ORGANIZATIONAL BEHAVIOR (HRMC 002)

2nd SEMESTER

1) Delaying action on a conflict by buying time is referred as

 Administrative Non-Action
 Administrative Orbiting
 Due Process non action
 Fixation Delay
2) The behavioral response of a target towards the sensed and accepted expectation of the perceiver is known as the
 Pygmalion effect
 Pragmatic effect
 Halo effect
 Worldview
3) The transactional focus on leadership suggested that
 Leaders manage resources
 Exchanges by leader with different subordinates can be different in quality
 Leaders changing deep structures, major processes, culture of organization
 Leader and followers from a relationship of reciprocal influence
4) Presenting to share information can be crucial for
 Problem solving and cooperation
 Problem assessment and collaboration
 Problem solving and collaboration
 Problem assessment and cooperation
5) Leadership wisdom is associated with
 Self objectively and self-reflection
 Communication and persuasion
 Negotiation conflict management
 Coaching others
6) The question is not about which one is a better source of motivation we all experience
 Only extrinsic
 Only intrinsic
 Both extrinsic and intrinsic
 Neither extrinsic nor intrinsic
7) In management literature, the term organization refers to both
 Process of operation as well as an outcome of that process that is a structure
 Process of management as well as outcome of that process that is a structure
 Process of management as well as an outcome of that operation that is not a structure
 Process of management as well as an outcome of that process that is not a structure
8) It is now established that these patterns of perception and judging the cause of an event is
 Socially shaped
 Psychologically shaped
 Culturally shaped
 Physiologically shaped
9) The major contentions against the drive theory are that its assumptions take
 A mechanistic view of humans
 A socialist view of human
 A capitalist view of human
 A liberal view of human
10) As per Kotter, leadership process involves
 Setting a direction for the organization
 Planning and budgeting for organization
 Controlling and problem solving for organization
 All of the above
11) A social membership which limits or closes admission of outsiders by rules so far as its order is enforced by the action
of
 Unique Individuals
 Ordinary Individuals
 Talented Individuals
 Specific Individuals
12) Assertive skills refer to acting or communicating in ways that are realistic and polite, aimed at maintaining respect for
self as well as others and not being either;
 Aggressive or calm
 Aggressive or polite
 Aggressive or subjective
 Aggressive or submissive
13) The social context of work plays an important role;
 Only in satisfying the need for connectedness and social effectiveness, not in managing the thresholds for social
needs
 Not Only in satisfying the need for connectedness and social effectiveness, but also in managing the thresholds for
social needs
 In satisfying the need for connectedness and social effectiveness, or in managing the thresholds for social needs
 Neither in satisfying the need for connectedness and social effectiveness, nor also in managing the thresholds for
social needs
14) The first double bind causing
 Strong work motivation and performance
 Strong work motivation and commitment
 Weak work motivation and performance
 Weak work motivation and commitment
15) Organizations are also the social units deliberately constructed and reconstructed to seek
 Unique goals
 Specific goals
 Planned goals
 Ordinary goals
16) The stories about an organization on how it handles the ‘firing policy for employees’ is an example of
_______________ level of culture
 Artifacts
 Rules
 Values
  Basic assumption
17) Hull explained motivation in terms of drives which are created by
 Unfulfilled needs, deficits or deprivation
 Fulfilled needs, deficits or deprivation
 Unfulfilled needs, deficits or satisfaction
 Fulfilled needs, deficits or satisfaction
18) When a manager shouts at an employee after a heated argument with a customer, it is an example of what kind of
defense mechanism
 Negativism
 Fixation
 Displacement
 Compensation
19) Needs are important for optional human development and integrity because prolonged deprivation of important needs
may lead to
 Positive results and simple problems
 Positive results and serious problems
 Negative results and simple problems
 Negative results and serious problems
20) Non-contingent rewards induce employees to develop
 Personalized relationship with powerful people within the organization
 Non-Personalized relationship with powerful people within the organization
 Personalized relationship with non-powerful people within the organization
 Non-Personalized relationship with non-powerful people within the organization
21) The first meaning of personality refers to the way an individual is perceived by others personality from the other’s
perspective
 Private and verifiable
 Public and verifiable
 Public and unverifiable
 Private and unverifiable
22) The Leadership Trait theory focuses on
 Leader physical attributes
 Leader personality characteristics
 Leader Abilities
 All of the above
23) One of the major challenges any CEO or senior level executive faces is
 Almost always – finding and keeping people needing jobs
 Almost never – finding and keeping people
 Almost always – finding and keeping good people
 Almost never – finding and keeping efficient people
24) How many types of organizational culture are known as per Handy (1993)
 Four
 Two
 Three
 Multiple
25) When someone exercises the qualitative aspects of a skill such as
  Effectiveness or appropriateness, we judge that person as competitor
 Effectiveness or appropriateness, we judge that person as competent
 Ineffectiveness or inappropriateness, we judge that person as competent
 Ineffectiveness or inappropriateness, we judge that person as competitor
26) Planned organizational change is aimed at
 Solving problems without learning
 Better alignment with the environment
 Involving everyone in the organization
 Changing organization structure
27) As per Hofstede’s research, Japanese managers valued
 Individualism
 Group decisions
 High Risk taking
 Group decisions
28) The work/home conflict i.e., where the role as a worker clash with the role of spouse /parent is an example of
 Intra group conflict
 Inter role conflict
 Inter personal conflict
 Intra personal conflict
29) As per trait theory, which of the following is NOT a focus of trait theory
 Physical attributes
 Personality characteristics
 Situational characteristics
 Leader abilities
30) When the interview and experiential data about a candidate is insufficient or too voluminous, varied or contradictory,
managers use their own
 Information and contacts
 Perception and information
 Perception and attribution
 Attribution and contacts
31) When leaders act as change agents
 They set the direction from the top
 Engage the people at top levels only
 Focus only on hard elements
 Focus only on soft elements
32) A Clan-type culture is characterized by
 Strategy of control and stability
 Self-interest and utilitarian approach
 The relationships structured by the hierarchy, mutual interests and a shared fate
 Contractual relationship, short term goals
33) As per Fiedler’s theory if a leader-member relations are good, the task is unstructured and position power is weak, then
it would lead to
 High LPC
 Low LPC
 Moderate LPC
  LPC will be situational
34) The Indian managers are willing to put
 Time and resources into thinking differently about how to manage people
 Capital and profit into thinking differently about how to manage people
 Profits and resources into thinking differently about how to manage people
 Capital and time into thinking differently about how to manage people
35) The Least Preferred co-worker of LPC scale requires a leader to describe the one person with whom he or she
 Worked least with
 Worked well with
 Worked most with
 Worked the least well with
36) Secondary or learned needs are developed because of our interaction with others in our
 Political group
 Work group
 Social group
 Business group
37) Attitudes such as satisfaction, commitment and citizenship behavior can influence
 Performance and organizational effectiveness significantly
 Performance and employees effectiveness significantly
 Employees satisfaction and employees effectiveness significantly
 Employees satisfaction and organizational effectiveness significantly
38) Personal enactment by top managers in an organization is an example of _________ of culture
 Basic assumptions
 Artifacts
 Values
 Symbols
39) Self-awareness involves
 Relishing achievements for its own sake
 Controlling or redirecting disruptive impulses and moods
 Knowing one’s strengths, weaknesses, drives, values and impact on others
 Understanding other people’s emotional makeup
40) P-I motive relates with the need for
 Pioneering-Initiative
 Pioneering-Innovating
 Performance-Initiative
 Performance-Innovative
41) Consensus is established by observing whether people other than the target person behaved in
 The same manner in a different situation
 The same manner in a same situation
 The different manner in a different situation
 The different manner in a same situation
42) Attribution means when casual relationship is established between
 A person and its behavior
 A person and its perceived causes
 An event and its perceived causes
  An event and its behavior
43) According to Maslow, the higher needs are different because they do not arise of
 Sufficiency and they are not cyclical
 Deficiency and they are not cyclical
 Sufficiency and they are cyclical
 Deficiency and they are cyclical
44) Organizations are a continuing system of
 Differentiated and a coordinated human activities
 Simple and general human activities
 Non-Differentiated and non-coordinated human activities
 Unique and integrated human activities
45) When systems undergo transition, it creates
 Uncertainty and Confusion
 Certainty and Confusion
 Uncertainty and Clarity
 Certainty and Clarity
46) A culture with a consensus on the values that drive the company and with an intensity is
 A fit culture
 A strong culture
 A motivated organizational culture
 A people driven culture
47) For more favourable attitudes at work, the organizations can provide the context for
 Eliminating, strengthening and sustaining employee effectiveness
 Creating, strengthening and sustaining employee effectiveness
 Creating, strengthening and changing employee effectiveness
 Creating, weakening and sustaining employee effectiveness
48) The term “skill” in the behavioral science is defined as
 Intentionally repeatable, goal directed behaviours and behaviour sequences
 Unintentionally repeatable, goal directed behaviours and behaviour sequences
 Intentionally no repeatable, goal directed behaviours and behaviour sequences
 Unintentionally no repeatable, goal directed behaviours and behaviour sequences
49) A high LPC score suggests that the leader has a
 Human relations orientation
 Task orientation
 Little bit of both human relations orientation and task orientation
 Neither of human relations orientation and task orientation
50) Role modeling is done by
 The senior more experienced people
 Bosses
 Anyone
 Department Head
51) The Path-Goal Theory suggested that
 Management styles can be placed on the grid coordinates along two axes of leader’s concern for task and people
 Leaders should create condition enabling subordinate success
 Leadership was only ‘perception of the observer’
  The characteristics of task, subordinate and organization can substitute or neutralize leadership
52) Primary or unlearned needs are
 Psychological and cyclical in nature
 Biological and cyclical in nature
 Biological and similar in nature
 Psychological and similar in nature
53) Personality is understood as a dynamic organization within the individual of those psychological systems that
determine
 His unique adjustment to his environment
 His common adjustment to his environment
 His unique adjustment to his organization
 His common adjustment to his organization
54) Positive personal and work outcomes include
 Internal work motivation, general job satisfaction, growth satisfaction and work effectiveness
 External work motivation, general job satisfaction, growth satisfaction and work effectiveness
 Internal work motivation, general job dissatisfaction, growth satisfaction and work effectiveness
 Internal work motivation, general job satisfaction, growth dissatisfaction and work effectiveness
55) There are four components of commitment
 In affective, involvement, continuance and normative
 Affective, withdrawal, continuance and normative
 Affective, involvement, discontinuance and normative
 Affective, involvement, continuance and normative
56) The achievement of super ordinate goals requires
 One party to sacrifice in a conflict
 Two parties to redefine the goal
 Cooperation by both the parties
 None of these
57) Organizational socialization can be understood as an attempt to
 Help the employee resettle
 Inculcate discipline
 Manage the newcomer’s desire for an identity by defining the organization
 Reward employees progress
58) Distinctiveness is established by observing whether
 The same (target) person behaves differently in different situations
 The same (target) person behaves same in same situations
 The same (target) person behaves differently in same situations
 The same (target) person behaves same in different situations
59) The trait theories highlight that
 The leader brings personal skills and traits to everything he does
 A set of negative assumptions about the nature of subordinates
 A positive set of assumptions about the human nature
 None of the above
60) Organizational commitment has been found to be a more direct measure of
 Loyalty than satisfaction
 Turnover intentions than satisfaction
  Turnover intentions than dissatisfaction
 Loyalty than dissatisfaction
61) Organizations that are considering opening foreign offices should focus on
 Political system of country
 Understanding cultural (customs) differences
 Strong human capital availability
 Cost structure for operations
62) The early studies at Ohio State and Michigan universities brought in a shift in focus from skills and traits to leader’s
behavior classified as
 Human orientation and ‘Production orientation’
 Consideration and ‘Initiating structure’
 Consideration and ‘Production orientation’
 Human orientation and ‘Initiating structure’
63) A company organizes a family annual day for its employees, it can be considered as
 A rite of integration
 A rite of renewal
 A rite of success
 A rite of enhancement
64) With the modern, fast, high-tech modes of communication increase the freedom and speed, but they also have very
different implications for the
 Interpersonal processes of interaction, problem solving and the bonding between members of the same group
 Interpersonal processes of communication, problem solving and the bonding between members of the same group
 Interpersonal processes of communication, problem solving and the bonding between members of the different
group
 Interpersonal processes of interaction, problem solving and the bonding between members of the different group

1. One of the following is not one of the variables in the management process model:
a. Planning
b. Management style
c. Organizing
d. Leading

2. When power is so legitimated, it denotes;

a. Politics
b. Authority
c. Influence
d. Conflicts

3. Level-2 leader contributes individual capabilities:

a. To the achievement of group objectives
 b. Highly capable individual who plays an important role through his/her own talent
c. Have multidirectional influence relationship
d. To bring predictability

4. The term ‘skill’ in the behavioral science is defined as;

a. Intentionally repeatable, goal directed behaviors and behavior sequences.
b. Intentionally repeatable, goal directed behaviors and behavior sequences
c. Intentionally norepeatable, goaldirected behaviors and behaviors sequences
d. Intentionally norepeatable, goaldirected behaviors and behaviors sequences

5. Position power is obtained by a combination of one’s;

a. Job title or designation, performance evaluation and prescribed responsibilities
b. Performance evaluation, job description and prescribed responsibilities
c. Job title or designation, job description and prescribed responsibilities
d. Job title or designation, job description and performance evaluation

6. The belief behind coercive power is similar to the life position:

a. I am not OK, you are OK
b. I am not OK, you are OK
c. I am OK, you are OK
d. I am OK, you are not OK
7. Individuals join groups because through the group membership, they can satisfy their needs for;
a. Safety, belongingness, and esteem needs
b. Safety, self actualization, and esteem needs
c. Security, belongingness, and esteem needs
d. Security, belongingness, and pride needs

8. An employee oriented supervisor’s behavior conveys his belief that:

a. Controlling behaviors isnecessary
b. The “human relations” are an important aspects of the job
c. The technical aspects of the job are important
d. Employees are a means for getting work done.

9. Familial collectivism, high power distance and deep rooted traditionalism promote perceptions of;
a. External locus of control and satisfaction
b. External locus of control and causality
c. Internal locus of control and causality
d. Internal locus of control and satisfaction

10. How people address each other in an organization refers to the practice of
a. Stories
b. Rituals
c. Values
d. Culture

11. Team leadership marks:

a. A break from a command and control perspective of management
b. Movement toward facilitative, collaborative leadership
c. Ensuring empowerment and continuous improvement
d. All of theabove

12. The storm stage is characterized by interaction amid;

a. Clarity, confrontation and conflict
b. The lack of clarity, acceptance ad conflict
c. The lack of clarity, confrontation and cooperation
 d. The lack of clarity, confrontation and conflict

13. Presenting to share information can be crucial for;

a. Problem solving and cooperation
b. Problem assessment andcollaboration
c. Problem solving and collaboration
d. Problem assessment andcooperation

14. Informal groups are spontaneously created when the group members are;
a. Located without close distance with each other, and interact more
b. Located within close distance with each other, and interact more
c. Located within close distance with each other, and interact less
d. Located without close distance with each other, and interact less.

15. A cohort is a group of people who share;

a. A different background and have a different perspective on things.
b. A similar background but have different perspective on things
c. A similar background and have a similar perspective on things
d. A different background but have a similar perspective on things

16. Innovativeness as one dimension of the Organizational Culture indicates whether high or low value attend
attached to:
a. Being innovative, open to new opportunities, risk taking
b. Being rule oriented, valuing security, and stability
c. Being precise andanalytical
d. Emphasizing fairness, respecting people, and being tolerant

17. Employees and groups can achieve higher levels of productivity, quality, and team member satisfaction
through;
a. Control on more task related decisions to the teams
b. Delegation of more task-related decision to the team
c. Conflict in more task related decision to the teams
d. Cooperation for more task related decisions to the teams
18. Personality is understood as a dynamic organization within the individual of those psychological systems that
determine;
a. His unique adjustment to his environment
b. His common adjustment to his environment
c. His unique adjustment to his organization
d. His common adjustment to his organization

19. The first meaning of personality refers to the way an individual is perceived by others- personality
from the observer’s perspective,
a. Private and verifiable
b. Public and verifiable
c. Public and unverifiable
d. Private and unverifiable

20. Organizational socialization can be understood as an attempt to:

a. Help the employee resettle
b. Inculcate discipline
c. Managethenewcomer’s desireforanidentity by definingthe organization
d. Reward employee progress

21. Greater cohesion in a group can also;

a. Encourage external contract and influence vital to the low-performing teams
b. Discourage internal contact and influence vital to the low-performing teams
c. Discourage external contact andinfluencevitaltothehigh-performingteams
d. Encourage internal contact and influence vital to the low-performing teams

22. The Least Preferred Co-Worker or LPC scale requires a leader to describe the one person with whom he or
she:
a. Worked least with
b. Worked well with
c. Worked most with
d. Worked the least well with

23. Power is known as a:

a. Capacity toinfluenceanother person oragrouptoaccept one’s ideasorplans
b. Inability to influence another person or a group to accept one’s ideas or plans
c. Capacity to influence one’s ideas or plans
d. Inability to influence one’s ideas or plans

24. The transactional focus on leadership suggested that:

a. Leaders manage resources
b. Exchanges by leader with different subordinates can be different in quality.
c. Leaders changing deep structures, major processes, culture of organization
d. Leader and followers from a relationship of reciprocal influence.

25. A high LPC score suggested that the leader has a:

a. Human relations orientation
b. Task orientation
c. Little bit of both human relations orientation and task orientation
d. Neither of human relations orientation and task orientation

26. TO be effective culture tools, stories must be

a. Motivational
b. Credible
c. Real
d. All of the above

27. The second meaning of personality refers to the ;

a. Systems, dynamics, processes, and propensities
b. Structures, dynamics, procedures, and propensities
c. Structures, dynamics, processes, and propensities
d. Structures, dynamics, processes, and perceptions

28. Interpersonally competent people comfortably and naturally use the skills necessary to get component;
a. Incentives, growth, solidarity among colleagues
b. Performance, incentives, solidarity among colleagues
c. Performance, growth, incentives among colleagues
d. Performance, growth, solidarity among colleagues
29. As per Hersey and Blanchard, the leader’s task behavior reflects:
a. The extent to which the leader engages in specifying subordinate
duties and responsibilities.
b. The extent to which the leader acts in a facilitative manner.
c. The extent to which the leader acts in a supportive manner.
d. None of the above

30. The basic skills practiced by interpersonally competent people include;

a. Listening, Answering andpresenting; Facilitating other’s, asserting self, negotiating and Group-working.
b. Listening, Questioning andpresenting; Facilitating self, Asserting self, Negotiating and Group-working.
c. Listening, Questioning and presenting; facilitating others, asserting others, Negotiating and Group-working.
d. Listening,questioningandpresenting;facilitatingothers, assertingself,negotiatingand
group- working.

31. Individualism and Low Power distance promote perceptions of;

a. Internal locus of control and causality.
b. Internal locus of control and satisfaction
c. External locus of control and causality.
d. External locus of control and satisfaction

32. Use of coercive power might create;

a. Anger, resentment and even relation
b. Anger, job dissatisfaction, and even retaliation
c. Jo dissatisfaction, resentment and even retaliation
d. Anger, job dissatisfaction and resentment

33. The trait theories highlighted that:

a. The leader brings personal skills and traits to everything he does
b. A set of negative assumptions about the nature of subordinates
c. A positive set of assumptions about the human nature.
d. None of the above
34. When the powerful people reinforce it by performing personal status and adoption of personalized
leadership style, job involvement and organizational commitment weaken, leading to poor;
a. Work commitment
b. Work motivation
c. Job involvement
d. Loyalty

35. Sometimes the norm for group consensus overrides motivation to realistically appraise alternative
courses of action. This is called;
a. Groupthink
b. Group shift
c. Cohesion
d. Free rider

36. The factors such as the salary, good work conditions, etc. Which Herzberg called;
a. Content or Hygiene or maintenance factors
b. Context or biological or maintenance factors
c. Context or Hygieneorpsychologicalfactors
d. Context or hygiene or maintenance factors

37. In management literature generally the term “Interpersonal” refers to relationship and interactions
with;
a. Bosses, leaders, subordinates, friends, suppliers and customers
b. Employees, leaders, subordinates, peers, suppliers and customers
c. Bosses, leaders, subordinates, peers, suppliers and customers
d. Employees, leaders, subordinates, friends, suppliers and customers.

38. The acronym ERG stands for;

a. Existence, Relatedness andGrowth
b. Employee, relationship adGroups
c. Existence, Relationship andGroups
d. Employee, Relationship and Growth
39. Herzberg proposed thatthe jobcontent, elementofchallenge inthejob, amount of responsibility it
involved and so on, provided;
a. Work commitment
b. Involvement
c. Work motivation
d. Job satisfaction

40. A Clan-type culture is characterized by;

a. Strategy of control and Stability
b. Self-interest and utilitarianapproach
c. Therelationships structured by thehierarchy, mutual interestsandasharefate
d. Contractual relationship, short term goals

41. P-I motive relates with the need for;

a. Pioneering-Initiative
b. Pioneering-Innovating
c. Performance-Initiative
d. Performance-Innovative

42. Self-awareness involves:

a. Relishing achievement for its own sake
b. Controlling or redirecting disruptive impulses and moods
c. Knowing one’s strengths, weakness, drives, values, andimpact on others
d. Understanding other people’s emotional makeup

43. Threat-reducing behavior implies actions on our part that intend to minimize or eliminate others perceptions
that we might negatively impact their;
a. Money, concerns or well-being
b. Goals, concerns, or satisfaction
c. Goals, concerns, or well-being
d. Money, concerns, or satisfaction

44. The path-goal theory suggested that:

a. Management styles can be placed on the grid coordinates along two axes of leader’s
concern fortask and people.
b. Leaders should create conditions enabling subordinate success
c. Leadership was only ‘perception of the observer’
d. The characteristics of task, subordinate and organization can substitute or neutralize leadership.

45. Several theorists present motivation, perception and learning as interacting forces shaping;
a. Behaviors
b. Goals
c. Satisfaction
d. Personality

46. Opportunism refers to self-interested behavior understood as ‘taking advantage” of others or using other’s
weakness for one’s own benefit, especially in an;
a. Ambiguous, routine context
b. Clear, non-routine context
c. Ambiguous, non-routine context
d. Clear, routine context

47. Task structure as a situational variable could be measured as high if:

a. Formalauthoritytheleaderduetohisorherpositioninthe organization is high.
b. The leader is in-charge of all tasks
c. The task entrusted to the subordinate was definite, routine and specific, and could be predicted
d. Tasks are wellorganized

48. Planned organizational change is aimed at:

a. Solving problems without learning
b. Better alignment with the environment
c. Involving everyone in the organization
d. Changing organization structure

49. Personality refers to a wide range of;

a. Individual attributes
b. Individual perception
c. Individual expectations
d. Individual goals

50. Fielder’s situational leadership model suggests that when the situation is highly favorable or unfavorable, a
leader should use:
a. A low task oriented style
b. A high task-oriented style
c. A high people oriented style
d. A low people oriented style

51. is deeply connected to organizational culture

a. Anthropology
b. Sociology
c. Social Psychology
d. Psychology

52. Cohesiveness refers to the forces that bind members to each other and to their group, giving them a feeling
of;
a. Closeness
b. Groupness
c. Togetherness
d. Loneliness

53. Assertive skills refer to acting or communicating in ways that are realistic and polite, aimed at maintaining
respect for self as well as others and not being either;
a. Aggressive or calm
b. Aggressive or polite
c. Aggressive or subjective
d. Aggressive or submissive

54. According to Maslow, the higher needs are different because they do not arise out of;
a. Sufficiency and they are not cyclical
b. Deficiency and they are not cyclical
c. Sufficiency and they are cyclical
d. deficiency and they are cyclical
55. Dominant culture represents:
a. Thecorevalues of theorganization thosearevalidandessential to theorganization
b. That there is no congruence between the values of the top management and the employees of the organization
c. No statement of organizational value
d. Use of strategy of control and stability

56. Power culture draws from:

a. Defined jobs, rules and procedures
b. The power and influence of a central figure or a select few such that power radiates
from thepower-center like a web
c. Logic and rationality
d. Project oriented and adaptability

57. Cohesion increases member tendency to conform to the group norms, which can be harmful for;
a. Creativity and innovation
b. Cooperation and collaboration
c. Coordination and integration
d. Togetherness and groupness

58. One possible group process lossis attenuation blocking – members who are prevented from contributing
comments as they occur, forget or suppress them later in the meeting because they seem;
a. More original, relevant, or important
b. Less original, irrelevant, or important
c. More original, irrelevant, or important
d. Less original, relevant, or important

59. The word ‘trait’ or ‘predisposition’ indicates unique;

a. Individual attributes
b. Individual perceptions
c. Individual expectations
d. Individual characteristics
60. Intrinsic motivation is considered superior, more enduring source of motivation that has positive association with
important organizational outcomes such as;
a. Creativity, risk aversion and work quality
b. Technicality, risk taking ad work quality
c. Creativity, risk taking and work quality
d. Creativity, risk taking and work motivation

61. According to a study, leaders with personalized power orientation, want to accumulate power for personal
gain, and use it in;
a. Encouraging and manipulative manner
b. Fair and manipulative manner
c. Domineering and manipulativemanner
d. Encouraging and fairmanner

62. Role modeling is done by:

a. The senior, more experienced people
b. Bosses
c. Anyone
d. Department head

63. Decision making high uncertainty work environment enables;

a. Faster or more effective decision
b. Slower or more effective decision
c. Faster or less effective decision
d. Slower or less effective decision

64. Personality refers to a unique combination of an individual’s characteristics that remains stable over time,
influences the person’s
a. Behavior, and determines individual goals.
b. Perception, and determines individual styles
c. Behavior, and determines individual style
d. Perception, and determines individual goals

65. Expert Power is gained through specialized knowledge arising out of;
a. Informal education orobservation
 b. Formal education or work experience
c. Informal education or work experience
d. Formal education orobservation

66. The context of perception is provided by;

a. The type a occasion, timing and the customs

b. The type of occasion, person and the customs
c. The type of person, timing and the occasion
d. The type of person, timing and the customs.

67. Primary or unlearned needs are;

a. Psychological and similar in nature
b. Biological and similar in nature
c. Biological and cyclical innature
d. Psychological and cyclical in nature

68. An instrument/tool used to measure Carl Jung’s theory or individual differences

a. CSA
b. PANAS
c. FIRO-B
d. MBTI

69. Persistence helps us distinguish motivation from similar concepts such as;
a. Loyalty
b. Rewards
c. Job satisfaction
d. Commitment

70. As per Path Goal theory, is employees are inexperienced & working on ambiguous unstructured task, the
leadership style ……….
a. Participative oriented style
b. Supportive oriented style
c. Achievement style
d. Directive oriented style
71. The western perspective of organizations would suggest that:
a. Membership is permanent
b. Membership is not permanent
c. Membership is contractual
d. Membership is not contractual

72. The process by which individuals try to control the impressions others have of them
a. Influence management
b. Personal management
c. Expert management
d. Impression management

73. People with low EI are more likely to be cause of conflicts.

a. Inadequate information
b. Depends on context
c. Incorrect
d. Correct

74. The social context of work plays are important role;

a. Neither in satisfying the need for connectedness and social effectiveness, nor also managing the thresholds for
social need
b. Only in satisfying the need for connectedness and social effectiveness, not in managing the thresholds for
socialneeds
c. In satisfying the need for connectedness and social effectiveness, or in managing the thresholds for
socialneeds.
d. Not only in satisfying the need for connectedness and social effectiveness, but also in
managing the thresholds for social need.

75. The leadership grid theory was propounded by

a. Robert house & Feeder
b. Robert Black & Jane Mouton
c. Lewin & Lippitt
d. A Zaleznik & J Kotter

76. Territory is often demarcated by the;

a. Hierarchy, structure and informal authority
b. Hierarchy, system and informal authority
c. Hierarchy, system and formal authority
d. Hierarchy, structure and formal authority

77. The Indian managers are willing to put;

a. Capital and profit into thinking differently about how to manage people
b. Profit and resources into thinking differently about how to manage people
c. Capital and time into thinking differently about how to manage people
d. Timeandresourcesintothinkingdifferentlyabouthowto manage people

78. The acceptance of someone’s power can be significantly different across variables such as the subject’s;
a. Age, gender, culture, and personality
b. Age, gender, qualification, and personality
c. Age, qualification, culture, and personality
d. Qualification, gender, culture, and personality

79. Ina taskculture, influence is strongly based on power

a. Personal
b. Information
c. Expert
d. position

80. The process for transforming newcomers to effective members of the organization by making them
organization culture is
a. Social Acclimatisation
b. Organisational socialization
c. Organizational transformation process
d. Adaptation process

81. Attitude of an individual reflects and individual’s persistent tendency to think, feel and behave towards an
object in a particular involving;
a. Favor or disfavor
b. Likes or dislikes
c. Money or work
d. Satisfaction or dissatisfaction

82. Organization are also the social unit deliberately constructed and reconstructed to seek;
a. Ordinary goals
b. Planned goals
c. Unique goals
d. Specific goals

83. Powercanbeseenasafunctionofstructure, asonegains powerduetoone’sposition inthe organization,

which gives across to;
a. People, information and financial resources
b. People, information and physical resources
c. People, physical resources and financial resources
d. Physical resources, information and financial resources

84. Organizations citizenship behaviors (OCBs) are;

a. Pro-social,non-voluntary anddiscretionarybehaviors
b. Pro-social, voluntary and non-discretionary behaviors
c. Pro-social, voluntary and discretionary behaviors
d. anti-social, voluntary and discretionary behaviors

85. The fact is that about two-thirds of the companies surveyed

a. Do no planning or important workforce issues as employee selection
b. Do no planning or important workforce issues such as employee development or even retrenchment
c. Do no planning of important workforce issues such as employee recruitment
d. Do planning or important workforce issues such as employee
development or even retrenchment

86. Experience and satisfaction or secondary needs requires;

a. Absence and conflicts with others
b. Presence of and interaction with others
c. Absence of and interaction with others
d. Presence of and conflicts with others
87. Organisation with strong cultures have:
a. Stagnant performance
b. High risk and high returns
c. Uniformity in instruction
d. Less volatile cashflow

88. American culture believes in

a. Collectivism
b. High power distance
c. Femininist
d. Individualism

89. The expression “reality-distortion” was coined by employees of to describe

charisma of otherleader
a. Apple
b. Starbucks Coffee
c. GM Motors
d. IBM

90. An empathic leader can :

a. Defend self if others don’t see his point
b. Gives thoughtless criticism
c. Have discrepancy between one’s true feelings and words
d. Identify, retain and develop talent of people

91. In an MBA class, Indian students were horrified (surprised) when American students challenged the professor
on a subject topic. This
a. Differences in culture
b. Difference inpersonalities
c. Differencevalues&Ethics
d. Difference in Perceptions

92. Which of the following is NOT one of the levels, written Maslow’s theory of motivation?
a. Self-actualization needs
b. Society needs
 c. Esteem needs
d. Physiological needs

93. The three levels of organizational culture are

a. Artifacts, values, basicassumptions
b. Basic assumptions, symbols,values
c. Values, artifacts, ceremonies & rites
d. Artifacts, values, awareness

94. Use of power requires minimum two parties –:

a. An actor or agent, and an influence
b. An action, and a subject
c. An influence, and a subject
d. An actor or agent, and a subject

95. How many types of organizational culture are known as per Handy )1993)
a. Multiple
b. Four
c. Two
d. Three

96. As per LMX theory of leadership, the out-group employees

A. Managed by rules and polices
B. Outside the circle of leader
C. Get fewer rewards
D. All are correct

97. Globalization means that

a. World is borderless
b. Operate in severalcountries
c. Outside national boarders
d. All the above
98. Socialized powerorientation isfound to result into accumulationofpower into thehandsofone person for;
a. Larger community benefit
b. Larger group benefit
c. Larger individual benefit
d. Larger social benefit

99. When someone exercises the qualitative aspects of a skill such as;
a. Effectiveness or appropriateness, we judge that person as competitor.
b. Effectiveness orappropriateness, wejudgethatperson as competent.
c. Ineffectiveness or inappropriateness, we judge that person as competent.
d. Ineffectiveness or inappropriateness, we judge that person as competitor.

100. Three basic needs are important for individualization:

a. The need for competenceand the need for autonomy, and the need for relatedness.
b. The need for money and the need for autonomy and the need for relatedness.
c. The need for competence and the need for money and the need for relatedness.
d. The need for competence and the need for autonomy and the need relatedness.

101. Non-contingent rewards induce employees to develop

a. Personalizedrelationshipwith powerfulpeoplewithinthe organization
b. Non-personalized relationship with powerful people within the organization
c. Personalized relationship with non-powerful people within the organization
d. Non-personalized relationship with non-powerful people within the organization

102. A company organizes afamily annualday for its employees, it can be considered as
a. A rite of integration
b. A rite of renewal
c. A rite ofsuccess
d. A rite of enhancement

103. Group working also involves difficulties or limitation and so on;

 a. Faster decision-making, cooperation, less than full participation and so on.
b. Slowed decision-making, cooperation, less than full participation and so on.
c. Slowed decision-making, conflicts, less than full participation and so on.
d. Slowed decision-making, conflicts, more than full participation and so on.

104. Needs are important for optimal human development and integrity because prolonged derivation of
important needs may lead to;
a. Positive results and simple problems
b. Positive results andserious problems
c. negative results and simple problems
d. Negative results and serious problems

105. The term skill in the behavioural science is defined as;

a. Intentionally repeatable, goaldirectedbehaviours andbehavioursequences.
b. Unintentionally repetable, goal directed behaviours sequences
c. Intentionally no repeatable, goal directed behaviours and behavior sequences
d. Unintentionally no repeatable, goal directed behaviours sequences.

106. Reward power includes;

a. allocation of resources, Job Title or designation, performance evaluation, approvals, giving of higher salary,
incentives, bonus or even better work.
b. Job Title or designation, selection, performance evaluation, approvals, giving of higher salary, incentives,
bonus or even better work.
c. allocation of resources, selection, Job Title and designation, approvals, giving of higher salary, incentives,
bonus or even better work.
d. allocation ofresources, selection, performance evaluation, approvals, giving ofhigher salary,
incentives, bonus or even better work.

107. Cultures helps:

a. Employees in making sense out of complex, confusing dynamics around them within and outside
organizations.
b. Develop the individual perceptions about various features of work environment
c. Control how employees perceive and feel about a number of isues
d. All of theabove
 108. Power comes to individuals from two major bases:
a. Position power ad coercive power
b. Position power and personal power
c. Personal power and coercive power
d. Personal power and reward power

109. According to Maslow, the higher needs are different because they do not arise out of;
a. Sufficiency and they are not cyclical
b. Deficiency and they are not cyclical
c. Sufficiency and they are cyclical
d. Deficiency and they are cyclical

110. The first double-bind causing:

a. Strong work motivation and performance
b. Strong work motivation and commitment
c. Weak work motivation and performance
d. Weak work motivation and commitment

111. Leaders who have socialized power orientation;

a. Empower their subordinates, shareinformation, anddelegate authority
b. Keep control on subordinates, share information, and delegate authority
c. Empower their subordinates, donfat share information and keep control on subordinates
d. Empower their subordinates, share information and keep control on subordinates

112. Richerperspective, diverse cognitive resourcesandgeneralproblem solving capacity can be

gained out of members;
a. homogeneity in the group
b. conflicts in the group
c. cooperation in the group
d. diversity in thegroup.

113. Norm stage is when eventually dialogue emerges amid disagreement about roles and activities
leading to;
a. cooperation and collaboration
b. conflict and collaboration
 c. cooperation and confrontation
d. conflict and confrontation

114. The major contentions against the drive theory are that its assumptions take;
a. a mechanistic view of humans
b. a socialist view of humans
c. a capitalist view of humans
d. a liberal view of humans

115. Self-awareness involves:

a. Relishing achievement for its own sake
b. Controlling or redirecting disruptive impulses and models
c. Knowing one’s strengths, weaknesses, drivers, values, andimpactonothers
d. Understanding other people’s emotional makeup

116. While the modern, fast, high-tech modes of communication increase the freedom and speed, but
they also have very different implications for the;
a. interpersonal processes of interaction, problem solving and the bonding between members of the same
group.
b. interpersonal processes of communication, problem solving and the bonding between
members of the same group.
c. interpersonal processes of communication, problem solving and the bonding between members of the
different group.
d. In the interpersonal processes of interaction, problem solving and the bonding between members of the
different group.

117. The situational focus by Hersey and Blanchard highlighted that.

a. In order to be effective, a leader should adopt leadership style depending upon
subordinate maturity
b. Management styles can be placed on the grid coordinates along two axes of leader’s concern for task
and people
c. It is easier to select leader for situation that demands leader’s preferred style
d. Leadership is a perception

118. Personality refers to a wide range of.

a. Individual attributes
b. Individual perception
c. Individual expectations
d. Individual goals

119. The enduring nature and consistency of personality characteristics lead to.
a. Unpredictable patterns of behavior in similar ways across situations and settings
b. Predictable patterns of behavior in similar ways across situations and settings
c. Predictable patterns of behavior in different ways across situations and settings
d. Unpredictable patterns of behavior in different ways across situations and settings

120. It is believed that the levels of our emotional, psychological and physical well-being go as high as allowed by the
levels of our,
a. Interpersonal skills
b. Communication skills
c. Management skills
d. Learning skills

S. No. Question Answer

1 Which of the following statements is most correct? Persons with an internal locus of
control make more ethical decisions
than others.

2 When an employee remains with a firm because he or she faces significant exit Continuance Commitment
barriers, this can be characterized as:

3 Which of the following would not be considered a weakness of expectancy theory? The values for each construct have
been relatively stable over time.

4 Susan was reflecting on Jim's behavior in her recent meeting with Jim regarding his Jim is a high self-monitor
performance review. Normally Jim is outgoing, sure of himself, and Susan would
consider him high on indicators of CSE. Jim however, was rather subdued and quiet
during the review. Jim's behavior could best be explained as a result of

5 The JDI measures: Job Satisfaction

6 People may engage in immoral acts or even violent behavior as committed There is a loss of individuality
members of their group when:

7 Which of the following is considered a key benefit of diversity? Flexibility and adaptation

8 An ethical theory that emphasizes the nature and characteristics of an act is: rule-based

9 Research focusing on the variety of roles within a society or culture highlights which Sociology
disciplines contribution to organizational behavior?
10 The first discipline to take the modern corporation as the unit of analysis and Management
emphasize the design, implementation, and coordination of various administrative
and organization systems was:

11 According to the MBTI a successful top executive is likely to be a/an: extrovert, sensor, thinker and judger

12 Values reflected in the way individuals actually behave are called: enacted values

13 Individuals who make external attributions will be more likely to: develop feelings of incompetence
which may lead to depression

14 The belief that performance is connected to rewards is known as: Instrumentality

15 Equity theory is a/an: Process approach to motivation

16 When you encounter a warm and personable car salesperson and don’t assume Discounting principle
that this behavior reflects the salesperson’s personality, you are using which
principle in social perception?

17 At what stage of group development is the leader’s role primarily one of Performing
recognition of the group’s achievements?

18 According to Edgar Schein, the essence of culture is: Assumptions

19 The primacy effect is also known as: First-impression error

20 Which of the following personality types would most likely display the most Low self-monitor
consistent behavior "across situations"?

21 is the term for creatively applying new technology. Reinvention

22 The dynamic process through which the emotions are transferred from one person emotional contagion
to another is called

23 Corporations and business enterprises tend to subscribe to: consequential ethics

24 Which of the following conditions would LEAST encourage political activity? Abundant resources

25 When employees view managers as being overpaid, workers may: reduce their commitment

26 The establishment of new attitudes, values, and behaviors as the new status quo is Refreezing
consistent with what stage in Lewin's change model?

27 As a manager that understands the implications of self-esteem on work behavior, give them appropriate challenges
you should: and opportunities for success

28 Some experts believe that only indivichuals within a team can be creative, but a Conformity
professor at Northwestern University suggests that team creativity can be achieved.
Which of the following practices would NOT enhance team creativity?

29 Assume you are a senior accounting major. A friend who is taking a Principles of Expert
Accounting course seeks you out for tutorial assistance. This is an example of
power

30 Instrumental values includes All of these

31 The two sets of social benefits available to team or group members includes: The two sets of social benefits
available to team or group members
includes:

32 Denise and Teresa are two students in a course on organizational behavior. Denise Teresa’s high self-esteem is
outperforms Teresa on the first exam in OB, and Teresa convinces herself that protecting her from this
Denise is not really a good person to compare herself to because Denise is a unfavourable comparison.
 psychology major and Teresa is majoring in accounting. Which of the following is
the best explanation for Teresa’s reaction?

33 An effective team exhibits: Shared Leadership

34 According to the Jungian approach to personality, the basic preference that reflects sensing/intuiting
what we pay attention to or how we prefer to gather information is:

35 The fit perspective is useful in explaining: short-term performance

36 The belief that performance is connected to rewards is known as: instrumentality

37 Modern management practices such as employee management recognition external incentives

programs, flexible benefit packages, and stock ownership plans emphasize:

38 A "wild turkey in the top management team is: a devil's advocate who challenges
the thinking of the CEO and other
top executives

39 A problem with the behavioral measure for personality would be the observer’s ability to stay focused

40 The study of individual behavior and group dynamics in organizational settings organizational behavior
describes the content of study in:

41 If you use calculated involvements as a basis for understanding a person's Social exchange
relationship with a work organization, which of the following would be the best
framework?

42 Individuals who make external attributions will be more likely to: develop feelings of incompetence
which may lead to depression

43 In research on styles of conflict management, the _ style was least effective. Avoiding

44 Job satisfaction and employee performance are likely to be positively related when: rewards are valued by employees
and are tied directly to performance

45 According to the strategic contingency perspective, which one of the following Amount of formal authority given
factors is NOT a primary factor used to explain differences in power between departments
departments?

46 Attributional biases implies that managers must: know as much as possible about
individual differences and determine
the cause of behavior and perceived
source of responsibility

47 The importance and value placed on a reward in expectancy theory is known as: Valence

48 Increasing workforce diversity is likely to reduce as a barrier to social stereotyping

perception.

49 A technique that is valuable in its ability to generate a number of independent the Delphi technique
judgements without the requirement of a face-to-face meeting is:

50 The theories of leadership concerned with identifying the specific leader behaviors Contingency theories
that are most effective in specific leadership situations would be:

51 As a supervisor of a group of employees, all of whom have an internal locus of allow them considerable leeway in
control, you should determining how to perform their
work.
52 Authentic leaders are characterized by all of the following EXCEPT: benevolence
53 Escape from conflict by daydreaming is known as: Fantasy

54 A defense mechanism in which an individual continues dysfunctional behavior that Fixation

will clearly not solve a conflict is known as:

55 An example of an internal force for change is: an increased grievance rate

56 Attribution theory helps to of behavior in organizations. explain causes

57 Self-managed teams are sometimes called autonomous work groups

58 A deterioration of mental efficiency, reality testing, and moral judgement resulting groupthink
from in-group pressures defines:

59 A key understanding to the relationship between hygiene and motivation factors is: they are independent

60 In the case of repeated failure under expectancy theory, an employee may, reduce effort

61 Emotional Intelligence (ET) relates to the ability to manage conceptual skills

62 The development of group cohesiveness is negatively influenced by: Internal competition

63 A method for countering social loafing includes: formal evaluation of member

contributions

64 When two departments are in conflict but are also facing a common threat, the collaborating
style of conflict management is most appropriate.

65 If a manager asks an employee to purchase a gift for his wife, the employee would Falls outside his zone of indifference
think this request.

66 The close linkage of to performance under expectancy theory is crucial for valence
enhancing motivation.

67 The basic idea behind leader-member exchange theory is: leaders form two groups of followers
(in-groups and out-groups)

68 A manager who is considered Machiavellian would rely on what type of power? Personal

69 Under equity theory, people are motivated when they are in equilibrium with
perceptions of inputs and outcomes

70 The motivation theory that holds that employee motivation is determined by the expectancy theory
belief that a valued outcome will result from effort is called

71 An example of a rite of enhancement is a/an: employee of the month award

72 Upper echelon theory argues that: characteristics of the top

management team can predict
organizational characteristics

73 The webikestrutures that contract some or all of their operating functions to other Networked Organisation
organisations and then coordinate their activities through managers and other
employees at their headquarters are called

74 Persons who have a strong desire to control others are high in: need for power

75 Projection occurs most often when you: surround yourself with others similar
to you

76 All of the following would be consistent with new ideas in motivation except individuals need to be activated by
unmet needs

77 Which trait is associated with less absenteeism at work? Positive effect

78 The western perspective of organisations would suggest membership is contractual

79 It is believed that the levels of our emotional, psychological and physical well being interpersonal skills
go as high as allowed by the levels of our:

80 One of the major challenges any CEO or senior level executive faces is Almost never- finding and keeping
efficient people

81 Whch of the following is not a "Big 5"trait openness to experience

82 The discounting principle in social perception is a characteristic of

83 An instrument/tool used to measure Carl Jung's theory of individual differences MBTI

84 The first meaning of personality refers to the way an individual is perceived by Private and verifiable
others - personality from observer's perspective

85 Primary or unlearned needs are biological and cyclical in nature

86 Mrsharma called the company for resolution of his complaint, his call was Communication barrier
tranferred to

87 Which of the following is not a dimesion of political skills interpersonal influence

88 The expression "reality-distortion"was coined by the employees of Apple

t
odescribe charisma of their leader
89 Personality refers to a wide range of Individual attributes

90 People with low EI are more likely to be cause of conflits Inadequate information

91 In a task culture, influence is strongly based on power Expert

92 It is now established that theses patterns of perceptions and judging the cause of Psychologically shaped
an event

93 The work/home conflict i.e where the role as worker clashed with the role of Intra personal conflict
spouse/parent is an example of

94 Non-contigent rewards induce employees to develop Personalized relationship with

powerful people

95 When systems undergo transitions, it creates Uncertinity and confusion

96 Presenting to share inforomation can be crucial for Problem solving and cooperation

97 As per Kotter, leadership process involves setting a direction for the

organization

98 Territory is often demarched by the Hierarchy, system and formal

authority

99 Fiedler's theory states that leader's effectiveness is based on The favourableness of their situation

100 Mr Kulkarni got promotion last year and has been posted as Foreman ina All the above
production shop…..(Supervisors were facing problem of )

101 The basic skills practiced by interpersonally competent people include Listening, questioning, and
presenting, facilitating others,
asserting self, negotiating and group
working

102 In an MBA class, Indian student wee horrified (surprised) when American students Differences in culture
challenged the professor on a subject topic: the conflict occurs due to
103 A high LPC score suggests that the leader has Human relation orientation

104 On eof the most frequently quoted definition descrive work motivation as a set of Both within and beyond an
energetic forces individual's being

105 Self awarenessinvloves Knowing one's strength, weakness,

drives, values and impact on others

106 As per Hofstede, the differences in work related attitudes is strongly due to Culture

107 The companies are often trapped in transition between these two paradigms While they ask their people to be
because committed to work, at the very top
of organization, executives still talk
about loyalty

108 The leadership trait theory focuses on Leader personality characteristics

109 Personal enactment by top managers in an organization is an example of of Artifacts

culture

110 Level 2 leader contributes individual capabilities To the achievement of group

objectives

111 Instinctive motivation is considered superior, more enduring source of motivation creativity, risk taking and work
that has postive association with iportant organizational outcomes such as quality

112 Consequential theory of ethics states That the consequences are based on
characters of the act

113 Mr Kulkarni got promotion last year and has been posted as Foreman ina Workers posses Theory X personality
production shop…..(Kulkarni had assumed that)

114 Mr Kulkarni got promotion last year and has been posted as Foreman ina Unfreezing
production shop…..(The prominent error Kulkarni made in making the changes was)

115 The situational focus by Hersey and Blanchard highlighted that In order to be effective, a learder
should

116 Organizational socialization can be understood as an attempt to Manage the newcomer's dezire for
an identity

117 Anita is a manager at County Roads pic. She encourages employee participation, An autocratic leader
and delegates as much authority as she can to her subordinates. She is a good
example of

118 Mr Kulkarni got promotion last year and has been posted as Foreman ina Perception
production shop…..(The problem shown in the case of)

119 The least preferred cowrker of LPC scale requires a leader to describe the one Worked the least well with
person with whom he or she

120 A company organizes a family annual day for its employees, it can be considered as A rite of success

121 Attitude such as satisfaction, commitment and citizenship behaviour can influence performance and organizational
effectiveness significantly

122 Role modelling is done by The senior, more experienced people

123 The process of transforming newcomers to effective members of the organization Organizaltional socialization
by making them organizational culture is

124 How people address each other in an organization refers to the practive of Rituals
125 If the power network is high versus middle versus low, the it results into Role conflict

126 There are three elements of The target, the object and the
context of perception

127 The early studies at Ohio state and Michigan universities brought in a shift in focus
from skills and traits to leaders behaviour classified as

128 The social context of work plays an important role, Not only in satisfying the need for
correctness

129 As per transactional leadership theory, the leader relies on Rewards and punishment

130 According to Maslow, the higher need are different because they do not arise out deficiency, and they are not cyclical
of

131 Experience and satisfaction of secondary needs requires presence of and interaction with
others

132 There are four components of commitment Affective, involvement, contunuance

and normative

133 When an individual is able to perceive multiple characteristics of another person Congnitive complexity
rather than attend to just afew traits is a function of

134 An empathic leader can Identify, retain, and develop talent of

people

135 Secondary or learned needs are developed because of our interaction with others social group
in our

136 Organizational Citizenship Behaviours (OCBs) are Pro-social, voluntary, and

discretionary behaviours

137 Which of the following organizational conditions do not encourage political activity Autocratic decision making

138 Planned organizational change is aimed at Chnaging organizational structure

139 Organizations that are considering opening Ohio should focus on Understanding cultural (customs)
differences

140 Leader-member relationship is favourable to the extent to which The employees accept the leader

141 When the powerful people reinforce it by preferring personal status and adoption Work commitment
of personalized leadership style, job involvement and organizational commitment
weaken, leading to poor

142 When an employee shouts at an employee after an heated argument with a Displacement
customer, it is an example of what kind of defence mechanism

143 As per fiedler's theory if a leader-member relations are good, the task is LPC will be situational
unstructured and position power is weak, then it would lead to

144 The context of perception will be provided by The type of occasion, timing and the
customs

145 Autonomy as a part of the job design is measured by verifying if the emmployee Accountable and responsible

146 One of the following is not one of the variables in the management process model: Management style
147 When power is so legitimated, it denotes; Authority
148 Level-2 leader contributes individual capabilities Highly capable individual who plays
an important role through his/her
own talent

149 The term ‘skill’ in the behavioral science is defined as; Intentionally repeatable, goal
directed behaviors and behavior
sequences.

150 Position power is obtained by a combination of one’s; Job title or designation, job
description and prescribed
responsibilities

151 The belief behind coercive power is similar to the life position: I am OK, you are not OK

152 Individuals join groups because through the group membership, they can satisfy Safety, belongingness, and esteem
their needs for; needs

153 An employee oriented supervisor’s behavior conveys his belief that: The “human relations” are an
important aspects of the job

154 Familial collectivism, high power distance and deep rooted traditionalism promote External locus of control and
perceptions of causality

155 How people address each other in an organization refers to the practice of Rituals

156 Team leadership marks: All of the above

157 The storm stage is characterized by interaction amid; The lack of clarity, confrontation and
conflict

158 Presenting to share information can be crucial for; Problem solving and collaboration

159 Informal groups are spontaneously created when the group members are; Located within close distance with
each other, and interact more

160 A cohort is a group of people who share; A different background and have a
different perspective on things.

161 Innovativeness as one dimension of the Organizational Culture indicates whether Being innovative, open to new
high or low value attend attached to: opportunities, risk taking

162 Employees and groups can achieve higher levels of productivity, quality, and team Delegation of more task-related
member satisfaction through; decision to the team

163 Personality is understood as a dynamic organization within the individual of those His unique adjustment to his
psychological systems that determine; environment

164 The first meaning of personality refers to the way an individual is perceived by Public and verifiable
otherspersonality from the observer’s perspective,

165 Organizational socialization can be understood as an attempt to: Manage the newcomer’s desire for
an identity by defining the
organization

166 Greater cohesion in a group can also; Discourage external contact and
influence vital to the high-
performing teams

167 Power is known as a: Capacity to influence another person

or a group to accept one’s ideas or
plans
168 The transactional focus on leadership suggested that: Leaders changing deep structures,
major processes, culture of
organization

169 A high LPC score suggested that the leader has a: Human relations orientation

170 TO be effective culture tools, stories must be Credible

171 The second meaning of personality refers to the Structures, dynamics, processes, and
propensities

172 Interpersonally competent people comfortably and naturally use the skills Performance, growth, solidarity
necessary to get component; among colleagues

173 As per Hersey and Blanchard, the leader’s task behavior reflects: The extent to which the leader
engages in specifying subordinate
duties and responsibilities.

174 Individualism and Low Power distance promote perceptions of; Internal locus of control and
causality.

175 Use of coercive power might create; Anger, resentment and even relation

176 The trait theories highlighted that: The leader brings personal skills and
traits to everything he does

177 Sometimes the norm for group consensus overrides motivation to realistically groupthink
appraise alternative courses of action. This is called;

178 The factors such as the salary, good work conditions, etc. Which Herzberg called; Context or hygiene or maintenance
factors

179 In management literature generally the term “Interpersonal” refers to relationship Bosses, leaders, subordinates, peers,
and interactions with; suppliers and customers

180 The acronym ERG stands for Existence, Relatedness and Growth

181 Herzberg proposed that the job content, element of challenge in the job, amount of Work motivation
responsibility it involved and so on, provided

182 A Clan-type culture is characterized by; The relationships structured by the

hierarchy, mutual interests and a
share fate

183 P-I motive relates with the need for; Pioneering-Innovating

184 Threat-reducing behavior implies actions on our part that intend to minimize or Goals, concerns, or well-being
eliminate others perceptions that we might negatively impact their;

185 The path-goal theory suggested that: Management styles can be placed on
the grid coordinates along two axes
of leader’s concern for task and
people.

186 Several theorists present motivation, perception and learning as interacting forces Personality
shaping;

187 Opportunism refers to self-interested behavior understood as ‘taking advantage” of using other’s weakness for one’s
others or using other’s weakness for one’s own benefit, especially in an; own benefit, especially in an;
188 Task structure as a situational variable could be measured as high if: Formal authority the leader due to
his or her position in the
organization is high.

189 Planned organizational change is aimed at: Changing organization structure

190 Fielder’s situational leadership model suggests that when the situation is highly a high task-oriented style
favorable or unfavorable, a leader should use:

191 is deeply connected to organizational culture Anthropology

192 Cohesiveness refers to the forces that bind members to each other and to their Groupness
group, giving them a feeling of;

193 Assertive skills refer to acting or communicating in ways that are realistic and Aggressive or submissive
polite, aimed at maintaining respect for self as well as others and not being either;

194 Dominant culture represents The core values of the organization

those are valid and essential to the
organization

195 Power culture draws from: The power and influence of a central
figure or a select few such that
power radiates from the power-
center like a web

196 Cohesion increases member tendency to conform to the group norms, which can Creativity and innovation
be harmful for;

197 One possible group process loss is attenuation blocking – members who are Less original, relevant, or important
prevented from contributing comments as they occur, forget or suppress them
later in the meeting because they seem;

198 The word ‘trait’ or ‘predisposition’ indicates unique; Individual attributes

199 Intrinsic motivation is considered superior, more enduring source of motivation Creativity, risk taking and work
that has positive association with important organizational outcomes such as; quality

200 According to a study, leaders with personalized power orientation, want to Encouraging and manipulative
accumulate power for personal gain, and use it in; manner

201 Decision making high uncertainty work environment enables; Faster or more effective decision

202 Personality refers to a unique combination of an individual’s characteristics that Behavior, and determines individual
remains stable over time, influences the person’s style

203 Expert Power is gained through specialized knowledge arising out of; Formal education or work
experience

204 The context of perception is provided by; The type a occasion, timing and the
customs

205 Primary or unlearned needs are Biological and cyclical in nature

206 Persistence helps us distinguish motivation from similar concepts such as Job satisfaction

207 As per Path Goal theory, is employees are inexperienced & working on ambiguous Directive oriented style
unstructured task, the leadership style

208 The process by which individuals try to control the impressions others have of them Impression management

209 The social context of work plays are important role Not only in satisfying the need for
connectedness
210 The leadership grid theory was propounded by Robert Black & Jane Mouton

211 The Indian managers are willing to put Time and resources into thinking
differently about how to manage
people

212 The acceptance of someone’s power can be significantly different across variables Age, gender, culture, and personality
such as the subject's

213 Attitude of an individual reflects and individual’s persistent tendency to think, feel Favor or disfavor
and behave towards an object in a particular involving

214 Organization are also the social unit deliberately constructed and reconstructed to Specific goals
seek

215 Power can be seen as a function of structure, as one gains power due to one’s People, information and financial
position in the organization, which gives across to resources

216 The fact is that about two-thirds of the companies surveyed Do planning or important workforce
issues

217 Experience and satisfaction or secondary needs requires; Presence of and interaction with
others

218 Organisation with strong cultures have Uniformity in instruction

219 American culture believes in Individualism

220 Which of the following is NOT one of the levels, written Maslow’s theory of Society needs
motivation?

221 The three levels of organizational culture are Artifacts, values, basic assumptions

222 Use of power requires minimum two parties An actor or agent, and a subject

223 How many types of organizational culture are known as per Handy )1993 Four

224 As per LMX theory of leadership, the out-group employees All are correct

225 Globalization means that All the above

226 Socialized power orientation is found to result into accumulation of power into the Larger social benefit
hands of one person for

227 When someone exercises the qualitative aspects of a skill such as; Effectiveness or appropriateness, we
judge that person as competent

228 Three basic needs are important for individualization The need for competence and the
need for autonomy, and the need for
relatedness.

229 Non-contingent rewards induce employees to develop Personalized relationship with

powerful people within the
organization

230 Group working also involves difficulties or limitation and so on; Slowed decision-making, conflicts,
less than full participation and so on.

231 Needs are important for optimal human development and integrity because Positive results and simple problems
prolonged
derivation of important needs may lead to
232 The term skill in the behavioural science is defined as Intentionally repeatable, goal
directed behaviours and behaviour
sequences.

233 Reward power includes allocation of resources, selection,

performance evaluation, approvals,
giving of higher salary, incentives,
bonus or even better work

234 Cultures helps All the above

235 Power comes to individuals from two major bases Position power and personal power

236 The first double-bind causing Strong work motivation and

commitment

237 Leaders who have socialized power orientation Empower their subordinates, share
information, and delegate authority

238 Richer perspective, diverse cognitive resources and general problem solving diversity in the group
capacity can be gained out of members

239 Norm stage is when eventually dialogue emerges amid disagreement about roles cooperation and collaboration
and activities leading to

240 The major contentions against the drive theory are that its assumptions take a mechanistic view of humans

241 While the modern, fast, high-tech modes of communication increase the freedom interpersonal processes of
and speed, but they also have very different implications for the communication, problem solving and
the bonding between members of
the same group

242 The situational focus by Hersey and Blanchard highlighted that In order to be effective, a leader
should adopt leadership style
depending upon subordinate
maturity

243 The enduring nature and consistency of personality characteristics lead to. Predictable patterns of behavior in
similar ways across situations and
settings

244 The description of an organization as more like a snake pit, with daily conflict, Individual level
distress, and struggle, would come from which level within the organization?

245 The description of an organization as clockworks, in which human behavior is Organizational level
logical and rational, would come from which level within the organization?

246 The study of organizational behavior is concerned with: Psychosocial, interpersonal, and
group dynamics in organizations

247 An internal perspective of human behavior tends to explain a person's actions in Personal value system
terms of:

248 The science of human behavior and individual differences is: Psychology

249 When Black & Decker placed a special emphasis on human productivity and Engineering
efficiency through the application of organizational goal setting and differential
piece rate systems, they were borrowing ideas from the discipline of:
250 Culture and the study of learned behavior comprise the domain of: Anthropology
251 The recent growth of corporate wellness programs is an example of a contribution Medicine
from which discipline?

252 Which of the following is not an internal component of a work organization? Product market

253 In an open system the transformation or conversion of inputs to outputs is Technology

accomplished with:

254 An organization's suppliers, customers, and federal regulators is called the: Task environment

255 The human, informational, material, and financial resources of an organization Inputs
system would be considered:

256 The Hawthorne Studies uncovered the importance of: The informal organization

257 The beliefs and assumptions about people, work, and the organization best reflects Informal organization
the:

258 Which of the following is NOT one of the major challenges that managers must deal anticipating changes in foreign
with in order to remain competitive? currency valuations

259 Globalization implies all of the following except: an organization's nationality is held
strongly in consciousness

260 A transnational organization is one where: the global viewpoint supersedes

national issues

261 Given the increasing attractiveness of U.S. business ventures in China, a major the use of personal connections to
challenge for Western managers will be understanding the Chinese practice of conduct business
guanxi, which is:

262 The work of Hofstede is important because his studies revealed that more culture
differences in work-related attitudes can be explained by:

263 Hofstede's cross-cultural research found that Japanese managers valued: group decisions

264 Hofstede's work casts doubt on the: the universal applicability of U.S.
management theories

265 An expatriate manager is one who: works in a country other than his or
her home country

266 Which of the following was NOT recommended as a technique for increasing the role analysis technique (RAT)
sensitivity of differences between people from various cultures?

267 Attention to diversity has particularly increased in recent years because of: the changing demographics of the
working population

268 The globalization of business and changing demographic trends will present prejudices and stereotypes will
organizations with a tremendously culturally diverse workforce which represents prevent managers and employees
the risk that: from developing a synergy that can
benefit the organizations

269 Emphasizing the use of inclusive language such as "partner" instead of "spouse" sexual orientation
would be directed at what type of diversity?

270 The major difference between prejudice and discrimination is: prejudice refers to an attitude and
discrimination refers to behavior

271 Assume you are the manager of a department with a diverse work group, but white Indicate that discriminatory and
males comprise the largest subgroup. Many of the white males resent having to other inappropriate behavior will not
work along side of female and minority employees who have less seniority and be tolerated and initiate a series of
work experience but are paid the same. Several conflicts and incidents have taken meetings to address the problems
 place between the white males and others that have disrupted the workplace. and encourage open and frank
Which of the following approaches would be more appropriate and effective in discussion of the issues.
dealing with this situation?

272 According to the proponents of interactional psychology, all of the following are behavior is a function of heredity
correct except: and physical stature

273 The basis for understanding individual differences stems from: Lewin's contention that behavior is a
function of the person and the
environment

274 The way in which factors such as skills, abilities, personalities, perceptions, individual differences
attitudes, values, and ethics differ from one individual to another is referred to as:

275 All of the following are examples of individual differences except: Norming

276 What is considered the single best predictor or work performance across many GMA
occupations studied both here in the United States and across different cultures?

277 A relatively stable set of characteristics that influence an individual's behavior personality
defines:

278 Personality is shaped by: heredity and environment

279 The traits associated with high-performing employees are: conscientiousness and emotional
stability

280 Which of the following is not considered one of the "Big Five" personality traits? heredity

281 The approach to the study of personality that focuses on both person (dispositions) the integrative approach
and situational variables as combined predictors of behavior is known as:

282 Which of the following statements regarding internals and externals is False Internals and externals have
distinctly different reactions to being
promoted with internals having
higher organizational commitment
than externals.

283 Which of the following is NOT a component of CSE. General Mental Ability

284 An individual's generalized belief about internal control versus external control is locus of control
called:

285 Which type of situation is interpreted the same way by different individuals, strong situation
evoking

286 Individuals possessing an internal locus of control: prefer participative management

styles

287 Individuals possessing a Type A personality: may become aggressive, even

somewhat hostile when faced with
conflict and other work-related
difficulties

288 Assume you are a supervisor of ten employees, one of whom is clearly a Type A Assist the employee through
personality. Which of the following approaches would you follow to effectively encouraging time management
manage this employee? applications and convincing the
person to pace him or herself.

289 All of the following are characteristics of the target of one's perceptions, except: purpose and context of encounter or
interaction
290 The process of interpreting information about another person is: social perception

291 The three major categories of factors that influence one's perception of another characteristics of the perceiver, the
person include: target, and the situation

292 Which of the following is NOT an important characteristic of the perceiver that can emotional stability
affect social perception?

293 The ability of an individual to perceive multiple characteristics of another person cognitive complexity
rather than attend to just a few traits is a function of their:

294 All of the following are characteristics of the target that influence social perception cognitive complexity
except:

295 In which of the following situations are situational cues and social context most job interview
formalized?

296 The discounting principle is a characteristic of the: Situation

297 An employee who does not get along well with other employees but generates the selective perception
most sales is evaluated only on sales performance. This is an example of:

298 Suppose, for example, that a sales manager is evaluating the performance of his selective perception
employees. One employee does not get along well with colleagues and rarely

299 A supervisor's high expectations of a new employee and the subsequent high self-fulfilling prophecy
performance of that employee is known as:

300 In managing organizational behavior, the importance of attitudes: lies in their link to behavior

301 An individual's psychological tendency expressed by evaluating an entity with some an attitude
degree of favor or disfavor reflects:

302 All of the following are indications of affect except: he believes that young employees
are error prone

303 Asking an employee whether he or she would use a new computer software behavioral intent
package is an attempt to determine:

304 An individual does not have an attitude until he or she responds to an entity on a: cognitive, behavioral, and affective
basis

305 When one's attitudes and required job behavior conflict, may develop. cognitive dissonance

306 Attitudes are learned and two major influences include: direct experience and social learning

307 A major reason why attitudes derived from direct experience are so powerful is they are easily accessed and are
because: active in our cognitive processes

308 When one's attitudes and required job behavior conflict, may develop. cognitive dissonance

309 If a salesperson is required to sell a defective TV set but believes this act to be experience the discomfort of
unethical, he or she would: cognitive dissonance

310 Which of the following is not an important aspect or process of modeling? The model must not be aware of the
learner's presence.

311 In social learning, the family, peer group, religious organizations, and culture shape indirect manner
an individual's attitudes in a(n):

312 Assume you are a supervisor and you strongly endorse keeping an open line of attitude specificity
communication with your employees, you always keep your office door open and
 you instruct your secretary to not screen phone calls from employees. These
conditions include:

313 Which of the following is NOT one of the five things the attitude-behavior the experimental model used to test
correspondence depends upon? the relationship

314 If an individual from a country holds a negative attitude towards women in of social constraints
management because of a cultural belief system, but does not reflect behavior
consistent with that attitude in a group, the link between the attitude-behavior is
probably weak because:

315 An enduring belief that a particular behavior or end state of existence is preferred value
is known as a/an:

316 All of the following are considered terminal values except: self-control

317 Which of the following is not an instrumental value? self-respect

318 The goals to be achieved, or the end states of existence, are called: terminal values

319 Recent research found four values exerted the most influence on job choice Pay
decisions. Which of the following was not one of those values?

320 Which of the following work values is LEAST relevant to individuals? Professionalism

321 What type of work culture would you most likely find in Iran? collectivist culture

322 Assume you own and operate a small printing and specialty advertising business self-actualization needs
that employs 25 persons. With increased health care costs and related insurance
premiums you are contemplating the cancellation of health and hospitalization
insurance for your employees. Your decision may cause your employees to become
greatly concerned about:

323 Assume you have accepted a job offer and will shortly begin working in your first growth and Theory Y concerns
professional position. The firm provides a very competitive salary and benefit
package. Your attention is now directed to learning and advancement
opportunities. According to Alderfer and McGregor, these are:

324 McGregor believed that Theory X assumptions were appropriate for: individuals motivated by lower order
needs

325 Maslow's progression hypothesis states: only ungratified needs motivate

behavior

326 According to Herzberg, a major difference between motivator and hygiene factors motivators deal with job
includes: characteristics that are intrinsic to
the job and hygiene factors deal with
characteristics of the work
environment or factors extrinsic to
the job

327 After working as a sales associate in an appliance store for six months, you begin to hygiene factors
become dissatisfied with various rules and regulations, or:

328 Which of the following has been identified as both a hygiene and motivational Pay
factor in research done on Herzberg's two-factor theory?

329 Which of the following is considered a motivating factor in Herzberg's two-factor recognition
theory?

330 Which of the following would be considered a valid conclusion regarding Herzberg's Hygiene factors are of some
two-factor theory? importance up to a threshold level.
331 Which of the following would NOT be considered a valid criticism of Herzberg's Extrinsic factors may be more
two-factor theory? important in determining satisfaction
or dissatisfaction on the job

332 According to Herzberg, which factors are related to job dissatisfaction? hygiene factors

333 A prerequisite for successful goal-setting programs, such as management by organizational commitment
objectives (MBO), is:

334 An important function of goal setting is: reducing role stress associated with
conflicting and/or confusing
expectations

335 Acting in ways consistent with one's personal values and the commonly held values ethical behavior
of the organization and society is:

336 Ethical behavior is influenced by which two major factors? individual characteristics and
organizational factors

337 An enduring belief that a particular behavior or end state of existence is preferred Value
is known as a/an:

338 Which of the following qualities has NOT been suggested as important to making Commitment
ethical decisions?

339 The process of arousing and sustaining goal-directed behavior is called: motivation

340 Which of the following statements is most accurate regarding the current state of There are several approaches to
motivation theories? motivation, and one or another may
be useful in specific organizational
contexts, with specific individuals or
groups, at different times.

341 Maslow's hierarchy of needs model begins with needs and ends with physiological, self-actualization
needs.

342 Work groups place a strong emphasis on: shared leadership

343 A group is a collection of two or more persons with common interests or objectives, is usually a small number of people
whereas a work team: with complementary skills who are
committed to a common goal for
which they are mutually accountable

344 A small number of people with complementary skills who are committed to a work team
common mission, performance goals, and approach for which they hold themselves
mutually accountable is known as a/an:

345 Groups emphasize all of the following except: collective work products

346 Which of the following is a characteristic of a well-functioning group? people express both their feelings
and their thoughts

347 The two sets of social benefits available to team or group members includes: psychological intimacy and
integrated involvement

348 Integrated involvement as a social benefit of group or team membership includes: opportunity for influence

349 The standards that a work group uses to evaluate the behavior of its members are norms of behavior
called:

350 The behavioral norms expected within work groups and considered to be among organizational culture and credos
the most important from the organization's perspective are known as:
351 Which of the following statements regarding group cohesion is NOT accurate? highly cohesive groups tend to have
higher interpersonal exchanges away
from the workplace.

352 According to the group development model discussed in the text, a group interpersonal, task, and authority
addresses which of the following issues? issues

353 An emergent group is known as a/an: informal group

354 Dependence on guidance and direction is the defining characteristic in what stage forming
of group development?

355 At what stage of group development does the leader need to adopt a coaching storming
style due to team challenges?

356 A good group decision approach when an objective is to maximize the number of brainstorming
alternatives is:

357 Self-managed teams are sometimes called: autonomous work groups

358 The legitimacy inherent in one's job is , whereas the ability to influence authority; power
someone else is .

359 If a person can affect the thoughts, behavior, and feelings of another person, she influence
has:

360 Enlarging an employee's zone of indifference is accomplished by: the use of power

361 Which of the following power sources is LEAST likely to be available to a non- legitimate
supervisory, technical employee?

362 The power base of the future will likely be: expert

363 As a student, you are developing power. expert

364 Which base of power has the strongest relationship with performance and expert
satisfaction?

365 Your authors suggest the addition of another source of power to French and information power
Raven's five sources of power. Which of the following best reflects this additional
source of power?

366 An important aspect of a manager's exercise of reward power in the determination distributive justice
of employee salary increases is:

367 To use power ethically an manager should examine the behavior by asking three distributive justice, utilitarian, and
questions regarding criterion outcomes of: individual rights

368 Which of the following is NOT a positive power-oriented characteristic according to Explain just enough to pacify
McClelland? employees sufficiently so they won't
ask questions.

369 McClelland's two faces of power include: personal and social

370 McClelland's positive face of power is: social power

371 McClelland's perspective of power is best reflected by which statement? The concept of power is value free
and neutral.

372 McClelland has found that the best managers are those who have: a high need for social power and a
low need for affiliation
373 According to McClelland, when a manager treats others as objects to be utilized to personal power
get ahead, or views situations as win-lose, the manager is using which form of
power?

374 Teams are appropriate where: the knowledge and talent of workers
are dispersed across members and
require integration

375 A beneficial team environment is one where an individual does the following: comes up with initiatives

376 Which stage requires that team members feel they are a part of the team for forming
further progression in group development to occur?

377 An effective team exhibits: shared leadership

378 Which of the following is most accurate regarding the impact of dissimilarity on value dissimilarity is negatively
teams and team members? related to team involvement

379 Some experts believe that only individuals within a team can be creative, but a Conformity
professor at Northwestern University suggests that team creativity can be
achieve(d) Which of the following practices would NOT enhance team creativity?

380 A team-oriented work environment places emphasis on: empowerment and collaboration

381 Which of the following is not considered to be a foundation for successful goal clarity
teamwork?

382 According to John Kotter, leadership (in contrast to management) entails: setting a direction for the
organization

383 Which of the following is NOT one of the leadership theory categorization factors? attitudes

384 Kotter suggests that leadership and management: are two distinct, yet complementary
systems of action in organizations

385 Trait leader theories focus on all the following except: situational characteristics

386 Which of the following statements best reflects the support for trait theories to Findings on traits as a basis for
identify universal distinguishing attributes of leaders? explaining leader effectiveness are
neither strong nor uniform.

387 Trait theories of leadership attempt to: focus on leaders physical attributes,
personality, and abilities

388 When considering the type of leadership style exhibited according to the behavioral Situational characteristics are not
theories, which of the following is most accurate? important because the leader's style
does not vary over different
situations.

389 When comparing autocratic leadership style to democratic leadership style, do not closely supervise and allow
democratic leaders: employee initiative and decision
making

390 Fiedler would advocate which of the following in effecting a match of the leader to reengineer the situation
a favorable leadership situation?

391 The LPC scale is: a projective technique that evaluates

the person a leader has least
preferred to work with

392 According to Fiedler, the effectiveness of leaders is dependent on: the favorableness of their situation
393 According to Fiedler's leadership research, high LPC (relationship-oriented) leaders leader-member relations are good,
are most successful in situations where: the task is unstructured, and position
power is weak

394 As a manager using Fiedler's approach to leadership, which of the following Reengineer the situation to fit the
interventions would be most effective? leader's predisposition.

395 Conflict involves disagreement between two or more parties because of: incompatible goals

396 EI is defined as: the power to control one's emotions

and perceive emotions in others

397 Estimates show that managers spend what percent of their time dealing with 21%
conflict?

398 The power not only to control emotions but also to perceive them is termed: emotional intelligence

399 Conflict can be functional, or a positive force, in all of the following situations when group and organizational
except: cohesion is broken down

400 All of the following are negative conflict diagnostic questions except: Do the potential losses exceed any
potential benefits?

401 As a manager, your ability to diagnose conflict as good or bad is contingent upon the presence of groupthink
your looking at all of the following except:

402 One occasion in which managers should work to stimulate conflict is when: the group suffers from groupthink

403 Two departments in a university are engaged in a conflict because one had its common resources
budget cut. This is an example of conflict based on:

404 At a software company there is one person for databases, one for statistical specialization
packages, and another for expert systems. The structural cause for conflict between
these individuals is:

405 Which of the following is NOT a structural cause of conflict in organizations? skills and abilities

406 You have a problem with your computer, so you call the company that made it. jurisdictional ambiguities
They inform you that the problem is caused by software, so you call the software
division and they tell you it's the hardware. This is an example of:

407 Two machine operators disagree over the cause of an equipment breakdown. This perception
conflict is based on differences in:

408 Long lasting and difficult conflicts between individuals usually stem from perceptions
differences in:

409 A pattern of basic assumptions that are considered valid and that are taught to new corporate culture
members as the way to perceive, think, and feel in the organization is known as:

410 Organizational culture is most rooted in which of the following fields of study? anthropology

411 Which of the following is NOT an important attribute of organizational culture? pervasiveness and endurance

412 Which of the following include the three levels of culture identified by Edgar artifacts, values, and basic
Schein? assumptions

413 The key to understanding culture through artifacts lies in: figuring out what they mean

414 The most visible and accessible level of culture is: Artifacts

415 When a corporate president is the first employee to give blood during a corporate personal enactment
blood drive, this is an example of:
416 The employees of Stillwater Designs know that if monthly sales are higher than personal enactment
sales in the same month of the previous year that Steve Irby (founder and CEO) will
hold a cookout for the employees the following Friday. This would be a result of the
CEO's use of:

417 Which of the following would NOT provide an indication of an organization's number of products produced
culture?

418 When the president of your college or university awards scholarships at a banquet a ceremony
to high-achieving students, this is an example of:

419 An early fall semester convocation on your campus can be considered a: rite of renewal

420 When Southwestern Bell emphasizes the importance of management training by a rite of enhancement and a rite of
kicking off classes using a high-ranking executive and has a graduation ceremony passage
when classes are completed, they have utilized:

421 Everyday organizational practices that are repeated over and over defines: a ritual

422 A corporate logo is: a symbol

423 All of the following are planned corporate changes except: responding to an increase in the
excise tax on gasoline

424 Which of the following is NOT a term to describe the organizations that will succeed mechanistic
in meeting the competitive challenges that businesses face?

425 While downsizing can increase shareholder value by better aligning costs and systematic innovation
revenues, the effective organizations are the ones that excel at:

426 Workout sessions at GE are designed to: make the organization faster, less
complex, and able to respond
effectively to change

427 Which of the following is NOT an external force that can stimulate the need for changes in employee's expectations
change?

428 Technological changes bring about profound change because they are not just changes in work relationships and
changes in the way work is performed, but also result in: organizational structures

429 When an organization moves to a radically different, and sometimes unknown, transformational
future state, they have made what type of change?

430 When the organization changes its mission, culture, culture, goals, strategy, and made a transformational change
structure it has:

431 When the organization makes a large-scale change such as moving to a new strategic
structure, the change would be considered:

432 A price adjustment in gasoline by an oil company in response to an excise tax incremental
increase is a/an change.

433 A person who acts as the initiator and assumes responsibility for change change agent
management is called a/an:

434 The most massive scope of change is known as: transformational

1. One of the following is not one of the variables in the management process model:
a. Planning
b. Management style
c. Organizing
d. Leading

2. When power is so legitimated, it denotes;

a. Politics
b. Authority
c. Influence
d. Conflicts

3. Level-2 leader contributes individual capabilities:

a. To the achievement of group objectives
b. Highly capable individual who plays an important role through his/her own talent
c. Have multidirectional influence relationship
d. To bring predictability

4. The term ‘skill’ in the behavioral science is defined as;

a. Intentionally repeatable, goal directed behaviors and behavior sequences.
b. Intentionally repeatable, goal directed behaviors and behavior sequences
c. Intentionally no repeatable, goal directed behaviors and behaviors sequences
d. Intentionally no repeatable, goal directed behaviors and behaviors sequences

5. Position power is obtained by a combination of one’s;

a. Job title or designation, performance evaluation and prescribed responsibilities
b. Performance evaluation, job description and prescribed responsibilities
c. Job title or designation, job description and prescribed responsibilities
d. Job title or designation, job description and performance evaluation

6. The belief behind coercive power is similar to the life position:

a. I am not OK, you are OK
b. I am not OK, you are OK
c. I am OK, you are OK
d. I am OK, you are not OK
7. Individuals join groups because through the group membership, they can satisfy their needs for;
a. Safety, belongingness, and esteem needs
b. Safety, self actualization, and esteem needs
c. Security, belongingness, and esteem needs
d. Security, belongingness, and pride needs

8. An employee oriented supervisor’s behavior conveys his belief that:

a. Controlling behaviors is necessary
b. The “human relations” are an important aspects of the job
c. The technical aspects of the job are important
d. Employees are a means for getting work done.

9. Familial collectivism, high power distance and deep rooted traditionalism promote perceptions
of;
a. External locus of control and satisfaction
b. External locus of control and causality
c. Internal locus of control and causality
d. Internal locus of control and satisfaction

10. How people address each other in an organization refers to the practice of
a. Stories
b. Rituals
c. Values
d. Culture

11. Team leadership marks:

a. A break from a command and control perspective of management
b. Movement toward facilitative, collaborative leadership
c. Ensuring empowerment and continuous improvement
d. All of the above

12. The storm stage is characterized by interaction amid;

a. Clarity, confrontation and conflict
b. The lack of clarity, acceptance ad conflict
c. The lack of clarity, confrontation and cooperation
 d. The lack of clarity, confrontation and conflict

13. Presenting to share information can be crucial for;

a. Problem solving and cooperation
b. Problem assessment and collaboration
c. Problem solving and collaboration
d. Problem assessment and cooperation

14. Informal groups are spontaneously created when the group members are;
a. Located without close distance with each other, and interact more
b. Located within close distance with each other, and interact more
c. Located within close distance with each other, and interact less
d. Located without close distance with each other, and interact less.

15.A cohort is a group of people who share;

a. A different background and have a different perspective on things.
b. A similar background but have different perspective on things
c. A similar background and have a similar perspective on things
d. A different background but have a similar perspective on things

16. Innovativeness as one dimension of the Organizational Culture indicates whether high or low
value attend attached to:
a. Being innovative, open to new opportunities, risk taking
b. Being rule oriented, valuing security, and stability
c. Being precise and analytical
d. Emphasizing fairness, respecting people, and being tolerant

17. Employees and groups can achieve higher levels of productivity, quality, and team member
satisfaction through;
a. Control on more task related decisions to the teams
b. Delegation of more task-related decision to the team
c. Conflict in more task related decision to the teams
d. Cooperation for more task related decisions to the teams
18. Personality is understood as a dynamic organization within the individual of those psychological
systems that determine;
a. His unique adjustment to his environment
b. His common adjustment to his environment
c. His unique adjustment to his organization
d. His common adjustment to his organization

19. The first meaning of personality refers to the way an individual is perceived by others-
personality from the observer’s perspective,
a. Private and verifiable
b. Public and verifiable
c. Public and unverifiable
d. Private and unverifiable

20. Organizational socialization can be understood as an attempt to:

a. Help the employee resettle
b. Inculcate discipline
c. Manage the newcomer’s desire for an identity by defining the organization
d. Reward employee progress

21. Greater cohesion in a group can also;

a. Encourage external contract and influence vital to the low-performing teams
b. Discourage internal contact and influence vital to the low-performing teams
c. Discourage external contact and influence vital to the high-performing teams
d. Encourage internal contact and influence vital to the low-performing teams

22. The Least Preferred Co-Worker or LPC scale requires a leader to describe the one person with
whom he or she:
a. Worked least with
b. Worked well with
c. Worked most with
d. Worked the least well with
23. Power is known as a:
a. Capacity to influence another person or a group to accept one’s ideas or plans
 b. Inability to influence another person or a group to accept one’s ideas or plans
c. Capacity to influence one’s ideas or plans
d. Inability to influence one’s ideas or plans

24. The transactional focus on leadership suggested that:

a. Leaders manage resources
b. Exchanges by leader with different subordinates can be different in quality.
c.Leaders changing deep structures, major processes, culture of organization
d. Leader and followers from a relationship of reciprocal influence.

25.A high LPC score suggested that the leader has a:

a. Human relations orientation
b. Task orientation
c. Little bit of both human relations orientation and task orientation
d. Neither of human relations orientation and task orientation

26. TO be effective culture tools, stories must be

a. Motivational
b. Credible
c. Real
d. All of the above

27. The second meaning of personality refers to the ;

a. Systems, dynamics, processes, and propensities
b. Structures, dynamics, procedures, and propensities
c. Structures, dynamics, processes, and propensities
d. Structures, dynamics, processes, and perceptions

28. Interpersonally competent people comfortably and naturally use the skills necessary to get
component;
a. Incentives, growth, solidarity among colleagues
b. Performance, incentives, solidarity among colleagues
c. Performance, growth, incentives among colleagues
d. Performance, growth, solidarity among colleagues
29. As per Hersey and Blanchard, the leader’s task behavior reflects:
a. The extent to which the leader engages in specifying subordinate duties and
responsibilities.
b. The extent to which the leader acts in a facilitative manner.
c. The extent to which the leader acts in a supportive manner.
d. None of the above

30. The basic skills practiced by interpersonally competent people include;

a. Listening, Answering and presenting; Facilitating other’s, asserting self, negotiating and
Group-working.
b. Listening, Questioning and presenting; Facilitating self, Asserting self, Negotiating and
Group-working.
c. Listening, Questioning and presenting; facilitating others, asserting others, Negotiating and
Group-working.
d. Listening, questioning and presenting; facilitating others, asserting self, negotiating and
group-working.

31. Individualism and Low Power distance promote perceptions of;

a. Internal locus of control and causality.
b. Internal locus of control and satisfaction
c. External locus of control and causality.
d. External locus of control and satisfaction

32. Use of coercive power might create;

a. Anger, resentment and even relation
b. Anger, job dissatisfaction, and even retaliation
c. Jo dissatisfaction, resentment and even retaliation
d. Anger, job dissatisfaction and resentment

33. The trait theories highlighted that:

a. The leader brings personal skills and traits to everything he does
b. A set of negative assumptions about the nature of subordinates
c. A positive set of assumptions about the human nature.
d. None of the above
34. When the powerful people reinforce it by performing personal status and adoption of
personalized leadership style, job involvement and organizational commitment weaken, leading
to poor;
a. Work commitment
b. Work motivation
c. Job involvement
d. Loyalty

35. Sometimes the norm for group consensus overrides motivation to realistically appraise
alternative courses of action. This is called;
a. Groupthink
b. Group shift
c. Cohesion
d. Free rider

36. The factors such as the salary, good work conditions, etc. Which Herzberg called;
a. Content or Hygiene or maintenance factors
b. Context or biological or maintenance factors
c. Context or Hygiene or psychological factors
d. Context or hygiene or maintenance factors

37. In management literature generally the term “Interpersonal” refers to relationship and
interactions with;
a. Bosses, leaders, subordinates, friends, suppliers and customers
b. Employees, leaders, subordinates, peers, suppliers and customers
c. Bosses, leaders, subordinates, peers, suppliers and customers
d. Employees, leaders, subordinates, friends, suppliers and customers.

38. The acronym ERG stands for;

a. Existence, Relatedness and Growth
b. Employee, relationship ad Groups
c. Existence, Relationship and Groups
d. Employee, Relationship and Growth
39. Herzberg proposed that the job content, element of challenge in the job, amount of
responsibility it involved and so on, provided;
a. Work commitment
b. Involvement
c. Work motivation
d. Job satisfaction

40.A Clan-type culture is characterized by;

a. Strategy of control and Stability
b. Self-interest and utilitarian approach
c. The relationships structured by the hierarchy, mutual interests and a share fate
d. Contractual relationship, short term goals

41.P-I motive relates with the need for;

a. Pioneering-Initiative
b. Pioneering-Innovating
c. Performance-Initiative
d. Performance-Innovative

42. Self-awareness involves:

a. Relishing achievement for its own sake
b. Controlling or redirecting disruptive impulses and moods
c.Knowing one’s strengths, weakness, drives, values, and impact on others
d. Understanding other people’s emotional makeup

43. Threat-reducing behavior implies actions on our part that intend to minimize or eliminate others
perceptions that we might negatively impact their;
a. Money, concerns or well-being
b. Goals, concerns, or satisfaction
c. Goals, concerns, or well-being
d. Money, concerns, or satisfaction
44. The path-goal theory suggested that:
a. Management styles can be placed on the grid coordinates along two axes of leader’s
concern for task and people.
 b. Leaders should create conditions enabling subordinate success
c. Leadership was only ‘perception of the observer’
d. The characteristics of task, subordinate and organization can substitute or neutralize
leadership.

45. Several theorists present motivation, perception and learning as interacting forces shaping;
a. Behaviors
b. Goals
c. Satisfaction
d. Personality

46. Opportunism refers to self-interested behavior understood as ‘taking advantage” of others or

using other’s weakness for one’s own benefit, especially in an;
a. Ambiguous, routine context
b. Clear, non-routine context
c. Ambiguous, non-routine context
d. Clear, routine context

47. Task structure as a situational variable could be measured as high if:

a. Formal authority the leader due to his or her position in the organization is high.
b. The leader is in-charge of all tasks
c. The task entrusted to the subordinate was definite, routine and specific, and could be
predicted
d. Tasks are well organized

48. Planned organizational change is aimed at:

a. Solving problems without learning
b. Better alignment with the environment
c. Involving everyone in the organization
d. Changing organization structure

49. Personality refers to a wide range of;

a. Individual attributes
b. Individual perception
c. Individual expectations
 d. Individual goals

50. Fielder’s situational leadership model suggests that when the situation is highly favorable or
unfavorable, a leader should use:
a. A low task oriented style
b. A high task-oriented style
c. A high people oriented style
d. A low people oriented style

51. is deeply connected to organizational culture

a. Anthropology
b. Sociology
c. Social Psychology
d. Psychology

52. Cohesiveness refers to the forces that bind members to each other and to their group, giving
them a feeling of;
a. Closeness
b. Groupness
c. Togetherness
d. Loneliness

53. Assertive skills refer to acting or communicating in ways that are realistic and polite, aimed at
maintaining respect for self as well as others and not being either;
a. Aggressive or calm
b. Aggressive or polite
c. Aggressive or subjective
d. Aggressive or submissive

54. According to Maslow, the higher needs are different because they do not arise out of;
a. Sufficiency and they are not cyclical
b. Deficiency and they are not cyclical
c. Sufficiency and they are cyclical
d. deficiency and they are cyclical
55. Dominant culture represents:
a. The core values of the organization those are valid and essential to the organization
b. That there is no congruence between the values of the top management and the employees
of the organization
c. No statement of organizational value
d. Use of strategy of control and stability

56. Power culture draws from:

a. Defined jobs, rules and procedures
b. The power and influence of a central figure or a select few such that power radiates from
the power-center like a web
c. Logic and rationality
d. Project oriented and adaptability

57. Cohesion increases member tendency to conform to the group norms, which can be harmful for;
a. Creativity and innovation
b. Cooperation and collaboration
c. Coordination and integration
d. Togetherness and groupness

58. One possible group process loss is attenuation blocking - members who are prevented from
contributing comments as they occur, forget or suppress them later in the meeting because they
seem;
a. More original, relevant, or important
b. Less original, irrelevant, or important
c. More original, irrelevant, or important
d. Less original, relevant, or important

59. The word ‘trait’ or ‘predisposition’ indicates unique;

a. Individual attributes
b. Individual perceptions
c. Individual expectations
d. Individual characteristics
60. Intrinsic motivation is considered superior, more enduring source of motivation that has positive
association with important organizational outcomes such as;
a. Creativity, risk aversion and work quality
b. Technicality, risk taking ad work quality
c. Creativity, risk taking and work quality
d. Creativity, risk taking and work motivation

61. According to a study, leaders with personalized power orientation, want to accumulate power
for personal gain, and use it in;
a. Encouraging and manipulative manner
b. Fair and manipulative manner
c. Domineering and manipulative manner
d. Encouraging and fair manner

62. Role modeling is done by:

a. The senior, more experienced people
b. Bosses
c. Anyone
d. Department head

63. Decision making high uncertainty work environment enables;

a. Faster or more effective decision
b. Slower or more effective decision
c. Faster or less effective decision
d. Slower or less effective decision

64. Personality refers to a unique combination of an individual’s characteristics that remains stable
over time, influences the person’s
a. Behavior, and determines individual goals.
b. Perception, and determines individual styles
c. Behavior, and determines individual style
d. Perception, and determines individual goals
65. Expert Power is gained through specialized knowledge arising out of;
a. Informal education or observation
 b. Formal education or work experience
c. Informal education or work experience
d. Formal education or observation

66. The context of perception is provided by;

a. The type a occasion, timing and the customs

b. The type of occasion, person and the customs
c. The type of person, timing and the occasion
d. The type of person, timing and the customs.

67. Primary or unlearned needs are;

a. Psychological and similar in nature
b. Biological and similar in nature
c. Biological and cyclical in nature
d. Psychological and cyclical in nature

68. An instrument/tool used to measure Carl Jung’s theory or individual differences

a. CSA
b. PANAS
c. FIRO-B
d. MBTI

69. Persistence helps us distinguish motivation from similar concepts such as;
a. Loyalty
b. Rewards
c. Job satisfaction
d. Commitment

70. As per Path Goal theory, is employees are inexperienced & working on ambiguous unstructured
task, the leadership style ……….
a. Participative oriented style
b. Supportive oriented style
c. Achievement style
d. Directive oriented style
71. The western perspective of organizations would suggest that:
a. Membership is permanent
b. Membership is not permanent
c. Membership is contractual
d. Membership is not contractual

72. The process by which individuals try to control the impressions others have of them
a. Influence management
b. Personal management
c. Expert management
d. Impression management

73. People with low EI are more likely to be cause of conflicts.

a. Inadequate information
b. Depends on context
c. Incorrect
d. Correct

74. The social context of work plays are important role;

a. Neither in satisfying the need for connectedness and social effectiveness, nor also managing
the thresholds for social need
b. Only in satisfying the need for connectedness and social effectiveness, not in managing the
thresholds for social needs
c. In satisfying the need for connectedness and social effectiveness, or in managing the
thresholds for social needs.
d. Not only in satisfying the need for connectedness and social effectiveness, but also in
managing the thresholds for social need.

75. The leadership grid theory was propounded by

a. Robert house & Feeder
b. Robert Black & Jane Mouton
c. Lewin &Lippitt
d. A Zaleznik& J Kotter
76. Territory is often demarcated by the;
 a. Hierarchy, structure and informal authority
b. Hierarchy, system and informal authority
c. Hierarchy, system and formal authority
d. Hierarchy, structure and formal authority

77. The Indian managers are willing to put;

a. Capital and profit into thinking differently about how to manage people
b. Profit and resources into thinking differently about how to manage people
c. Capital and time into thinking differently about how to manage people
d. Time and resources into thinking differently about how to manage people

78. The acceptance of someone’s power can be significantly different across variables such as the
subject’s;
a. Age, gender, culture, and personality
b. Age, gender, qualification, and personality
c. Age, qualification, culture, and personality
d. Qualification, gender, culture, and personality

79. In a task culture, influence is strongly based on power

a. Personal
b. Information
c. Expert
d. position

80. The process for transforming newcomers to effective members of the organization by making
them organization culture is
a. Social Acclimatisation
b.Organisational socialization
c. Organizational transformation process
d. Adaptation process

81. Attitude of an individual reflects and individual’s persistent tendency to think, feel and behave
towards an object in a particular involving;
a. Favor or disfavor
b. Likes or dislikes
 c. Money or work
d. Satisfaction or dissatisfaction

82. Organization are also the social unit deliberately constructed and reconstructed to seek;
a. Ordinary goals
b. Planned goals
c. Unique goals
d. Specific goals

83. Power can be seen as a function of structure, as one gains power due to one’s position in the
organization, which gives across to;
a. People, information and financial resources
b. People, information and physical resources
c. People, physical resources and financial resources
d. Physical resources, information and financial resources

84. Organizations citizenship behaviors (OCBs) are;

a. Pro-social, non-voluntary and discretionary behaviors
b. Pro-social, voluntary and non-discretionary behaviors
c. Pro-social, voluntary and discretionary behaviors
d. anti-social, voluntary and discretionary behaviors

85. The fact is that about two-thirds of the companies surveyed

a. Do no planning or important workforce issues as employee selection
b. Do no planning or important workforce issues such as employee development or even
retrenchment
c. Do no planning of important workforce issues such as employee recruitment
d. Do planning or important workforce issues such as employee development or even
retrenchment

86. Experience and satisfaction or secondary needs requires;

a. Absence and conflicts with others
b. Presence of and interaction with others
c. Absence of and interaction with others
d. Presence of and conflicts with others
87. Organisation with strong cultures have:
a. Stagnant performance
b. High risk and high returns
c. Uniformity in instruction
d. Less volatile cash flow

88. American culture believes in

a. Collectivism
b. High power distance
c.Femininist
d. Individualism

89. The expression “reality-distortion” was coined by employees of to describe

charisma of other leader
a. Apple
b. Starbucks Coffee
c. GM Motors
d. IBM

90. An empathic leader can :

a. Defend self if others don’t see his point
b. Gives thoughtless criticism
c. Have discrepancy between one’s true feelings and words
d. Identify, retain and develop talent of people

91. In an MBA class, Indian students were horrified (surprised) when American students challenged
the professor on a subject topic. This
a. Differences in culture
b. Difference in personalities
c. Difference values & Ethics
d. Difference in Perceptions
92. Which of the following is NOT one of the levels, written Maslow’s theory of motivation?
a. Self-actualization needs
b. Society needs
 c. Esteem needs
d. Physiological needs

93. The three levels of organizational culture are

a. Artifacts, values, basic assumptions
b. Basic assumptions, symbols, values
c. Values, artifacts, ceremonies & rites
d. Artifacts, values, awareness

94. Use of power requires minimum two parties -:

a. An actor or agent, and an influence
b. An action, and a subject
c. An influence, and a subject
d. An actor or agent, and a subject

95. How many types of organizational culture are known as per Handy )1993)
a. Multiple
b. Four
c. Two
d. Three

96. As per LMX theory of leadership, the out-group employees

A. Managed by rules and polices
B. Outside the circle of leader
C. Get fewer rewards
D. All are correct

97. Globalization means that

a. World is borderless
b. Operate in several countries
c. Outside national boarders
d. All the above
98. Socialized power orientation is found to result into accumulation of power into the hands of one
person for;
a. Larger community benefit
b. Larger group benefit
c. Larger individual benefit
d. Larger social benefit

99. When someone exercises the qualitative aspects of a skill such as;
a. Effectiveness or appropriateness, we judge that person as competitor.
b. Effectiveness or appropriateness, we judge that person as competent.
c. Ineffectiveness or inappropriateness, we judge that person as competent.
d. Ineffectiveness or inappropriateness, we judge that person as competitor.

100. Three basic needs are important for individualization:

a. The need for competence and the need for autonomy, and the need for relatedness.
b. The need for money and the need for autonomy and the need for relatedness.
c. The need for competence and the need for money and the need for relatedness.
d. The need for competence and the need for autonomy and the need relatedness.

101. Non-contingent rewards induce employees to develop

a. Personalized relationship with powerful people within the organization
b. Non-personalized relationship with powerful people within the organization
c. Personalized relationship with non-powerful people within the organization
d. Non-personalized relationship with non-powerful people within the organization

102. A company organizes a family annual day for its employees, it can be considered as
a. A rite of integration
b. A rite of renewal
c. A rite of success
 d. A rite of enhancement

103. Group working also involves difficulties or limitation and so on;

 a. Faster decision-making, cooperation, less than full participation and so on.
b. Slowed decision-making, cooperation, less than full participation and so on.
c. Slowed decision-making, conflicts, less than full participation and so on.
d. Slowed decision-making, conflicts, more than full participation and so on.

104. Needs are important for optimal human development and integrity because prolonged
derivation of important needs may lead to;
a. Positive results and simple problems
b. Positive results and serious problems
c. negative results and simple problems
d. Negative results and serious problems

105. The term skill in the behavioural science is defined as;

a. Intentionally repeatable, goal directed behaviours and behaviour sequences.
b. Unintentionally repetable, goal directed behaviours sequences
c. Intentionally no repeatable, goal directed behaviours and behavior sequences
d. Unintentionally no repeatable, goal directed behaviours sequences.

106. Reward power includes;

a. allocation of resources, Job Title or designation, performance evaluation, approvals, giving
of higher salary, incentives, bonus or even better work.
b. Job Title or designation, selection, performance evaluation, approvals, giving of higher
salary, incentives, bonus or even better work.
c. allocation of resources, selection, Job Title and designation, approvals, giving of higher
salary, incentives, bonus or even better work.
d. allocation of resources, selection, performance evaluation, approvals, giving of higher
salary, incentives, bonus or even better work.

107. Cultures helps:

a. Employees in making sense out of complex, confusing dynamics around them within and
outside organizations.
b. Develop the individual perceptions about various features of work environment
c. Control how employees perceive and feel about a number of isues
d. All of the above
108. Power comes to individuals from two major bases:
a. Position power ad coercive power
b. Position power and personal power
c. Personal power and coercive power
d. Personal power and reward power

109. According to Maslow, the higher needs are different because they do not arise out of;
a. Sufficiency and they are not cyclical
b. Deficiency and they are not cyclical
c. Sufficiency and they are cyclical
d. Deficiency and they are cyclical

110. The first double-bind causing:

a. Strong work motivation and performance
b. Strong work motivation and commitment
c. Weak work motivation and performance
d. Weak work motivation and commitment

111. Leaders who have socialized power orientation;

a. Empower their subordinates, share information, and delegate authority
b. Keep control on subordinates, share information, and delegate authority
c. Empower their subordinates, donfat share information and keep control on subordinates
d. Empower their subordinates, share information and keep control on subordinates

112. Richer perspective, diverse cognitive resources and general problem solving capacitycan be
gained out of members;
a. homogeneity in the group
b. conflicts in the group
c. cooperation in the group
d. diversity in the group.

113. Norm stage is when eventually dialogue emerges amid disagreement about roles and
activities leading to;
a. cooperation and collaboration
b. conflict and collaboration
 c. cooperation and confrontation
d. conflict and confrontation

114. The major contentions against the drive theory are that its assumptions take;
a. a mechanistic view of humans
b. a socialist view of humans
c. a capitalist view of humans
d. a liberal view of humans

115. Self-awareness involves:

a. Relishing achievement for its own sake
b. Controlling or redirecting disruptive impulses and models
c. Knowing one’s strengths, weaknesses, drivers, values, and impact on others
d. Understanding other people’s emotional makeup

116. While the modern, fast, high-tech modes of communication increase the freedom andspeed,
but they also have very different implications for the;
a. interpersonal processes of interaction, problem solving and the bonding between members
of the same group.
b. interpersonal processes of communication, problem solving and the bonding between
members of the same group.
c. interpersonal processes of communication, problem solving and the bonding between
members of the different group.
d. In the interpersonal processes of interaction, problem solving and the bonding between
members of the different group.

117. The situational focus by Hersey and Blanchard highlighted that.

a. In order to be effective, a leader should adopt leadership style depending upon
subordinate maturity
b. Management styles can be placed on the grid coordinates along two axes of leader’s
concern for task and people
c. It is easier to select leader for situation that demands leader’s preferred style
d. Leadership is a perception
118. Personality refers to a wide range of.
 a. Individual attributes
b. Individual perception
c. Individual expectations
d. Individual goals

119. The enduring nature and consistency of personality characteristics lead to.
a. Unpredictable patterns of behavior in similar ways across situations and settings
b. Predictable patterns of behavior in similar ways across situations and settings
c. Predictable patterns of behavior in different ways across situations and settings
d. Unpredictable patterns of behavior in different ways across situations and settings

120. It is believed that the levels of our emotional, psychological and physical well-being goas high
as allowed by the levels of our,
a. Interpersonal skills
b. Communication skills
c. Management skills
d. Learning skills

HRMC523

1. Which of the following statements is most correct? Persons with

an internal locus of control make more ethical decisions than
others.
2. When an employee remains with a firm because he or she faces
significant exit barriers, this can be characterized as: Continuance
Commitment
3. Which of the following would not be considered a weakness of
expectancy theory? The values for each construct have been
relatively stable over time.
4. Susan was reflecting on Jim's behavior in her recent meeting with
 Jim regarding his performance review. Normally Jim is outgoing,
sure of himself, and Susan would consider him high on indicators
of CSE. Jim however, was rather subdued and quiet during the
review. Jim's behavior could best be explained as a result of Jim is
a high self-monitor
5. The JDI measures: Job Satisfaction
6. People may engage in immoral acts or even violent behavior as
 committed members of their group when: There is a loss of
individuality
7. Which of the following is considered a key benefit of diversity?
Flexibility and adaptation
8. An ethical theory that emphasizes the nature and characteristics
of an act is: rule-based
9. Research focusing on the variety of roles within a society or
culture highlights which disciplines contribution to organizational
behavior? Sociology
10. The first discipline to take the modern corporation as the unit of
analysis and emphasize the design, implementation, and
coordination of various administrative and organization systems
was: Management
11. According to the MBTI a successful top executive is likely to be
a/an: extrovert, sensor, thinker and judger
12. Values reflected in the way individuals actually behave are called:
enacted value
13. Individuals who make external attributions will be more likely to:
develop feelings of incompetence which may lead to depression
14. The belief that performance is connected to rewards is known as:
Instrumentality
15. Equity theory is a/an: Process approach to motivation
16. When you encounter a warm and personable car salesperson and
don’t assume that this behavior reflects the salesperson’s
personality, you are using which principle in social perception?
Discounting principle
17. At what stage of group development is the leader’s role primarily
one of recognition of the group’s achievements? Performing
18.According to Edgar Schein, the essence of culture is: Assumptions
19.The primacy effect is also known as: First-impression error
20.Which of the following personality types would most likely
display the most consistent behavior "across situations"? Low
self-monitor
21. Reinvention is the term for creatively applying new technology.
22. The dynamic process through which the emotions are transferred
from one person to another is called emotional contagion
23. Corporations and business enterprises tend to subscribe to:
consequential ethics
24. Which of the following conditions would LEAST encourage
political activity? Abundant resources
25. When employees view managers as being overpaid, workers
may: reduce their commitment
26. The establishment of new attitudes, values, and behaviors as the
new status quo is consistent with what stage in Lewin's change
model? Refreezing
27. As a manager that understands the implications of self-esteem on
work behavior, you should: give them appropriate challenges and
opportunities for success
28. Some experts believe that only indivichuals within a team can be
creative, but a professor at Northwestern University suggests
that team creativity can be achieved. Which of the following
practices would NOT enhance team creativity? Conformity
29. Assume you are a senior accounting major. A friend who is taking
a Principles of Accounting course seeks you out for tutorial
assistance. This is an example of expert power
30. Instrumental values includes
a.Ambition
b.Honesty
c.Self sufficiency
d.All of these
31. The two sets of social benefits available to team or group
members includes: psychological intimacy and integrated
involvement
32. Denise and Teresa are two students in a course on organizational
behavior. Denise outperforms Teresa on the first exam in OB, and
Teresa convinces herself that Denise is not really a good person
to compare herself to because Denise is a psychology major and
Teresa is majoring in accounting. Which of the following is the
best explanation for Teresa’s reaction? Teresa’s high self-esteem
is protecting her from this unfavourable comparison.
33. An effective team exhibits: Shared Leadership
34. 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: sensing/intuiting
35. The fit perspective is useful in explaining: short-term
performance
36. The belief that performance is connected to rewards is known as:
instrumentality
37. Modern management practices such as employee management
recognition programs, flexible benefit packages, and stock
ownership plans emphasize: external incentives
38.A "wild turkey in the top management team is: a devil's advocate
who challenges the thinking of the CEO and other top executives
39.A problem with the behavioral measure for personality would be
the observer’s ability to stay focused
40. The study of individual behavior and group dynamics in
organizational settings describes the content of study in:
organizational behavior
41. If you use calculated involvements as a basis for understanding a
person's relationship with a work organization, which of the
following would be the best framework? Social exchange
42. Individuals who make external attributions will be more likely to:
develop feelings of incompetence which may lead to depression
43. In research on styles of conflict management, the avoiding style
was least effective.
44. Job satisfaction and employee performance are likely to be
positively related when: rewards are valued by employees and
are tied directly to performance
45. According to the strategic contingency perspective, which one of
the following factors is NOT a primary factor used to explain
differences in power between departments? Amount of formal
authority given departments
46. Attributional biases implies that managers must: know as much
as possible about individual differences and determine the cause
of behavior and perceived source of responsibility
47. The importance and value placed on a reward in expectancy
theory is known as: Valence
48. Increasing workforce diversity is likely to reduce stereotyping as
a barrier to social perception.
49.A technique that is valuable in its ability to generate a number of
independent judgements without the requirement of a face-to-
face meeting is: the Delphi technique
50. The theories of leadership concerned with identifying the specific
leader behaviors that are most effective in specific leadership
situations would be: Contingency theories
51. As a supervisor of a group of employees, all of whom have an
internal locus of control, you should allow them considerable
leeway in determining how to perform their work.
52. Authentic leaders are characterized by all of the following
EXCEPT: benevolence
53. Escape from conflict by daydreaming is known as: Fantasy
54.A defense mechanism in which an individual continues
dysfunctional behavior that will clearly not solve a conflict is
known as: Fixation
55. An example of an internal force for change is: an increased
grievance rate
56. Attribution theory helps to explain causes of behavior in
organizations.
57. Self-managed teams are sometimes called autonomous work
groups
58.A deterioration of mental efficiency, reality testing, and moral
judgement resulting from in-group pressures defines: groupthink
59.A key understanding to the relationship between hygiene and
motivation factors is: they are independent
60. In the case of repeated failure under expectancy theory, an employee
may, reduce effort
61. Emotional Intelligence (ET) relates to the ability to
manage conceptual skills
62. The development of group cohesiveness is negatively influenced
by: Internal competition
63.A method for countering social loafing includes: formal
evaluation of member contributions
64. When two departments are in conflict but are also facing a
common threat, the collaborating style of conflict management is
most appropriate.
65. If a manager asks an employee to purchase a gift for his wife, the
employee would think this request. Falls outside his zone of
indifference
66. The close linkage of valence to performance under expectancy
theory is crucial for enhancing motivation.
67. The basic idea behind leader-member exchange theory is:
leaders form two groups of followers (in-groups and out-groups)
68.A manager who is considered Machiavellian would rely on what
type of power? Personal
69. Under equity theory, people are motivated when they are in
equilibrium with perceptions of inputs and outcomes
70. The motivation theory that holds that employee motivation is
determined by the belief that a valued outcome will result from
effort is called expectancy theory
71. An example of a rite of enhancement is a/an: employee of the
month award
 72. Upper echelon theory argues that:characteristics of
the topmanagement team can predict
organizational characteristics
73. The webikestrutures that contract some or all of their operating
functions to other organisations and then coordinate their
rganizatonalorganizationaloactivities through managers and
otheremployees at their
headquarters are called NetworkedOrganisation
74. Persons who have a strong desire to control others arehigh in:
need for power
75. Projection occurs most often when you:surround yourself with
others similar to you
76. All of the following would be consistent with new ideasin
motivation except individuals need to beactivated by unmet
needs
77. Which trait is associated with less absenteeism at work?
Positive
Effect

Organizational Behavior and Opportunity: Multiple Choice Questions

1. The description of an organization as more like a snake pit, with daily conflict, distress, and struggle, would come from which
levelwithin the organization?
(a) group level
(b) organizational level
(c) individual level
(d) depnoartment level
2. The description of an organization as clockworks, in which human behavior is logical and rational, would come from which level
withinthe organization?
(a) individual level
(b) group or department level
(c) organizational level
(d) internal level
3. The study of organizational behavior is concerned with:
(a) psychosocial, interpersonal, and organizational structure
(b) psychosocial, interpersonal, and work design
(c) interpersonal, group dynamics in organizations, and work design
(d) psychosocial, interpersonal, and group dynamics in organizations
4. An internal perspective of human behavior tends to explain a person's actions in terms of:
(a) job demands
(b) personal value system
(c) task design
(d) organization communication channels
5. The science of human behavior and individual differences is:
(a) anthropology
(b) sociology
(c) engineering
(d) psychology
6. When Black & Decker placed a special emphasis on human productivity and efficiency through the application of organizational
goalsetting and differential piece rate systems, they were borrowing ideas from the discipline of:
(a) Psychology
(b) Anthropology
(c) Sociology
(d) Engineering
7. Culture and the study of learned behavior comprise the domain of:
(a) management
(b) anthropology
(c) sociology
(d) psychology
8. The recent growth of corporate wellness programs is an example of a contribution from which discipline?
(a) medicine
(b) psychology
(c) sociology
(d) management
9. Which of the following is not an internal component of a work organization?
(a) Structure
(b) Task
(c) Technology
(d) product market
10. In an open system the transformation or conversion of inputs to outputs is accomplished with:
(a) technology
(b) task structure
(c) borrowed financial resources
(d) robots
11. An organization's suppliers, customers, and federal regulators is called the:
(a) task environment
(b) market
(c) political economy
(d) general environment
12. The human, informational, material, and financial resources of an organization system would be considered:
(a) inputs
(b) throughputs
(c) the transformation
(d) outputs
13. The Hawthorne Studies uncovered the importance of:
(a) the workflow and scheduling of work for production efficiency
(b) delegating authority downward and throughout the organization
(c) the informal organization
(d) viewing an organization as clockworks
14. The beliefs and assumptions about people, work, and the organization best reflects the:
(a) formal organization
(b) overt part of an organization
(c) informal organization
(d) social surface
Challenges for Managers: Multiple Choice Questions
1. Which of the following is NOT one of the major challenges that managers must deal with in order to remain competitive?
(a) globalizing the firm's operations to compete in the global village
(b) managing ethical behavior, good character, and personal integrity
(c) managing a diverse workforce
(d) anticipating changes in foreign currency valuations
2. Globalization implies all of the following except:
(a) the world is free from national boundaries
(b) a borderless world
(c) competition between workers from other countries
(d) an organization's nationality is held strongly in consciousness
3. A transnational organization is one where:
(a) an organization's nationality is held strongly in the consciousness of managers even though the organization competes on a
global scale
(b) the global viewpoint supersedes national issues
(c) the global and national interests are linked in an overriding perspective
(d) a prevalent ethnic viewpoint begins to be held strongly in the consciousness of managers
4. Given the increasing attractiveness of U.S. business ventures in China, a major challenge for Western managers will be
understandingthe Chinese practice of guanxi, which is:
(a) the strong use of rewards and punishment in the workplace
(b) the use of personal connections to conduct business
(c) the practice of group members evaluating the performance of individual group members
(d) the tendency to negotiate small but specific agreements in order to interact effectively
5. The work of Hofstede is important because his studies revealed that more differences in work-related attitudes can be explained by:
(a) gender
(b) profession
(c) culture
(d) age
6. Hofstede's cross-cultural research found that Japanese managers valued:
(a) high risk taking
(b) group decisions
(c) a short-time perspective
(d) Individualism
7. Hofstede's work casts doubt on the:
(a) ability of cross-cultural attitudes to predict job-related attitudes
(b) use of masculinity versus femininity as an orientation that has cultural variation
(c) use of time as an orientation that differs across cultures
(d) the universal applicability of U.S. management theories
8. An expatriate manager is one who:
(a) has left a transnational organization to work for a competitor
(b) works within a foreign-owned company within their own country
(c) works in a country other than his or her home country
(d) has given his or her allegiance to a transnational type of organization over a more national/domestic perspective
9. Which of the following was NOT recommended as a technique for increasing the sensitivity of differences between people from
variouscultures?
(a) describing one another's culture
(b) cultural sensitivity training
(c) role analysis technique (RAT)
(d) cross-cultural task forces or teams
10. Attention to diversity has particularly increased in recent years because of:
(a) the use of telecommunications
(b) the opportunity for use of lower cost labor in other countries
(c) the changing demographics of the working population
(d) Legislation
11. The globalization of business and changing demographic trends will present organizations with a tremendously culturally
diverseworkforce which represents the risk that:
(a) prejudices and stereotypes will prevent managers and employees from developing a synergy that can benefit the organizations
(b) families will not be left intact
(c) values will begin to erode
(d) opportunities will not be available
12. Emphasizing the use of inclusive language such as “partner” instead of “spouse” would be directed at what type of diversity?
(a) Culture
(b) social status
(c) sexual orientation
(d) Age
13. The major difference between prejudice and discrimination is:
(a) prejudice has been shown to have more of an impact on productivity than discrimination
(b) discrimination has been shown to have more of an impact on productivity than prejudice
(c) prejudice refers to behavior and discrimination refers to an attitude
(d) prejudice refers to an attitude and discrimination refers to behavior
14. Assume you are the manager of a department with a diverse work group, but white males comprise the largest subgroup. Many of
thewhite males resent having to work along side of female and minority employees who have less seniority and work experience but are
paidthe same. Several conflicts and incidents have taken place between the white males and others that have disrupted the workplace.
Whichof the following approaches would be more appropriate and effective in dealing with this situation?
(a) Fire the white male perpetrators.
(b) Extend preferential treatment to female and minority employees.
(c) Urge female and minority employees to take legal action against those who have caused problems.
(d) Indicate that discriminatory and other inappropriate behavior will not be tolerated and initiate a series of meetings to address
theproblems and encourage open and frank discussion of the issues.
Personality: Multiple Choice Questions
1. According to the proponents of interactional psychology, all of the following are correct except:
(a) behavior is a function of heredity and physical stature
(b) people vary in terms of cognitive, affective, motivational, and ability factors
(c) a situation can be viewed objectively
(d) one's subjective view of the situation can also be important
2. The basis for understanding individual differences stems from:
(a) Jung's development of personality archetypes
(b) Carl Roger's contention that everyone is unique
(c) Bandura's approach to social-cognitive social learning theory
(d) Lewin's contention that behavior is a function of the person and the environment
3. The way in which factors such as skills, abilities, personalities, perceptions, attitudes, values, and ethics differ from one individual
toanother is referred to as:
(a) personality
(b) individual differences
(c) the basis for group differences
(d) variation in traits
4. All of the following are examples of individual differences except:
(a) Personality
(b) general mental ability
(c) emotional intelligence
(d) Norming
5. What is considered the single best predictor or work performance across many occupations studied both here in the United States and
across different cultures?
(a) GMA
(b) Extraversion
(c) Conscientiousness
(d) Emotional Stability
6. A relatively stable set of characteristics that influence an individual's behavior defines:
(a) behavioral predispositions
(b) personality
(c) the integrative approach to behavior
(d) the approach emphasizing the perceptual process
7. Personality is shaped by:
(a) consequences of behavior and the environment
(b) the person and the situation
(c) thinking and feelings
(d) heredity and environment
8. The traits associated with high-performing employees are:
(a) extraversion and agreeableness
(b) agreeableness and conscientiousness
(c) conscientiousness and emotional stability
(d) emotional stability and agreeableness
9. Which of the following is not considered one of the “Big Five” personality traits?
(a) heredity
(b) extraversion
(c) emotional stability
(d) conscientiousness
10. The approach to the study of personality that focuses on both person (dispositions) and situational variables as combined predictors
ofbehavior is known as:
(a) trait theory
(b) the integrative approach
(c) psychodynamic theory
(d) wholistic humanism
11. Which of the following statements regarding internals and externals
isFALSE?
(a) Internals and externals have similar positive reactions to being promoted.
(b) Internals and externals have distinctly different reactions to being promoted with internals having higher organizational
commitmentthan externals.
(c) Internals tend to have positive feelings to a promotion longer than do externals.
(d) Externals may be more reluctant than internals to participate in decision making.
12. Which of the following is NOT a component of CSE.
(a) General Mental Ability
(b) Locus of Control
(c) Generalized Self-Efficacy
(d) Self-Esteem
13. An individual's generalized belief about internal control versus external control is called:
(a) self-efficacy
(b) self-esteem
(c) locus of control
(d) self-monitoring
14. Which type of situation is interpreted the same way by different individuals,
evokingagreement on the appropriate behavior in the situation?
(a) weak situation
(b) middle situation
(c) ambiguous situation
(d) strong situation
15. Individuals possessing an internal locus of control:
(a) display high anxiety
(b) tend to be dissatisfied on the job
(c) prefer participative management styles
(d) avoid greater responsibility
16. Individuals possessing a Type A personality:
(a) are socially secure
(b) are less prone than Type B personalities to heart attacks
(c) may become aggressive, even somewhat hostile when faced with conflict and other work-related difficulties
(d) tend to be relatively calm in difficult situations
17. Assume you are a supervisor of ten employees, one of whom is clearly a Type A personality. Which of the following approaches
wouldyou follow to effectively manage this employee?
(a) Frequently remind the employee about schedules and deadlines.
(b) Try to maintain a certain level of conflict with the employee because this will stimulate higher performance.
(c) Keep the employee very busy by adding tasks and projects to the person's workload.
(d) Assist the employee through encouraging time management applications and convincing the person to pace him or
herself.Perception and Attribution: Multiple Choice Questions
1. All of the following are characteristics of the target of one's perceptions, except:
(a) physical appearances
(b) oral communication
(c) nonverbal cues
(d) purpose and context of encounter or interaction
2. The process of interpreting information about another person is:
(a) high external control
(b) social perception
(c) Encoding
(d) Evaluation
3. The three major categories of factors that influence one's perception of another person include:
(a) characteristics of the perceiver, the target, and the situation
(b) availability of information, the target person, and the situation
(c) recentcy of information, availability of information, and consistency of information
(d) characteristics of ourselves, the target person, and consistency of information
4. Which of the following is NOT an important characteristic of the perceiver that can affect social perception?
(a) Attitude
(b) Mood
(c) self-concept
(d) emotional stability
5. The perceiver's pattern of thinking or manner in which they assemble and interpret information about another person is:
(a) the strength of situational cues
(b) cognitive structure
(c) self-concept
(d) attitude structuring
6. The ability of an individual to perceive multiple characteristics of another person rather than attend to just a few traits is a function
oftheir:
(a) attention span
(b) ability to focus
(c) cognitive weighting
(d) cognitive complexity
7. All of the following are characteristics of the target that influence social perception except:
(a) inferred intentions
(b) nonverbal communication
(c) verbal communication
(d) cognitive complexity
8. In which of the following situations are situational cues and social context most formalized?
(a) job interview
(b) employee coaching session
(c) on-the-job instruction for new employees
(d) employee briefing at start of work shift
9. The discounting principle is a characteristic of the:
(a) Situation
(b) Perceiver
(c) Target
(d) cognitive miser
10. An employee who does not get along well with other employees but generates the most sales is evaluated only on sales
performance.This is an example of:
(a) Stereotyping
(b) the cognitive miser
(c) the self-fulfilling prophecy
(d) selective perception
11. Suppose, for example, that a sales manager is evaluating the performance of his employees. One employee does not get along
wellwith colleagues and rarely
completes sales reports on time. This employee, however, generates the most new sales contracts in the office. The sales manager
chooses to ignore the negative information and evaluates the salesperson only on contracts generated. The manager is exercising:
(a) Projection
(b) selective perception
(c) self-fulfilling prophecy
(d) fundamental attribution error
12. A supervisor's high expectations of a new employee and the subsequent high performance of that employee is known as:
(a) impression management
(b) Stereotyping
(c) perceptual bias
(d) self-fulfilling prophecy

Attitudes: Multiple Choice Questions

1. In managing organizational behavior, the importance of attitudes:
(a) is determined by observation
(b) rests with understanding nonproductive behavior
(c) lies in their link to behavior
(d) can be assessed from observing non-work behavior
2. An individual's psychological tendency expressed by evaluating an entity with some degree of favor or disfavor reflects:
(a) an attitude
(b) one's mood
(c) values
(d) beliefs
3. All of the following are indications of affect except:
(a) he believes that young employees are error prone
(b) she dislikes eating lunch in the company cafeteria
(c) he prefers group discussion
(d) she likes the new phone system
4. Asking an employee whether he or she would use a new computer software package is an attempt to determine:
(a) Affect
(b) Cognition
(c) dissonance reduction
(d) behavioral intent
5. An individual does not have an attitude until he or she responds to an entity on a:
(a) personal, cognitive, and behavioral basis
(b) cognitive, interactive, and behavioral basis
(c) behavioral, affective, and interactive, basis
(d) cognitive, behavioral, and affective basis
6. When one's attitudes and required job behavior conflict, may develop.
(a) Affect
(b) attitude consonance
(c) behavioral tendency
(d) cognitive dissonance
7. Attitudes are learned and two major influences include:
(a) repeated behavior and affect
(b) direct experience and social learning
(c) cognitive dissonance and negative affectivity
(d) random behavior modeling and unconscious motivation
8. A major reason why attitudes derived from direct experience are so powerful is because:
(a) they become a heuristic to assist in decision making
(b) they are easily accessed and are active in our cognitive processes
(c) they are accessible through the left part of the brain which is more intuitive
(d) of the behavioral intention component of an attitude
9. When one's attitudes and required job behavior conflict, may develop.
(a) Affect
(b) attitude consonance
(c) behavioral tendency
(d) cognitive dissonance
10. If a salesperson is required to sell a defective TV set but believes this act to be unethical, he or she would:
(a) not engage in the act
(b) experience the discomfort of cognitive dissonance
(c) need to be at Kohlberg's 5th level of cognitive development in order to resolve the conflict between attitudes and behavior
(d) reexamine his or her behavioral intention
11. Which of the following is not an important aspect or process of modeling?
(a) The learner must focus attention on the model.
(b) The model must not be aware of the learner's presence.
(c) The learner must retain, accept, and/ or stamp in what was observed for the model.
(d) The learner must practice the model's behavior.
12. In social learning, the family, peer group, religious organizations, and culture shape an individual's attitudes in a(n):
(a) direct manner
(b) indirect manner
(c) reciprocal manner
(d) parallel manner
13. Assume you are a supervisor and you strongly endorse keeping an open line of communication with your employees, you always
keepyour office door open and you instruct your secretary to not screen phone calls from employees. These conditions include:
(a) attitude specificity
(b) cognitive dissonance
(c) little connection between attitudes and appropriate behavior
(d) non-compliance with social constraints
14. Which of the following is NOT one of the five things the attitude–behavior correspondence depends upon?
(a) attitude specificity
(b) attitude relevance
(c) social constraints
(d) the experimental model used to test the relationship
15. If an individual from a country holds a negative attitude towards women in management because of a cultural belief system, but
doesnot reflect behavior consistent with that attitude in a group, the link between the attitude–behavior is probably weak because:
(a) the measurement timing is poor
(b) of social constraints
(c) the individual is a low self-monitor
(d) of low attitude relevance
16. An enduring belief that a particular behavior or end state of existence is preferred is known as a/an:
(a) message
(b) value
(c) ethic
(d) attitude
17. All of the following are considered terminal values except:
(a) wisdom
(b) achievement
(c) self-control
(d) equality
18. Which of the following is not an instrumental value?
(a) helpfulness
(b) independence
(c) self-respect
(d) courage
19. The goals to be achieved, or the end states of existence, are called:
(a) instrumental values
(b) terminal values
(c) lifelong values
(d) permanent values
20. Recent research found four values exerted the most influence on job choice decisions. Which of the following was not one of
thosevalues?
(a) Achievement
(b) concern for others
(c) Fairness
(d) Pay
21. Which of the following work values is LEAST relevant to individuals?
(a) Honesty
(b) Fairness
(c) concern for others
(d) Professionalism
22. What type of work culture would you most likely find in Iran?
(a) individualist culture
(b) work culture based on task accomplishment
(c) work culture based on contributions to loyalty
(d) collectivist culture

Emotions and Ethics: Multiple Choice Questions

1. Acting in ways consistent with one's personal values and the commonly held values of the organization and society is:
(a) legal behavior
(b) ethical behavior
(c) cognitive behavior
(d) loyal behavior
2. Ethical behavior is influenced by which two major factors?
(a) religion and value system
(b) terminal and instrumental values
(c) level of ethical reasoning and intelligence
(d) individual characteristics and organizational factors
3. An enduring belief that a particular behavior or end state of existence is preferred is known as a/an:
(a) Message
(b) Value
(c) Ethic
(d) Attitude
4. Which of the following qualities has NOT been suggested as important to making ethical decisions?
(a) competence to identify issues
(b) self-confidence to seek out different opinions
(c) tough-mindedness
(d) Commitment

Motivation at Work: Multiple Choice Questions

1. The process of arousing and sustaining goal-directed behavior is called:
(a) energizing
(b) goal setting
(c) motivation
(d) expectancy theory
2. Which of the following statements is most accurate regarding the current state of motivation theories?
(a) The reinforcement approach to motivation has been found to be superior to other motivational models.
(b) Freud's psychodynamic theory of motivation has generally been supported with the strongest empirical evidence.
(c) There are several approaches to motivation, and one or another may be useful in specific organizational contexts, with
specificindividuals or groups, at different times.
(d) The motivational models that make strong economic assumptions regarding human motivation have received the most
universalacceptance.
3. Maslow's hierarchy of needs model begins with needs and ends with needs.
(a) security, social
(b) achievement, power
(c) power, affiliation
(d) physiological, self-actualization
4. Assume you own and operate a small printing and specialty advertising business that employs 25 persons. With increased health care
costs and related insurance premiums you are contemplating the cancellation of health and hospitalization insurance for your
employees.Your decision may cause your employees to become greatly concerned about:
(a) self-esteem needs
(b) affiliation needs
(c) safety and security needs
(d) self-actualization needs
5. Assume you have accepted a job offer and will shortly begin working in your first professional position. The firm provides a very
competitive salary and benefit package. Your attention is now directed to learning and advancement opportunities. According to
Alderfer and McGregor, these are:
(a) Theory X and relatedness concerns
(b) existence and Theory Y concerns
(c) growth and Theory Y concerns
(d) neither Theory X nor Y concerns
6. McGregor believed that Theory X assumptions were appropriate for:
(a) individuals located at the top of the organization
(b) employees located at the lower level of the organization
(c) individuals motivated by lower order needs
(d) individuals motivated by higher order needs
7. Maslow's progression hypothesis states:
(a) only ungratified needs motivate behavior
(b) needs are ordered
(c) individuals will move down the hierarchy as well as up the hierarchy
(d) higher order needs are more important than lower order needs
8. According to Herzberg, a major difference between motivator and hygiene factors includes:
(a) motivators are controlled by supervisors and hygienes are contained within the job
(b) hygiene factors allow self-actualization when present whereas motivation factors can only be activated when pay and benefits
areacceptable
(c) hygiene factors deal with personal appearance and motivators concern negative aspects of the job environment
(d) motivators deal with job characteristics that are intrinsic to the job and hygiene factors deal with characteristics of the
workenvironment or factors extrinsic to the job
9. After working as a sales associate in an appliance store for six months, you begin to become dissatisfied with various rules
andregulations, or:
(a) motivator factors
(b) Theory Y assumptions
(c) hygiene factors
(d) relatedness concerns
10. Which of the following has been identified as both a hygiene and motivational factor in research done on Herzberg's two-
factortheory?
(a) achievement
(b) coworker relations
(c) advancement
(d) pay
11. Which of the following is considered a motivating factor in Herzberg's two-factor theory?
(a) recognition
(b) fringe benefits
(c) supervision
(d) working conditions
12. Which of the following would be considered a valid conclusion regarding Herzberg's two-factor theory?
(a) The presence of motivation factors is not necessarily essential to enhancing employee motivation to excel at work.
(b) Hygiene factors are of critical value to enhancing motivation.
(c) The model has adequately addressed individual differences.
(d) Hygiene factors are of some importance up to a threshold level.
13. Which of the following would NOT be considered a valid criticism of Herzberg's two-factor theory?
(a) Data have not been provided that support a clear separation of hygiene and motivator factors.
(b) There is an absence of individual differences in the theory.
(c) Extrinsic factors may be more important in determining satisfaction or dissatisfaction on the jo(b)
(d) Most of the supporting data for the model has come from Herzberg's students using the critical incident technique.
14. According to Herzberg, which factors are related to job dissatisfaction?
(a) motivation factors
(b) hygiene factors
(c) lower level needs
(d) the absence of motivation factors
15. A prerequisite for successful goal-setting programs, such as management by objectives (MBO), is:
(a) a relatively benign or stable environment
(b) supervisory goal commitment
(c) the connection between goals/ outcomes/rewards
(d) organizational commitment
16. An important function of goal setting is:
(a) reducing role stress associated with conflicting and/or confusing expectations
(b) reducing the mental effort required in employee jobs
(c) minimizing performance evaluations
(d) simplifying supervision

Groups: Multiple Choice Questions

1. Work groups place a strong emphasis on:
(a) shared leadership
(b) mutual accountability
(c) products that require collective work
(d) individual accountability
2. A group is a collection of two or more persons with common interests or objectives, whereas a work team:
(a) consists of two or more persons who are loosely tied together, yet each member works independently
(b) may be dozens of people who are quickly assembled to perform a task that may only take a few minutes
(c) has several persons but the performance or contribution of any particular member is inconsequential for the team's output
(d) is usually a small number of people with complementary skills who are committed to a common goal for which they are
mutuallyaccountable
3. A small number of people with complementary skills who are committed to a common mission, performance goals, and approach
forwhich they hold themselves mutually accountable is known as a/an:
(a) Group
(b) cohesive group
(c) work team
(d) effective group
4. Groups emphasize all of the following except:
(a) collective work products
(b) individual leadership
(c) exclusive work products
(d) personal accountability
5. Which of the following is a characteristic of a well-functioning group?
(a) decisions are usually based on what a majority of the group wants
(b) conflict and disagreement tend to be over individual personalities or approaches
(c) the atmosphere tends to be stressful and formal
(d) people express both their feelings and their thoughts
6. The two sets of social benefits available to team or group members includes:
(a) recognition and integrated involvement
(b) integrated involvement and achievement
(c) psychological intimacy and recognition
(d) psychological intimacy and integrated involvement
7. Integrated involvement as a social benefit of group or team membership includes:
(a) emotional support
(b) affection and warmth
(c) opportunity for influence
(d) interpersonal openness
8. The standards that a work group uses to evaluate the behavior of its members are called:
(a) role congruence
(b) expectation consistency
(c) norms of behavior
(d) superordinate goals
9. The behavioral norms expected within work groups and considered to be among the most important from the
organization'sperspective are known as:
(a) Visions
(b) organizational culture and credos
(c) group cohesion
(d) Groupthink
10. Which of the following statements regarding group cohesion is NOT accurate?
(a) group cohesion can enhance job satisfaction for members.
(b) group cohesion can enhance organizational productivity.
(c) highly cohesive groups tend to have higher interpersonal exchanges away from the workplace.
(d) highly cohesive groups are better able to control and manager their membership better than work groups low in cohesion.
11. According to the group development model discussed in the text, a
groupaddresses which of the following issues?
(a) personal, task, and authority issues
(b) cultural, interpersonal, and task issues
(c) task, authority, and cultural issues
(d) interpersonal, task, and authority issues
12. An emergent group is known as a/an:
(a) formal group
(b) assigned group
(c) informal group
(d) temporary group
13. Dependence on guidance and direction is the defining characteristic in what stage of group development?
(a) norming
(b) forming
(c) performing
(d) adjourning
14. At what stage of group development does the leader need to adopt a coaching style due to team challenges?
(a) forming
(b) storming
(c) norming
(d) performing
15. A good group decision approach when an objective is to maximize the number of alternatives is:
(a) brainstorming
(b) dialectical inquiry
(c) the Delphi technique
(d) nominal grouping
Work Teams: Multiple Choice Questions
1. Teams are appropriate where:
(a) the knowledge and talent of workers are dispersed across members and require integration
(b) tasks are independent and complex
(c) tasks are simple and routine
(d) knowledge and talent is placed in highly skilled individuals
2. A beneficial team environment is one where an individual does the following:
(a) suppresses their own thoughts
(c) comes up with initiatives
(b) follows orders
(d) doesn't rock the boat
3. Which stage requires that team members feel they are a part of the team for further progression in group development to occur?
(a) forming
(b) storming
(c) norming
(d) performing
4. An effective team exhibits:
(a) no weaknesses
(b) shared leadership
(c) intragroup conflict
(d) formal, designated leadership
5. Which of the following is most accurate regarding the impact of dissimilarity on teams and team members?
(a) value dissimilarity is negatively related to task conflict
(b) functional dissimilarity is negatively related to team involvement
(c) value dissimilarity is negatively related to team involvement
(d) demographic dissimilarity has no impact on OCB
6. Some experts believe that only individuals within a team can be creative, but a professor at Northwestern University suggests that
teamcreativity can be achieve(d) Which of the following practices would NOT enhance team creativity?
(a) building a playground
(b) team diversity
(c) facilitator training
(d) Conformity
7. A team-oriented work environment places emphasis on:
(a) empowerment and collaboration
(b) power and authority or the distribution of power among team members
(c) internal competition
(d) hierarchical control by top management
8. Which of the following is not considered to be a foundation for successful teamwork?
(a) working together
(b) empowerment skills
(c) goal clarity
(d) process skills
9. Self-managed teams are sometimes called:
(a) quality circles
(b) quality teams
(c) autonomous work groups
(d) cross-functional work teams

Power and Political Behavior: Multiple Choice Questions

1. The legitimacy inherent in one's job is , whereas the ability to influence someone else is .
(a) power; authority
(b) influence; authority
(c) authority; power
(d) power; control
2. If a person can affect the thoughts, behavior, and feelings of another person, she has:
(a) influence
(b) power
(c) authority
(d) dominance
3. Enlarging an employee's zone of indifference is accomplished by:
(a) the use of authority
(b) the use of power
(c) the use of effective communication techniques
(d) eliminating cognitive dissonance
4. Which of the following power sources is LEAST likely to be available to a non-supervisory, technical employee?
(a) expert
(b) referent
(c) knowledge
(d) legitimate
5. The power base of the future will likely be:
(a) reward
(b) legitimate
(c) referent
(d) expert
6. As a student, you are developing power.
(a) legitimate
(b) expert
(c) reward
(d) personal
7. Which base of power has the strongest relationship with performance and satisfaction?
(a) legitimate
(b) referent
(c) expert
(d) reward
8. Your authors suggest the addition of another source of power to French and Raven's five sources of power. Which of the following
bestreflects this additional source of power?
(a) network centrality
(b) position power
(c) gatekeepers power
(d) information power
9. An important aspect of a manager's exercise of reward power in the determination of employee salary increases is:
(a) individual rights
(b) utilitarian outcomes
(c) distributive justice
(d) procedural justice
10. To use power ethically an manager should examine the behavior by asking three questions regarding criterion outcomes of:
(a) procedural justice, utilitarian, and individual rights
(b) individual rights, utilitarian, and distributive justice
(c) distributive justice, utilitarian, and individual rights
(d) procedural justice, distributive justice, and individual rights
11. Which of the following is NOT a positive power-oriented characteristic according
toMcClelland?
(a) Explain just enough to pacify employees sufficiently so they won't ask questions.
(b) Publicly put the company and its needs before one's own needs.
(c) A strong belief is justice and equity.
(d) View of work as positive and self-discipline building.
12. McClelland's two faces of power include:
(a) coercive and social
(b) legitimate and personal
(c) personal and social
(d) legitimate and social
13. McClelland's positive face of power is:
(a) social power
(b) personal power
(c) expert power
(d) referent power
14. McClelland's perspective of power is best reflected by which statement?
(a) The concept of power is value free and neutral.
(b) It is not so much how power is used but rather the base of power that is important.
(c) Power and the use of politics to increase power inevitably will have negative effects on the organization.
(d) All managers should receive training in the effective use of power.
15. McClelland has found that the best managers are those who have:
(a) a high need for affiliation
(b) a high need for social power and a high need for affiliation
(c) a low need for social power and a high need for affiliation
(d) a high need for social power and a low need for affiliation
16. According to McClelland, when a manager treats others as objects to be utilized to get ahead, or views situations as win-lose,
themanager is using which form of power?
(a) personal power
(b) social power
(c) legitimate power
(d) expert power

Leadership: Multiple Choice Questions

1. According to John Kotter, leadership (in contrast to management) entails:
(a) planning and budgeting
(b) organizing and staffing
(c) problem solving
(d) setting a direction for the organization
2. Which of the following is NOT one of the leadership theory categorization factors?
(a) traits
(b) attitudes
(c) behavior
(d) contingency
3. Kotter suggests that leadership and management:
(a) consist of very similar activities
(b) involve the alignment of people to the overall direction of the organization through communication
(c) involve the management of major change efforts within the organization
(d) are two distinct, yet complementary systems of action in organizations
4. Trait leader theories focus on all the following except:
(a) intelligence
(b) personality characteristics
(c) physical attributes
(d) situational characteristics
5. Which of the following statements best reflects the support for trait theories to identify universal distinguishing attributes of leaders?
(a) Trait studies have identified physical attributes as being more important to leadership than personality or leader abilities such
asintelligence.
(b) When looking at physical attributes, height has been the indicator a leader attribute with universal generalizability.
(c) Findings on traits as a basis for explaining leader effectiveness are neither strong nor uniform.
(d) Trait theory studies have tended to conclude that there are strong implications for training and development rather then selection.
6. Trait theories of leadership attempt to:
(a) fit traits to various situations
(b) emphasize the situation in classifying approaches to leadership
(c) suggest leaders are born and not made
(d) focus on leaders physical attributes, personality, and abilities
7. When considering the type of leadership style exhibited according to the behavioral theories, which of the following is most accurate?
(a) The specific situation is important because the leader's style varies with each situation.
(b) The emotional atmosphere of the work environment has not been associated with a particular leadership style.
(c) Situational characteristics are not important because the leader's style does not vary over different situations.
(d) Laissez-faire leadership is similar to the employee-centered or subordinate-centered approach to leadership.
8. When comparing autocratic leadership style to democratic leadership style, democratic leaders:
(a) are more directive and less likely to allow follower initiative
(b) force compliance to rules and procedures
(c) do not closely supervise and allow employee initiative and decision making
(d) require more structure in the work environment
9. Fiedler would advocate which of the following in effecting a match of the leader to a favorable leadership situation?
(a) leader behavior training
(b) follower skill training
(c) better selection and assignment of leaders
(d) reengineer the situation
10. The LPC scale is:
(a) an attitudinal scale that measures leadership style
(b) a projective technique that evaluates the person a leader has least preferred to work with
(c) highly reliable
(d) an instrument that evaluates the type of person a leader likes least
11. According to Fiedler, the effectiveness of leaders is dependent on:
(a) the favorableness of their situation
(b) the least preferred coworker
(c) task structure
(d) position power
12. According to Fiedler's leadership research, high LPC (relationship-oriented) leaders are most successful in situations where:
(a) leader-member relations are poor, the task is unstructured, and position power is weak
(b) leader-member relations are poor, the task is structured, and position power is strong
(c) leader-member relations are good, the task is unstructured, and position power is weak
(d) leader-member relations are good, the task is structured, and position power is weak
13. As a manager using Fiedler's approach to leadership, which of the following interventions would be most effective?
(a) Insure that you recruit leaders with flexible leadership approaches.
(b) When you find a misfit between the leader and the situation, provide the necessary training to remedy the lack of fit.
(c) Constantly monitor leadership orientation through the LPC to detect any change in orientation.
(d) Reengineer the situation to fit the leader's predisposition.

Conflict and Negotiation: Multiple Choice Questions

1. Conflict involves disagreement between two or more parties because of:
(a) mutual interest
(b) incompatible goals
(c) resource dependency
(d) goal congruence
2. EI is defined as:
(a) any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or
moreparties
(b) constructive agreement between two or more people
(c) the positive side of emotional quality
(d) the power to control one's emotions and perceive emotions in others
3. Estimates show that managers spend what percent of their time dealing with conflict?
(a) 11%
(b) 21%
(c) 31%
(d) 41%
4. The power not only to control emotions but also to perceive them is termed:
(a) self-awareness
(b) emotional intelligence
(c) disciplined empathy
(d) emotional perception
5. Conflict can be functional, or a positive force, in all of the following situations except:
(a) when group and organizational cohesion is broken down
(b) when it stimulates creativity out of a friendly rivalry
(c) when it causes individuals or groups to better understand themselves and their contribution to the organization
(d) when it motivates people to change
6. All of the following are negative conflict diagnostic questions except:
(a) Is energy being diverted from goal achievement?
(b) Is the outcome likely to be negative for the organization?
(c) Are the parties hostile toward each other?
(d) Do the potential losses exceed any potential benefits?
7. As a manager, your ability to diagnose conflict as good or bad is contingent upon your looking at all of the following except:
(a) the issue
(b) the parties involved
(c) the context of the conflict
(d) the presence of groupthink
8. One occasion in which managers should work to stimulate conflict is when:
(a) there has been a tendency to over use the devil's advocate perspective
(b) group members are highly cohesive
(c) there is only one source of conflict
(d) the group suffers from groupthink
9. Two departments in a university are engaged in a conflict because one had its budget cut. This is an example of conflict based on:
(a) jurisdictional ambiguity
(b) interdependence
(c) authority relationships
(d) common resources
10. At a software company there is one person for databases, one for statistical packages, and another for expert systems. The
structuralcause for conflict between these individuals is:
(a) sharing common resources
(b) status inconsistencies
(c) interdependence
(d) specialization
11. Which of the following is NOT a structural cause of conflict in organizations?
(a) skills and abilities
(b) Interdependence
(c) status inconsistencies
(d) goal differences
12. You have a problem with your computer, so you call the company that made it. They inform you that the problem is caused
by software, so you call the software division and they tell you it's the hardware. This is an example of:
(a) interdependent forms of structural conflict
(b) goal differences
(c) jurisdictional ambiguities
(d) common resources
13. Two machine operators disagree over the cause of an equipment breakdown. This conflict is based on differences in:
(a) personalities
(b) perception
(c) emotions
(d) needs
14. Long lasting and difficult conflicts between individuals usually stem from differences in:
(a) emotions
(b) values
(c) perceptions
(d) communication styles

Organizational Culture: Multiple Choice Questions

1. A pattern of basic assumptions that are considered valid and that are taught to new members as the way to perceive, think, and feel
inthe organization is known as:
(a) socialization
(b) corporate culture
(c) psychological contract
(d) value system
2. Organizational culture is most rooted in which of the following fields of study?
(a) social psychology
(b) political science
(c) sociology
(d) anthropology
3. Which of the following is NOT an important attribute of organizational culture?
(a) shared norms and values
(b) Symbolism
(c) employee socialization
(d) pervasiveness and endurance
4. Which of the following include the three levels of culture identified by Edgar Schein?
(a) artifacts, values, and symbols
(b) basic assumptions, awareness, and values
(c) values, ceremonies and rites, and artifacts
(d) artifacts, values, and basic assumptions
5. The key to understanding culture through artifacts lies in:
(a) identifying the visible portion of culture
(b) identifying the most important artifact of culture which is symbols
(c) figuring out what they mean
(d) the awareness of how values are communicated through culture
6. The most visible and accessible level of culture is:
(a) Values
(b) Assumptions
(c) Artifacts
(d) socialization processes
7. When a corporate president is the first employee to give blood during a corporate blood drive, this is an example of:
(a) Ritual
(b) Symbolism
(c) rite of integration
(d) personal enactment
8. The employees of Stillwater Designs know that if monthly sales are higher than sales in the same month of the previous year that
SteveIrby (founder and CEO) will hold a cookout for the employees the following Friday. This would be a result of the CEO's use of:
(a) ceremonies and rites
(b) Stories
(c) Rituals
(d) personal enactment
9. Which of the following would NOT
provide an indication of an organization's culture?
(a) employee dress code
(b) performance expectations of employees
(c) use of job titles
(d) number of products produced
10. When the president of your college or university awards scholarships at a banquet to high-achieving students, this is an example of:
(a) personal enactment
(b) a ritual
(c) a symbol
(d) a ceremony
11. An early fall semester convocation on your campus can be considered a:
(a) rite of integration
(b) rite of renewal
(c) rite of enhancement
(d) rite of success
12. When Southwestern Bell emphasizes the importance of management training by kicking off classes using a high-ranking executive
andhas a graduation ceremony when classes are completed, they have utilized:
(a) a rite of renewal and a rite of passage
(b) a rite of enhancement and a rite of passage
(c) a rite of integration and a rite of enhancement
(d) a rite of passage and a rite of integration
13. Everyday organizational practices that are repeated over and over defines:
(a) culture
(b) a rite
(c) a ritual
(d) a symbol
14. A corporate logo is:
(a) a ritual
(b) a symbol
(c) usually an indication of what the organization produces as a product or provides as a service
(d) a rite of integration

Managing Change: Multiple Choice Questions

1. All of the following are planned corporate changes except:
(a) installing a computer-controlled machine tool
(b) responding to an increase in the excise tax on gasoline
(c) preparing materials and making arrangements for a workforce diversity-training workshop
(d) scheduling production runs for the peak vacation period of June through August
2. Which of the following is NOT a term to describe the organizations that will succeed in meeting the competitive challenges
that businesses face?
(a) adaptiveness
(b) flexibility
(c) responsiveness
(d) mechanistic
3. While downsizing can increase shareholder value by better aligning costs and revenues, the effective organizations are the ones
thatexcel at:
(a) reengineering and downsizing
(b) Outsourcing
(c) identifying attractive joint ventures
(d) systematic innovation
4. Workout sessions at GE are designed to:
(a) set the strategic direction of the organization
(b) identify the success factors that will lead to better performance within markets
(c) identify the competitive moves of competitors
(d) make the organization faster, less complex, and able to respond effectively to change
5. Which of the following is NOT an external force that can stimulate the need for change?
(a) labor market
(b) competitor's pricing decisions
(c) changes in employee's expectations
(d) effective date of new federal employment law
6. Technological changes bring about profound change because they are not just changes in the way work is performed, but also result in:
(a) frustration
(b) changes in work relationships and organizational structures
(c) control being transferred to upper levels within the organizations because of the upper echelon's access to more and
betterinformation
(d) richer forms of communication
7. When an organization moves to a radically different, and sometimes unknown, future state, they have made what type of change?
(a) strategic
(b) transactional
(c) transformational
(d) incremental
8. When the organization changes its mission, culture, culture, goals, strategy, and structure it has:
(a) attempted a turnaround
(b) made strategic changes
(c) made a transformational change
(d) made a transactional change
9. When the organization makes a large-scale change such as moving to a new structure, the change would be considered:
(a) strategic
(b) transactional
(c) transformational
(d) radical
10. A price adjustment in gasoline by an oil company in response to an excise tax increase is a/an
change.
(a) incremental
(b) nonreversible
(c) strategic
(d) transactional
11. A person who acts as the initiator and assumes responsibility for change management is called a/an:
(a) consultant
(b) change agent
(c) arbitrator
(d) liaison official
12. The most massive scope of change is known as:
(b) transactional
(c) strategic change
(d) transitional

HRMCOO2
1. Delaying action on a conflict by buying time is referred as
ADMINISTRATIVE ORBITING
2. The behavioral response of a target towards the sensed and accepted expectation
of the perceiver is known as the:
PYGMALION EFFECT
3. the transactional focus on leadership suggested that
EXCHANGES BY LEADER WITH DIFFERENT SUBORDINATES CAN BE DIFFERENT IN
QUALITY
4. presenting to share information can be crucial for:
PROBLEM SOLVING AND COOPERATION
5. Leadership wisdom is associated with
SELF-OBJECTIVITY AND SELF-REFLECTION
6. The question is not about which one is a better source of motivation: we all
experience;
BOTH EXTRINSIC AND INTRINSIC
7. In management literature, the term ‘Organization’ refers to both:
 PROCESS OF MANAGEMENT AS WELL AS AN OUTCOME OF THAT PROCESS, THAT IS,
A STRUCTURE
8. it is now established that these patterns of perception and judging the cause of an
event is
PHYSCHOLOGICALLY SHAPED
9. the major contentions against the drive theory are that its assumptions take:
A MECHANIST VIEW OF HUMANS
10. As per Kotter, leadership process involves
SETTING A DIRECTION FOR THE ORGANIZATION, PLANNING AND BUDGETING FOR
ORGANIZATION, CONTROLLING AND PROBLEM SOLVING FOR ORGANIZATION
11. Needs are important for optimal human development and integrity because
prolonged deprivation of important needs may lead to
Negative result and serious problem
12. Non contingent rewards induce employees to develop
personalized relationship with powerful people within the organization
13. The leadership trait theory focuses on
Leader personality characteristics
14. The first meaning of personality refers to the way an individual is perceived by
others – personality from the observer’s perspective
Public and verifiable
15. One of the major challenges any CEO or senior level executive faces is
Almost never finding and keeping efficient people
16. How many types of organizational culture are known as per Handy(1923)
FOUR
17. When someone exercises the qualitative aspects of a skill such as
Effectiveness or appropriateness, we judge that person as competent
18. Planned organizational change is aimed at
Involving everyone in the organization
19. As per Hofstede’s research, Japanese managers valued
Group decisions
20. The work/home conflict i.e., where the role as worker clashes with the role of
spouse/parent is an example of
Inter role conflict
21. When a manager CE at an employee after a heated argument with a customer, it is
an example of what kind of defense mechanism
Displacement
22. Hull explained motivation in terms of drives which created by
Fulfill needs, deficit or satisfaction
23. As per trait theory, which of the following is NOT a focus of trait theory
Situational characteristics
24. When the interview and experiential data about a candidate is insufficient or to
voluminous, varied or contradictory managers uses their own,
Attribution and contacts
25. When leaders act as a change agent
They set the direction from the top
26. A Clan type culture is characterized by
 The relationships structured by the hierarchy, mutual interests and a share fate
27. As per Fiedler’s theory if a leader-member relations are good, the task in
unstructured and position is weak then it would lead to
HIGH LPC
28. The Least preferred Co-Worker or LPC scale requires a leader to describe the one
person with whom he or she
Worked the last well with
29. Secondary or learned needs are developed because of our interaction with others
in our
Social group
30. Attitudes such as satisfaction, commitment and citizenship behavior can influence
Performance and employee’s effectiveness significantly
31. The Indian managers are willing to put
Time and resources into thinking differently about how to manage people
32. Personal enactment by top manager in an organization is an example of ______ of
culture
Artifacts
33. Self-awareness involves
knowing one strength, weakness, drives values and impact on others
34. P-I motive relates with the need for
Pioneer innovating
35. Consensus is established by observing whether people other than the target
person behaved in
Same in manner in same situation
36. Attribution means when causal relationship is established between
An event and its behavior
37. According to Maslow, the higher needs are different because they do not arise out
of
Deficiency and they are not cyclical
38. Organization is a continuing system of
differentiated and coordinated human activities
39. A culture with a consensus on the values that drive the company and with an
intensity is
A strong culture
40. When system undergo transition, it creates
Uncertainty and confusion
41. The term Skill in behavioral science is defined as,
Intentionally repeatable, goal directed behaviors and behavior sequences.
42. For more favorable attitudes at work, the organization can provide the context for
creating, strengthening, changing, employees effectiveness
43. Role modelling is done by
The senior, more experienced people /////////// or ANYONE
44. A high LPC score suggests that the leader has a
Human relation orientation
45. The path goal theory suggested that
 The characteristics of task, subordinate and organization can substitute or neutralize
leadership
46. Personality is understood as a dynamic organization within the individual of those
psychological systems that determine;
His unique adjustment to his environment
47. Primary or unlearned needs are
Biological and cyclical in nature
48. There are four components of commitment
affective, involvement, continuous, normative
49. Positive personal and work outcomes include:
internal work motivation, general job satisfaction, growth satisfaction and work
effectiveness
50. the achievement of super ordinate goals requires
cooperation by both the parties
51. Mr. Kulkarni got promotion last year and has been posted………………in the whole
of plant….
a. The prominent error Kulkarni made in making the changes was-
UNFREEZING
b. supervisor were facing the problem of - all of the above
c. Kulkarni had assumed that - Workers poses theory X personality
d. The problem shown in the case is of – Perception
52. Organizational socialization can be understood as an attempt to :
Manage the newcomers desire for an identity by defining the organization
53. The trait theories highlight that
The leader brings personal skills and traits to everything he does
54. Distinctiveness is established by observing whether
the same person behaves the same in different situations
55. Organizational commitment has been found to be a more direct measure of
Turnover intentions than satisfactions
56. Organizations that are considering opening foreign offices should focus on
understanding cultural differences
57. The early studies at Ohio State & Michigan Universities brought in a shift in focus
from skills and traits to leader’s behavior classified as
Consideration and initiating structure
58. A company organizes a family annual day for its employees
A rite of integration

59. While the modern, fast, high-tech modes of communication increase the freedom
and speed, but they also have very different implications for the;
interpersonal processes of communication, problem solving and the bonding
between members of the same group
60. Attractive individuals are perceived to be warm, social, independent etc, this is
due to _____ barrier to social perception
Stereotyping
61. The social context of work plays are important role
 Not only in satisfying the need for connectedness and social effectiveness, but also
in managing the thresholds for social need.
62. The term dedication as a work attitude is defined as the disposition of employees
to voluntarily engage in affectively
Unpleasant non rewarding organizationally relevant behaviors
63. The western perspective of organizations would suggest that
Membership is contractual
64. Fielder’s situational leadership model suggests that when the situation is highly
favorable or unfavorable, a leader should use
A high task-oriented style
65. In an MBA class, Indian students were horrified (surprised) when American
students challenged the professor on a subject topic. This conflict occurs due to
Differences in culture
66. BATNA stands for
best alternative to a negotiated agreement
67. The situational focus by Hersey and Blanchard highlighted that
In order to be effective, a leader should adopt leadership style depending upon
subordinate maturity
68. When your friend achieved good grades in the exam, you attribute his success to
coaching that he received for the exam, this is an example of attribution error of
Fundamental attribution error
69. When you are promoted in your job, you attribute your success to your hard work
and intelligence, this is an example of attribution error of
Self-serving bias error
70. One of the most frequently quoted definition describes work motivation as a set of
energetic forces
Both within beyond and individual well being
71. The leadership grid theory was propounded by
Robert Black & Jane Mouton
72. The 3 elements of perception
Target, object and the context of perception
73. As per leadership grid theory a scale of 1 9 points
country club manager style
74. As per fiedler if a leader describes his LPC in positive terms are
Relationship oriented
75. The conflict management style that is intermediate in both assertiveness and
cooperativeness
Compromising
76. As per path goal theory if employees are inexperienced and working on ambiguous
unstructured task ,the leadership style suited is
Directive oriented style
77. An employee-oriented supervisor’s behavior conveys his belief that:
The ‘human relations’ are important aspect of the job
78. Fiedler’s theory states that leadership effectiveness is based upon
The combination of situation and behavior factor
79. Based on previous knowledge, perceiver’s also plug additional data so that the
information they have at hand for making
Meaning becomes complete and the unconnected becomes connected
80. It is believed that the level of our emotional, psychological and physical well-being
go as high as allowed by the levels of our
Interpersonal skills
81. The Loyalty Paradigm means that the employees

82. How People address each other in an organization refers to the practice of
Rituals
83. The process by which individuals try to control the impressions others have of
them
Impression management
84. Dissatisfied employees are more likely to engage in,
late coming, absenteeism and turnover
85. When an individual is able to perceive multiple characteristics of another person
rather than attend to just a few traits is a function of their:
cognitive complexity
86. Motivation is understood as a goal directed behavior aimed at achieving some goal
only achieving something desirable
87. Organizational citizenships behaviors (OCB’s) are
Pro social, voluntary and discretionary behaviors
88. An empathic leader can
Identify, retain and develop talent of people
89. Perceptual constancy is a perceiver’s tendency to view objects as;
Constant regardless of the change in viewing conditions
90. The first double bind causing
Strong work motivation and commitment
91. Consistency is established by observing whether
the extent to which the person behaves like this every time the situation occurs
the same person behaves in the same fashion over time
92. Perception and personality of an employee play a very crucial role in shaping their
Behavior at work
93. University of Michigan studies identified two styles of leadership, they were
Employee orientation and product orientation
94. Leaders have the ability
to affect the behavior of others in a particular direction.

95. Mr. Sharma called the company for resolution of his complaint, his call transferred
to several different people / departments but he got no satisfactory replies, this
illustrates
Jurisdictional ambiguities
96. As per Transactional Leadership theory, the leader relies on
Rewards and punishment
97. The expression “reality-distortion” was coined by employees of __________ to
describe charisma of other leader
 Apple
98. Intrinsic motivation is considered superior, more enduring source of motivation
that has positive association with important organizational outcomes such as;
Creativity, risk taking and work quality
99. Anita is a manager at Country roads plc. She encourages employees participation
and delegates as much authority as she can to her subordinate’s, she is a good
example of
Autocratic / country club leader
100. Which of the following is not BIG FIVE TRAIT
Locus of control
101. The transformational approach to leadership emphasizes
Human relation emphasis
102. An empowering leader
Relinquish power
103. The stories about and organization on how it handles the firing policy for
employees is an example of _____ level of culture
Values
104. Experience and satisfaction of secondary needs requires
Presence of and interaction with others
105. Territory is often demarcated by the
Hierarchy, system and formal authority
106. The process for transforming newcomers to effective members of the
organization by making them organization culture is
Organisational socialization
107. Autonomy as a part of job design is measured by verifying if the employees feel
Accountable and responsible
108. Organization are also the social unit deliberately constructed and reconstructed
to seek;
Specific goals
109. Consequential theory of ethics states
That the consequences are based on character of the act
110. Level 2 leader contributes individual capabilities
To the achievement of group objectives
111. Leader- member relationship is favorable to the extent to which
The employee accepts the leader
112. Several theorists present motivation, perception and learning as interacting
forces shaping;
Personality
113. Which of the following characteristics is NOT shown by managers who use
power successfully?
preference for principled dissent
114. Hersey and Blanchard define employee readiness/maturity is defined as the
extent to which a follower has:
The ability and willingness to accomplish a given function
115. Interpersonally competent people comfortably and naturally use the skills
necessary to get component
 Performance, growth, solidarity among colleagues
116. TO be effective cultural tools, stories must be
Credible
117. Herzberg proposed that the job content, element of challenge in the job,
amount of responsibility it involved and so on, provided;
Work motivation
118. Assertive skills refer to acting or communicating in ways that are realistic and
polite, aimed at maintaining respect for self as well as others and not being either;
Aggressive or submissive
119. A social membership which limits or closes admission of outsiders by rules – so
far as it its order is enforced by the action of
Specific Individual
120. As per LMX theory of leadership, the out group employees
Managed by rules and polices, Outside the circle of leader, Get fewer rewards ….. All
are correct
121. Transformational leadership adds to the effect of transactional leadership
Is a valid statement
122. Motivated behaviour is understood to follow patterns created by
repetitive choice of goals as well as the sets of behavior for achieving those goals.
123. Which of the following organizational conditions do not encourage political
activity
Autocratic decision making
124. The employees highly satisfy with their jobs are more likely to be
to stay within the organization, are less absent, are more likely to engage in
organizational citizenship behavior
125. as per Hofstede the differences in work related attitudes is strongly due to
Culture
126. People with low EI are more likely to be cause of conflicts
correct
127. The context of perception is provided by;
The type of occasion, timing and the customs.
128. Personality refers to a wide range of
Individual attributes
129. The distinguishing personal characteristics of a leaders are known as
Traits
130. The second meaning of personality refers to the
Structures, dynamics, processes, and propensities
131. The word ‘trait’ or ‘predisposition’ indicates unique:
Individual attributes
132. If the power network is high versus middle versus low, the it results into
Role conflict

133. The enduring nature and consistency of personality characteristics leads to

Predictable patterns of behavior in similar ways across situations and settings
134. In the USA, employees may view participative management positively, while in
the Germany employees may see it as managerial incompetence. Employees in
India might wonder
Why the boss is involving the employee in decision making
135. Personality refers to a unique combination of an individual’s characteristics
that remains stable over time, influences the person’s
Behavior, and determines individual style
136. The basic skills practiced by interpersonally competent people include;
Listening, questioning and presenting; facilitating others, asserting self, negotiating
and group-working.
137. Persistence helps us distinguish motivation from similar concepts such as;
Job satisfaction
138. The companies are often trapped in transition between these 2 paradigms
because
while they ask their people to be committed to work at the very top of
organisations, executives still talk about loyalty
139. The discounting principle in social perception is a characteristic of the:
Situation
140. In a task culture, influence is strongly based on ------power
Expert
141. one important change on the employee's side of attitudes at work is that
loyalty is becoming more relevant than commitment
142. Task structure as a situational variable could be measured as high if:
Formal authority the leader due to his or her position in the organization is high
143. Team leadership marks
A break from a command and control perspective of management, Movement
toward facilitative, collaborative leadership, Ensuring empowerment and continuous
improvement ……….
All of the above
144. Managers focus on
to help people see meaning in goals
to do the right thing
to bring about organizational change through vision
to get things done, make people perform better
to help people see meaning in goals (please verify this)
145. Transnational organization means that
The global viewpoint supersedes national issues
146. Organisation is also viewed as a system of
Consciously coordinated activities, of two or more persons