Nguyễn Bá Trọng Đạt - BBAE I4A

MID-TERM EXAM
ORGANIZATIONAL BEHAVIOR
Time allowed: 60 minutes

I. True/False (No explanation required) (2 marks)

1. Insufficient Information about employee is problem faced in changing the attitude of employee
A. True B. False
2. Positive working condition is one of the methods used for changing the attitude of the employee
A. True B. False
3. Environmental Factors is not a part of foundation of individual Behaviour
A. True B. False
4. OB assumes that there is no one best approach.
A. True B. False
5. Stereotyping is a type of personality.
A. True B. False
6. Personality of a person is inclusive of both internal and external Elements
A. True B. False
7. Behavior is base for the Perception.
A. True B. False
8. OB states that humans will act based on the beliefs they have, even if the beliefs are false.
A. True B. False
9. The halo effect is a type of cognitive bias
A. True B. False
10. Selective perception is the tendency of people to perceive what they expect to perceive.
A. True B. False
II. Multiple-choice (4 marks)
1. _____ are individuals who get things done through other people.
A. Leaders B. Psychologists C. Organizations D. Managers
2. Through the _____ function, managers monitor the performance of the organization and significant
deviations.
A. organizing B. planning C. leading D. controlling
3. Which is not one of the five functions of management suggested by Henri Fayol?
A. Participating B. Organizing C. Leading D. Controlling
4. Which is not one of Mintzberg's interpersonal roles?
A. Leadership B. Liaison C. Monitor D. Figurehead
5. _____ skills encompass the ability to apply specialized knowledge or expertise.
A. Conceptual B. Human C. Technical D. Liaison
6. The field of organizational behaviour is most concerned with an organization's _____.
A. change B. perception C. responsiveness D. effectiveness
7. Which of the following is NOT considered a biographical characteristic?
A. Age B. Gender C. Intelligence D. Tenure
8. ____ refers to an individual's capacity to perform the tasks in a job.
A. Tenure B. Intelligence C. Skill D. Knowledge
9. _____ are evaluative statements, either favourable or unfavourable, concerning objects, people, or
events.
A. Beliefs B. Theories C. Attitudes D. Norms
10. The _____ component of an attitude relates to opinions or beliefs.
A. behavioural B. organizational C. cognitive D. affective
11. The _____ component of an attitude relates to emotions and feelings.
A. behavioural B. affective C. organizational D. cognitive
12. _____ refers to any incompatibility between two or more attitudes or between behaviour and attitudes.
A. Job satisfaction B. Cognitive dissonance
C. Affective commitment D. Self-perception
13. _____ is a positive feeling about one's job resulting from an evaluation of its characteristics.
A. Job involvement B. Organizational commitment
C. Job involvement D. Job satisfaction
14. _____ is the sum total of ways in which an individual reacts to and interacts with others.
A. Moods B. Values C. Personality D. Attitudes
15. _____ refers to those factors that were determined at conception.
A. Temperament B. Heredity C. Environment D. Situation
16. _____ allows for "speed reading" others.
A. Escalation to commitment B. Stereotyping C. Selective perception D. Contrast effects
17. Jane is concerned about her chances of getting selected for a new job after hearing that her interview
follows that of a highly qualified candidate. This is an example of _____.
A. halo effects B. projection C. stereotyping D. contrast effects
18. ___ are enduring characteristics that describe an individual's behavior.
A. Personality traits B. Individual dimensions C. Value systems D. Terminal values.

19. Numerous research studies have shown that good-looking people are more likely to get hired, even
when less qualified than other applicants. This is an example of ____.
A. stereotyping B. moral overtones C. selective perception D. the halo effect

20. The statement “My friends are good” is an example of _____________ component of attitude.
A. behavioural B. affective C. organizational D. cognitive

III. Case study (4 marks)

You were promoted to a management position a few months ago. You are responsible for
leading a team of six people. The team has been working well together, which you credit to
the fact that each member has clearly defined roles.
However, one team member approaches you to request more flexible work hours as she
has a young child. You know the team member is hardworking and diligent, and she
assures you that she will continue to keep up with her workload. Although everyone on the
team has a fixed schedule, you believe this is a reasonable request. Given you know the
team member well, you approve the flexible schedule.
The following week, it is apparent that everyone on the team is aware that you allowed a
team member to have a flexible schedule. You overhear two team members expressing
their frustration that there have been some
communication and coordination issues because of the team member’s flexible schedule.
They express that they
wish they had been made aware or consulted about this change in the team member’s
schedule. Furthermore, some insinuate that you were “playing favorites” with this team
member and that it was not fair to the rest of the team.
Flexible work arrangements or “idiosyncratic deals (I-deal)” are becoming more common
in the workplace. I-deals
have several positive benefits, including increased motivation and employee loyalty to the
organization.
Further, you are reasonably confident this was a decision that you were well within your
power to make as a manager. However, it seems that the I-deal you made with one of your
employees was not well received by your other team members.
a) Use a motivational theory to explain the impact of providing special work arrangements
or accommodations on employee motivation? How does it help? How does it hurt?
Providing special work arrangements or accommodations, such as flexible work hours, can
impact employee motivation through the lens of the Self-Determination Theory (SDT). According
to SDT, motivation is influenced by three psychological needs: autonomy, competence, and
relatedness.

In this case, offering flexible work hours to the team member with a young child addresses the
need for autonomy by providing her with control over her work schedule. This can enhance her
motivation as she feels empowered and able to balance her work and personal life effectively. It
can also foster a sense of relatedness, as the accommodation demonstrates support and
understanding from the manager, promoting positive relationships within the team.

However, the decision to offer flexible work hours may also have negative consequences on
employee motivation. Other team members might perceive it as preferential treatment, leading
to feelings of inequity and reduced motivation. They may question the fairness of the decision
and feel less motivated to put in their best effort, potentially leading to a decline in overall team
morale.

b) Should the whole team have decided on the team member’s schedule accommodations
collectively? Why or why not?

In this particular situation, involving the whole team in deciding on the team member's schedule
accommodations collectively could have been beneficial. By seeking input from the team, the
manager could have addressed any concerns or potential communication issues beforehand.
This would have provided an opportunity for open dialogue, allowing team members to express
their thoughts and concerns, fostering a sense of fairness and inclusion.

However, whether the whole team should decide collectively depends on the organizational
culture, the nature of the decision, and the level of impact it may have on the team dynamics. In
some cases, involving the entire team might be impractical or unnecessary. It's important for the
manager to assess the situation and make a judgment call based on the specific circumstances.

c) How else might the manager have handled the situation to prevent potential issues,
including a negative impact on the team’s performance?

To prevent potential issues and minimize the negative impact on the team's performance, the
manager could have taken a few alternative approaches:

Transparent Communication: Before approving the flexible schedule, the manager could have
communicated openly with the team about the rationale behind the decision and addressed any
concerns or questions. This would have helped manage expectations and mitigate potential
resentment or misunderstanding.

Team Discussion: Instead of making the decision unilaterally, the manager could have
facilitated a team discussion to gather input and perspectives from all team members. This
would have allowed for a more inclusive approach and could have generated solutions that
accommodate both the team member's needs and the team's dynamics.
Clear Expectations: The manager could have set clear expectations regarding communication
and coordination among team members, emphasizing the importance of maintaining effective
collaboration despite the flexible work arrangement. This would ensure that everyone
understands their responsibilities and the impact of their actions on the team's performance.

Regular Check-ins: The manager could have implemented regular check-ins with the team to
assess the impact of the flexible schedule and address any emerging issues promptly. This
would have provided an opportunity to identify and resolve any communication or coordination
challenges before they escalate.

By adopting these strategies, the manager could have fostered a more inclusive decision-
making process and proactively managed potential issues, maintaining a positive team dynamic
and mitigating any negative impact on performance.

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