ABDM2073 Organisational Behaviour

Tutorial 1(WEEK 1) - What s Organi!ational Behavior"

1. Over the past two decades, business schools have added required courses on people
skills to many of their curricula. Why have they done this?
a. Managers no longer need technical skills in subects such as economics and
accounting to succeed.
b. !here is an increased emphasis in controlling employee behavior in the workplace.
c. Managers need to understand human behavior if they are to be effective.
d. !hese skills enable managers to effectively lead human resources departments.
e. " manager with good people skills can help create a pleasant workplace.
#. Which of the following is most likely to be a belief held by a successful manager?
a. !echnical knowledge is all that is needed for success.
b. $t is not essential to have sound interpersonal skills.
c. !echnical skills are necessary, but insufficient alone for success.
d. %ffectiveness is not impacted by human behavior.
e. !echnical skills do not influence efficiency.
&. Which of the following is not one of the four primary management functions?
a. controlling
b. planning
c. staffing
d. organi'ing
e. leading
(. )etermining how tasks are to be grouped is part of which management function?
a. planning
b. leading
c. controlling
d. organi'ing
e. contemplating
*. Mint'berg concluded that managers perform 1+ different, highly interrelated roles. Which
of the following is one of the broad categories into which these roles could be grouped?
a. intrapersonal
b. institutional
c. decisional
d. affective
e. reflective

,. "ccording to Mint'berg, when a manager searches the organi'ation and its environment
for opportunities and initiates proects to bring about change, the manager is acting in
which role?
a. negotiator
b. entrepreneur
c. monitor
d. resource allocator
e. reflective analyst
-. "ccording to .at', when managers have the mental ability to analy'e and diagnose
comple/ situations, they possess 00000 skills.
a. technical
b. leadership
c. problem1solving
d. conceptual
e. reactive
2. Which of 3uthans4 managerial activities involves sociali'ing, politicking, and interacting
with outsiders?
a. traditional management
b. communicating
c. human resource management
d. networking
e. investing
5. "ccording to 3uthans4 research, successful managers spent more of their time on 00000
than on any other activity.
a. traditional management
b. human resource management
c. networking
d. communicating
e. hiring and firing
1+. What are the three primary determinants of behavior that organi'ational behavior focuses
upon?
a. profit structure, organi'ational comple/ity, ob satisfaction
b. individuals, profit structure, and ob satisfaction
c. individuals, groups, and ob satisfaction
d. groups, structure, and profit structure
e. individuals, groups, and structure
11. Which of the following is not a core topic of organi'ational behavior?
a. motivation
b. attitude development
c. conflict
d. resource allocation
e. work design
1#. Which of the following is a reason that the study of organi'ational behavior is useful?
a. 6uman behavior does not vary a great deal between individuals and situations.
b. 6uman behavior is not random.
c. 6uman behavior is not consistent.
d. 6uman behavior is rarely predictable.
e. 6uman behavior is often not sensible.
1&. Organi'ational behavior is constructed from all of the following disciplines e/cept 00000.
a. physics
b. psychology
c. anthropology
d. sociology
e. social psychology

1(. !he science that seeks to measure, e/plain, and sometimes change the behavior of
humans and other animals is known as 00000.
a. psychiatry
b. psychology
c. sociology
d. political science
e. organi'ational behavior
1*. 00000 focuses on the study of people in relation to their social environment.
a. 7sychology
b. 8ociology
c. 9orporate strategy
d. 7olitical science
e. Operations management
1,. Which of the following fields has most helped us understand differences in fundamental
values, attitudes, and behavior among people in different countries?
a. anthropology
b. psychology
c. political science
d. operations research
e. psycholinguistics

1-. Which of the following has only recently been considered a primary dependent variable in
organi'ational behavior?
a. productivity
b. absenteeism
c. turnover
d. ob satisfaction
e. organi'ational citi'enship behavior
12. Which of the following is an e/ample of being an efficient company?
a. operating at the lowest possible cost while yielding a higher output
b. creating the highest customer satisfaction ratings
c. meeting the production schedule
d. obtaining the highest market share
e. ma/imi'ing diversity at high cost
15. What term is used to describe voluntary and involuntary permanent withdrawal from an
organi'ation?
a. absenteeism
b. turnover
c. downsi'ing
d. truancy
e. social atrophy
#+. 00000 is discretionary behavior that is not part of an employee4s formal ob requirement,
but that promotes the effective functioning of the organi'ation.
a. 7roductivity
b. Motivation
c. Organi'ational citi'enship
d. Organi'ational behavior
e. 9orporate strategy
#1. While the :unctions, ;oles, 8kills, and "ctivities approaches to management all differ,
they all recogni'e that effective and successful managers must develop which of the
following?
a. people skills
b. technical skills
c. efficiency
d. entrepreneurialism
e. ability to network
##. "n O< study would be least likely to be used to focus on which of the following
problems?
a. an increase in absenteeism at a certain company
b. a fall in productivity in one shift of a manufacturing plant
c. a decrease in sales due to growing foreign competition
d. an increase in theft by employees at a retail store
e. e/cessive turnover in volunteer workers at a non1profit organi'ation
#&. Which of the following statements is not an implication of increased workplace diversity?
a. Managers should recogni'e differences between workers.
b. )iversity training should be provided.
c. %mployee benefits should be revamped to accommodate the different needs of
different employees.
d. $t is critical that all workers be treated alike.
e. $nnovation and creativity in organi'ations is likely to increase.
#(. "ccording to the te/tbook, when diversity is not managed properly, there is a potential for
00000.
a. higher creativity
b. communication benefits
c. labor cost inequities
d. increased competitiveness
e. higher turnover
SCENARIO-BASED QUESTIONS
$magine that .risten Mc.ay is a manager at a company speciali'ing in bread and bread1baking
paraphernalia. .risten performs all the normal management functions outlined in your te/tbook.
"nswer the following questions based on 6enri :ayol4s work.
1. When Ms. Mc.ay develops a strategy for achieving her department4s goals, she is
performing the00000 function of management.
a. planning
b. organi'ing
c. leading
d. controlling
e. reacting
#. When Ms. Mc.ay determines which employees will do what tasks, she is performing the
00000 function of management.
a. planning
b. organi'ing
c. leading
d. controlling
e. reacting
&. When Ms. Mc.ay motivates her employees and attempts to resolve conflicts among
department members, she is performing the 00000 function of management.
a. planning
b. organi'ing
c. leading
d. controlling
e. reacting
(. When Ms. Mc.ay compares proected sales to actual sales in her department, she is
performing the 00000 function of management.
a. planning
b. organi'ing
c. leading
d. controlling
e. reacting
TRUE/ FALSE SECTION
1. Managers get things done through other people.
#. !he term =organi'ation>, as used in your te/tbook, is meant to include business firms and
non1profits, but e/clude government agencies.
&. Managers may be referred to as administrators in not1for1profit organi'ations.
(. 6enri :ayol identified five management functions? planning, organi'ing, commanding,
coordinating, and controlling.
*. Modern theorists have condensed :ayol4s five management functions down to four?
planning, organi'ing, commanding, and controlling.
,. !he controlling function of management includes the determination of what tasks are to
be done.
-. Monitoring, comparing, and correcting activities are all included in the controlling function.
2. !he role of spokesperson is an e/ample of an informational role.
5. "s resource allocators, managers are responsible for allocating human, physical, and
monetary resources.
1+. When managers initiate and oversee new proects that will improve their organi'ation4s
performance, they are acting in the capacity of an entrepreneur, which is an e/ample of
an informational role.
SHORT DISCUSSION QUESTIONS
1. )iscuss the four management functions defined by 6enri :ayol as described in your te/t.
#. %/plain how :red 3uthans differentiates between successful and effective managers.
&. 6ow does globali'ation affect a manager4s people skills?
(. )iscuss 6enry Mint'berg4s ten different roles. @roup them as being primarily
interpersonal, informational, and decisional.
*. )emonstrate the importance of interpersonal skills in the workplace.
ABDM2073 Organisational Behaviour
Tutorial 2 # 3 (WEEK 2) - Foundations of Organiation Stru!ture
1. 00000 defines how ob tasks are formally divided, grouped, and coordinated.
a. Organi'ational structure
b. Work speciali'ation
c. )epartmentali'ation
d. Organi'ational behavior
e. Matri/ departmentation
#. Organi'ational structure has si/ key elements. Which of the following is not one of these
elements?
a. centrali'ation
b. departmentali'ation
c. work speciali'ation
d. formali'ation
e. location of authority
&. Work speciali'ation is the same as 00000.
a. departmentali'ation
b. division of labor
c. decentrali'ation
d. ob grouping
e. chain command
(. " task that is subdivided into many separate obs is considered to have 00000.
a. a high degree of departmentali'ation
b. a low degree of decentrali'ation
c. a high degree of work speciali'ation
d. a low degree of structure
e. a high degree of matri/ structuring
*. " plant manager who organi'es the plant by separating engineering, accounting,
manufacturing, personnel, and purchasing into departments is practicing 00000
departmentali'ation.
a. target customer
b. product
c. functional
d. geographic
e. graphic
,. !he unbroken line of authority that e/tends from the top of the organi'ation to the lowest
echelon and clarifies who reports to whom is termed 00000.
a. chain of command
b. authority
c. span of control.
d. unity of command
e. web of authority
-. !he right inherent in a managerial position to give orders and e/pect orders to be obeyed
is termed 00000.
a. chain of command
b. authority
c. power
d. unity of command
e. leadership
2. !he unity1of1command principle states which of the following?
a. Managers should limit their oversight to a ma/imum of 1# employees.
b. Managers should oversee 1 A ( employees on average.
c. "n individual should be directly responsible to only one supervisor.
d. Managers should provide direction to their employees in a unified fashion.
e. %mployees should report directly to two supervisors to maintain task balance.
5. Which of the following is a drawback of a narrow span of control? $t 00000.
a. reduces effectiveness
b. is more efficient
c. encourages overly tight supervision and discourages employee autonomy
d. empowers employees
e. increases participatory decision1making
1+. Which one of the following dichotomies of organi'ational structure specifically defines
where decisions are made?
a. comple/ityBsimplicity
b. formali'ationBinformali'ation
c. centrali'ationBdecentrali'ation
d. speciali'ationBenlargement
e. affectivityBrefle/ivity
11. 00000 is characteri'ed by a low degree of departmentali'ation, wide spans of control,
authority centrali'ed in a single person, and little formali'ation.
a. <ureaucracy
b. Matri/ organi'ation
c. 8imple structure
d. !eam structure
e. 9entrali'ed structure
1#. Which one of the following is consistent with a simple structure?
a. high centrali'ation
b. high hori'ontal differentiation
c. high employee discretion
d. standardi'ation
e. bureaucracy
1&. !he matri/ structure combines which two forms of departmentali'ation?
a. process and functional
b. functional and product
c. product and process
d. all of the above
e. none of the above
1(. " small, core organi'ation that outsources maor business functions is a 00000
organi'ation.
a. team
b. virtual
c. boundaryless
d. matri/
e. simple
1*. $f there is low formali'ation, a comprehensive information network, and high participation
in decision making, one would e/pect aCnD 00000 structure.
a. simple
b. mechanistic
c. organic
d. stable
e. matri/
1,. 00000 departmentali'ation achieves economies of scale by placing people with common
skills and orientations into common units.
a. :unctional
b. 7rocess
c. 7roduct
d. @eographic
e. !emporal
1-. 7roctor E @amble departmentali'es by !ide, 7ampers, 9harmin, and 7ringles. !his is an
e/ample of departmentali'ation by 00000.
a. function
b. process
c. geography
d. product
e. interest
12. %mployee discretion is inversely related to 00000.
a. comple/ity
b. standardi'ation
c. speciali'ation
d. departmentali'ation
e. decentrali'ation
15. Which one of the following problems is most likely to occur in a matri/ structure?
a. decreased response to environmental change
b. decreased employee motivation
c. loss of economies of scale
d. increases in groupthink
e. employees receiving conflicting directives
#+. !he prototype of the virtual structure is today4s 00000.
a. appliance manufacturers
b. movie1making organi'ations
c. fast1food restaurants
d. architecture firms
e. simple organi'ation
TRUE/FALSE
1. 8peciali'ation defines how ob tasks are formally defined, grouped, and coordinated.
#. !he degree to which tasks in the organi'ation are subdivided into separate obs is termed
departmentali'ation.
&. Work speciali'ation may result in employee boredom, stress, and absenteeism.
(. Only one form of departmentali'ation can effectively be implemented in an organi'ation
at a time.
*. !he strength of functional departmentali'ation lies in putting similar specialists together.
,. 8pan of command determines the number of levels and managers an organi'ation has.
-. "ll things being equal, the wider or larger the span of control, the more profitable the
organi'ation.
2. !here has been a marked trend toward centrali'ation in business decision making.
5. "n increase in the number of rules and regulations results in increased formali'ation.
1+. "utonomy and formali'ation are positively related.
11. !he simple structure is fle/ible and ine/pensive to maintain, but its chain of command is
often ambiguous.
1#. !he strength of the bureaucracy is its ability to facilitate coordination when the
organi'ation has comple/ and interdependent activities.
1&. !he matri/ organi'ation is also called the network or modular organi'ation.
1(. Fou have decided to hire a small shop to do all of your duplicating and printing. !his is an
e/ample of outsourcing.
1*. !he virtual organi'ation is effective at reinforcing management control over business
operations.
1,. "n organi'ation that seeks to eliminate the chain of command is a boundaryless
organi'ation.
1-. 8tatus and rank are minimi'ed in the boundaryless organi'ation.
)iscussion Guestions
1. What is the difference between the mechanistic model and the organic model of
organi'ational structure?
#. )escribe the three common organi'ational designs? simple structure, bureaucracy, and
matri/ structure.
&. %/plain the implications of different organi'ational designs for employee behavior.
(. What are five common ways that an organi'ation can group activities? @ive an e/ample
of each.
*. What is the difference between centrali'ation and decentrali'ation?
ABDM2073 Organisational Behaviour
Tutorial $ # % (WEEK 3) - Foundations of Organiation Stru!ture " #er!e$tion
1. " company oriented around cost minimi'ation is best served by which type of structure?
a. virtual
b. combination
c. mechanistic
d. organic
e. targeted
#. Which of the following is not a determinant of an organi'ation4s structure?
a. strategy
b. organi'ation si'e
c. si'e of revenues
d. technology
e. "ll of the above are determinants of an organi'ation4s structure.
&. Which of the following generali'ations about organi'ational structures and employee
performance and satisfaction is most accurate?
a. !here is fairly strong evidence linking decentrali'ation and ob satisfaction.
b. Ho evidence supports a relationship between span of control and employee
performance.
c. !he evidence generally indicates that work speciali'ation contributes to lower
employee productivity.
d. %mployees dislike routine work that makes minimal intellectual demands.
e. 3arge spans of control provide more distant supervision, thereby increasing employee
productivity.
9onsultants %/ceptional C9%D has hired you to develop training materials for their consultants.
Four first assignment is to develop a training program that helps their consultants to analy'e and
understand the organi'ational structure of the company that they are assisting. 9% believes that
in order to adequately evaluate and understand a client company, consultants need to understand
the basic organi'ational structure of the company. 9onsultants are then able to recommend
actions and changes based on the company4s structure.
(. One of the questions you tell the trainees to ask is, =!o what degree are tasks subdivided
into separate obs?> !his question addresses the issue of 00000.
a. formali'ation
b. work speciali'ation
c. span of control
d. chain of command
e. matri/ restructuring
*. 00000 is addressed by asking the question =On what basis are obs grouped together?>
a. )epartmentali'ation
b. Work speciali'ation
c. 9entrali'ation and decentrali'ation
d. :ormali'ation
e. Matri/ restructuring
,. Four trainees are given a case study concerning a local manufacturing firm called "cme
7roducts. $n assessing "cme4s organi'ational structure, your trainees notice that all of the
company4s decisions are made by top management, with little or no input from lower1level
personnel. !he trainees most likely identify "cme as aCnD 00000 organi'ation.
a. decentrali'ed
b. highly formali'ed
c. aggressively managed
d. highly centrali'ed
e. informally structured
-. !he "cme 7roducts case study notes that the senior management at "cme is concerned
because the company takes so long to bring new products to market. Which of the
following approaches would your trainees identify as most likely to help resolve this
problem?
a. reduction of cross1functional work teams
b. decentrali'ation of the decision1making process
c. decreased work speciali'ation
d. decreased formali'ation of policies and procedures
e. reduced diversity within the company4s work force
2. Fou instruct the trainees to ask about the degree of rules and regulations that direct
employees and managers. Fou want to help them understand the 00000.
a. chain of command
b. degree of formali'ation
c. span of control
d. degree of departmentali'ation
e. idea of matri/ restructuring
5. What is the relationship between what one perceives and obective reality?
a. !hey are the same.
b. !hey can be substantially different.
c. !hey should be the same.
d. !hey are rarely if ever the same.
e. !hey cannot be the same.
1+. What are the three classes of factors that influence perception?
a. factors in the setting, factors in the environment, and factors in the motives
b. factors in the perceiver, factors in the target, and factors in the situation
c. factors in the character, factors in knowledge, and factors in e/perience
d. factors in the personality, factors in the character, and factors in the values
e. factors in the senses, factors in the surroundings, and factors in the lighting
11. !wo people see the same thing at the same time yet interpret it differently. Where do the
factors that operate to shape their dissimilar perceptions reside?
a. the perceivers
b. the target
c. the timing
d. the conte/t
e. the situation
1#. When individuals observe another person4s behavior, they attempt to determine whether
it is internally or e/ternally caused. !his phenomenon is most directly relevant to which of
the following?
a. the 7ygmalion effect
b. proection theory
c. attribution theory
d. selective perception theory
e. e/pectancy theory
1&. 8hortcuts in udging others include all of the following e/cept 00000.
a. stereotyping
b. halo effect
c. proection
d. self1serving bias
e. the 7ygmalion effect
1(. <ecause it is impossible for us to assimilate everything we perceive, we engage in
00000.
a. selective perception
b. memori'ation
c. mental desensiti'ation
d. periodic listening
e. linear clustering
1*. When :. 8cott :it'gerald said, =!he very rich are different from you and me,> and
6emingway replied, =Fes, they have more money,> 6emingway refused to engage in what
shortcut to udge others?
a. proection
b. contrast effect
c. halo effect
d. stereotyping
e. prototyping
1,. Iennifer has already presented two e/cellent reports. !he report she has ust presented
is clearly not as good as the first two reports, yet she is given the same high grade as
before. What shortcut has the teacher used in this case?
a. the contrast effect
b. the halo effect
c. stereotyping
d. proection
e. assertion
1-. "llison has ust presented her paper and has done a really good ob. Why should you not
want to present your own paper directly after she does?
a. to avoid the stereotyping effect
b. to avoid the halo effect
c. to avoid the contrast effect
d. to avoid the proection effect
e. to avoid the ultimate attribution error
12. Fou have heard that the teacher believes that men perform better in oral presentations
than women. What shortcut has the teacher used in this case?
a. the halo effect
b. the contrast effect
c. proection
d. stereotyping
e. prototyping
15. Ienny is being interviewed for a position as an editor. "t the start of the interview she is
flustered and repeatedly mispronounces the name of the company she is applying to
work for. 8he thinks the rest of the interview goes very well and she is confident about
getting the ob. Why might her confidence be misplaced?
a. Most employment decisions have been made before the interview is conducted.
b. Most interviewers make their decision by the first * minutes of the interview.
c. %mployers gain most of their knowledge of a potential employee4s skill set through
interviewing.
d. $nterviewers make perceptual udgments that are often inaccurate.
e. $nterviewers will use stereotypes to udge her, so what she says and does at the
interview will be of little importance.
#+. Which of the following statements is not an e/ample of stereotyping?
a. !here is no need to offer child1care to himJ men aren4t interested in child care.
b. )on4t hire an older workerJ they can4t learn new skills.
c. 8he was good at her last ob, so she will be good at this one.
d. 8he won4t relocate for a promotion, since women don4t relocate.
e. !he new hire will be emotionally insensitive, since he is a man.
)iscussion Guestions
1. "nalyse the maor causes or determinants of an organisation4s structure.
#. %/plain the organi'ational component of work speciali'ation. )iscuss its advantages and
drawbacks.
&. )iscuss the factors that operate to shape and sometimes distort perception. 7rovide
relevant e/amples to support your answer.
(. )iscuss four shortcuts used in udging others. 8upport your answer with e/amples of
your own.
*. )iscuss some of the errors in perceptual udgment made by interviewers in ob
interviews.
ABDM2073 Organisational Behaviour
Tutorial & # 7 (WEEK $)' Attri%ution " Learning
Fou are on a team with two individuals who are =difficult.> !he work has been divided among the
three of you, and each time your team meets, Ianet and Iim disagree about the progress of the
team proect. Ianet is convinced that Iim4s lack of progress is because he is inherently la'y and
not because of some overwhelming problem with the proect itself. !he truth seems to be that
Ianet is not doing her part of the work.
1. What might you use to try to understand Ianet and Iim4s behavior?
a. perception theory
b. attribution theory
c. decision1making theory
d. satisficing theory
e. 8urber4s theory
#. What error or bias does Ianet seem to be making?
a. selective perception
b. an e/ternal bias
c. the fundamental attribution error
d. self1serving bias
e. the ultimate attribution error
&. What term is used for the tendency of an individual to attribute his own successes to
internal factors while putting the blame for failures on e/ternal factors?
a. fundamental attribution error
b. self1serving bias
c. consistency
d. selective perception
e. stereotyping
(. Whenever Iane is successful she takes full credit for what has happened, but whenever
she is unsuccessful she attributes her failure to bad luck or blames one of her fellow
employees. 8he is guilty of 00000.
a. fundamental attribution error
b. attribution bias
c. the halo effect
d. distinctiveness
e. self1serving bias
*. What sort of actions is most likely to be attributed to e/ternal causes?
a. actions that have high distinctiveness, high consensus, and high consistency
b. actions that have high distinctiveness, high consensus, and low consistency
c. actions that have high distinctiveness, low consensus, and low consistency
d. actions that have low distinctiveness, low consistency, and high consensus
e. actions that have low distinctiveness, low consensus, and low consistency
,. Ianice is late for work each day by about ten minutes. 6ow would attribution theory
describe this behavior?
a. $t shows consensus.
b. $t shows similarity.
c. $t shows reliability.
d. $t shows consistency.
e. $t shows distinctiveness.
-. Which of the following is not a biographical characteristic?
a. political affiliation
b. age
c. se/
d. tenure
e. race

2. What will be the largest demographic change in the K.8. workforce in the ne/t decade?
a. increasing ethnic diversity
b. a fall in married workers
c. increasing age of workers
d. decreasing tenure of workers
e. more women in the workforce than men
5. ;esearch shows that which of the following is likely to decrease as a worker grows older?
a. productivity
b. likelihood of quitting
c. absenteeism
d. vacation days taken
e. work ethic
1+. Which of the following indicates that learning has taken place?
a. the ability to perform well on e/ams
b. a change in motivation
c. a change in behavior
d. a high $.G. score
e. an increase in e/perience
11. 3earning has not taken place in which of the following cases?
a. " farm worker makes sure that she always wears a hat after she was badly
sunburned.
b. " salesman watches a training video and then uses some of the techniques in that
video.
c. "n athlete trains rigorously, until he can run a mile in less than ( minutes.
d. " warehouseman avoids working by staying in areas of the warehouse where he has
observed that the foreman does not enter.
e. " manager only completes an important proect by working through the night.
1#. %/periments performed by $van 7avlov led to what theory?
a. classical conditioning
b. operant conditioning
c. social learning
d. method reproduction
e. behavior shaping
1&. What role did the meat play in 7avlov4s e/periment with dogs?
a. an unconditioned response
b. a conditioned stimulus
c. a conditioned response
d. a reconditioned stimulus
e. an unconditioned stimulus
1(. Four boss does not follow through on her promise to pay you double for overtime hours
worked. When asked again to work overtime, you decline. !his is an application of 00000
conditioning.
a. classical
b. operant
c. sensory
d. association
e. disappointment1weighted
1*. "ccording to operant conditioning, when a behavior is not reinforced, what happens to
the probability of that behavior occurring again?
a. $t increases.
b. $t declines.
c. $t remains unchanged.
d. $t becomes 'ero.
e. $t may increase or decrease based on other factors.
1,. 8ocial learning theory is an e/tension of 00000.
a. classical conditioning
b. operant conditioning
c. shaping
d. 7avlovian theory
e. continuous reinforcement principles
1-. $sadora observes that when her brother Mikey crosses the street without looking he is
punished by their parents. <ased on this, she is careful to look before she crosses the
street. $sadora has learned through what principle?
a. classical conditioning
b. operant conditioning
c. shaping
d. e/tinction
e. social learning theory
12. Ksing shaping, which of the following is not a method that can be used to change
behavior?
a. negative reinforcement
b. punishment
c. counseling
d. positive reinforcement
e. e/tinction
15. Which of the following can be used in shaping behavior?
a. positive reinforcement
b. diminishment
c. reaction
d. manipulation
e. unioni'ation
#+. What is it called when a desired response is followed by the termination or withdrawal of
something unpleasant?
a. negative reinforcement
b. positive reinforcement
c. manipulation
d. elimination
e. psychic withdrawal
#1. 8uspending an employee for dishonest behavior is an e/ample of which method of
shaping behavior?
a. e/tinction
b. negative reinforcement
c. punishment
d. poor planning
e. reaction
##. Who said =@ive me a child at birth and $ can make him into anything you want>?
a. <.:. 8kinner
b. $van 7avlov
c. 8igmund :reud
d. Iames %mery
e. <en :ranklin
TRUE/FALSE
1. "ttribution theory looks at the internal and e/ternal causes of behavior.
#. @iving an attribution an e/ternal causation means you assume that the individual is
responsible for his or her own behavior.
&. $n attribution theory, =consensus> refers to whether an individual displays similar
behaviors in similar situations.
(. !he more consistent the behavior, the more the observer is inclined to attribute it to
internal causes.
*. !he tendency for individuals to attribute their successes to internal factors while putting
the blame for failures on e/ternal factors is called the fundamental attribution error.
,. !he self1serving bias e/plains why a sales manager is prone to attribute the poor
performance of her sales agents to la'iness rather than to the innovative product line
introduced by a competitor.
-. !he self1serving bias suggests that feedback provided to employees in performance
reviews is very likely to be distorted by recipients.
2. !he meat in 7avlov4s e/periment was an unconditioned stimulus.
5. !o e/plain why 9hristmas carols often bring back pleasant memories of childhood, you
would use operant conditioning.
1+. 9lassical conditioning is passive.
11. What 7avlov did for operant conditioning, 8kinner did for classical conditioning.
1#. ;ewards are most effective if they are delayed following the desired response.
)iscussion Guestions
1. 9ontrast the fundamental attribution error and the self1serving bias.
#. %/plain the factors that influence our attempts to determine whether an individual4s
behaviour is internally or e/ternally caused. $llustrate your answer with relevant
e/amples.
&. 6ow do we learn? $dentify and discuss the !6;%% main theories to e/plain the process
by which we acquire patterns of behavior.
&. %/plain how managers can shape employee behavior?
ABDM2073 O()A*+ATO*A, BE-A.O/(
Tutoria& ' " ( )*EE+ ,-. Learning and De/e&o$ing 0o% s1i&&s
1. Which of the following statements is true about the term =ability>, as it is used in the field
of organi'ational behavior?
a. $t refers to an individual4s willingness to perform various tasks
b. $t is a current assessment of what an individual can do
c. $t refers e/clusively to intellectual skills
d. $t refers e/clusively to physical skills
e. $t is a prediction of future aptitude based on current attitudes
#. Which of the following is not a dimension of intellectual ability?
a. number aptitude
b. perceptual speed
c. spatial visuali'ation
d. dynamic fle/ibility
e. social aptitude
&. ;esearch has found that tests that measure specific dimensions of intelligence are strong
predictors of which of the following?
a. ob satisfaction
b. turnover
c. ob performance
d. ability to work with others
e. absenteeism
(. ;ecent evidence suggests that intelligence can be better understood by breaking it down
into four sub1parts. Which one of the following is not one of those sub1parts?
a. cognitive
b. social
c. emotional
d. cultural
e. physical
*. "lthough he scores well on traditional intelligence tests, Iames does not perform well in
the workplace due to an inability to relate effectively with his colleagues. Iames would
likely score below the median on a test that measures what subpart of intelligence?
a. 9ognitive
b. 8ocial
c. %motional
d. 9ultural
e. 8piritual
,. Which of the following is not a biographical characteristic?
a. political affiliation
b. age
c. se/
d. tenure
e. race
-. ;esearch shows that which of the following is likely to decrease as a worker grows older?
a. productivity
b. likelihood of quitting
c. absenteeism
d. vacation days taken
e. work ethic
2. Which of the following statements is true?
a. Older employees have lower rates of avoidable absence than younger workers.
b. Older employees have lower rates of unavoidable absence than younger workers.
c. Older employees are more likely to quit their ob than younger workers.
d. Older employees are perceived to be more fle/ible than younger workers.
e. Older employees generally have lower productivity than younger workers.
5. Which of the following is true concerning the relationship between age and ob
satisfaction?
a. Most studies have found a negative association between age and satisfaction.
b. 8ome studies have found a K1shaped relationship between age and satisfaction.
c. 8atisfaction decreases among professionals as they age.
d. 8atisfaction increases among nonprofessionals during middle age.
e. 8atisfaction decreases among nonprofessionals after middle age.
1+. Which of the following indicates that learning has taken place?
a. !he ability to perform well on e/ams
b. " change in motivation
c. " change in behavior
d. " high $.G. score
e. "n increase in e/perience
11. 3earning has not taken place in which of the following cases?
a. " farm worker makes sure that she always wears a hat after she was badly
sunburned,.
b. " salesman watches a training video and then uses some of the techniques in that
video.
c. "n athlete trains rigorously, until he can run a mile in less than ( minutes.
d. " warehouseman avoids working by staying in areas of the warehouse where he has
observed that the foreman does not enter.
e. " manager only completes an important proect by working through the night.
1#. Which of the following is the most likely e/planation for the higher absentee rate of
women in the workplace?
a. Women tend to have more illnesses that keep them from work than do men.
b. !raditionally, women have had the responsibility of caring for home and family.
c. Women tend to be less satisfied with their obs than men.
d. Women generally have obs for which a temporary replacement can be hired.
e. Women tend to work in obs that have less fle/ible schedules than men do.
1&. Which of the following statements concerning tenure is not true?
a. ;ecent evidence demonstrates a positive relationship between seniority and ob
productivity.
b. !enure does not appear to be a good predictor of employee productivity.
c. !enure is a potent variable in e/plaining turnover.
d. !enure and satisfaction are positively related.
e. !enure and organi'ational investment are negatively related.
1(. %/periments performed by 7avlov led to what theory?
a. classical conditioning
b. operant conditioning
c. social learning
d. method reproduction
e. behavior shaping
1*. When Ioe gets stressed he often drinks chamomile tea. !his calms him since he
associates chamomile tea drinking with happy visits with his grandmother in his
childhood. !he calm feeling brought on by the tea is an e/ample of which of the
following?
a. classical conditioning
b. operant conditioning
c. sensory learning
d. social learning
e. shaping
1,. Operant conditioning argues that 00000.
a. behavior is refle/ive
b. behavior is unlearned
c. behavior is a function of its consequences
d. the tendency to repeat a behavior is very strong
e. the tendency to repeat a behavior is instinctual
1-. Which of the following researchers thought that reinforcement was the central factor
involved in behavioral change?
a. 7avlov
b. :ayol
c. 8kinner
d. )eming
e. 8urber
12. Four boss does not follow through on her promise to pay you double for overtime hours
worked. When asked again to work overtime, you decline. !his is an application of 00000
conditioning.
a. classical
b. operant
c. sensory
d. association
e. disappointment1weighted

15. "ccording to operant conditioning, when a behavior is not reinforced, what happens to
the probability of that behavior occurring again?
a. it increases
b. it declines
c. it remains unchanged
d. it becomes 'ero
e. it may increase or decrease based on other factors
#+. 8ocial learning theory is an e/tension of 00000.
a. classical conditioning
b. operant conditioning
c. shaping
d. 7avlovian theory
e. continuous reinforcement principles
#1. Which of the following is an e/ample of the use of e/tinction in shaping behavior?
a. " teacher does not respond to any student who speaks before being called upon.
b. " workplace institutes a 'ero1tolerance policy for drug and alcohol use.
c. " manager docks the pay of all workers who arrive late.
d. " cat owner sprays his cat with water every time it tries to sit on the couch.
e. " soccer coach rewards his players with praise and small rewards if they prevent the
other team from scoring.
##. " manager in a workshop that reconditions used air conditioners finds that employees are
avoiding cleaning the air conditioners properly, since this is a dirty and difficult task. !he
manager decides to alter this behavior by docking the pay of employees who do not
clean the air conditioners properly. Which of the following is not a probable outcome of
attempting to change the behavior by using punishment rather than by using positive
reinforcement?
a. !he employees will probably stop cleaning the air conditioners properly soon after
they are not punished for it.
b. 7ositively reinforcing the correct behavior will eliminate the undesired behavior more
quickly than
negative reinforcement
c. !he punished employees will have lowered morale.
d. !he punished employees will resent their manager.
e. !he punished employees will start to clean the air conditioners properly.
#&. What do we call the practice of reinforcing closer and closer appro/imations of a desired
behavior ?
a. modeling
b. shaping
c. classical conditioning
d. social learning
e. aping
#(. Fou want to increase the productivity of an employee. Four goal is to have him produce
1+ units per day. On the first day he produces * units and you give him a reward. On the
second day he produces * units and you don4t give him a reward. On the third day he
produces , units and you give him a reward. Which method of behavioral change are you
using?
a. modeling
b. shaping
c. classical conditioning
d. social learning
e. ego impairment
#*. !he application of reinforcement concepts to individuals in the work setting is referred to
as 00000.
a. classical conditioning
b. self1management
c. reengineering
d. O< Mod
e. social modeling
#,. Which of the following is one of the steps of the problem1solving model followed by the
typical O< Mod program?
a. identifying critical behaviors
b. reinforcing behavior
c. developing hori'ontally arrayed data
d. developing vertically arrayed data
e. identifying member barriers

TRUE/FALSE SECTION
1. %veryone has strengths and weaknesses in terms of ability that make them relatively
superior or inferior to others in performing certain tasks or activities.
#. "bility is the assessment of what one will do.
&. "n individual4s overall abilities are essentially made up of three sets of factors? thinking,
reasoning, and problem solving.
(. !ests that measure specific dimensions of intelligence have been found to be strong
predictors of future ob performance.
*. Mental ability tests used for selection, promotion, training, and similar personnel
decisions may have a negative impact on racial and ethnic groups.
,. 8tamina, de/terity, and strength are dimensions of physical ability.
-. %motional intelligence is the ability to identify, understand, and manage affect.
2. !he relationship between age and ob performance is likely to be an issue of increasing
importance during the ne/t decade.
5. $n general, woman and men desire the same work schedules.
1+. $n 7avlov4s study, dogs salivated in response to a ringing bell.
11. 3earning has occurred when there is a relatively permanent change in behavior that
occurs as a result of e/perience.
1#. !he first step in O< Mod is to identify critical behaviors impacting the employee4s
performance.
SCENARIO-BASED QUESTIONS
"pplication of "bility
Fou are the new human resources manager for a design and manufacturing firm. Overall, ob
performance is adequate, but the company has e/perienced high rates of turnover. " high
percentage of employees have quit and taken other obs. $n the e/it interviews, you find the most
common complaint is that they are frustrated in their obs.
1. !his scenario gives rise to the suspicion that there are problems in this firm with 00000.
a. ability1ob fit
b. negative reinforcement
c. adequate reinforcement
d. disciplinary measures
e. training
#. "fter looking into the situation more, you find that the highest turnover is in the circuit1
board manufacturing area. !he employees in this area are required to have at least a two1
year college degree. While there are many different obs in this area, the maority involve
loading automatic machines with parts to be placed on the circuit boards. Which of the
following is most likely to be true about the employees in this area?
a. !hey need better manual de/terity skills
b. !hey are over1qualified, dissatisfied, and paid more than necessary
c. !hey are underpaid and resentful
d. !hey are incompetent
e. !hey are under1qualified
"pplication of 3earning !heoryL8haping <ehavior
Fou are the first1line supervisor for a group of employees who make cheese slicers. !heir ob is
not terribly interesting or challenging and you have noticed that they are frequently tardy returning
from their breaks. Fou have studied the concept of shaping behavior and decide that you will try
to apply it to this situation.
1. Fou praise "llen for returning on time from break. !his is an e/ample of 00000.
a. negative reinforcement
b. positive reinforcement
c. e/tinction
d. social learning
e. modeling
#. 8am is late coming back to work and you dock his pay. !his is an e/ample of 00000.
a. positive reinforcement
b. negative reinforcement
c. punishment
d. e/tinction
e. classical conditioning
DISCUSSION QUESTIONS
1. What is ability? What are the two sets of factors comprising a person4s ability level?
#. What is a likely e/planation of why people with high cognitive intelligence do not
necessarily work well with others or succeed when placed in leadership roles?
&. $dentify and e/plain with e/amples, the key concepts in 8ocial 3earning !heory.
ABD23456 OR7ANISATIONAL BEHA8IOUR
Tutoria& *ee1 94 " 99 )*EE+ :-. *or1 7rou$ " Tea;s
1. Which one of the following characteristics is not necessarily true about groups?
a. @roup members are interdependent.
b. @roups have two or more members.
c. @roups have assigned goals.
d. @roups interact.
e. @roups have shared fates.
#. What sort of groups are defined by the organi'ation4s structure?
a. informal
b. task
c. friendship
d. interest
e. formal
&. Iulia, <ree and )avid work in different departments, but often eat lunch together. !hey
are an e/ample of what type of group?
a. formal
b. informal
c. command
d. task
e. reactant
(. %mployees who band together to seek improved working conditions form aCnD 00000
group.
a. union
b. support
c. interest
d. work
e. emancipated
*. What are the five stages of group development?
a. generation, implementation, construction, production, termination
b. introduction, development, production, deterioration, adournment
c. initiation, evolution, maturation, degeneration, termination
d. forming, storming, norming, performing, adourning
e. acting, reacting, enacting, impacting, acting
,. Which stage in group development is most characteri'ed by uncertainty?
a. introduction
b. storming
c. forming
d. evolution
e. norming
-. Which is the stage of group development characteri'ed by the development of close
relationships and cohesiveness?
a. bonding
b. norming
c. performing
d. initiating
e. forming
2. $n the second stage of group development 00000.
a. close relationships are developed
b. the group demonstrates cohesiveness
c. intragroup conflict often occurs
d. the ob task is performed
e. groups disband
5. "fter which stage of a group4s development is there a relatively clear hierarchy of
leadership within the group?
a. norming
b. storming
c. development
d. evolution
e. forming
1+. "fter which stage of a group4s development has the group formed a common set of
e/pectations of member behaviors?
a. norming
b. storming
c. maturation
d. development
e. forming
11. When the group energy is focused on the task at hand, the group has moved to the
00000 stage.
a. storming
b. norming
c. production
d. maturation
e. performing
1#. ;oles, norms, status, and cohesiveness are e/amples of 00000.
a. structural variables
b. team mechanisms
c. static factors
d. team factors
e. group properties
1&. When Iudith became a doctor she modeled her manner on her observations of more
e/perienced doctors, and also on the behavior of doctors in medical dramas she had
enoyed watching as a child on !M. What is Iudith modeling her manner upon?
a. the role behaviors of doctors
b. her role perception of doctors
c. the role identity of doctors
d. her role e/pectation of doctors
e. the core role actions of doctors
1(. Which of the following is true of role identity?
a. ;ole perception creates the attitudes and actual behaviors consistent with a role.
b. 7eople have the ability to shift roles rapidly when the situation requires change.
c. !here is considerable inertia in role identity after roles are changed.
d. %veryone is required to play one specific role in every situation.
e. Ho two people ever agree on what constitutes a role.
1*. Most people assume that a police officer should behave in a lawful manner, and not show
any favoritism to any particular group, and do their best to uphold the law. What term is
used for this kind of belief?
a. a norm
b. a norm identity
c. a role e/pectation
d. a role perception
e. a norm violation
1,. What term is used for the mutual e/pectations of what management e/pects from
workers, and what workers e/pect from management?
a. group norm
b. role e/pectation
c. role identity
d. psychological contract
e. reactive goals
1-. Nach is devout and very active in his church. 6e is also a very dedicated employee. 6is
manager offers him a promotion but the new role will require him to work 8undays. Nach
would like the promotion, but reali'es that it would force him to miss some church
activities. $t is likely that Nach is e/periencing which of the following?
a. role conflict
b. role e/pectation
c. role perception
d. psychological conflict
e. cognitive reactance
12. Which of the following is not a finding of %lton Mayo4s 6awthorne studies?
a. a worker4s behavior and sentiments are closely related
b. group standards are highly effective in establishing individual worker output
c. money was less a factor in determining worker output than were group standards,
sentiments, and security
d. competition between groups will ma/imi'e group output
e. group influences are significant in affecting individual behavior
15. What term is used for acceptable standards of behavior that are shared by a group4s
members?
a. norms
b. rules
c. standards
d. codes of behavior
e. e/plicit contracts
#+. What term is used for the process by which an individual4s desire for acceptance by the
group and the pressure by the group on individual members to match its standards
results in a change in individual attitudes and behaviors?
a. conformity
b. coercion
c. commitment
d. convergence
e. confluence
#1. What term is used for antisocial actions by organi'ational members who voluntarily
violate established norms and that result in negative consequences for the organi'ation,
its members, or both?
a. ethical dilemmas
b. deviant workplace behavior
c. abnormal behavior
d. discommitment behavior
e. reactive affirmation behavior
##. What term is used for the socially defined position or rank given to groups or group
members by others?
a. regency
b. authority
c. status
d. command
e. magnus
#&. Which of the following statements about status is not true?
a. 8tatus is an important motivator
b. possession of personal characteristics that are positively valued by the group will give
a member higher status.
c. 3ow status members are given more freedom to deviate from norms than are other
members.
d. 6igh status members are better able to resist conformity pressures than lower status
members.
e. 9onformity is affected by status.
#(. What term is used for the tendency for individuals to spend less effort when working
collectively?
a. groupthink
b. the rule of diminishing returns
c. social loafing
d. groupshift
e. clustering
#*. Which of the following is an effective means of countering social loafing?
a. increase the rewards the group is given if it succeeds
b. increase the amount by which the group4s progress is monitored
c. provide means by which individual efforts can be identified
d. increase the si'e of the group
e. increase the group4s workload
#,. What term is used for the degree to which group members are attracted to one another
and are motivated to stay in the group?
a. cohesiveness
b. integration
c. sociability
d. reliability
e. interdependence
#-. Which of the following is not likely to increase group cohesiveness?
a. a high level of group productivity
b. members spending a lot of time together
c. the e/istence of e/ternal threats
d. the group is physically isolated
e. bonding opportunities e/ist between members
#2. !eams typically outperform individuals when the tasks being completed 00000.
a. require multiple skills
b. require udgment
c. require e/perience
d. all of the above
e. none of the above
#5. Which of the following helps e/plain the current popularity of teams? !eams 00000.
a. are easier to manage
b. are a way to better utili'e employee talents
c. are less e/pensive
d. promote sociali'ation
e. are very efficient
&+. !eams generally have aCnD 00000 impact on employee motivation.
a. inconsistent
b. unknown
c. positive
d. discouraging
e. neutral
&1. Which of the following types of teams would most likely empower its team members to
make work1related decisions?
a. technical
b. self1managed
c. problem1solving
d. management
e. reactive
&#. 00000 teams are made up of employees from about the same hierarchical level.
a. 7roblem1solving
b. 8elf1managed
c. 9ross1functional
d. Multifaceted
e. 8tar matri/
&&. 00000teams are an effective way to allow people from diverse areas within an
organi'ation to e/change information, develop new ideas and solve problems, and
coordinate comple/ proects.
a. 8elf1managed
b. 7roblem1solving
c. 9ross1functional
d. Multifaceted
e. 8tar matri/
&(. !he early stages of development of a cross1functional team are time1consuming because
00000.
a. most cross1functional team members are comprised of individuals from similar
backgrounds
b. members must research the causes of problems which they are assigned to solve
c. most cross1functional team members have already established trust
d. members have to learn how to perform new functional tasks
e. members must learn to work with diversity and comple/ity
&*. Which of the following types of teams allows for collaboration between team members
who are physically dispersed?
a. 3ocal
b. $nteractive
c. ;eal1time
d. Mirtual
e. @lobal
&,. !here are four conte/tual factors that appear to be most significantly related to team
performance. Which of the following is not one of those factors?
a. adequate resources
b. work autonomy
c. effective leadership
d. a performance evaluation and reward system that reflects team contributions
e. all of the above are conte/tual factors
&-. Which of the following statements best characteri'es the use of work teams?
a. !eams are unnecessary if an individual can do the ob better.
b. !eams are necessary for encouraging individuals to work independently.
c. Within a company, teams perform best if they are structured similarly.
d. %mployees are usually responsible for suggesting that teams be created.
e. $n successful companies, teamwork is always preferable to individual work.
&2. $n addition to evaluating and rewarding employees for their individual contributions,
management should consider using which of the following to reinforce team effort and
commitment?
a. personali'ed incentives
b. consistent wages for all team members
c. individual performance evaluations
d. fi/ed hourly wages
e. profit sharing
&5. %ffective teams require which of the following skills?
a. problem1solving skills
b. technical e/pertise
c. interpersonal skills
d. all of the above
e. none of the above
(+. On her work team, Michelle develops detailed tasks lists and work flow charts to help her
team members understand the steps involved in each proect. 8he also maintains the
proect calendar and receives periodic updates from each team member to ensure that
proects are progressing on schedule. Which role does Michelle most likely fill on her
team?
a. assessor
b. organi'er
c. maintainer
d. creator
e. promoter
(1. 8haron has an assertive personality and naturally tends to stand up for her team in
conflicts with other teams or departments. 8he is a strong defender and is fiercely loyal to
the other members on her team. 8haron is most likely suited for which of the following
team roles?
a. controller
b. producer
c. maintainer
d. assessor
e. advocate
(#. Which of the following is most likely to increase team efficacy?
a. 7roviding measurable goals.
b. 6elping the team achieve small successes.
c. 3imiting time spent in training.
d. %nsuring that team goals are challenging.
e. ;educing the number of members on a team.
(&. Which type of conflict is almost always dysfunctional?
a. task conflict
b. efficacy conflict
c. relationship conflict
d. resource conflict
e. social conflict
((. Which of the following strategies would managers find least helpful for turning individuals
into team players?
a. selecting appropriate candidates
b. setting goals
c. providing training
d. rewarding cooperative efforts
e. encouraging mentorship
TRUE/FALSE SECTION
1. " group must have at least two members and one or more obectives.
#. Members in a group are interdependent.
&. Most conflicts are resolved by the completion of the first stage in a group4s development.
(. Work groups have a structure that shapes the behavior of members and makes it
possible to e/plain and predict a large portion of individual behavior within the group as
well as the performance of the group itself.
*. $f group acceptance were not important to you, the need to conform to the group4s norms
would decrease.
,. !eams typically outperform individuals when the tasks being completed require rapid
decision1making.
-. Work teams produce final results that e/ceed the sum of individual team member inputs.
2. !he e/tensive use of teams creates the potential for an organi'ation to generate greater
outputs with no increase in inputs.
5. !he four most common forms of teams are? problem1solving, self1managed, cross1
functional, and global.
1+. 9ross1functional teams are made up of employees from about the same hierarchical
level, but from different work areas, who come together to accomplish a task.
DISCUSSION QUESTIONS
1. 3ist and briefly describe the stages in the five1stage model of group development.
#. 6ow does group si'e affect a group4s behavior?
&. )ifferentiate the terms role identity, role perception, and role e/pectation.
(. )iscuss the difference between a work group and a work team.
*. What is a virtual team?
ABD23456 OR7ANISATIONAL BEHA8IOUR
Tutoria& *ee1 93 )*EE+ 5-. #o<er and #o&iti!s
1. 7ower can be defined as 00000.
a. the ability to influence the behavior of others
b. the actuali'ation of the dependency of others
c. congruence between the goals of the leader and those being led
d. downward influence on one4s followers
e. upward influence on one4s leaders
#. Which one of the following is not implied in the definition of power?
a. influence
b. potential
c. dependency
d. actuali'ation
e. capacity
&. !he most important aspect of power is probably that it 00000.
a. is needed to get things done in an organi'ation
b. is a function of dependency
c. tends to corrupt people
d. is counterproductive
e. involves control
(. 3eaders achieve goals, and power is 00000.
a. defined by leaders4 hopes and aspirations
b. usually used by poor leaders
c. a means of achieving goals
d. a goal in and of itself
e. a strong influence on leaders4 goals
*. 3eadership focuses on the 00000.
a. downward influence of a leader on his or her followers
b. importance of lateral and upward influence patterns
c. elimination of dependency relationships
d. all of the above
e. none of the above
,. Knlike leadership research, research on power tends to focus on 00000.
a. individual styles in using power
b. strategies for goal attainment
c. tactics for gaining compliance
d. the administration of rewards
e. the effective use of threats
-. !he two general groupings of power are 00000.
a. informational and personal
b. formal and informal
c. informal and legitimate
d. personal and formal
e. static and fluid
2. 00000 power is based on an individual4s position in an organi'ation.
a. 3eadership
b. :ormal
c. $nformal
d. $nfluential
e. 8tatic
5. One reacts to 00000 power out of fear of the negative ramifications that might result if
one fails to comply.
a. legitimate
b. coercive
c. punitive
d. referent
e. abusive
1+. When a bank robber points a gun at a bank employee, his base of power is 00000.
a. coercive
b. punitive
c. positional
d. authoritative
e. fractional
11. !he power that the 9ollege )ean has been granted by the Kniversity over the faculty is
termed 00000 power.
a. academic
b. positional
c. legitimate
d. organi'ational
e. balanced
1#. When your superior offers you a raise if you will perform additional work beyond the
requirements of your ob, heBshe is e/ercising 00000 power.
a. legitimate
b. coercive
c. reward
d. personal
e. reflective
1&. Which of the following types of power requires acceptance of the leader4s authority by
members of the organi'ation?
a. 7ersonal
b. Organi'ational
c. 3egitimate
d. 7ositional
e. <alanced
1(. 000000 power is generally related to an individual4s unique characteristics.
a. 7ersonal
b. ;eward
c. 3egitimate
d. %/pert
e. $diosyncratic
1*. 7ersonal power is generally perceived as a result of all the following e/cept 00000.
a. e/pertise
b. charisma
c. persuasiveness
d. admiration
e. skill
1,. 00000 power is based on identification with a person who has desirable resources or
personal traits.
a. "ssociational
b. 3egitimate
c. ;eferent
d. 7ersonal
e. 8ource
1-. )ependency is inversely proportional to 00000.
a. the level of an individual4s personal power
b. the number of alternative sources of a particular resource
c. the type of informational analysis conducted in a situation
d. the financial resources required to solve a problem
e. a leader4s influence over policy decisions
12. Most organi'ations develop multiple suppliers rather than give their business to only one
in order to 00000.
a. increase knowledge and information
b. reduce dependency
c. ma/imi'e power
d. develop interdependence
e. avoid uncertainty
15. Mivian has not been handling one portion of her duties in a satisfactory manner. "s a
result, her manager threatens to withhold her promotion. Which power tactic is being used?
a. e/change
b. ingratiation
c. pressure
d. personal appeals
e. inspirational appeals
#+. Iames approaches his supervisor with data and a logical presentation supporting his
request for additional personnel. 6e is using 00000.
a. consultation
b. legitimacy
c. rational persuasion
d. informational power
e. e/change
#1. Which of the following tactics involves involving an individual in the decision1making
process?
a. ingratiation
b. e/change
c. pressure
d. inspirational appeals
e. consultation
##. Which one of the following is true about coalition formation? 9oalitions 00000.
a. seek to minimi'e their si'e
b. usually precede uses of individual power
c. are more likely to form where tasks are non1routine
d. are more likely to be created where there is interdependence
e. are more likely to form across cultures
#&. Knwelcome advances, requests for se/ual favors, and other verbal or physical conduct of
a se/ual nature that affects an individual4s employment are 00000.
a. only perpetrated by male employees
b. most likely to occur in front of witnesses
c. defined as se/ual harassment
d. usually one1time occurrences
e. usually unrelated to an employee4s morale
#(. "n individual could be subected to se/ual harassment perpetrated by 0000.
a. a coworker
b. a supervisor
c. a subordinate
d. all of the above
e. none of the above
#*. 000000 is the term used to refer to establishing effective relationships with key people
inside andBor outside an organi'ation.
a. Hetworking
b. 3egitimate political behavior
c. 7oliticking
d. $nterest group formation
e. 3obbying
#,. ;eactive and protective behaviors designed to avoid action, blame, or change are termed
00000.
a. political behaviors
b. defensive behaviors
c. protectionism
d. impression management
e. shielding bias
#-. !he process by which individuals attempt to control the perceptions that others form of
them is called 00000.
a. impression management
b. information management
c. defensive behavior
d. perception management
e. reflection control
TRUE/FALSE SECTION
1. 7ower is an action, not a potential.
#. 7ower is a function of dependency.
&. " bully4s power can be understood as coercive power.
(. $f " can assign < work activities that < finds unpleasant, or treat < in a manner that <
finds embarrassing, " possesses referent power over <.
*. :ormal power is a measure of an individual4s ability to control organi'ational resources.
,. !he organi'ational culture in which a manager works will have an insignificant bearing on
defining which power tactics are considered appropriate.
-. 8uccessful coalitions have been found to contain fluid membership.
2. 8e/ual harassment problems today are likely to surface around more subtle forms of
harassment.
5. When people perceive politics as an opportunity, they respond with defensive behaviors.
1+. %mployees of companies in politically stable countries generally demonstrate greater
tolerance for political processes in the workplace.
11. 6igh self1monitors are good at reading situations and molding their appearances and
behavior.
1#. ;eactive behaviors to avoid action, blame, or change are called impression
management.
SCENARIO-BASED QUESTIONS
"pplication of the <ases of 7ower
Four colleagues at work are constantly talking about the vice president in your region. 6e is
perceived throughout the organi'ation as a ruthless man who is not to be antagoni'ed. $t is
necessary for you to bring him a report, and you are very nervous about having to deal with him.
1. !he vice president4s maor base of power seems to be?
a. reward.
b. coercive.
c. referent.
d. e/pert.
e. personal
#. Fou know that the vice president has the authority to accept or reect your report. !his is
part of his 00000 power.
a. reward
b. coercive
c. e/pert
d. legitimate
e. personal
&. !he one base of power which the vice president does not seem to have is?
a. reward.
b. referent.
c. formal.
d. legitimate.
e. none all of the above.
(. !he most likely reason for the success of this vice president in your organi'ation is that
his subordinates?
a. strive to make themselves indispensable to him.
b. find his leadership style inspiring.
c. strive to emulate him.
d. are envious of his success.
e. fear negative sanctions if they fail to comply.
"pplication of $mpression Management
Ierrod is relatively new to Oenon 9orporation and wants to make sure that he makes a good
impression on his coworkers and supervisor. 6e agrees with the supervisor4s opinion
most of the time and is always doing nice things for him. Ierrod makes sure that he
associates with the =right> people and is constantly complimenting others about their
good work.
1. Ierrod is attempting to use?
a. politics.
b. impression management.
c. defensive behavior.
d. his power base.
e. interdependence.
#. Ierrod is engaging in which of the following impression management techniques?
a. mirroring
b. acclaiming
c. groveling
d. conformity
e. apologi'ing
&. Ierrod is engaging in all of the following impression management techniques e/cept?
a. conformity.
b. flattery.
c. mirroring.
d. association.
e. Ierrod is engaged in all of the above impression management techniques.
(. Which of the following is most likely to help Ierrod earn higher performance evaluations?
a. apologies
b. ingratiation
c. e/cuses
d. buffing
e. self1promotion
DISCUSSION QUESTIONS
1. 9ontrast leadership and power.
#. What are defensive behaviors?
&. %/plain impression management and give an e/ample of its use in the workplace.
(. 3ist and discuss the bases of formal power.