Chapter 1 What Is Organizational Behavior?

MULTIPLE CHOICE
Importance o Interpersonal !"ills
1# Over the past t$o %eca%es& '(siness schools have a%%e% re)(ire% co(rses on
people s"ills to man* o their c(rric(la# Wh* have the* %one this?
a# Managers no longer nee% technical s"ills in s('+ects s(ch as economics
an% acco(nting to s(ccee%#
'# There is an increase% emphasis in controlling emplo*ee 'ehavior in the
$or"place#
c# Managers nee% to (n%erstan% h(man 'ehavior i the* are to 'e
eective#
%# These s"ills ena'le managers to eectivel* lea% h(man reso(rces
%epartments#
e# , manager $ith goo% people s"ills can help create a pleasant
$or"place#
-c. Mo%erate. Interpersonal !"ills. p# /0 1,,C!B2 ,nal*tic !"ills3
4# Which o the ollo$ing is most li"el* to 'e a 'elie hel% '* a s(ccess(l
manager?
a# Technical "no$le%ge is all that is nee%e% or s(ccess#
'# It is not essential to have so(n% interpersonal s"ills#
c# Technical s"ills are necessar*& '(t ins(icient alone or s(ccess#
%# Eectiveness is not impacte% '* h(man 'ehavior#
e# Technical s"ills %o not inl(ence eicienc*#
-c. Eas*. Interpersonal !"ills. p# 50 1,,C!B2 ,nal*tic !"ills3
What Managers 6o
7# Which o the ollo$ing $o(l% not 'e consi%ere% an organization?
a# a ch(rch
'# a (niversit*
c# a militar* (nit
%# all a%(lts in a given comm(nit*
e# an elementar* school
-%. Mo%erate. Organization. p# 80 1,,C!B2 ,nal*tic !"ills3
/# Which o the ollo$ing is 'est %eine% as a conscio(sl* coor%inate% social
(nit& compose% o t$o or more people& $hich (nctions on a relativel* contin(o(s
'asis to achieve a common goal or set o goals?
a# part*
'# (nit
c# team
%# comm(nit*
e# organization
-e. Eas*. Organization. p# 80
5# Which o the ollo$ing is least li"el* to 'e consi%ere% a manager?
a# an a%ministrator in charge o (n%9raising activities in a non9proit
organization
'# a lie(tenant lea%ing an inantr* platoon
c# a %octor $ho acts as hea% o the ph*siotherap* %epartment at a p('lic
hospital
%# the ma*or o a large cit*
e# an IT technician $ho ena'les comm(nication 'et$een all o a
compan*:s emplo*ees
-e. Challenging. Managers. p# 80 1,,C!B2 ,nal*tic !"ills3
8# Which o the ollo$ing is not one o the o(r primar* management (nctions?
a# controlling
'# planning
c# staing
%# organizing
e# lea%ing
-c. Mo%erate. Management ;(nctions. p# 80 1,,C!B2 ,nal*tic !"ills3
<# Which o a manager:s primar* roles re)(ires the manager to %eine an
organization:s goals& esta'lish an overall strateg* or achieving these goals an%
%evelop a comprehensive hierarch* o plans to integrate an% coor%inate activities?
a# controlling
'# planning
c# staing
%# coor%inating
e# lea%ing
-'. Mo%erate. Management ;(nctions. p# 80 1,,C!B2 ,nal*tic !"ills3
=# 6etermining ho$ tas"s are to 'e gro(pe% is part o $hich management
(nction?
a# planning
'# lea%ing
c# controlling
%# organizing
e# contemplating
-%. Eas*. Management ;(nctions. p# 80 1,,C!B2 ,nal*tic !"ills3
># Mintz'erg concl(%e% that managers perorm 1? %ierent& highl* interrelate%
roles# Which o the ollo$ing is one o the 'roa% categories into $hich these roles
co(l% 'e gro(pe%?
a# intrapersonal
'# instit(tional
c# %ecisional
%# aective
e# relective
-c. Mo%erate. Management @oles. p# <0 1,,C!B2 ,nal*tic !"ills3
1?# ,s a manager& one o Aoe:s %(ties is to present a$ar%s to o(tstan%ing
emplo*ees $ithin his %epartment# Which Mintz'erg managerial role is Aoe acting in
$hen he %oes this?
a# lea%ership role
'# liaison role
c# monitor role
%# ig(rehea% role
e# spo"esperson role
-%. Challenging. Interpersonal @oles. p# <0 1,,C!B2 ,nal*tic !"ills3
11# ,ccor%ing to Mintz'erg& one o management:s interpersonal roles is BBBBB#
a# spo"esperson
'# lea%er
c# negotiator
%# monitor
e# %evil:s a%vocate
-'. Mo%erate. Interpersonal @oles. p# <0 1,,C!B2 ,nal*tic !"ills3
14# ,ccor%ing to Mintz'erg& $hen a manager searches the organization an% its
environment or opport(nities an% initiates pro+ects to 'ring a'o(t change& the
manager is acting in $hich role?
a# negotiator
'# entreprene(r
c# monitor
%# reso(rce allocator
e# relective anal*st
-'. Challenging. 6ecisional @oles. p# <0 1,,C!B2 ,nal*tic !"ills3
17# @o'ert Catz i%entiie% three essential s"ills that managers nee% to have in
or%er to reach their goals# What are these s"ills?
a# technical& %ecisional an% interpersonal
'# technical& h(man& an% concept(al
c# interpersonal& inormational an% %ecisional
%# concept(al& comm(nication an% net$or"ing
e# h(man& inormational an% comm(nication
-'. Mo%erate. Management !"ills. p# =0 1,,C!B2 ,nal*tic !"ills3
1/# , manager is val(e% '* her colleag(es or her a'ilit* to perorm eective
'rea"9even anal*sis on (pcoming vent(res# In this case& her colleag(es val(e her
or competencies that all $ithin $hich o Catz:s essential management s"ills
categories?
technical
comm(nication
h(man
concept(al
e%(cation
-a. Mo%erate. Technical !"ills. p# =0 1,,C!B2 ,nal*tic !"ills3
15# ,ccor%ing to Catz& technical s"ills encompass the a'ilit* to BBBBB#
a# anal*ze an% %iagnose compleD sit(ations
'# eDchange inormation an% control compleD sit(ations
c# appl* specialize% "no$le%ge or eDpertise
%# initiate an% oversee compleD pro+ects
e# comm(nicate eectivel* $ith others
-c. Challenging. Technical !"ills. p# =0
18# Which one o the ollo$ing $o(l% not 'e consi%ere% a h(man s"ill in Catz:s
str(ct(re?
a# %ecision ma"ing#
'# comm(nicating
c# resolving conlicts
%# $or"ing as part o a team
e# listening to others
-a. Eas*. H(man !"ills. p# =0 1,,C!B2 ,nal*tic !"ills3
1<# ,ccor%ing to Catz& $hen managers have the mental a'ilit* to anal*ze an%
%iagnose compleD sit(ations& the* possess BBBBB s"ills#
technical
lea%ership
pro'lem9solving
concept(al
reactive
-%. Mo%erate. Concept(al !"ills. p# =0 1,,C!B2 ,nal*tic !"ills3
1=# ,ccor%ing to ;re% L(thans an% his associates& $hich o the ollo$ing is
consi%ere% a part o tra%itional management?
a# %isciplining
'# %ecision ma"ing
c# eDchanging ro(tine inormation
%# ac)(iring reso(rces
e# investing
-'. Mo%erate. Tra%itional Management. p# =0 1,,C!B2 ,nal*tic !"ills3
1># Which o L(thans: managerial activities involves socializing& politic"ing& an%
interacting $ith o(tsi%ers?
tra%itional management
comm(nicating
h(man reso(rce management
net$or"ing
investing
-%. Eas*. Eet$or"ing. p# >0
4?# Ho$ %oes L(thans %eine a manager:s s(ccess?
a# '* the )(antit* an% )(alit* o their perormance
'# '* the satisaction an% commitment o their emplo*ees
c# '* the rate an% )(antit* o pa* raises
%# '* the spee% o their promotion
e# '* their scores on a 78?9%egree ee%'ac" anal*sis
-%. Mo%erate. !(ccess(l Managerial ,ctivities. p# >0
41# ,ccor%ing to L(thans: research& s(ccess(l managers spent more o their
time on BBBBB than on an* other activit*#
tra%itional management
h(man reso(rce management
net$or"ing
comm(nicating
hiring an% iring
-c. Mo%erate. Eet$or"ing. p# >0
44# What %i% a st(%* o U#!# managers in%icate a'o(t those managers $ho see"
inormation rom colleag(es an% emplo*ees?
a# The* are rapi%l* promote%#
'# The* are generall* more pop(lar#
c# The* are less eicient as lea%ers#
%# The* are generall* given e$er promotions& raises an% other re$ar%s#
e# The* are generall* more eective managers#
-e. Mo%erate. Eective Managerial ,ctivities. p# >0 1,,C!B2 Comm(nication3
EMBE6 PBr(sh
47# The pie charts a'ove sho$ ho$ 5 %ierent managers spent their time#
,ccor%ing to L(thans: research& $hich manager is most li"el* to receive more
promotions an% other re$ar%s associate% $ith career s(ccess?
a# Manager ,
'# Manager B
c# Manager C
%# Manager 6
e# Manager E
-c. Mo%erate. !(ccess(l Managerial ,ctivities. p# >0 1,,C!B2 ,nal*tic !"ills3
4/# While the ;(nctions& @oles& !"ills& an% ,ctivities approaches to management
all %ier& the* all recognize that eective an% s(ccess(l managers m(st %evelop
$hich o the ollo$ing?
a# people s"ills
'# technical s"ills
c# eicienc*
%# entreprene(rialism
e# a'ilit* to net$or"
-a. Mo%erate. Manager:s Ao'. p# 1?0
Enter Organizational Behavior

45# ,n OB st(%* $o(l% 'e least li"el* to 'e (se% to oc(s on $hich o the
ollo$ing pro'lems?
a# an increase in a'senteeism at a certain compan*
'# a all in pro%(ctivit* in one shit o a man(act(ring plant
c# a %ecrease in sales %(e to gro$ing oreign competition
%# an increase in thet '* emplo*ees at a retail store
e# eDcessive t(rnover in vol(nteer $or"ers at a non9proit organization
-c. Mo%erate. Organizational Behavior. p# 1?0 1,,C!B2 ,nal*tic !"ills3
48# What are the three primar* %eterminants o 'ehavior that organizational
'ehavior oc(ses (pon?
a# proit str(ct(re& organizational compleDit*& +o' satisaction
'# in%ivi%(als& proit str(ct(re& an% +o' satisaction
c# in%ivi%(als& gro(ps& an% +o' satisaction
%# gro(ps& str(ct(re& an% proit str(ct(re
e# in%ivi%(als& gro(ps& an% str(ct(re
-e. Challenging. Organizational Behavior. p# 1?0 1,,C!B2 ,nal*tic !"ills3

4<# BBBBBB is a iel% o st(%* that investigates the impact that in%ivi%(als& gro(ps&
an% str(ct(re have on 'ehavior $ithin organizations or the p(rpose o appl*ing
s(ch "no$le%ge to$ar% improving an organization:s eectiveness#
Organizational %evelopment
H(man @eso(rces Management
Organizational 'ehavior
People management
Corporate strateg*
-c. Eas*. Organizational Behavior. p# 1?0
4=# Which o the ollo$ing is not a core topic o organizational 'ehavior?
motivation
attit(%e %evelopment
conlict
reso(rce allocation
$or" %esign
-%. Mo%erate. Organizational Behavior. p# 110 1,,C!B2 ,nal*tic !"ills3
Complementing Int(ition $ith !*stematic !t(%*
4># In or%er to pre%ict h(man 'ehavior& it is 'est to s(pplement *o(r int(itive
opinions $ith inormation %erive% in $hat ashion?
a# common sense
'# %irect o'servation
c# s*stematic in)(ir*
%# spec(lation
e# organizational theor*
-c. Mo%erate. !*stematic !t(%*. p# 110
7?# Which o the ollo$ing is a reason that the st(%* o organizational 'ehavior is
(se(l?
a# H(man 'ehavior %oes not var* a great %eal 'et$een in%ivi%(als an%
sit(ations#
'# H(man 'ehavior is not ran%om#
c# H(man 'ehavior is not consistent#
%# H(man 'ehavior is rarel* pre%icta'le#
e# H(man 'ehavior is oten not sensi'le#
-'. Eas*. !*stematic !t(%*. p# 110 1,,C!B2 ,nal*tic !"ills3
71# What approach involves managers centering their %ecisions on the 'est
availa'le scientiic %ata?
a# int(ition
'# organizational 'ehavioral st(%ies
c# s('stantive evi%ence approach
%# preconceive% notions
e# evi%ence 'ase% management
-e. Eas*. Evi%ence Base% Management. p# 110
74# What %o the (n%amental consistencies (n%erl*ing the 'ehavior o all
in%ivi%(als ena'le researchers to %o?
a# o'serve h(man 'ehavior
'# s*stematize h(man 'ehavior
c# research h(man 'ehavior
%# pre%ict h(man 'ehavior
e# %etect h(man 'ehavior
-%. Mo%erate. !*stematic !t(%*. p# 110
77# ,nal*zing relationships& %etermining ca(ses an% eects& an% 'asing
concl(sions on scientiic evi%ence all constit(te aspects o BBBBB st(%*#
a# organizational
'# int(itive
c# theoretical
%# s*stematic
e# case9'ase%
-%. Mo%erate. !*stematic !t(%*. p# 110
7/# What %o the a(thors o the teDt'oo" a%vise?
a# %isregar% *o(r int(ition 'eca(se it:s (s(all* $rong an% $ill lea% to
incorrect ass(mptions
'# (se evi%ence as m(ch as possi'le to inorm *o(r int(ition an%
eDperience
c# rel* on research since it is almost al$a*s right an% researchers %on:t
ma"e mista"es
%# ma"e pre%ictions o in%ivi%(als: 'ehaviors 'ase% on others: actions
e# %on:t tr(st preconceive% notions (nless *o( have s('stantive evi%ence
to 'ac" them (p
-'. Mo%erate. !*stematic !t(%*. p# 170
6isciplines That Contri'(te to the OB ;iel%
75# Organizational 'ehavior is constr(cte% rom all o the ollo$ing %isciplines
eDcept BBBBB#
a# ph*sics
'# ps*cholog*
c# anthropolog*
%# sociolog*
e# social ps*cholog*
-a. Eas*. Behavioral !ciences. p# 170 1,,C!B2 ,nal*tic !"ills3
78# Ps*cholog*:s ma+or contri'(tions to the iel% o organizational 'ehavior have
'een primaril* at $hat level o anal*sis?
a# the level o the gro(p
'# the level o the in%ivi%(al
c# the level o the organization
%# the level o the c(lt(re
e# the level o interacting gro(ps
-'. Mo%erate. Ps*cholog*. p# 170
7<# Which 'ehavioral science %iscipline is most oc(se% on (n%erstan%ing
in%ivi%(al 'ehavior?
a# sociolog*
'# social ps*cholog*
c# ps*cholog*
%# anthropolog*
e# organizational 'ehavior
-c. Eas*. Ps*cholog*. p# 170
7=# The science that see"s to meas(re& eDplain& an% sometimes change the
'ehavior o h(mans an% other animals is "no$n as BBBBB#
a# ps*chiatr*
'# ps*cholog*
c# sociolog*
%# political science
e# organizational 'ehavior
-'. Mo%erate. Ps*cholog*. p# 170 1,,C!B2 ,nal*tic !"ills3
7># BBBBB 'len%s concepts rom ps*cholog* an% sociolog*#
a# Corporate strateg*
'# ,nthropolog*
c# Political science#
%# !ocial ps*cholog*
e# ,rchaeolog*
-%. Eas*. !ocial Ps*cholog*. p# 1/0 1,,C!B2 ,nal*tic !"ills3
/?# The science that oc(ses on the inl(ence people have on one another is
BBBBB#
a# ps*cholog*
'# anthropolog*
c# political science
%# social ps*cholog*
e# archaeolog*
-%. Mo%erate. !ocial Ps*cholog*. p# 1/0 1,,C!B2 ,nal*tic !"ills3
/1# Fro(p 'ehavior& po$er& an% conlict are central areas o st(%* or BBBBB#
a# archaeologists
'# sociologists
c# anthropologists
%# social ps*chologists
e# operations anal*sts
-%. Mo%erate. !ocial Ps*cholog*. p# 1/0 1,,C!B2 ,nal*tic !"ills3
/4# BBBBB oc(ses on the st(%* o people in relation to their social environment#
Ps*cholog*
!ociolog*
Corporate strateg*
Political science
Operations management
-'. Mo%erate. !ociolog*. p# 150 1,,C!B2 ,nal*tic !"ills3
/7# !igniicant contri'(tions to OB in the st(%* o gro(p 'ehavior in organizations
have 'een ma%e '* BBBBB#
a# ps*chologists
'# sociologists
c# anthropologists
%# political scientists
e# operations anal*sts
-'. Mo%erate. !ociolog*. p# 150 1,,C!B2 ,nal*tic !"ills3
//# Which iel% o st(%* has contri'(te% to OB thro(gh its research on
organizational c(lt(re an% ormal organization theor* an% str(ct(re?
a# ps*cholog*
'# operations management
c# corporate strateg*
%# political science
e# sociolog*
-e. Mo%erate. !ociolog*. p# 150 1,,C!B2 ,nal*tic !"ills3
/5# Which o the ollo$ing iel%s has most helpe% (s (n%erstan% %ierences in
(n%amental val(es& attit(%es& an% 'ehavior among people in %ierent co(ntries?
a# anthropolog*
'# ps*cholog*
c# political science
%# operations research
e# ps*choling(istics
-a. Challenging. ,nthropolog*. p# 150 1,,C!B2 ,nal*tic !"ills3
/8# The s('+ect o organizational c(lt(re has 'een most inl(ence% '* $hich
'ehavioral science %iscipline?
a# anthropolog*
'# ps*cholog*
c# social ps*cholog*
%# political science
e# corporate strateg*
-a. Mo%erate. ,nthropolog*. p# 150 1,,C!B2 ,nal*tic !"ills3
There are ;e$ ,'sol(tes in OB
/<# Which o the ollo$ing statements 'est %escri'es the c(rrent stat(s o
O'servational Behavior concepts?
a# The* are 'ase% on (niversal tr(ths#
'# The* can 'e (se% to pre%ict h(man 'ehavior onl* i the sit(ation is
clearl* speciie%#
c# There is general consens(s among OB researchers an% scholars on the
simple concepts that (n%erlie most h(man 'ehavior#
%# The ca(se9eect principles that ten% to appl* to all sit(ations have
'een %iscovere%#
e# Ca(se an% eect relationships or most h(man 'ehaviors have 'een
isolate%#
-'. Eas*. O'servational Behavior. p# 180 1,,C!B2 ,nal*tic !"ills3
/=# There are BBBBB simple an% (niversal principles that eDplain organizational
'ehavior#
a# an ininit* o
'# a'sol(tel* no
c# a con(sing arra* o
%# o(rteen
e# e$ i an*
-e. Challenging. O'servational Behavior. p# 180
/># In or%er to pre%ict h(man 'ehavior $ith an* %egree o acc(rac*& $hat sort o
varia'les m(st 'e ta"en into acco(nt?
a# glo'al
'# general
c# %epen%ent
%# non9reactive
e# contingenc*
-e. Mo%erate. Contingenc* Garia'les. p# 180
Challenges an% Opport(nities or OB
5?# BBBBB isHare the n(m'er one reason that '(siness travelers have c(t 'ac" on
their travel#
a# Lo$er proits
'# !harehol%er interventions
c# Freater comm(nications technolog*
%# Better acco(nting principles
e# ;ear o terrorism
-e. Mo%erate. @espon%ing to Flo'alization. p# 1=0
51# Which o the ollo$ing OB topics is not central to managing emplo*ees: ears
a'o(t terrorism?
a# emotion
'# motivation
c# comm(nication
%# lea%ership
e# $or" %esign
-e. Eas*. @espon%ing to Flo'alization. p# 1=0
5# Whereas BBBBB oc(ses on %ierences among people rom %ierent co(ntries&
BBBBB a%%resses %ierences among people $ithin given co(ntries#
a# $or"orce %iversit*. glo'alization
'# glo'alization. $or"orce %iversit*
c# c(lt(re. %iversit*
%# c(lt(rization. $or"orce %iversit*
e# ps*cholog*. social ps*cholog*
-'. Challenging. Flo'alization an% Wor"orce 6iversit*. p# 1=0 1,,C!B2 ,nal*tic
!"ills3 1,,C!B2 M(ltic(lt(ral an% 6iversit*3
57# BBBBB is a meas(re o ho$ organizations are 'ecoming more heterogeneo(s in
terms o gen%er& race& an% ethnicit*#
Flo'alization
Wor"orce %iversit*
,irmative action
Organizational c(lt(re
Operational homogeneit*
-'. Eas*. Wor"orce 6iversit*. p# 1=0 1,,C!B2 M(ltic(lt(ral an% 6iversit*3
5/# In $hat $a* %oes c(rrent tho(ght on $or"place %iversit* %ier rom the ol%er
Imelting9potJ ass(mption?
'* recognizing that emplo*ees %on:t set asi%e their c(lt(ral val(es& liest*le
preerences& an% %ierences $hen the* come to $or"
'* realizing that people rom %iverse 'ac"gro(n%s $ill a(tomaticall* 'egin to
integrate into the larger $or"place an% comm(nit* over time
'* ta"ing active steps to minimize the eect o c(lt(ral val(es an% liest*le
preerence $ithin the $or"place
'* openl* see"ing a heterogeneo(s $or"place an% avoi%ing homogeneit* $herever
possi'le
'* (sing techni)(es s(ch as str(ct(re% $or"shops to sho$ emplo*ees that 'ehavior
that is perectl* vali% $ithin their comm(nit* ma* not 'e vali% in the conteDt o the
$or"place
-a. Mo%erate. Wor"orce 6iversit*. p# 1>0 1,,C!B2 M(ltic(lt(ral an% 6iversit*3
55# In 4??7& $hich gro(p ma%e (p /8#< percent o the U#!# la'or orce?
a# people over the age o 85
'# LatinoHas
c# ,rican9,mericans
%# men
e# $omen
-e. Mo%erate. Wor"orce 6iversit*. p# 4?0 1,,C!B2 M(ltic(lt(ral an% 6iversit*3
58# What is the pro'a'le conse)(ence o the act that $omen signiicantl*
o(tn(m'er men on U#!# college camp(ses?
a# Event(al parit* in the n(m'er o men an% $omen in the $or"orce#
'# ,n increase in the n(m'er o technical positions ille% '* $omen#
c# ,n increase in competition 'et$een men or proessional an%
managerial +o's
%# , stea%* increase in the n(m'er o technical& proessional& an%
managerial positions
e# , %ecrease in the competition or +o's in positions that have
tra%itionall* 'een ille% '* $omen#
-'. Mo%erate. Wor"orce 6iversit*. p# 4?0 1,,C!B2 M(ltic(lt(ral an% 6iversit*3
5<# Increasingl*& $e can eDpect that $omen $ill 'e hire% into BBBBB positions#
a# menial
'# tra%itionall* emale
c# me%ical -n(rse0
%# sociall*9oriente%
e# proessional
-e. Eas*. Wor"orce 6iversit*. p# 4?0 1,,C!B2 M(ltic(lt(ral an% 6iversit*3
5=# What $as the most signiicant change in the U#!# la'or orce %(ring the last
hal o the t$entieth cent(r*?
a# s('stantial %ecreases in the n(m'er o $or"ers $ho are (n%er 55
'# increases in the percentage o U#!# citizens o Hispanic origin
c# increasing n(m'ers o ,rican9,mericans at all levels $ithin the
$or"orce
%# the stea%* increase in the percentage o $or"ers that are men
e# the rapi% increase in the percentage o $or"ers that are $omen
-e. Challenging. Wor"orce 6iversit*. p# 4?0 1,,C!B2 M(ltic(lt(ral an% 6iversit*3
5># Which o the ollo$ing statements is not an implication o increase%
$or"place %iversit*?
Managers sho(l% recognize %ierences 'et$een $or"ers#
6iversit* training sho(l% 'e provi%e%#
Emplo*ee 'eneits sho(l% 'e revampe% to accommo%ate the %ierent nee%s o
%ierent emplo*ees#
It is critical that all $or"ers 'e treate% ali"e#
Innovation an% creativit* in organizations is li"el* to increase#
-%. Challenging. Wor"orce 6iversit*. pp# 4?9410 1,,C!B2 M(ltic(lt(ral an%
6iversit*3
8?# ,ccor%ing to the teDt'oo"& $hen %iversit* is not manage% properl*& there is a
potential or BBBBB#
a# higher creativit*
'# comm(nication 'eneits
c# la'or cost ine)(ities
%# increase% competitiveness
e# higher t(rnover
-e. Mo%erate. Wor"orce 6iversit*. p# 410 1,,C!B2 M(ltic(lt(ral an% 6iversit*3
81# ,ccor%ing to management g(r( Tom Peters& almost all )(alit* improvement
comes rom BBBBB o %esign& man(act(ring& la*o(t& processes& an% proce%(res#
a# mo%iication
'# stratiication
c# integration
%# separation
e# simpliication
-e. Mo%erate. K(alit* Improvement. p# 410
84# To%a*:s managers (n%erstan% that the s(ccess o an* eort at improving
)(alit* an% pro%(ctivit* m(st incl(%e BBBBB#
a# process reengineering
'# )(alit* management programs
c# c(stomer service improvements
%# emplo*ees
e# man(act(ring simpliication
-%. Mo%erate. K(alit* Improvement. p# 410
87# The ma+orit* o emplo*ees to%a* in %evelope% co(ntries $or" in BBBBB#
man(act(ring +o's
service +o's
MECs
government agencies
the militar*
-'. Mo%erate. C(stomer !ervice. p# 410
8/# ,pproDimatel* BBBBB L o the U#!# la'or orce is emplo*e% in service
in%(stries#
a# 1?
'# 45
c# /?
%# 8?
e# =?
-e. Challenging. C(stomer !ervice. p# 410
85# !ervice in%(str* +o's incl(%e all o the ollo$ing eDcept BBBBB#
a# ast goo% co(nter $or"er
'# sales cler"
c# $aiter
%# n(rse
e# pro%(ction line $or"er
-e. Eas*. p# C(stomer !ervice. p# 410 1,,C!B2 ,nal*tic !"ills3
88# Which o the ollo$ing actors ma"es it imperative that organizations 'e ast
an% leDi'le?
a# temporariness
'# corporate eDcess
c# tr(ncate% capacit*
%# a%vances in corporate strateg*
e# glo'alization
-e. Mo%erate. Temporariness. p# 470
8<# Fiven the climate o ItemporarinessJ in mo%ern organizations& emplo*ees
m(st BBBBB#
a# contin(all* (p%ate their "no$le%ge an% s"ills
'# 'e prepare% to sta* in the same position or longer perio%s o time
c# ma"e closer connections to their peers
%# oster rien%ship $ithin the $or" environment
e# limit their mo'ilit* i the* hope to compete
-a. Eas*. Temporariness. p# 470
8=# Which o the ollo$ing is the ma+or challenge to managers in a (ll*
net$or"e% organization?
a# eliminating the nee% or paper comm(nication '* rel*ing entirel* on
email& ile transers an% the li"e
'# retaining team mem'ers $ho can easil* move to another emplo*er
$hen %eman% or their services changes
c# managing contract an% temporar* $or"ers
%# maintaining a Ivirt(al oiceJ thro(gh the (se o comp(ters& interoice
net$or"s an% the Internet
e# managing people $ho $or" together '(t are geographicall* separate%
-e. Eas*. Eet$or"e% Organizations. pp# 4794/0
8># BBBBB allo$-s0 people to comm(nicate an% $or" together even tho(gh the*
ma* 'e tho(san%s o miles apart#
a# ;leDi'le c('icles
'# !tratiie% $or" environments
c# C*'er9empo$erment machines
%# $i%esprea% (se o comp(ters
e# Eet$or"e% organizations
-e. Eas*. Eet$or"e% Organizations. p# 470
<?# Which o the ollo$ing has not contri'(te% to 'l(rring the lines 'et$een
emplo*ees: $or" lie an% personal lie?
the creation o glo'al organizations
comm(nications technolog* allo$ing emplo*ees to $or" an* time an% rom an*
place
organizations as"ing emplo*ees to p(t in longer ho(rs
creation o leDi'le teams
the increase in %(al career ho(sehol%s
-%. Mo%erate. Balance Wor"9Lie Conlicts. p# 4/0 1,,C!B2 ,nal*tic !"ills3
<1# What gro$th area in OB research concerns ho$ organizations %evelop h(man
strengths& oster vitalit* an% resilience& an% (nloc" potential?
a# positive organizational scholarship
'# ethical 'ehavioral research
c# 'alancing $or"9lie conlict
%# net$or"e% organizational research
e# temporariness st(%ies
-a. Mo%erate. Positive Organizational !cholarship. p# 450
<4# !it(ations $here an in%ivi%(al is re)(ire% to %eine right an% $rong con%(ct
are terme% BBBBB#
a# %iversit* iss(es
'# h(man reso(rce pro'lems
c# ethical %ilemmas
%# lo*alt* sit(ations
e# social p(zzles
-c. Eas*. Ethical 6ilemmas. p# 480
Coming ,ttractions2 6eveloping an OB Mo%el
<7# , mo%el is a-n0 BBBBB#
a# a'straction o realit*
'# someone hel% in high esteem
c# in%epen%ent varia'le
%# real9$orl% scenario
e# %epen%ent varia'le
-a. Mo%erate. Mo%el. p# 480
</# Which o the ollo$ing has onl* recentl* 'een consi%ere% a primar*
%epen%ent varia'le in organizational 'ehavior?
a# pro%(ctivit*
'# a'senteeism
c# t(rnover
%# +o' satisaction
e# organizational citizenship 'ehavior
-e. Challenging. 6epen%ent Garia'les. p# 4<0 1,,C!B2 ,nal*tic !"ills3
<5# ,t its root& pro%(ctivit* involves concern or 'oth BBBB#
a# %epen%ence an% in%epen%ence
'# %iversit* an% homogeneit*
c# motivation an% %istraction
%# a'senteeism an% motivation
e# eectiveness an% eicienc*
-e. Mo%erate. Pro%(ctivit*. p# 4<0 1,,C!B2 ,nal*tic !"ills3
<8# Which o the ollo$ing is an eDample o 'eing an eicient compan*?
a# operating at the lo$est possi'le cost $hile *iel%ing a higher o(tp(t
'# creating the highest c(stomer satisaction ratings
c# meeting the pro%(ction sche%(le
%# o'taining the highest mar"et share
e# maDimizing %iversit* at high cost
-a. Challenging. Pro%(ctivit*. p# 4<0 1,,C!B2 ,nal*tic !"ills3
<<# Wh* %i% !ears tr* to improve the emplo*ee9c(stomer interaction thro(gh
training o its emplo*ees?
a# to generate a%%itional reven(e
'# to %ecrease merchan%ise ret(rns
c# to improve repeat c(stomer '(siness#
%# to increase +o' satisaction
e# to lo$er complaints ma%e a'o(t emplo*ee 'ehavior
-a. Mo%erate. Pro%(ctivit*. p# 4=0
<=# What term is (se% to %escri'e vol(ntar* an% invol(ntar* permanent
$ith%ra$al rom an organization?
a'senteeism
t(rnover
%o$nsizing
tr(anc*
social atroph*
-'. Eas*. T(rnover. p# 4>0
<># BBBBB is %iscretionar* 'ehavior that is not part o an emplo*ee:s ormal +o'
re)(irement& '(t that promotes the eective (nctioning o the organization#
Pro%(ctivit*
Motivation
Organizational citizenship
Organizational 'ehavior
Corporate strateg*
-c. Mo%erate. Organizational Citizenship. p# 7?0
=?# In%ivi%(al9level in%epen%ent varia'les incl(%e all o the ollo$ing eDcept
BBBBB#
a# lea%ership
'# learning
c# perception
%# motivation
e# %ecision9ma"ing
-a. Mo%erate. In%ivi%(al9Level Garia'les. p# 710 1,,C!B2 ,nal*tic !"ills3
T@UEH;,L!E
Importance o Interpersonal !"ills
=1# ,ltho(gh managers m(st 'e technicall* competent& technical "no$le%ge is
oten not eno(gh or s(ccess#
-Tr(e. Mo%erate. Interpersonal !"ills. p# 50
What Managers 6o
=4# Managers get things %one thro(gh other people#
-Tr(e. Eas*. Managers. p# 80
=7# The term IorganizationJ& as (se% in *o(r teDt'oo"& is meant to incl(%e
'(siness irms an% non9proits& '(t eDcl(%e government agencies#
-;alse. Eas*. Organization. p# 80
=/# Managers ma* 'e reerre% to as a%ministrators in not9or9proit organizations#
-Tr(e. Mo%erate. Managers. p# 80
=5# Henri ;a*ol i%entiie% ive management (nctions2 planning& organizing&
comman%ing& coor%inating& an% controlling#
-Tr(e. Mo%erate. Management ;(nctions. p# 80 1,,C!B2 ,nal*tic !"ills3
=8# Mo%ern theorists have con%ense% ;a*ol:s ive management (nctions %o$n
to o(r2 planning& organizing& comman%ing& an% controlling#
-;alse. Mo%erate. Management ;(nctions. p# 80
=<# The controlling (nction o management incl(%es the %etermination o $hat
tas"s are to 'e %one#
-;alse. Mo%erate. Management ;(nctions. p# 80 1,,C!B2 ,nal*tic !"ills3
==# Monitoring& comparing& an% correcting activities are all incl(%e% in the
controlling (nction#
-Tr(e. Mo%erate. Management ;(nctions. p# 80 1,,C!B2 ,nal*tic !"ills3
=># The role o spo"esperson is an eDample o an inormational role#
-Tr(e. Eas*. Inormational @oles. pp# <9=0 1,,C!B2 ,nal*tic !"ills3
>?# ,s reso(rce allocators& managers are responsi'le or allocating h(man&
ph*sical& an% monetar* reso(rces#
-Tr(e. Mo%erate. 6ecisional @oles. p# <0 1,,C!B2 ,nal*tic !"ills3
>1# When managers initiate an% oversee ne$ pro+ects that $ill improve their
organization:s perormance& the* are acting in the capacit* o an entreprene(r&
$hich is an eDample o an inormational role#
-;alse. Mo%erate. 6ecisional @oles. p# <0 1,,C!B2 ,nal*tic !"ills3
>4# @o'ert Catz i%entiie% three essential management s"ills2 technical& h(man&
an% concept(al#
-Tr(e. Mo%erate. Management !"ills. p# =0 1,,C!B2 ,nal*tic !"ills3
>7# ,ccor%ing to ;re% L(thans an% his associates& those managers $ho are most
eective $ill spen% a greater proportion o their time net$or"ing than those
managers $ho are consi%ere% most s(ccess(l#
-;alse. Challenging. Eet$or"ing. p# >0
>/# @esearch con%(cte% '* L(thans s(pports the 'elie that promotions are
'ase% on perormance#
-;alse. Mo%erate. !(ccess(l Managerial ,ctivities. p# >0
>5# L(thans: research in%icates that among eective managers& comm(nication
ma%e the largest relative contri'(tion an% net$or"ing the least#
-Tr(e. Challenging. Eective Managerial ,ctivities. p# >0
>8# ,ccor%ing to *o(r teDt'oo"& managers nee% to %evelop their people s"ills i
the* are going to 'e eective an% s(ccess(l#
-Tr(e. Mo%erate. Manager:s Ao'. p# 1?0
Enter Organizational Behavior
><# Organizational 'ehavior is a iel% o st(%* that investigates the impact that
in%ivi%(als& gro(ps& an% str(ct(re have on pro%(ctivit* $ithin organizations& or the
p(rpose o appl*ing s(ch "no$le%ge to$ar% %eining an organization:s o'+ectives#
-;alse. Mo%erate. Organizational Behavior. p# 1?0
Complementing Int(ition $ith !*stematic !t(%*
>=# Man* people:s vie$s on h(man 'ehavior are 'ase% on int(ition#
-Tr(e. Eas*. Int(ition. p# 110
>># It is the inconsistencies in 'ehavior that ma"e pre%iction possi'le#
-;alse. Mo%erate. !*stematic !t(%*. p# 110
1??# Behavior is generall* pre%icta'le& an% the s*stematic st(%* o 'ehavior is a
means to ma"ing reasona'l* acc(rate pre%ictions#
-Tr(e. Mo%erate. !*stematic !t(%*. p# 110
1?1# Int(ition comes rom Ig(t eelingsJ a'o(t the state o some phenomenon o
interest#
-Tr(e. Eas*. Int(ition. p# 140
1?4# People overestimate the acc(rac* o $hat the* thin" the* "no$#
-Tr(e. Mo%erate. !*stematic !t(%*. p# 140
6isciplines That Contri'(te to the OB ;iel%
1?7# Learning& perception& an% personalit* are OB topics $hose contri'(tions have
generall* come rom ps*chiatr*#
-;alse. Mo%erate. Behavioral !ciences. p# 170
1?/# What ps*cholog* is to the gro(p& sociolog* is to the in%ivi%(al#
-;alse. Mo%erate. Behavioral !ciences. pp# 179150 1,,C!B2 ,nal*tic !"ills3
1?5# !ocial ps*cholog* is an area $ithin ps*cholog*& 'len%ing concepts rom 'oth
ps*cholog* an% socialism#
-;alse. Mo%erate. !ocial Ps*cholog*. p# 1/0
1?8# Conlict an% po$er have 'een ma+or topics o concern to social ps*chologists#
-Tr(e. Eas*. !ocial Ps*cholog*. p# 1/0
1?<# ,nthropolog* has helpe% (s (n%erstan% %ierences in val(es an% attit(%es
'et$een people in %ierent co(ntries#
-Tr(e. Mo%erate. ,nthropolog*. p# 150
There are ;e$ ,'sol(tes in OB
1?=# There are man* (niversal principles that eDplain organizational 'ehavior#
-;alse. Eas*. O'servational Behavior. p# 180
1?># OB researchers cannot oer reasona'l* acc(rate eDplanations o h(man
'ehavior since people act ver* %ierentl* in similar sit(ations#
-;alse. Mo%erate. O'servational Behavior. p# 180
Challenges an% Opport(nities or OB
11?# ,s the $orl% has 'ecomes more glo'al& managers have to 'ecome capa'le o
$or"ing $ith people rom %ierent c(lt(res#
-Tr(e. Mo%erate. Flo'alization. p# 1=0 1,,C!B2 M(ltic(lt(ral an% 6iversit*3
111# Wor"orce %iversit* is a topic %ealing $ith ho$ organizations are 'ecoming
more homogeneo(s in terms o gen%er& race& an% ethnicit*#
-;alse. Mo%erate. Wor"orce 6iversit*. p# 1=0 1,,C!B2 M(ltic(lt(ral an% 6iversit*3
114# People m(st set asi%e their c(lt(ral val(es an% %ierences $hen the* come
to $or"#
-;alse. Mo%erate. Wor"orce 6iversit*. p# 1>0 1,,C!B2 M(ltic(lt(ral an% 6iversit*3
117# ;ort* percent o the U#!# la'or orce is emale#
-;alse. Challenging. Wor"orce 6iversit*. p# 4?0 1,,C!B2 M(ltic(lt(ral an%
6iversit*3
11/# 6iversit*& i positivel* manage%& can increase creativit* an% innovation in
organizations#
-Tr(e. Eas*. Wor"orce 6iversit*. p# 4?0 1,,C!B2 M(ltic(lt(ral an% 6iversit*3
115# OB is concerne% $ith creating sta'le an% pre%icta'le organizations#
-;alse. Challenging. Temporariness. p# 470
118# To%a*:s managers an% emplo*ees m(st learn to cope $ith temporariness M
learning to live $ith leDi'ilit*& spontaneit*& an% (npre%icta'ilit*#
-Tr(e. Mo%erate. Temporariness. p# 470
11<# There:s an increasing 'l(rring 'et$een the $or" an% non$or" time#
-Tr(e. Mo%erate. Balance Wor"9Lie Conlict. p# 4/0
Coming ,ttractions2 6eveloping an OB Mo%el

11=# Organizational 'ehavior mo%els generall* ass(me +o' satisaction to 'e an
in%epen%ent varia'le#
-;alse. Mo%erate. OB Mo%el. pp# 4<94=0
11># There are three levels o anal*sis in OB& an% as $e move rom the in%ivi%(al
level to the national level to the glo'al level& $e a%% s*stematicall* to o(r
(n%erstan%ing#
-;alse. Challenging. OB Mo%el. p# 4<0 1,,C!B2 ,nal*tic !"ills3
14?# The "e* actors *o( $ant to pre%ict in a mo%el are terme% in%epen%ent
varia'les#
-;alse. Mo%erate. 6epen%ent an% In%epen%ent Garia'les. p# 4< N 710 1,,C!B2
,nal*tic !"ills3
141# T*pical %epen%ent varia'les in organizational 'ehavior are pro%(ctivit*&
a'senteeism& an% +o' satisaction#
-Tr(e. Mo%erate. 6epen%ent Garia'les. p# 4<0 1,,C!B2 ,nal*tic !"ills3
144# ,n organization is pro%(ctive i it achieves its goals an% %oes so '*
transerring inp(ts to o(tp(ts at the lo$est cost#
-Tr(e. Mo%erate. Pro%(ctivit*. p# 4<0
147# , conservative estimate o the cost o recr(iting& selecting& an% training a
programmer is a'o(t O45&???#
-;alse. Challenging. T(rnover. p# 4>0
14/# @easona'le levels o emplo*ee9initiate% t(rnover acilitate organizational
leDi'ilit* an% emplo*ee in%epen%ence#
-Tr(e. Challenging. T(rnover. p# 4>0
145# The %ierence 'et$een the amo(nt o re$ar%s $or"ers receive an% the
amo(nt the* 'elieve the* sho(l% receive is terme% +o' satisaction#
-;alse. Mo%erate. Ao' !atisaction. p# 710
148# In%epen%ent gro(p9level varia'les st(%ie% in organizational 'ehavior incl(%e
perception& learning& an% motivation#
-;alse. Mo%erate. Fro(p9Level Garia'les. p# 710
!CEE,@IO9B,!E6 KUE!TIOE!
,pplication o What Managers 6o
Imagine that Cristen McCa* is a manager at a compan* specializing in 'rea% an%
'rea%9'a"ing paraphernalia# Cristen perorms all the normal management (nctions
o(tline% in *o(r teDt'oo"# ,ns$er the ollo$ing )(estions 'ase% on Henri ;a*ol:s
$or"#
14<# When Ms# McCa* %evelops a strateg* or achieving her %epartment:s goals&
she is perorming theBBBBB (nction o management#
planning
organizing
lea%ing
controlling
reacting
-a. Eas*. Management ;(nctions. p# 80 1,,C!B2 ,nal*tic !"ills3
14=# When Ms# McCa* %etermines $hich emplo*ees $ill %o $hat tas"s& she is
perorming the BBBBB (nction o management#
planning
organizing
lea%ing
controlling
reacting
-'. Eas*. Management ;(nctions. p# 80 1,,C!B2 ,nal*tic !"ills3
14># When Ms# McCa* motivates her emplo*ees an% attempts to resolve conlicts
among %epartment mem'ers& she is perorming the BBBBB (nction o management#
planning
organizing
lea%ing
controlling
reacting
-c. Mo%erate. Management ;(nctions. p# 80 1,,C!B2 ,nal*tic !"ills3
17?# When Ms# McCa* compares pro+ecte% sales to act(al sales in her %epartment&
she is perorming the BBBBB (nction o management#
planning
organizing
lea%ing
controlling
reacting
-%. Mo%erate. Management ;(nctions. p# 80 1,,C!B2 ,nal*tic !"ills3
,pplication o Management !"ills N Eective vers(s !(ccess(l Managerial ,ctivities
Aose Eo'les has 'een a manager at Mo(ntain Chemicals or ive *ears# Hire% or his
eDpertise in pro+ect acco(nting& he rose )(ic"l* thro(gh the ran"s an% is no$ the
hea% o the acco(nting an% inance %epartment# Aose is vie$e% as the rising star in
the organization '* his s(periors#
171# ,ccor%ing to Catz& the s"ills that Mr# Eo'les $as hire% or $ere $hat t*pe o
s"ill?
a# h(man
'# concept(al
c# technical
%# controlling
e# %irecting
-c. Mo%erate. Technical !"ills. p# =0 1,,C!B2 ,nal*tic !"ills3
174# Base% on $hat little $e "no$& $e can concl(%e that accor%ing to L(thans& Mr#
Eo'les is pro'a'l* 'est at the management activit* o BBBBB#
a# net$or"ing
'# comm(nicating
c# $or"ing $ith technolog*
%# controlling
e# %irecting
-a. Challenging. Eet$or"ing. p# >0 1,,C!B2 ,nal*tic !"ills3
177# Fiven the inormation $e have& Mr# Eo'les $o(l% pro'a'l* 'e categorize% '*
L(thans as $hat t*pe o manager?
a# eective
'# eicient
c# s(ccess(l
%# pro%(ctive
e# t*pe ,
-c. Challenging. !(ccess(l Managerial ,ctivities. p# >0
,pplication o Contri'(ting 6isciplines to the OB ;iel%
Po( are 'ringing together ac(lt* rom %ierent 'ehavioral %isciplines to a(thor a
ne$ teDt'oo" in organizational 'ehavior# @epresente% are proessors rom
ps*cholog*& sociolog*& social ps*cholog*& anthropolog*& political science& an%
in%(strial engineering#
17/# The ac(lt* mem'er rom BBBBB sho(l% (rnish inormation a'o(t personalit*&
learning& an% motivation#
a# sociolog*
'# ps*cholog*
c# anthropolog*
%# political science
e# in%(strial engineering
-'. Mo%erate. Ps*cholog*. p# 170 1,,C!B2 ,nal*tic !"ills3
175# Which proessor o(t o this gro(p $o(l% *o( eDpect to a%%ress iss(es o
comm(nication?
a# the ps*chologist
'# the anthropologist
c# the political scientist
%# the social ps*chologist
e# the in%(strial engineer
-%. Mo%erate. !ocial Ps*cholog*. p# 1/0 1,,C!B2 ,nal*tic !"ills3
178# Po( sho(l% eDpect that the ac(lt* mem'er rom BBBBB $ill pro'a'l*
contri'(te inormation a'o(t large scale gro(p 'ehavior#
a# sociolog*
'# ps*cholog*
c# social ps*cholog*
%# anthropolog*
e# in%(strial engineering
-a. Mo%erate. !ociolog*. p# 150 1,,C!B2 ,nal*tic !"ills3
,pplication o 6eveloping an OB Mo%el
The manager at a constr(ction site o'serves that he is spen%ing a great %eal o
time intervie$ing prospective emplo*ees# This is %(e to the large amo(nt o
a'senteeism an% t(rnover among his s"ille% $or"ers# On )(estioning eDiting
emplo*ees he %iscovers that man* o them )(it 'eca(se the* eel the $or"place is
too %angero(s# In partic(lar& several oremen have state% that the nee% to get the
+o' %one )(ic"l* is more important than a e$ r(les& an% have gone as ar as to
moc" the co(rage o $or"ers $ho )(estion this attit(%e#
17<# What is not a %epen%ent varia'le that the manager $ishes to eDplain in this
case?
a# t(rnover
'# a'senteeism
c# time spent intervie$ing ne$ hires
%# %eviant $or"place 'ehavior
e# the s"ill level o his $or"ers
-e. Mo%erate. 6epen%ent Garia'les. p# 4<0 1,,C!B2 ,nal*tic !"ills3
17=# What is the 'est $a* or the manager to control the %eviant 'ehavior o the
oremen?
a# or%ering the oremen to conorm $ith the re)(ire% saet* stan%ar%s
'# in%ing o(t $h* the oremen place a greater importance on inishing
the +o' than in saet*
c# iring the oremen an% promoting ne$ oremen rom the c(rrent pool
o $or"ers
%# ta"ing over the $or" o the oremen himsel
e# instit(ting training classes or the oremen on the importance o saet*
-'. Challenging. 6eviant Wor"place Behavior. p# 4>0 1,,C!B2 ,nal*tic !"ills3
17># Which o the ollo$ing is an in%epen%ent varia'le $hich is li"el* to 'e the
root ca(se o the $or"place %eviant 'ehavior the manager has o'serve%?
a# ;oremen are pai% signiicant 'on(ses i the $or"ers the* s(pervise
complete their tas"s )(ic"l*#
'# ,'senteeism is o(n% to rise on those %a*s $hen partic(larl*
hazar%o(s $or" is 'eing perorme%#
c# !everal o the oremen are close personal rien%s $ho have ver*
similar attit(%es to $or" an% saet*#
%# The str(ct(re o the organization %oes not involve all $or"ers in the
%ecision ma"ing process#
e# Penalties or ignoring saet* stan%ar%s are not heav*& amo(nting to the
e)(ivalent o onl* several ho(rs: pa*#
-a. Challenging. In%epen%ent Garia'les. pp# 4>97?0 1,,C!B2 ,nal*tic !"ills3
,pplication o 6eveloping an OB Mo%el
,llison an% Fail 'oth are st(%*ing or a inal eDam# Both have a goal o
attaining a gra%e o >1 or 'etter# Fail st(%ie% 8 ho(rs an% ma%e a gra%e o >4#
,llison st(%ie% or > ho(rs an% also ma%e a gra%e o >4#
1/?# Which o the st(%ents $as eective?
a# onl* Fail
'# onl* ,llison
c# neither Fail nor ,llison
%# 'oth Fail an% ,llison
e# ins(icient inormation to +(%ge
-%. Mo%erate. Eectiveness. p# 4<0 1,,C!B2 ,nal*tic !"ills3
1/1# Which o the ollo$ing statements is tr(e?
a# Fail is more eicient than ,llison#
'# ,llison is more eicient than Fail#
c# Fail is more eective than ,llison#
%# ,llison is more eective than Fail#
e# Fail an% ,llison are e)(all* eicient#
-a. Eas*. Eectiveness an% Eicienc*. p# 4<0 1,,C!B2 ,nal*tic !"ills3
1/4# Which o the st(%ents $as more pro%(ctive?
a# Fail
'# ,llison
c# Eeither Fail nor ,llison $ere pro%(ctive#
%# It is impossi'le to tell rom the inormation given#
e# The* $ere e)(all* pro%(ctive#
-a. Mo%erate. Pro%(ctivit*. p# 4<0 1,,C!B2 ,nal*tic !"ills3
!HO@T 6I!CU!!IOE KUE!TIOE!
1/7# 6isc(ss the o(r management (nctions %eine% '* Henri ;a*ol as %escri'e%
in *o(r teDt#
The o(r management (nctions as con%ense% rom Henri ;a*ol are planning&
organizing& lea%ing& an% controlling# The planning (nction encompasses %eining
an organization:s goals& esta'lishing an overall strateg* or achieving those goals&
an% %eveloping a comprehensive hierarch* o plans to integrate an% coor%inate
activities# Organizing incl(%es the %etermination o $hat tas"s are to 'e %one& $ho
is to %o them& ho$ the tas"s are to 'e gro(pe%& $ho reports to $hom& an% $here
%ecisions are to 'e ma%e# The lea%ing (nction involves motivating emplo*ees&
%irecting the activities o others& selecting the most eective comm(nication
channels& an% resolving conlicts among mem'ers# ;inall*& controlling involves
monitoring& comparing& an% potential correcting to get the organization 'ac" on
trac"# -Mo%erate. Management ;(nctions. p# 80 1,,C!B2 ,nal*tic !"ills3
1//# What $ere the three essential management s"ills i%entiie% '* @o'ert Catz?
Provi%e a short %escription o each s"ill#
Catz intro%(ce% the notion o technical& h(man& an% concept(al s"ills as 'eing core
to management# Technical s"ills are %eine% '* the a'ilit* to appl* specialize%
"no$le%ge or eDpertise# H(man s"ills are %eine% '* the a'ilit* to $or" $ith&
(n%erstan%& an% motivate other people# ;inall*& concept(al s"ills are %eine% '*
the a'ilit* to anal*ze an% %iagnose compleD sit(ations# -Eas*. Management !"ills.
p# =0 1,,C!B2 ,nal*tic !"ills3
1/5# EDplain ho$ ;re% L(thans %ierentiates 'et$een s(ccess(l an% eective
managers#
L(thans %eine% s(ccess(l managers in terms o the spee% o their promotions#
Eective managers $ere %eine% in terms o the )(antit* an% )(alit* o their
perormance an% the satisaction an% commitment o their emplo*ees# 6ierent
s"ills $ere associate% $ith each gro(p# !(ccess(l managers (se% more net$or"ing
s"ills& $hereas eective managers (se% more comm(nication s"ills# -Eas*.
Eective Gers(s !(ccess(l Managers. p# >0 1,,C!B2 ,nal*tic !"ills3
1/8# What is the one common threa% that r(ns thro(gh the (nctions& roles& s"ills&
an% activities approaches to management?
The common threa% in all these approaches to management is the importance o
managing people# It is clear that managers nee% to %evelop their people s"ills i
the* are going to 'e eective an% s(ccess(l# -Eas*. Manager:s Ao'. p# 1?0 1,,C!B2
,nal*tic !"ills3
1/<# Wh* is it important to complement int(ition $ith s*stematic st(%* in o(r
attempts to (n%erstan% 'ehavior $ithin organizations?
It is important to complement int(ition $ith s*stematic st(%* in o(r attempts
to (n%erstan% 'ehavior $ithin organizations in or%er to help (ncover important
acts an% relationships# This $ill provi%e a 'ase rom $hich more acc(rate
pre%ictions o 'ehavior can 'e ma%e# That is& $e can improve o(r pre%ictive a'ilit*
'* complementing int(itive opinions $ith a more s*stematic approach# !*stematic
st(%ies loo"s at relationships& attempting to attri'(te ca(ses an% eects& an% 'ase
concl(sions on scientiic evi%ence# This process helps (s to eDplain an% pre%ict
'ehavior# -Eas*. !*stematic !t(%*. pp# 11 to 140 1,,C!B2 ,nal*tic !"ills3
1/=# Ho$ have the iel%s o ps*cholog* an% sociolog* contri'(te% to o(r
(n%erstan%ing o organizational 'ehavior?
Ps*cholog* see"s to meas(re& eDplain& an% change the 'ehavior o h(mans#
Contri'(tions have 'een ma%e '* learning theorists& personalit* theorists&
co(nseling ps*chologists& an% in%(strial an% organizational ps*chologists#
Contri'(tions have 'een ma%e in learning& perception& personalit*& emotions&
training& lea%ership eectiveness& nee%s an% motivational orces& +o' satisaction&
%ecision9ma"ing processes& perormance appraisals& attit(%e meas(rement&
emplo*ee9selection techni)(es& $or" %esign& an% +o' stress# !ociolog* st(%ies
people in relation to their social environment or c(lt(re# The greatest contri'(tions
'* sociologists have 'een in the st(%* o gro(p 'ehavior in organizations&
organizational c(lt(re& ormal organization theor* an% str(ct(re& organizational
technolog*& comm(nications& po$er& an% conlict# -Mo%erate. Behavioral !ciences.
pp# 17 to 150 1,,C!B2 ,nal*tic !"ills3
1/># Compare an% contrast the iel%s o ps*cholog*& social ps*cholog*& an%
sociolog*#
These iel%s all %eal $ith the h(man con%ition# While ps*cholog* oc(ses on
the in%ivi%(al& sociolog* st(%ies people in relation to their social environment or
c(lt(re# !ocial ps*cholog* 'len%s concepts rom 'oth ps*cholog* an% sociolog*&
tho(gh it is generall* consi%ere% a 'ranch o ps*cholog*# It oc(ses on peoples:
inl(ence on one another# Th(s it co(l% 'e sai% that social ps*cholog* alls 'et$een
the eDtremes o the in%ivi%(al oc(s o ps*cholog* an% the large gro(p oc(s o
sociolog*# -Eas*. Behavioral !ciences. pp# 179150 1,,C!B2 ,nal*tic !"ills3
15?# Ho$ %oes glo'alization aect a manager:s people s"ills?
Flo'alization aects a manager:s people s"ills in at least t$o $a*s# ;irst&
managers are increasingl* li"el* to in% themselves on oreign assignments# Once
there& the* ma* 'e managing a $or" orce that is %eine% '* ver* %ierent nee%s&
aspirations& an% attit(%es rom the $or"orce 'ac" at home# !econ%& managers are
going to in% themselves $or"ing $ith s(periors& peers& an% emplo*ees $ho $ere
'orn an% raise% in a %ierent c(lt(re# To $or" eectivel* $ith these people&
managers $ill nee% to (n%erstan% their c(lt(re& ho$ it has shape% them& an% ho$
to a%apt a management st*le to these %ierences# -Mo%erate. Flo'alization. p# 1<0
1,,C!B2 ,nal*tic !"ills3 1,,C!B2 M(ltic(lt(ral an% 6iversit*3
151# EDplain I$or"orce %iversit*#J
Wor"orce %iversit* is a term (se% to %escri'e ho$ organizations are
'ecoming more heterogeneo(s $ith regar% to gen%er& race& an% ethnicit*# It also
incl(%es the ph*sicall* %isa'le%& ga*s an% les'ians& an% the el%erl*# -Eas*.
Wor"orce 6iversit*. p# 1=0 1,,C!B2 ,nal*tic !"ills3 1,,C!B2 M(ltic(lt(ral an%
6iversit*3
ME6IUM LEEFTH 6I!CU!!IOE KUE!TIOE!
154# What %epen%ent an% in%epen%ent varia'les are (s(all* i%entiie% or
constr(ction o an OB mo%el?
, %epen%ent varia'le is the "e* actor that *o( $ant to eDplain or pre%ict an%
that is aecte% '* some other actor# OB !cholars have historicall* emphasize%
pro%(ctivit*& a'senteeism& t(rnover& an% +o' satisaction# To%a*& %eviant $or"place
'ehavior an% organizational citizenship have 'een a%%e% to this list# ,n
in%epen%ent varia'le is the pres(me% ca(se o some change in the %epen%ent
varia'le# The in%epen%ent varia'les are %ivi%e% into in%ivi%(al9level& gro(p9level&
an% organization s*stems level varia'les# The in%ivi%(al9level varia'les incl(%e
'iographical characteristics& a'ilit*& val(es& attit(%es& personalit*& an% emotions&
perception& in%ivi%(al %ecision ma"ing& learning& an% motivation# Fro(p9level
varia'les incl(%e comm(nication& lea%ership& po$er& an% politics# Organization
s*stems level varia'les incl(%e the %esign o the ormal organization. the
organization:s internal c(lt(re. an% the organization:s h(man reso(rce policies an%
practices# -Mo%erate. OB Mo%el Garia'les. pp# 4<9710 1,,C!B2 ,nal*tic !"ills3
COMP@EHEE!IGE E!!,P!
157# 6isc(ss Henr* Mintz'erg:s ten %ierent roles# Fro(p them as 'eing primaril*
interpersonal& inormational& an% %ecisional#
Mintz'erg i%entiie% ten managerial roles# The interpersonal roles incl(%e
ig(rehea%& lea%ership& an% liaison roles# Perorming ceremonial an% s*m'olic
%(ties is the ig(rehea% role# The lea%ership role incl(%es hiring& training&
motivating& an% %isciplining emplo*ees# The liaison role involves contacting
o(tsi%ers $ho provi%e the manager $ith inormation#
The inormation roles incl(%e monitor& %isseminator& an% spo"esperson#
Collecting inormation rom o(tsi%e organizations an% instit(tions is the monitor
role# The %isseminator role involves acting as a con%(it to transmit inormation to
organizational mem'ers# The spo"esperson role occ(rs $hen managers represent
their organization to o(tsi%ers#
6ecisional roles incl(%e entreprene(r& %ist(r'ance han%ler& reso(rce
allocator& an% negotiator# In the entreprene(r role& managers initiate an% oversee
ne$ pro+ects that $ill improve their organization:s perormance# ,s %ist(r'ance
han%lers& managers ta"e corrective action in response to (noreseen pro'lems# ,s
reso(rce allocators& managers are responsi'le or allocating h(man& ph*sical& an%
monetar* reso(rces# Managers perorm a negotiator role& in $hich the* %isc(ss
iss(es an% 'argain $ith other (nits to gain a%vantages or their o$n (nit#
-Challenging. Mintz'erg:s Managerial @oles. pp# 89=0 1,,C!B2 ,nal*tic !"ills3
15/# Organizational 'ehavior is an applie% 'ehavioral science '(ilt (pon
contri'(tions rom a n(m'er o %ierent %isciplines# What are these %isciplines an%
$hat are the contri'(tions o each %iscipline? Be complete in *o(r response an%
incl(%e o(r %ierent 'ehavioral science %isciplines#
Organizational 'ehavior is an applie% 'ehavioral science that is '(ilt on
contri'(tions rom a n(m'er o 'ehavioral %isciplines# The pre%ominant areas are
ps*cholog* an% social ps*cholog*& sociolog*& an% anthropolog*# Ps*cholog*:s
contri'(tions have 'een mainl* at the in%ivi%(al or micro level o anal*sis& $hile the
other %isciplines have contri'(te% to o(r (n%erstan%ing o macro concepts s(ch as
gro(p processes an% organization#
Earl* in%(strialHorganizational ps*chologists concerne% themselves $ith the
pro'lems o atig(e& 'ore%om& an% other actors relevant to $or"ing con%itions that
co(l% impe%e eicient $or" perormance# @ecentl*& ps*cholog* has contri'(te% to
learning& perception& personalit*& emotions& training& lea%ership eectiveness&
nee%s an% motivational orces& +o' satisaction& %ecision9ma"ing processes&
perormance appraisals& attit(%e meas(rement& emplo*ee9selection techni)(es&
$or" %esign& an% +o' stress# !ocial ps*cholog* has contri'(te% in the areas o
implementing change an% re%(cing 'arriers to its acceptance. meas(ring&
(n%erstan%ing& an% changing attit(%es. comm(nication patterns. '(il%ing tr(st. an%
gro(p 'ehavior& po$er& an% conlict# !ociolog* has contri'(te% thro(gh the st(%* o
ormal an% compleD organizations M incl(%ing organizational c(lt(re& ormal
organization theor* an% str(ct(re& organizational technolog*& comm(nications&
po$er& an% conlict# ,nthropolog* has contri'(te% to an (n%erstan%ing o
organizational c(lt(re& organizational environments& an% %ierences 'et$een
national c(lt(res# -Challenging. Behavioral !ciences. pp# 179150 1,,C!B2 ,nal*tic
!"ills3
155# What is an ethical %ilemma? Ho$ are organizations respon%ing to these
%ilemmas?
,n ethical %ilemma is a sit(ation in $hich emplo*ees are re)(ire% to %eine right
an% $rong con%(ct# 6ilemmas incl(%e $hether to 'lo$ the $histle& $hether the*
sho(l% ollo$ or%ers $ith $hich the* %on:t personall* agree& $hether the* sho(l%
give an inlate% perormance eval(ation to an emplo*ee $hom the* li"e& "no$ing
that s(ch an eval(ation co(l% save that emplo*ee:s +o'& or $hether the* sho(l%
allo$ themselves to pla* politics in the organization i it $ill help their career
a%vancement# These ethical %ilemmas res(lt rom the 'l(rring o the line
%ierentiating right rom $rong# Managers an% their organizations are respon%ing
to this pro'lem rom a n(m'er o %irections# The* are $riting an% %istri'(ting co%es
o ethics to g(i%e emplo*ees thro(gh ethical %ilemmas# The* are oering seminars&
$or"shops& an% training programs to tr* to improve ethical 'ehaviors# The* are
also (sing in9ho(se a%visors to provi%e assistance an% the* are creating protection
mechanisms or emplo*ees $ho reveal internal (nethical practices# -Mo%erate.
Ethical 6ilemma. p# 480 1,,C!B2 ,nal*tic !"ills3 1,,C!B2 Ethical @easoning3
158# 6escri'e the concept o t(rnover# Wh* is t(rnover o s(ch great concern to
organizations?
T(rnover is the vol(ntar* an% invol(ntar* permanent $ith%ra$al rom an
organization# , high t(rnover rate res(lts in increase% recr(iting& selection& an%
training costs M $hich are )(ite signiicant# , high rate o t(rnover can also %isr(pt
the eicient r(nning o an organization $hen "no$le%gea'le an% eDperience%
personnel leave an% replacements m(st 'e o(n% an% prepare% to ass(me positions
o responsi'ilit*# Ho$ever& reasona'le levels o emplo*ee9initiate% t(rnover
acilitate organization leDi'ilit* an% emplo*ee in%epen%ence& an% the* can lessen
the nee% or management9initiate% la*os# Unort(natel*& t(rnover oten involves
the loss o people the organization %oesn:t $ant to lose# -Mo%erate. T(rnover. p#
4>0 1,,C!B2 ,nal*tic !"ills3