Q.No.

Question Options Answer

1. It transforms the entire organization

2. Deals with new products / market

1. Incremental change occurs when: 3. Both (a) and (b) 4

4. None of the above

5. -

1. It transforms the entire organization

2. Deals with new products/market

1. Incremental change occurs when: 3. Both (a) and (b) 4

4. None of the above

5. -

1. It transforms the entire organization

2. Deals with new products / market

1. Incremental change occurs when: 3. Both (a) and (b) 4

4. None of the above

5. -

1. Tall hierarchy and horizontal structure

2. Tall hierarchy and shared information

A mechanistic organization is the one,

2. 3. Horizontal structure and rigid culture 4
which has:

4. Tall hierarchy and rigid culture

5. -

A mechanistic organization is the one,

2. 1. Tall hierarchy and horizontal structure 4
which has:
 2. Tall hierarchy and shared information

3. Horizontal structure and rigid culture

4. Tall hierarchy and rigid culture

5. -

1. Tall hierarchy and horizontal structure

2. Tall hierarchy and shared information

A mechanistic organization is the one,

2. 3. Horizontal structure and rigid culture 4
which has:

4. Tall hierarchy and rigid culture

5. -

1. It is shared even with competitors

2. It is historical in nature

Which of the following is NOT correct

3. 3. It is intangible 1
about culture:

4. It affects human behavior

5. -

1. It is shared even with competitors

2. It is historical in nature

Which of the following is NOT correct

3. 3. It is intangible 1
about culture:

4. It affects human behavior

5. -

1. It is shared even with competitors

Which of the following is NOT correct
3. 1
about culture:
2. It is historical in nature
 3. It is intangible

4. It affects human behavior

5. -

1. Individualistic

2. Colectivistic
A culture in which an important part of
communication takes place through
4. 3
nonverbal and situational cues is said to 3. high-context
be a --------- culture.
4. low-context

5. -

1. Individualistic

2. Collectivistic
A culture in which an important part of
communication takes place through
4. 3
nonverbal and situational cues is said to 3. high-context
be a ------------- culture.
4. low-context

5. -

1. Individualistic

2. Collectivistic
A culture in which an important part of
communication takes place through
4. 3
nonverbal and situational cues is said to 3. high-context
be a -------- culture.
4. low-context

5. -

1. Impression management

5. ,
Ingratiation, is a tactic used in: 2. Politics 2

3. Negotiation
 4. Now of the above

5. -

1. Impression management

2. Politics

5. ,
Ingratiation, is a tactic used in: 3. Negotiation 2

4. Now of the above

5. -

1. Impression management

2. Politics

5. ,
Ingratiation, is a tactic used in: 3. Negotiation 2

4. Now of the above

5. -

1. Low Power Distance

2. Individualistic society

Which of the following is correct for

6. 3. Low on masculinity trait 4
India:

4. High on masculinity trait

5. -

1. Low Power Distance

2. Individualistic society

Which of the following is correct for

6. 3. Low on masculinity trait 3
India:

4. High on masculinity trait

5. -
 1. Low Power Distance

2. Individualistic society

Which of the following is correct for

6. 3. Low on masculinity trait 3
India:

4. High on masculinity trait

5. -

1. an individual,s predisposition toward change

2. surprise and fear of the unknown

The reasons employees resist change

7. 3. a climate of mistrust 5
include:

4. fear of failure

5. All of the above

1. an individual,s predisposition toward change,

2. surprise and fear of the unknown,

The reasons employees resist change

7. 3. a climate of mistrust, 5
include:

4. fear of failure,

5. All of the above

1. an individual,s predisposition toward change,

2. surprise and fear of the unknown,

The reasons employees resist change

7. 3. a climate of mistrust, 5
include:

4. fear of failure,

5. All of the above

Adhocracy culture is found in

8. 1. Rigid culture 2
organizations with:
 2. Flexible culture

3. Centralized decision making

4. Both (A) and (C)

5. -

1. Rigid culture

2. Flexible culture

Adhocracy culture is found in

8. 3. Centralized decision making 2
organizations with:

4. Both (A) and (C)

5. -

1. Rigid culture

2. Flexible culture

Adhocracy culture is found in

8. 3. Centralized decision making 2
organizations with:

4. Both (A) and (C)

5. -

1. power distance

2. individualism
One would expect to find respect for
authority and acceptance of status
9. 1
differences in cultures with high --------- 3. uncertainty avoidance
-
4. aggressiveness

5. -

One would expect to find respect for 1. power distance

authority and acceptance of status
9. 1
differences in cultures with high---------
----- 2. individualism
 3. uncertainty avoidance

4. aggressiveness

5. -

1. power distance

2. individualism
One would expect to find respect for
9. authority and acceptance of status 3. uncertainty avoidance 1
differences in cultures with high -------

4. aggressiveness

5. -

1. Masculine-Feminine poles

2. Individualism-Collectivism poles

Low tolerance for deviant ideas and

10. 3. Strong vs. Weak uncertainty avoidance 3
behaviors has been expressed by:

4. Low vs. High context culture

5. -

1. Masculine-Feminine poles

2. Individualism-Collectivism poles

Low tolerance for deviant ideas and

10. 3. Strong vs. Weak uncertainty avoidance 3
behaviors has been expressed by:

4. Low vs. High context culture

5. -

1. Masculine-Feminine poles

Low tolerance for deviant ideas and

10. 2. Individualism-Collectivism poles 3
behaviors has been expressed by:

3. Strong vs. Weak uncertainty avoidance

 4. Low vs. High context culture

5. -

1. A decline in performance.

2. Withdrawal behaviors.
Too much stress at work can be
11. expected to have all the following 3. Employees spending more time at work. 3
consequences for organizations except

4. Lower organizational commitment.

5. Burnout.

1. A decline in performance.

2. Withdrawal behaviors.
Too much stress at work can be
11. expected to have all the following 3. Employees spending more time at work. 3
consequences for organizations except

4. Lower organizational commitment.

5. Burnout.

1. A decline in performance.

2. Withdrawal behaviors.
Too much stress at work can be
11. expected to have all the following 3. Lower organizational commitment. 3
consequences for organizations except

4. Burnout.

5. -

1. Forming coalition

2. Planning for change

According to Kotter, the starting point

12. 3. Creating a sense of urgency 3
for change is:

4. Empowering others for change

5. -
 1. Forming coalition

2. Planning for change

According to Kotter, the starting point

12. 3. Creating a sense of urgency 3
for change is:

4. Empowering others for change

5. -

1. Forming coalition

2. Planning for change

According to Kotter, the starting point

12. 3. Creating a sense of urgency 3
for change is:

4. Empowering others for change

5. -

1. Organizational stress

2. Organizational politics

,
13. Force-Field Analysis, deals with: 3. Organizational change 3

4. Organizational decision making

5. -

1. Organizational stress

2. Organizational politics

13. ,
Force-Field Analysis, deals with: 3. Organizational change 3

4. Organizational decision making

5. -

13. ,
Force-Field Analysis, deals with: 1. Organizational stress 3
 2. Organizational politics

3. Organizational change

4. Organizational decision making

5. -

1. referent; managerial

2. expert; legitimate
Formal leaders have at least some------
14. power, whereas informal leaders have 3. personal; position 4
at least some--------- power.

4. position; personal

5. -

1. referent; managerial

2. expert; legitimate
Formal leaders have at least some -----
14. - power, whereas informal leaders have 3. personal; position 4
at least some ------ power.

4. position; personal

5. -

1. referent;managerial

2. expert;legitimate
Formal leaders have at least some -----
14. --- power, whereas informal leaders 3. personal;position 4
have at least some --------- power.

4. position;personal

5. -

Conflict that ends up 1. of high intensity

being ,,functional,, for the people and
15. 1
organization involved would most likely
be --------. 2. of moderate intensity
 3. of low intensity

4. nonexistent

5. -

1. of high intensity

2. of moderate intensity
Conflict that ends up
being ,,functional,, for the people and
15. 1
organization involved would most likely 3. of low intensity
be --------.
4. nonexistent

5. -

1. of high intensity

2. of moderate intensity
Conflict that ends up
being ,,functional,, for the people and
15. 1
organization involved would most likely 3. of low intensity
be ----------.
4. nonexistent

5. -

1. Personalized power

2. Socialized power

Compliance through charisma or

16. 3. Referent power 3
personal attraction is:

4. Transactional power

5. -

1. Personalized power

Compliance through charisma or

16. 2. Socialized power 3
personal attraction is:

3. Referent power
 4. Transactional power

5. -

1. Personalized power

2. Socialized power

Compliance through charisma or

16. 3. Referent power 3
personal attraction is:

4. Transactional power

5. -

1. Making influential people feel good

2. Teaming up with powerful people

17. ,
Ingratiation, refers to: 3. Dressing / grooming for success 1

4. Creating social debts

5. -

1. Making influential people feel good

2. Teaming up with powerful people

17. ,
Ingratiation, refers to: 3. Dressing / grooming for success 1

4. Creating social debts

5. -

1. Making influential people feel good

2. Teaming up with powerful people

17. ,
Ingratiation, refers to: 3. Dressing/grooming for success 1

4. Creating social debts

5. -
 1. Adaptive power

2. Objective power

Sharing varying degrees of power with

18. 3. Empowerment 3
lower level employees is:

4. Exchange power

5. -

1. Adaptive power

2. Objective power

Sharing varying degrees of power with

18. 3. Empowerment 3
lower level employees is:

4. Exchange power

5. -

1. Adaptive power

2. Objective power

Sharing varying degrees of power with

18. 3. Empowerment 3
lower level employees is:

4. Exchange power

5. -

1. There is lack of information and analysis

2. Where initiators do not have all the information

In the process of change, employee
19. participation and involvement is 3. There is less time available 2
required when:

4. The organization is not ready for change

5. -

19. 1. There is lack of information and analysis 4

 2. Where initiators do not have all the information

In the process of change, employee 3. There is less time available

participation and involvement is
required when:
4. The organization is not ready for change

5. -

1. There is lack of information and analysis

2. Where initiators do not have all the information

In the process of change, employee
19. participation and involvement is 3. There is less time available 4
required when:

4. The organization is not ready for change

5. -

1. Devil,s advocacy

2. Attribution method

Fostering a debate of opposing view

20. 1
point to better understand the issue, is: 3. Role-play method

4. Dialectic method

5. -

1. Devil,s advocacy

2. Attribution method

Fostering a debate of opposing view

20. 4
point to better understand the issue, is: 3. Role-play method

4. Dialectic method

5. -

1. Devil,s advocacy
Fostering a debate of opposing view
20. 1
point to better understand the issue, is:
2. Attribution method
 3. Role-play method

4. Dialectic method

5. -

1. It is an adaptive response

2. It triggers individual reaction

Which of the following is NOT correct

21. 3. Always have negative consequences 3
about ,stress,:

4. Complete absence of stress is death

5. -

1. -

2. -

21. - 3. - 0

4. -

5. -

1. Voice in decision making

2. Important for organizational justice

21. Fair process effect is: 3. Consistency in decision 4

4. Only a & b

5. Only b & c

Always respond to work demands early in your

1.
career.
Balancing work-life linkages sometimes
requires people to make tradeoffs. Always respond to life demands later in your
22. 2. 5
Which of the following best describes career.
the process to make these tradeoffs?
Always subordinate your career for your partner,s
3.
career.
 Never subordinate your career for your partner,s
4.
career.
Decide for yourself what you value and what
5.
trade-offs you are willing to make.

1. Interactional justice

2. Informational justice

Providing information or explaining the

22. 3. Procedural justice 2
rationale for decision comes under:

4. Interpersonal justice

5. -

1. Additive

2. Conjunctive

The relationship between interpersonal

23. 3. Disjunctive 1
and informational justice is:

4. None of the above

5. -

1. Interpersonal justice is high

2. Procedure is perceived as fair

When the outcome is unfavorable,

23. 2
people may still react positively, when: 3. Procedure is perceived as biased

4. Informational justice is low

5. -

1. only the outcome that employees receive

2. only the unbiased decisions of employees

24. Procedural justice deals with: 3. only the interpersonal and intrapersonal aspects 4

4. none of the above

5. -
 1. Interpersonal justice is high

2. Procedure is perceived as fair

When the outcome is unfavorable,

24. 2
people may still react positively, when: 3. Procedure is perceived as biased

4. Informational justice is low

5. -

1. True

2. False
,, ,,
It is during the storming stage that
25. members begin to really come together 3. - 2
as a co-ordinated unit.

4. -

5. -

1. Organizational culture

2. Group behavior

A case on ,,zero wage increase,, deals

25. 3. Organizational justice 3
with:

4. Ethical behavior by employees

5. -

1. Consistency

2. Accuracy
A professor must use the same exact
standards in evaluating the term papers
26. 3. Bias suppression 1
of each student in the class. This is
called:
4. Cautious shift

5. -

26. Procedural justice deals with: 1. only the outcome that employees receive 4
 2. only the unbiased decisions of employees

3. only the interpersonal and intrapersonal aspects

4. none of the above

5. -

1. True

2. False
Employees at the bottom of the
hierarchy care much about the
27. 3. - 2
procedural justice as against other
types of justice.
4. -

5. -

1. Consistency

2. Accuracy
A professor must use the same exact
standards in evaluating the term papers
27. 3. Bias suppression 1
of each student in the class. This is
called:
4. Cautious shift

5. -

1. True

2. False
Employees at the top of the hierarchy
28. care much about the procedural justice 3. - 1
as against other types of justice.

4. -

5. -

1. True
One of the effects of fair process is
29. that employees feel valued by the 2
decision making authority. 2. False
 3. -

4. -

5. -

1. True

2. False

Cultural symbols are the most difficult

30. 3. - 2
to change.

4. -

5. -

1. True

2. False
People experience anxiety and are
31. resistant to unforeseen circumstances 3. - 2
in case of Uncertainty avoidance.

4. -

5. -

1. True

2. False

Identification of Person-organization fit

32. 3. - 2
is a mechanism to maintain culture.

4. -

5. -

1. Sucker effect

The tendency to withhold physical or

33. 2. Social loafing 2
intellectual effort is:

3. Cautious effort
 4. None of the above

5. -

1. Cautious Shift

2. Social loafing
The tendency for members of highly
34. cohesive groups to lose their critical 3. Free rider effect 4
evaluation capabilities. This is:

4. Group think

5. -

1. Voice in decision making

2. Important for organizational justice

35. Fair process effect is: 3. Consistency in decision 4

4. Only a & b

5. Only b & c

1. Interactional justice

2. Informational justice

Providing information or explaining the

36. 3. Procedural justice 2
rationale for decision comes under:

4. Interpersonal justice

5. -

1. Additive

2. Conjunctive

The relationship between interpersonal

37. 3. Disjunctive 1
and informational justice is:

4. None of the above

5. -
 1. Organizational culture

2. Group behavior

A case on ,,zero wage increase,, deals

38. 3. Organizational justice 3
with:

4. Ethical behavior by employees

5. -

1. Organizational culture at BP

2. Risk taking behavior of the CEO

Part B of the ,,British Petroleum,, case

39. 3. Description of CEO,s personal life 3
deals with:

4. Information about CEO¿s cost cutting measures

5. -

1. Errors in decision making

2. Lack of motivation by top management team

,
40. BP, case deals with: 3. Improper change management 4

4. Breeding of risk prone culture

5. -