Organizational Behavior

Question 1

Organizational Theory: Theories of organizing may be categorized as follows:

Answer 1

1) Traditional, closed-system theories

2) Modern, open-systems theories

Question 2

Treats the organization as focused on economic efficiency in a reasonably predictable environment. Planning and control processes can substantially eliminate uncertainty.

Answer 2

Traditional, closed-system theories

Question 3

Treats the organization as focused on survival in an uncertain environment. The organization itself and the environment contain variables that may not be controllable.

Answer 3

Modern, open-system theories

Question 4

Is achievement of objectives

Answer 4

Effectiveness

Question 5

Is the ratio of real output to a unit of input

Answer 5

Productivity

Question 6

Describes an entire class of drives, desires, needs, fears, and similar forces that cause behavior.

Answer 6

Motivation

Question 7

Human needs are a hierarchy, from lowest to highest. Lower-level needs must be satisfied before higher-level needs can influence the individual.

1) Physiological needs
2) Security or safety needs
3) Affiliation or acceptance needs
4) Esteem
5) Self-actualization

Answer 7

Maslow’s hierarchy of needs

Question 8

Stress fear and economics as motivators

Answer 8

Classical views

Question 9

Focuses on participation and personal involvement in the work situation as motivational factors

Answer 9

Behaviorism

Question 10

Simplified models that define the extremes of managers’ opinions on employee conduct. They permit a manager to evaluate his or her own tendencies.

Answer 10

Theory X and Theory Y

Question 11

Is the perspective of the autocratic manager who believes that most people (a) dislike work, (b) must be controlled and threatened to induce them to make an adequate effort to achieve organizational objectives, (c) want to be directed, (d) lack ambition, and (e) primarily seek security.

Answer 11

Theory X

Question 12

The permissive manager assumes (a) physical and mental effort in work is a natural as recreation or rest; (b) control and threats at not the only means of motivating individuals to make an adequate effort to achieve organizational objectives and employees will be self-directed and self-controlled if they believe the objectives are worthy; (c) commitment to objectives is proportional to the rewards of accomplishment; (d) most people can learn to seek responsibility; (e) the human ability to use imagination and creativity to solve problems is common; and (f) in modern industrial life, the intellectual ability of most people is not fully realized.

Answer 12

Theory Y

Question 13

Frederick Herzberg’s two-factor theory is based on satisfaction.

Answer 13

Dissatisfiers and satisfiers

Question 14

Will not especially motivate people, but their absence will lead to diminished performance. Examples include organizational policy and administration, supervision, working conditions, salary, and status.

Answer 14

Dissatisfiers

Question 15

Will not diminish performance, but their addition or availability will motivate employees. Examples include achievement, recognition, challenging work, advancement, growth in the job, and responsibility.

Answer 15

Satisfiers

Question 16

Is based on individual perception of

1) The value of rewards,
2) The probability that the required effort will result in the required performance, and
3) The probability that the required performance will result in receipt of the desired rewards.

Answer 16

Expectancy theory

Question 17

Specific, difficult goals to which the employee is committed provide the best motivation tool

Answer 17

Goal-setting theory

Question 18

Can be categorized as

1) Adapting people to the jobs. Methods include a realistic job preview, job rotation, and contingent time off.
2) Adapting the jobs to the people performing them. Methods include job enlargement and job enrichment

Answer 18

Job design

Question 19

States that employee motivation is affected significantly by relative as well as absolute rewards. An employee compares the ratio of what (s)he receives from a job to what (s)he gives to the job with ratios of relevant others.

Answer 19

Equity theory

Question 20

States that intrinsic rewards tend to be reduced when extrinsic rewards are provided for superior performance.

Answer 20

Cognitive evaluation theory

Question 21

Is acting in one’s self-interest given actual or perceived opposition in the workplace.

Answer 21

Organizational politics, or impression management

Question 22

Positive political behaviors include:

Answer 22

1) Coalition building
2) Networking, and
3) Seeking mentors

Question 23

Negative political behaviors include:

Answer 23

1) Whistleblowing
2) Sabotage, and
3) Threats

Question 24

Groups can be categorized as follows:

Answer 24

Formal and Informal groups

Question 25

Are work groups within the organization assembled to perform a productive activity.

Answer 25

Formal groups

Question 26

Are created within organizations because of (a) authority relationships not definable on an organizational chart, (b) unwritten rules of conduct, and (c) group preferences.

Answer 26

Informal groups

Question 27

Is the behavior expected of a person in a specific position.

Answer 27

Role

Question 28

Are general standards of conduct and have a broader effect than roles

Answer 28

Norms

Question 29

Is compliance with roles and norms.

Answer 29

Conformity

Question 30

It is the tendency of individuals committed to the group to ignore input that varies from the group opinion. One danger of cohesive groups is

Answer 30

Groupthink

Question 31

Methods that may be applied to improve creativity include:

Answer 31

1) Attribute listing
2) Brainstorming
3) Creative leap
4) The scientific method
5) The Edisonian approach
6) Free association

Question 32

Stages of Group Development

Answer 32

1) Orientation stage
2) Conflict and challenge stage
3) Cohesion stage
4) Delusion stage
5) Disillusion stage
6) Acceptance stage
7) Maturity stage

Question 33

The group is the least mature, effective, and efficient. Uncertainties are high, and temporary leaders emerge.

Answer 33

Orientation stage

Question 34

Leaders are opposed by people or subgroups with differing agendas

Answer 34

Conflict and challenge stage

Question 35

The members agree about authority, structure, and procedures.

Answer 35

Cohesion stage

Question 36

Harmony is emphasized

Answer 36

Delusion stage

Question 37

Cohesiveness diminishes as the members realized that their expectations are not being met.

Answer 37

Disillusion stage

Question 38

Members tend to be effective and efficient

Answer 38

Acceptance stage

Question 39

The end stage of group development

Answer 39

Maturity stage

Question 40

Managing human resources means

Answer 40

1) Acquiring
2) Retaining
3) Developing
Employees in accordance with the strategy and structure of the organization

Question 41

Job analysis involves:

Answer 41

1) Interviewing superior employees about the way they accomplish their tasks
2) Analyzing work flows
3) Studying the methods used to achieve work-unit objectives

Question 42

Are the job specifications developed from each job description

Answer 42

The criteria for employee selection

Question 43

Is the usual selection method

Answer 43

Interviewing

Question 44

Interviews range from

Answer 44

Unstructured to Structured

Question 45

Consists of organizational programs to prepare employees to perform currently assigned tasks.

Answer 45

Training

Question 46

Prepare people to perform future tasks and learn new skills

Answer 46

Development programs

Question 47

Help identify individual strengths and weaknesses

Answer 47

Evaluation and appraisal