1.

Which of the following represents the second stage in the five-stage group
development model? *

performing
storming
forming
norming
2. Danny's boss is apathetic to whether Danny works at home, at the office, or from his
beach house. All he cares about is that the project is completed on time, on budget,
and with exemplary quality. Which characteristic of organizational culture describes
this aspect of Danny's job? *

high outcome orientation

low risk taking
high attention to detail
low aggressiveness
Tùy chọn 5
3. According to the team effectiveness model, which of the following is a process
variable that influences effectiveness of a team? *

leadership and structure

team efficacy
member flexibility
performance evaluation and reward systems
4. With reference to the team effectiveness model, which of the following is one of the
key components of an effective team, included under the category of contextual
factors? *

team efficacy
climate of trust
common purpose
social loafing
5. According to the traditional view of conflict, all conflict is ... *

harmful and must be avoided

natural and helps generate discussion
necessary and improves creativity of a group
healthy and improves productivity
rational and cannot be avoided
6. Which of the following statements is true regarding an organization's culture? *

A dominant culture expresses the core values shared by a majority of the organization's
members.
Organizational culture is evaluative rather than descriptive.
Large organizations rarely have subcultures.
A strong culture reduces employee satisfaction and increases employee turnover.
7. Which of the following statements is true regarding the norming stage of group
development? *

According to the five-stage group development model, this is the second stage in the group
development model.
This stage is characterized by a great deal of uncertainty about the group's purpose, structure,
and leadership.
During this stage, members accept the existence of the group but resist the constraints it
imposes on individuality.
During this stage, the group develops a common set of expectations of what defines correct
member behavior.
8. Jean Wills, a trainer with Leverage Inc., is infuriated because the conference hall
that she had booked for her morning session with a new batch of trainees will be
occupied by the HR team for the day. Jean feels that the company only superficially
commits to training and that it is not a priority as this lack of facilities for training is a
recurring phenomenon. Recently, she had asked the HR department to supply printed
copies of her material for the orientation and training modules to the new trainees,
and HR refused, saying the soft copies available on the systems would suffice. Which
of the following contextual areas is the source of problem between the training
department and the HR department in this scenario? *

performance evaluation
reward systems
adequate resources
leadership
structure
9. Which of the following differentiates between formal and informal groups? *

The impact of formal groups on organizational performance is lesser than that of informal
groups.
Formal groups pursue the goal of social contact, while informal groups have definite
organizational goals to attain.
Formal groups are typically smaller in size when compared to informal groups.
Formal groups involve clearly defined tasks and roles, while informal groups are neither formally
structured nor organizationally determined.
10. … is a process that helps new employees adapt to the prevailing organizational
culture. *

Socialization
Satisficing
Reciprocal interdependence
Formalization
11. Which of the following statements best describes the difference between
organizational culture and job satisfaction? *

Job satisfaction depends upon the level of "power distance" in the country but organizational
culture does not.
Organizational culture is static, whereas job satisfaction is dynamic.
Job satisfaction is immeasurable, whereas organizational culture is measurable.
Organizational culture is descriptive, whereas job satisfaction is evaluative.
12. Which of the following statements is true regarding size of teams? *

The most effective teams have twelve to fifteen members.

When teams have excess members, cohesiveness declines.
As team size increases, social loafing decreases.
When teams have excess members, mutual accountability increases.
Members of large teams coordinate work better when pressed for time.
13. Which of the following series of dimensions of the job characteristics model
(JCM) combine to create meaningful work? *

skill variety, task identity, and task significance

autonomy, task identity, and feedback
skill variety, autonomy, and task significance
feedback, task identity, and task significance
14. The selection process helps sustain the organization's culture by ________.  *

establishing and enforcing norms

hiring candidates who fit well within the organization
socializing the new employees
developing performance evaluation criteria
rewarding conformity
15. According to the interactionist view, ________ conflicts support the goals of the
group and improve its performance. *

formal
informal
functional
evaluative
16. Which of the following statements is true regarding conflict? *

The smaller the group, the greater the likelihood of conflict.

The less specialized the activities of the group, the greater the likelihood of conflict.
People low in the personality traits of disagreeableness, neuroticism, or self-monitoring are more
likely to engage in a conflict.
Diversity of goals among groups is a major source of conflict.
As the ambiguity about where responsibility for actions lies decreases, the potential for conflict
increases.
17. The ultimate source of an organization's culture is ________. *

its top management

its environment
the country in which the organization operates
its founders
the sociocultural backgrounds of its employees
18. Which of the following is true regarding formal groups? *

They are marked by stipulated behaviors in pursuit of organizational goals.

A group of people who come together to protest against a new law make up a formal group.
They have negligible impact on employee performance and behavior.
They lack clearly defined structures and roles for their members.
19. Adam Sears is an assembly line employee with Swenson Motors. Though Adam is
popular among his supervisors and colleagues, Adam experiences low morale and
lack of motivation. He feels frustrated that his job is restricted to fixing nuts and bolts
on the car parts. He fears that he has no chances of advancing in his career as he
cannot completely assemble a car. Which of the following is true with regard to
Adam? *

Adam's job has low task identity.

Adam's job has high task complexity.
Adam's job has a high span of control.
Adam's job has low role definition.
20. Which of the following is true with regard to groups? *

A group is characterized by the independence of its members.

A group influences our emotional reactions.
A group typically lacks definite roles and structures.
An informal gathering cannot be considered a group.
21. Which of the following stages of the five-stage group development model is
characterized by a great deal of uncertainty about the group's purpose, structure, and
leadership? *

introduction
storming
forming
evolution
22. Top management has a major impact on the organization's culture by ... *
establishing norms that filter down through the organization
ensuring a proper match of personal and organizational values
socializing new applicants in the pre-hiring phase
providing a framework for metamorphosis of new hires
23. Which of the following statements is true regarding the establishment of the
organizational culture and its effects on the organization? *

Today's trend toward decentralized organizations makes it is easier to establish a strong culture.
In a virtual organization a strong culture can be established quickly and easily.
Employees organized in teams always show greater allegiance to the values of the organization
as a whole than to their team and its values.
Culture acts as a control mechanism and guides the behavior of employees.
24. ... are indicators of a strong organizational culture. *

High rates of employee turnover

Completely horizontal organizational charts
Narrowly defined roles
Widely shared values
25. Cultures that tend to develop in large organizations to reflect common problems or
experiences faced by the members in the same department or location are often
called... *

micro-cultures
subcultures
divisional cultures
microcosms