LDR 531 Final Exam (2)

Rating A

 

 

1. What are the three primary determinants of behavior on which organizational behavior focuses?

A. profit structure, organizational complexity, job satisfaction

B. individuals, profit structure, and job satisfaction

C. individuals, groups, and job satisfaction

D. groups, structure, and profit structure

E. individuals, groups, and structure

 

2. Which behavioral science discipline is most focused on understanding individual behavior?

A. sociology

B. social psychology

C. psychology

D. anthropology

E. organizational behavior

 

3. When the team he supports wins the World Cup, Detleb feels a surge of joy, which turns into a feeling of satisfaction that lasts for days. What is one of the reasons that the feeling of satisfaction might be categorized as a mood and not an emotion?

A. It has a lengthy duration

B. It is not the result of something that Detleb himself has done.

C. It is brought about by a specific event.

D. It is a positive feeling.

E. It is a very strong feeling.

 

4. Which of the following statements about personality is correct?

A. Personality is an aggregate whole.

B. Personality is the primary source of emotions in most people.

C. Personality is a part of a person.

D. Personality is for the most part comprised of traits that cannot be measured.

E. Personality is always stable

 

5. What does the Myers-Briggs Type Indicator classification of E or I stand for?

 

A. Extroverted or introverted

B. Sane or reflective

C. Emotional or introverted

D. Emotional or intuitive

E. Extroverted or intuitive

 

6. Which of the following is not generally true?

A. Satisfaction is the major determinant of a worker’s OCB

B. Enterprises with a greater percentage of satisfied workers are more effective than those with a smaller percentage of satisfied workers.

C. Productive workers are satisfied workers.

D. Satisfaction comes down to fairness of outcomes, treatments, or procedures.

E. Satisfied workers are productive workers.

 

 

 

 7. ________ results in a level of performance that is greater than the sum of the individual input.

A. Energy

B. Inversion

C. Enthusiasm

D. Initiative

E. Synergy

 

8. Which of the following helps explain the current popularity of teams?

A. Teams promote socialization.

B. Teams are easier to manage.

C. Teams are less expensive.

D. Teams are a way to better utilize employee talents.

E. Teams are very efficient.

 

9. What sort of group is defined by the organization’s structure?

A. Interest

B. Informal

C. Friendship

D. Task

E. Formal

 

10. What will happen if group cohesiveness is high and performance norms are low?

A. Productivity will be low.

B. Internal conflict will be high.

C. Productivity will be high

D. Internal conflict will be low

E. It will have little effect on internal conflict or productivity.

 

11. Which of the following was the major finding of Zimbardo’s simulated prison experiment?

A. An individual’s emotions and the behavioral responses to those emotions are congruent.

B. Status differences between groups will always result in conflict between those groups.

C. Individuals can rapidly assimilate new roles very different from their inherent personalities.

D. Group cohesiveness is so important that individuals will restrain their natural impulses to remain part of the group.

E. When given the opportunity, people will tend to act in an oppressive manner to those around them.

 

12. Which theory differentiates leaders from nonleaders by focusing on personal qualities and characteristics?

A. Contingency theory

B. Fiedler’s perspective

C. LPC

D. Characteristic theory

E. Trait theory

 

13. Which of the following statements regarding leadership is true?

A. All leaders are hierarchically superior to followers.

B. All leaders are managers.

C. All managers are leaders.

D. Formal rights enable managers to lead effectively.

E. Nonsanctioned leadership is as important as or more important than formal influence

14. Leadership is best defined as __________.

A.   coordinating and staffing the organization and handling day-to-day problems

B.   the ability to influence a group in goal achievement

C.   implementing the vision and strategy provided by management

D.   keeping order and consistency in the midst of change

E.   not a relevant variable in modern organizations

 

 15. Which model represents the theory that effective group performance depends on the proper match between a leader’s style and the degree to which the situation gives control to the leader?

A. Leader-Member Exchange Model

B. Fiedler’s Contingency Model

C. Hersey and Blanchard’s Situational Leadership Model

D. Vroom and Yetton’s Leader-Participation Model

E. None of the above

 

16. Three situational criteria identified in the Fiedler model are __________

A. task structure, leadership ability, and group conflict

B. job requirements, position power, and leadership ability

C. leader-member relations, task structure, and position power

D. charisma, influence, and leader-member relations

E. emotional intelligence, group orientation, and employee status

 

17. The leadership behaviors identified by the path-goal theory are __________.

A. directive, participative, supportive, and laissez-faire

B. supportive, employee-oriented, laissez-faire, and participative

C. participative, achievement-oriented, directive, and supportive

D. achievement-oriented, supportive, humanistic, and directive

E. affective, cognitive, and behavioral

 

18. According to Hersey and Blanchard, readiness encompasses the __________.

A. degree of confidence, trust, and respect members have in their leader

B. amount of influence a leader has over variables such as hiring, firing, and salaries

C. level of morale and satisfaction of the employees

D. ability and willingness of the followers to accomplish a task

E. all of the above

 

19. Which path-goal leadership style leads to greater satisfaction when tasks are ambiguous or stressful?

A. Mixed

B. Participative

C. Reactive

D. Supportive

E. Directive

 

20. Which of the following is not a primary force for change in organizations?

A. Social trends

B. Decreasing skill sets

C. The nature of the workforce

D. Economic shocks

E. Technology

 

 

21. An example of change in competition is __________.

A. increased interest in urban living

B. Iraq–U.S. war

C. a decrease in interest rates

D. collapse of Enron Corporation

E. growth of e-commerce

 

22. The application of direct threats or force on resisters is called __________.

A. coercion

B. manipulation

C. destruction

D. cooptation

E. exploitation

 

23. Which tactic to overcome resistance to change is a relatively easy way to gain the support of adversaries, but may backfire if the targets become aware of the tactic?

A. Coercion

B. Manipulation

C. Cooperation

D. Conciliation

E. Negotiation

 

24. Who developed a three-step model for change that included unfreezing, movement, and refreezing?

A. Lawrence Summers

B. Douglas Surber

C. Kurt Lewin

D. David McClelland

E.  John Kotter

 

25. The basis by which jobs are grouped together is termed __________.

A. centralization

B. specialization

C. departmentalization

D. bureaucracy

E. social clustering

 

26. In the late 1940s, most manufacturing jobs in industrialized countries were being done with high _________.

A. structuralization

B. work specialization

C. generalized structure

D. decentralization

E. departmentalization

 

27. For much of the first half of the 20th century, managers viewed work specialization as __________.

A. difficult to implement without automation technology

B. an unending source of increased productivity

C. an effective solution to over-centralization

D. a frustrating cause of reduced product output

E. a means to encourage employee satisfaction

28. Which of the following is not a characteristic of organizational culture?

A. Team orientation

B. Formality orientation

C. Outcome orientation

D. Innovation

E. Attention to detail

 

29. __________ is a shared system of meaning held by the organization’s members that distinguishes the organization from other organizations.

A. Formalization

B. Corporate image

C. Socialization

D. Institutionalization

E. Organizational culture

 

30. Leaders achieve goals, and power is __________.

A. a goal in and of itself

B. a strong influence on leaders’ goals

C. a means of achieving goals

D. defined by leaders’ hopes and aspirations

E. usually used by poor leaders

 

31. The most important aspect of power is probably that it __________.

A. is counterproductive

B. involves control

C. tends to corrupt people

D. is needed to get things done in an organization

 

E. is a function of dependency