self-monitor
69. high self-esteem
70. low self-monitor
71. extroversion


68. Positive affectivity is likely to be displayed by:
69. persons with low self-efficacy
70. low self-monitors
71. persons with high anxiety
72. better attendance at work

69. Managers who want to promote positive affectivity should

70. allow participative decision making and provide pleasant working conditions.
71. hire those with an external orientation.
72. reduce the anxiety in jobs.
73. give positive feedback in order to increase self-esteem.

70. A member of a work group who loafs and makes only a very minimal contribution
71. exhibits negative affectivity.
72. likes to experience control over others.
73. has an internal locus of control.
74. will be successful if left alone.

71. Individuals who focus on the positive aspects of themselves, others, and the world are said to have
72. strong self-esteem.
73. strong self-monitoring.
74. conscientiousness.
75. positive affect.

72. The most common method of assessing personality is the

73. projective test.
74. behavioural measurement through observation.
75. self-report questionnaire.
76. Rorschach ink blot test.

73. A count of the times a student asks a question or makes a comment in an organizational behaviour
course is a/an
74. self-report measure of personality.
75. projective measure of personality.
76. example of the MMPI.
77. behavioural measure of personality.

74. Which of the following would be a problem with the behavioural measure for personality?
75. low reliability
76. the fact self-report measures suffer from potential bias
77. their tendency to be too long
78. the observer’s ability to stay focused

75. What describes the MBTI?

76. a projective test that captures psychological disorders
77. a way to identify human differences and similarities by separating behavioural tendencies or
dispositions
78. a self-report questionnaire designed to assess personality
79. a direct index of personality

76. What is the relationship between the Big Five and Myers-Briggs?
77. There is no relationship.
78. Myers-Briggs measures the Big Five.
79. The Big Five are trait; Myers-Briggs is bad.
80. Myers-Briggs is bad.

77. According to the MBTI, a successful participative manager is likely to be an

78. introvert feeler.
79. introvert sensor.
80. extravert intuitor.
81. extrovert sensor.

78. What is the basic preference in type theory that represents where you get your energy?
79. extraversion/introversion preference
80. sensing/intuiting preference
81. thinking/feeling preference
82. judging/perceiving preference

79. According to the Jungian approach to personality, the basic preference that reflects what we pay
attention to or how we prefer to gather information is
80. extraversion/introversion.
81. sensing/intuiting.
82. thinking/feeling.
83. judging/perceiving.

80. Jung contended that the most important distinction between individuals was the
81. extravert/introvert preference.
82. sensing/intuiting preference.
83. thinking/feeling preference.
84. judging/perceiving preference.


81. Mildred, who works with people all day, likes to spend time alone to recharge. She generally makes
decisions based on her values and what feels right and often makes decisions slowly by weighing all
options. What type likely describes Mildred?
82. INFP
83. ESTJ
84. INFJ
85. ISTP

Bob is sales manager with Good Times Industrial company (GTI). Bob has five sales people who work in
specific geographic areas. Recently the sales people have been telling Bob that things have been slowing down
in the market. Bob has just received the monthly sales figures and they are down, with Sam’s sales down more
than the others. Sara’s sales have seen a slight improvement, however. When Bob asked Sam about his sales,
Sam said that several of his customers have gone out of business and no new customers have opened up,
whereas in Sara’s territory two large new customers had just opened as it was a more prosperous part of the
country. When Bob spoke to Sara, Sara told Bob that she had worked very hard during the month and had
generated the extra sales based on that hard work. Bob is thinking of demoting Sam and promoting Julie to
Sam’s territory as women make better sales people.
82. In the scenario above, what appears to be at the root of the problem?
83. the firm’s internal environment
84. the firm’s external environment
85. the firm’s technology
86. the firm’s people

83. Bob’s decision to promote Julie is an example of what perceptual barrier?

84. halo effect
85. stereotype
86. projection

84. In the scenario above, Sam’s explanation of his results may be an example of what?
88. self-fulfilling prophesy

85. In the scenario above, what could Bob do to determine why sales have fallen?
86. ask the other sale people about Sara and Sam’s sales
87. investigate market conditions himself
88. ask a psychologist to determine whether Sara or Sam is lying
89. consult a sales management expert

86. In the scenario above, Sara’s explanation for her success is an example of what type of barrier?

John, Jerry, and Susan have all decided to run a marathon. John is 62 years old and both Jerry and Susan think
that he is too old to be in the race. Because of this John is determined to finish the race no matter what, as he
has trained diligently. John is sure that, finish or not, the outcome is totally under his control. Susan, who is 19,
has trained for just two weeks and is surprised that she gets tired so easily. At one of the rest stops she
comments to a bystander that she knows why John is running the race. If she was John, she would be running
the race just to show that she could beat a woman. Susan is sure that is why John is in the race. Jerry, on the
other hand is always positive, and is sure that he will complete the marathon regardless of what Susan or John
do.
87. What perceptual barrier are Jerry and Susan displaying toward John?
88. halo effect
89. projection
90. positive affect
91. stereotyping

88. Susan’s thinking she knows why John is in the race is an example of which perceptual barrier?
89. halo effect
90. stereotype
91. projection


89. John has never completed any endeavour in his life but he did complete this marathon. How can this
be?
90. Personality traits are just one element of behaviour and do not always determine it.
91. He recently acquired the trait of conscientious.
92. He recently acquired the trait of openness to experience.
93. Personality traits may become much stronger over time.

90. What two personality traits does John display?

91. extraversion and openness to experience
92. emotional stability and agreeableness
93. self-monitoring and emotional stability
94. conscientiousness and internal locus of control

91. What is the likely reason that Jerry feels as he does in the marathon?
92. He exhibits negative affect.
93. He is a high self-monitor.
94. He has an internal locus of control.
95. He exhibits positive affect.


Jennifer, Mary, and Paula have just been up all night studying for their OB final exam and they are tired. Mary
was in a very bad mood and tells both Jennifer and Paula that they don’t know what they are doing. Paula is
certain that she will get an “A” on the exam as she is a good student. Paula remembers that she thought Mary
was moody the first time that they had met at the university residence. Jennifer, on the other hand believed
that, because she rarely smiled, Mary was not a pleasant person. Both Jennifer and Paula believed that if they
worked with Mary she would be nice to them
92. Can Jennifer and Paula change their opinion of Mary?

93. yes, because the perceptual barriers can be overcome through experience with the person
94. yes, but the perceptual barriers will remain in the background
95. no, these opinions will remain because, once formed, perceptual barriers do not weaken
96. yes, but only if other perceptual barriers appear

93. What is Jennifer’s opinion of Mary based on?

94. first impression
97. halo effect

94. What is Paula’s opinion of Mary based on?

95. projection
96. first impression
98. intuition


95. Jennifer and Paula’s behaviour toward Mary demonstrates what perceptual barrier?
96. projection
99. halo effect

96. What is Paula’s certainty that she will get an “A” an example of?
98. self-esteem
100. projection

TRUE/FALSE
1. Optimists are more successful at work and in school.

ANS: T PTS: 1 DIF: Easy REF: p. 67
2. Studies have shown that there exists an indirect relationship between the personality traits we possess,
our perceptions, and our emotional response.

ANS: F PTS: 1 DIF: Moderate REF: p. 68
Chapter 5 Job Design
MULTIPLE CHOICE
1. What term describes the process of assigning tasks to a job?

2. job design
3. work specialization
4. job meaningfulness
5. scientific management

2. Decisions regarding this dimension of work influence what employees will do daily, who they will be
in contact with, what competencies they’ll need, and how they feel about their job. What is this dimension?
3. work centrality
4. workplace spirituality
5. growth need strength
6. job design

3. Which of the following describes the extent to which a person is disengaged from the world of work?
4. work simplification
5. work specification
6. work alienation
7. work design

4. Which of the following terms describes the standardization and the narrow, explicit specification of
task activities for workers?
5. job description
7. job enlargement
8. production efficiency

5. Which of the following jobs best exemplifies Taylor’s scientific management ideas?
6. a sales person testing out four different approaches with clients to determine which one works best in
her particular situation
7. a teacher following provincial curriculum guidelines to set up the course and then generating creative
approaches within that to work with his specific group of students
8. a consultant adapting a training program to meet the unique needs of her client
9. a cook at McDonald’s preparing hamburgers by following precise procedural specifications

6. According to Frederick Taylor, what is the role of the worker?

7. to ask questions and force management to live up to professional demands
8. to provide the necessary effort required in the exchange relationship
9. to continuously improve his or her skills and knowledge
10. to execute the task rather than think or deliberate

7. Which of the following job design approaches emphasizes work simplification?

8. sociotechnical systems theory
10. job characteristics model
11. workplace spirituality model

8. Which of the following was a feature of Taylor’s scientific management approach to job design?
9. making work a central part of employees’ lives through scientifically measuring and meeting their
needs
10. making work effective through a balancing of organizational and employee needs
11. giving employees a limited number of tasks and not requiring them to make decisions
12. giving employees autonomy and variety as a basis for making work meaningful

9. Which approach to job design tends to improve efficiency and reduce costs but at the same time leads
to work alienation?
13. employee engagement

10. What is a shortcoming of scientific management?

11. It doesn’t bring about a close match of worker capabilities and demands of the job.
12. It reduces managerial authority.
13. It leads workers to feel less enthusiastic toward work.
14. It works only in manufacturing settings.

11. What is the prime focus of scientific management?

13. definition of management authority
14. worker training for increased job responsibilities
15. standard hour wage payment systems

12. What would Frederick Taylor, creator of scientific management, have thought of Hackman and
Oldham’s core job characteristic of autonomy?
13. Taylor would have agreed with the concept of providing autonomy, because of his emphasis on
worker engagement and meaningfulness of work.
14. Taylor would have agreed with the concept of providing autonomy in that it is likely to speed up
decisions, and he supported anything that enhances efficiency.
15. Taylor would have disagreed with the concept of providing autonomy in that autonomy will be
motivational only for those with high-growth need strength.
16. Taylor would have disagreed with the concept of providing autonomy, based on his assertion that a
worker should not have to make any decisions.

ANS: D PTS: 1 DIF: Hard REF: p. 124-129
OBJ: 2 | 3 BLM: Analysis
13. How well has research supported the idea that meaningful work improves organizational commitment
at all levels?
14. No reliable research supports the idea.
15. Very few researchers support the idea.
16. All researchers support the idea.
17. Most researchers support the idea.

14. Which of the following statements best reflects the meaning of work?
15. Work has different meanings for different people.
16. Work is a spiritual experience for all, whether they realize it or not.
17. Work has a small impact on meaning in one’s life, given the greater impact of relationships, religion,
and community.
18. Work is an activity in which value comes from performance rather than relationships.

15. Peter gets excited about going to work because he finds it mentally stimulating and a chance to keep
learning and improving. Time goes quickly. What is this emotional and intellectual involvement in work
called?
17. work centrality
19. work alienation

16. Which term denotes the value of a work goal in relation to one’s own ideals?
17. work alienation
18. work meaningfulness
20. work design

17. Which of the following describes a person’s beliefs regarding the degree of importance work plays in
his or her life?
19. work expectations
21. work centrality

18. In which country is work most typically viewed as providing positive personal identity?
19. the Netherlands
20. the United States
21. China
22. Japan

19. Which country tends to view work as primarily a physical activity devoid of positive affect?
20. China
21. the United States
22. the Netherlands
23. Japan

20. Workaholism is connected to which of the following concepts?

22. work centrality
24. work alienation

21. What does the Job Diagnostic Survey measure?

22. a position’s core job characteristics
23. a position’s work centrality
24. how well a position applies the sociotechnical systems theory’s principles
25. how well a position illustrates work-family balance characteristics

22. Which of the job characteristics model’s core job characteristics was not consistently supported in
cross-cultural research?
23. skill variety
24. feedback
25. autonomy
26. task significance

23. Franca is an administrative assistant with an interesting job. She not only directs visiting customers to
the appropriate person, but also helps organize corporate events for customers and staff, attends these
events in a coordinator role, and uses her creativity in the production of brochures and pamphlets. Her job
has skill variety, task identity, and task significance. According to the job characteristics model, what
should Franca therefore be experiencing?
24. autonomy
25. work meaningfulness
27. growth-need strength

24. What is a major difference between the job characteristics model and earlier approaches to job design?
25. Earlier approaches differentiated among individuals.
26. The job characteristics model is a universal approach to the design of work.
27. The job characteristics model emphasizes the interaction between the individual and attributes of the
job.
28. Earlier approaches were more concerned with motivational issues.

ANS: C PTS: 1 DIF: Moderate REF: p. 128-130
25. What dimension in the job characteristics model is linked to the psychological state of experiencing
responsibility for work outcomes?
26. job feedback
27. task identity
29. autonomy

ANS: D PTS: 1 DIF: Moderate REF: p. 128-131
26. What can one expect if one enriches a job by applying the job characteristics model?
27. All employees will respond positively.
28. Although not all employees will like it, all employees’ productivity will be enhanced.
29. There will be a positive impact on satisfaction and motivation but it will rarely translate into
productivity improvements.
30. There will be individual differences in employee responses.

ANS: D PTS: 1 DIF: Hard REF: p. 128-133
27. Which of the following is generally true of workers whose jobs are high on the five core job
characteristics?
28. They are at a lower level in the organization.
29. They have higher rates of absenteeism and turnover.
30. They demonstrate less organizational citizenship.
31. They are more motivated, more satisfied, and more productive than others.

28. In the job characteristics model, what term describes the degree to which a job entails completion of a
whole task or being able to see where one’s work fits in?
29. autonomy
31. skill variety
32. task identity

29. Which of the following is likely to have the highest level of task identity?
30. X-ray technician who carries out diagnostic tests in a cancer hospital
31. oncology social worker who operates as a liaison between the cancer patient and the medical system
throughout the course of the patient’s treatment
32. surgical nurse who is part of the operating room team that carries out many cancer operations in a
week
33. maintenance worker who is one of 20 keeping the surgical ward clean on an ongoing basis

30. What dimension appears to be high in a professor’s job, considering that a professor independently
selects the text, creates course objectives, specifies course requirements, and determines instructional
methods?
32. work centrality
33. autonomy
34. job feedback

31. What is a key individual difference and moderating influence in the job characteristics model?
32. employee need for meaningful job-related interaction
33. employee esteem and reputation need
34. employee growth-need strength
35. employee job knowledge

32. How does one calculate the motivating potential (MPS) of a job?
33. by looking at the five core job characteristics
34. by examining levels of absenteeism, turnover, performance, and job satisfaction
35. by identifying degree of work centrality
36. by pinpointing which cultural approach underlies the job design

33. Gonzalo wants to motivate his machine operators further. So, rather than posting reject rates for the
whole department as he used to do, he now gives workers daily reports on their previous day’s reject rate
(from their own machine). According to the job characteristics model, what critical psychological state is
he stimulating by doing this?
34. responsibility for work outcomes
35. knowledge of results
36. meaningfulness of the work


34. Job enlargement is largely a response to what circumstance?

35. decreases in productivity
36. a need to overcome the limitations of overspecialized work
37. a need to reengineer jobs due to an increase in the utilization of technology
38. the disappointing effects of job rotation

35. What approach was used to address the problem of overspecialization?

36. increasing the variety in jobs
37. increasing participation
38. increasing authority at lower levels
39. increasing emphasis on integration

36. As an office manager, you are trying to find ways to enlarge several clerical jobs that you supervise.
Which of the following would accomplish that?
37. reschedule work into a flextime arrangement
38. simplify the number and type of tasks performed by each individual
39. increase the number of clerical tasks or duties performed by each individual
40. more effectively match worker skills to job requirements


37. Managers at a pulp mill thought they could use job design to accomplish two things: make work more
interesting and reduce the likelihood of repetitive strain injuries. So they instituted a new program where
each week workers would move from one job to another. What approach is this?
38. job enrichment
39. job specification
40. work alienation
41. job rotation

38. Enlarging a job is most closely associated with which of the following core job characteristics?
40. job autonomy
41. task identity
42. skill variety

OBJ: 3 | 4 BLM: Comprehension
39. Which concept includes the variations of job rotation and cross-training?
40. job enrichment
41. job enlargement
42. specialization

ANS: B PTS: 1 DIF: Moderate REF: p. 132-133

40. What is a significant difference between job enlargement and job enrichment?
41. Enlargement works better with workers whereas enrichment works better with managers.
42. Enrichment increases worker control over planning whereas enlargement increases the number of
tasks in a job.
43. Enrichment is best suited for knowledge workers whereas enlargement is best suited for
manufacturing workers.
44. Enlargement empowers employees whereas enrichment does not.

41. Which job design approach is aimed at increasing both organizational productivity and employee
commitment and involvement in their work?
43. job sharing
45. job enrichment

42. Which job design method is aimed at increasing the motivational factors in a job?
43. job enrichment
44. job enlargement
45. job rotation
46. cross-training


43. What is the basis of job enrichment?
44. McClelland’s power motive
45. Vroom’s expectancy model of motivation
46. Maslow’s need for esteem
47. Herzberg’s two-factor motivation theory

44. Which job redesign approach is most likely to enhance the meaningfulness experienced by workers?
45. job simplification
46. job rotation
47. job enlargement
48. job enrichment

45. Considering Herzberg’s two-factor theory of motivation, which job design approach puts the strongest
emphasis on the motivators proposed by Herzberg?
46. job sharing
47. job rotation
48. job enrichment
49. job enlargement

46. Research at AT&T on the implementation of job enrichment yielded which of the following results?
47. Job enrichment led to temporary improvements in productivity, which were later overturned by
increasing levels of job dissatisfaction.
48. Although job enrichment was successful, it required a change in management style and attention to
pay and working conditions as well.
49. Management response was more positive than worker response; managers liked giving workers some
of their responsibilities but workers resented taking them on.
50. Job enrichment made a significant impact only on assembly-line jobs; implementing it in more
complex jobs made little difference.

47. A secretary has to ensure office supplies are kept in stock but must get purchase approval from the
manager. When secretary is given the power to authorize expenses up to a certain limit, how has the job
changed?
48. It has been vertically loaded.
49. It has been horizontally loaded.
50. It has been enlarged
51. It has been rotated.

48. What core job dimension is affected when jobs are loaded vertically with more responsibility?
49. skill variety
50. task identity
52. autonomy


49. What can the company expect during the initial implementation of a job redesign?
50. increased performance
51. no change in performance
52. a drop in performance
53. a work stoppage

OBJ: 3 | 4 BLM: Knowledge
50. According to the job characteristics model, what happens if you combine tasks?
51. increased autonomy and feedback
52. increased skill variety and task identity
53. increased skill variety and autonomy
54. increased feedback and task identity

51. What does sociotechnical systems theory emphasize as a basis for job design?
52. It gives equal attention to technical and social considerations.
53. It gives technology and engineering the most weight.
54. It gives human considerations the most importance.
55. It gives industrial efficiency the greatest weight.

52. In an attempt to redesign the workplace Hong began a series of steps he hoped would be successful.
He constructed the design with the work group, rather than the individual positions, as central. He allowed
the work group to regulate the work system itself rather than be externally controlled by supervisors. All
workers were cross-trained so they could cover at least two positions if needed. What approach was Hong
using?
56. job enlargement

53. What would sociotechnical systems theory say about a well-designed team?
54. It follows clearly laid-out procedures to minimize competition and ambiguity.
55. Individual members have specialized skills that none of the other team members have.
56. The group regulates itself internally rather than through a supervisor.
57. Technical efficiency norms replace the need for meaningfulness in the work.

54. Gordana manages a production department for a manufacturing company and is discussing with a
friend what her ideal job design arrangement would be (even if she doubts it could ever be done). Gordana
would like to see the department totally changed in its orientation so that the work team, rather than
individual positions, becomes the central organizing unit. She would love to see the members of the
production team all cross-trained so they could easily change roles, fill in for each other, and support each
other as demands change. The group would be given the power to decide its own schedules and procedures
(within technical limits and production demands), and she would operate more as a facilitator than a boss.
What job design approach is illustrated in Gordana’s dream?


55. What do Taylor’s scientific management and the sociotechnical systems approach have in common?
56. Both focus on achieving greater efficiency.
57. Both focus on the power of the team in engaging and motivating workers.
58. Both focus on the importance of recognizing individual differences and matching the individual to the
job.
59. Both focus on the meaningfulness of work.

ANS: A PTS: 1 DIF: Hard REF: p. 124-135
OBJ: 2 | 5 BLM: Comprehension
56. Which job design framework is integral to the design of self-managed teams?

57. Which of the following is true of sociotechnical systems theory?

58. It offers suggestions for addressing work-family balance challenges.
59. It explains why different cultures prefer different job designs.
60. It applies job design ideas to the team level.
61. It outlines the principles for enhancing growth-need strength through core job characteristics.


58. Which of the following statements best reflects a cross-cultural view of job design?
59. All industrialized countries appear to have begun with an efficiency emphasis like scientific
management and evolved to a more humanistic approach.
60. Both the job enrichment approach and lean production approach have had widespread and successful
implementation across cultures.
61. Different countries have quite different approaches to preferred job design, forged within their unique
cultural and economic systems.
62. Research results are so different from one country to the next that there is no theoretical compatibility;
one cannot even describe the differences using theories created in North America.

59. Which of the following is true of the Germans in their design of jobs and work organizations?
60. They emphasize personal identity and the social benefits of work.
61. They value hierarchy and authority relationships.
62. They focus on collectivism.
63. They strongly endorse unionism.

60. If you were to redesign jobs using a typically Scandinavian approach, which of the following would
be most appropriate?
61. increase specialization, increase standardization
62. increase supervision, increase benefits
63. increase worker control, increase social support systems
64. increase pay, increase scope of job through job enlargement


61. Which approach to job design is typical of the Japanese?

62. multitrack designs
63. mediated labour-management cooperation
64. democratic dialogue
65. lean production systems

62. Which culture emphasizes a high degree of worker control and social support systems for workers in
their approach to job design?
63. Scandinavian
64. German
65. Japanese
66. American

63. Ida and Thamo job share. What does this mean?
64. They are each part-time workers whose hours add up to a full-time equivalent.
65. They occupy a single job, splitting the hours and prorating the pay and benefits accordingly.
66. They are full-time workers who are cross-trained so they can cover for each other when needed.
67. They provide emotional support for each other in jobs with heavy emotional labour demands.


64. Which alternative work arrangement requires employees to be present to perform job duties during a
required core time but allows them to choose starting and ending work times?
65. job sharing
66. compressed workweek scheduling
67. task restructuring
68. flextime

65. Once Tae is completed working each morning at her administrative job and before she goes home to
look after her children, she usually has lunch with her work partner, Michaline. Michaline takes over the
same job in the afternoon and they use lunch together to bridge any concerns or do any planning. Although
working only half a normal shift, these employees are not treated as part-time. Rather, they split the pay
and benefits of a full-time position and enjoy security and accumulating seniority at the company. What
type of arrangement is this?
66. job rotation
67. job sharing
68. jobflex
69. job enrichment

66. Which stakeholder group tends to be less supportive of reduced workload arrangements?
67. shareholders
68. management
69. customers
70. co-workers


67. Voytek does not feel well this morning so he decides to sleep an extra two hours. At that point, he
feels well enough to get ready for work. When Voytek gets to work, he does not need to explain his arrival
time, knowing he can make it up by staying later and knowing that he is still there in time for the core
hours expected of all employees. What work arrangement is this?
68. compressed workweek
69. flextime
70. reduced workload
71. telecommuting

68. Which of the following percentages reflects how many Canadian workers telecommute?
69. 6
70. 10
71. 15
72. 21

69. Which of the following describes a typical Canadian teleworker?

70. highly educated, knowledge worker, works flexible hours
71. contract worker, low paid, has had series of short-term positions
72. stressed, overworked, handling home responsibilities during same hours as work demands
73. young loner who has low affiliation needs and dislikes teamwork


Concerned about maximizing corporate performance, Taodhg invited consultant Kashif to analyze the
company’s current processes and suggest improvements. Kashif’s resulting proposal emphasized the need for
efficient control over who does what and how. He suggested work be divided into clear specialized duties with
standardized procedures created for each position and no thinking necessary on the employee’s part. All
decisions would be made by management. This would lead to consistency and clear accountabilities.
70. Which job design approach is Kashif recommending?

72. employee engagement model

71. What negative side effect is likely if Taodhg’s company implements Kashif’s suggestions?
72. substantially higher training costs
73. interdepartmental conflict
74. high stress in management
75. work alienation

72. According to the job characteristics model, Kashif’s recommendation that employees make no
decisions at all means that their jobs will be low on what core job characteristic?
74. autonomy
75. feedback
76. task identity

73. Which of the following types of employee would likely be most comfortable with the jobs designed
by Kashif?
74. one with low growth-need strength
75. one with an internal locus of control
76. one with a high need for achievement
77. one focused on the need for self-actualization

Friends Ofelia and Lorraine are students with summer jobs. Ofelia is a server in a coffee chain’s drive-through,
taking orders, filling orders, and processing purchases. A timer shows her the time she is taking to process each
customer, daily sales are posted, and tips are shared among staff. Lorraine works for a landscaper, sent out
each day as part of a crew that principally cuts lawns but also occasionally digs flower beds and prunes
shrubbery. There is rarely any contact with customers as the crew brings their own equipment and all
arrangements are made between headquarters and the customers. Lorraine earns a set hourly rate.
74. Which core job characteristic appears to be much higher in Ofelia’s job?
75. feedback
77. skill variety
78. task identity

ANS: A PTS: 1 DIF: Moderate REF: p. 128-129

75. Both Ofelia and Lorraine must follow procedures in their jobs. There is little room for decision
making. What core job characteristic is low in both jobs, according to this description?
77. task identity
78. autonomy
79. skill variety

76. Both the coffee franchise and the landscaping company decide to donate all proceeds from one
specific day’s sales to a charity’s fundraising. Ofelia and Lorraine both work hard that day, wanting to
contribute to the fundraising through their own efforts. What core job characteristic has been temporarily
enhanced in this situation?
77. autonomy
78. skill variety
79. task identity

77. Because Ofelia and Lorraine must follow strict procedures and timetables, which critical
psychological state is negatively affected, according to the job characteristics model?
78. experienced responsibility for work outcomes
79. experienced meaningfulness of work
81. knowledge of results of work activities

ANS: A PTS: 1 DIF: Moderate REF: p. 128-131

78. Ofelia is timed on processing customers, knows daily sales, and gets tips. According to the job
characteristics model, what critical psychological state will be affected by this?
80. experienced responsibility for work outcomes

79. Because Ofelia is such a good employee, her manager expands her duties so she helps with baking and
with opening and closing the store. What critical psychological state will be affected by this increased skill
variety, according to the job characteristics model?
80. experienced responsibility for outcomes

80. Lorraine’s employer reorganizes the landscaping jobs partway through the summer so that, rather than
being sent to many different places and rarely returning to the same ones, Lorraine is now part of a crew
that goes to the same limited number of clients weekly. Lorraine starts seeing them as “her” clients and
becomes more concerned with the look of their properties as she sees them progress over the summer
season. What job characteristic has been affected by this change in job design?
81. autonomy
82. skill variety
83. job feedback
84. task identity


Sonali, Rizwan and Chad are chatting over lunch. They work in separate departments and are comparing recent
changes in each of their positions. All of their managers had attended a training session on motivating
employees and, as a result, had instituted job design changes with varying success.
81. Sonali was now handling administrative duties not only for the recruiters but also for the
compensation analysts. Although none of the tasks or skills were new, the change created a greater variety
of interactions for him and the documents he processed were more varied. What type of job redesign is
this?
82. job enlargement
83. job rotation
84. job enrichment
85. job sharing

82. Rizwan’s manager has reorganized the departmental staff and duties. Rizwan and two coworkers have
now cross-trained each other on their jobs and are preparing to spend three-month stints in each other’s
positions. What type of job redesign is this?
83. job enrichment
84. job rotation
85. job sharing
86. job compression

83. Chad’s duties have changed little but, whereas he used to simply follow orders, he is now responsible
for scheduling his own work and making decisions on how to carry it out. What principle of job design has
been implemented?
84. enhancing work centrality
85. establishing client relationships
86. forming natural work arrangements
87. vertical loading

84. Regardless of which approach is applied, what can we expect when a job redesign is implemented?
85. There will be an initial drop in performance.
86. Upper management will fear encroachment on its power base.
87. Absenteeism will rise sharply but temporarily.
88. Organizational citizenship behaviour will decrease.

Danica decided to redesign the jobs in her department. Previously, one person had designed client surveys,
another had collected the data, a third had analyzed the collected data, and a fourth wrote the report and
presented it to the client. Now all tasks are combined so someone assigned to a client will handle survey
design, data collection and analysis, and reporting.
85. What would the job characteristics model say about this combining of tasks?
86. It increases skill variety and task identity.
87. It applies the principles of scientific management.
88. It enhances autonomy and growth-need strength.
89. It decreases critical psychological states to a healthy level.

86. Danica is puzzled. All her staff have responded well to the redesigned jobs except Beryl, who seems
less motivated than before. According to the job characteristics model, what could explain Beryl’s
unresponsiveness to the high motivating potential of the redesigned jobs?
87. Beryl has a poor relationship with Danica.
88. Beryl needs much higher levels of job enrichment than anyone else.
89. Beryl has low growth-need strength.
90. Beryl has not been sufficiently socialized to the team.

87. Which of the following would illustrate Danica improving the jobs through vertical loading?
88. expanding the employees’ tasks so they are trained in a variety of specialized tasks
89. demonstrating how the employees’ accomplishments contribute to the success of the organization
90. rerouting the job information directly to employees so they can see how they are doing
91. giving employees freedom to decide how and when their work is to be done

88. If Danica was influenced by a Scandinavian approach to job design, what would she choose to do?
89. focus on lean production so there is no waste, but there is continually improving efficiency
90. focus on giving workers a lot of control and a good social support system
91. focus on mandating stronger management-labour cooperation
92. focus on defining and clarifying job duties so role perceptions are unambiguous

89. Considering his scientific management beliefs, what would Taylor have thought of Danica’s redesign?
90. Taylor would have congratulated her on simplifying the work design in such an obvious and appealing
way.
91. Taylor would have admired the focus on streamlining customer service.
92. Taylor would have warned her that she will likely create a high degree of worker alienation as a result.
93. Taylor would have been critical of her moving away from standardization and specialization,
believing it will detract from efficiency.

90. If Danica decides to put all workers on flextime, what core job dimension is being increased?
91. skill variety
92. task identity
93. autonomy

Cheri is a business owner who wants to try some alternative work arrangements for her staff and is considering
a variety of possibilities.
91. If an issue for Cheri is that she wants to save money by renting less space, what work arrangement
with her staff may help her achieve this?
92. flextime

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Managing Organizational Behaviour in Canada 2nd

Edition Pat R. Sniderman – Test Bank

1. The process of interpreting information about another person is

ANS: B PTS: 1 DIF: Easy REF: p. 67

OBJ: 1 BLM: Knowledge

ANS: D PTS: 1 DIF: Moderate REF: p. 69

ANS: D PTS: 1 DIF: Moderate REF: p. 69

OBJ: 1 BLM: Comprehension

ANS: A PTS: 1 DIF: Moderate REF: p. 69

OBJ: 1 BLM: Knowledge

ANS: B PTS: 1 DIF: Moderate REF: p. 69

OBJ: 2 BLM: Application

ANS: D PTS: 1 DIF: Easy REF: p. 69

OBJ: 1 BLM: Application

ANS: D PTS: 1 DIF: Moderate REF: p. 70

OBJ: 1 BLM: Knowledge

ANS: B PTS: 1 DIF: Moderate REF: p. 70

OBJ: 1 BLM: Knowledge

ANS: D PTS: 1 DIF: Easy REF: p. 70

OBJ: 1 BLM: Comprehension

ANS: A PTS: 1 DIF: Moderate REF: p. 70

OBJ: 2 BLM: Comprehension

ANS: A PTS: 1 DIF: Hard REF: p. 71

OBJ: 1 BLM: Application

12. What is the discounting principle a characteristic of?

ANS: A PTS: 1 DIF: Moderate REF: p. 71

OBJ: 1 BLM: Knowledge

ANS: B PTS: 1 DIF: Moderate REF: p. 71

OBJ: 1 BLM: Application

ANS: C PTS: 1 DIF: Moderate REF: p. 71

OBJ: 1 BLM: Knowledge

ANS: D PTS: 1 DIF: Moderate REF: p. 71

OBJ: 2 BLM: Application

ANS: B PTS: 1 DIF: Hard REF: p. 72

OBJ: 2 BLM: Application

ANS: B PTS: 1 DIF: Hard REF: p. 73

OBJ: 3 BLM: Application

ANS: D PTS: 1 DIF: Moderate REF: p. 73

OBJ: 3 BLM: Knowledge

ANS: C PTS: 1 DIF: Hard REF: p. 73

OBJ: 3 BLM: Analysis

ANS: C PTS: 1 DIF: Moderate REF: p. 73

OBJ: 2 BLM: Application

ANS: D PTS: 1 DIF: Moderate REF: p. 74

OBJ: 4 BLM: Application

ANS: A PTS: 1 DIF: Moderate REF: p. 74

OBJ: 2 BLM: Application

ANS: D PTS: 1 DIF: Moderate REF: p. 75

OBJ: 2 BLM: Application

OBJ: 4 BLM: Application

25. Which of the following would not be a stereotype?

ANS: A PTS: 1 DIF: Moderate REF: p. 75

OBJ: 4 BLM: Application

ANS: A PTS: 1 DIF: Easy REF: p. 75

OBJ: 4 BLM: Comprehension

ANS: C PTS: 1 DIF: Easy REF: p. 75

ANS: D PTS: 1 DIF: Hard REF: p. 76

OBJ: 4 BLM: Application

ANS: C PTS: 1 DIF: Hard REF: p. 76

OBJ: 4 BLM: Application

30. Attribution theory helps to do what in regards to behaviour in organizations?

ANS: B PTS: 1 DIF: Moderate REF: p. 77

OBJ: 5 BLM: Comprehension