1) Scientific methods models link _________________ – presumedcauses, with _________________ – outcomes, of practical value andinterest.

    A.   independent variables, dependentvariables.

    B.   discovered variables, withundisclosed variables.

    C.   proven variables, non-provenvariables.

    D.   specific variables, contingencyvariables.

    

2) From its scientific heritage, organizational behavior hasdeveloped all of the following EXCEPT:

    A.   an emphasis on finding the “onebest way” to complete a task.

    B.   contingency thinking.

    C.   use of scientific methods.

    D.   an interdisciplinary body ofknowledge.

    

3) Organizational behavior goals include all of the followingEXCEPT:

    A.   improve the performance ofpeople.

    B.   improve the level oforganizational profits.

    C.   improve the quality of overallwork life.

    D.   improve the performance oforganizations.

    

4) Managers can modify the __________ of culture, such as thelanguage, stories, rites, rituals, and sagas.

    A.   vocal aspects

    B.   oral aspects

    C.   verbal aspects

    D.   visible aspects

    

5) In the context of the three important levels of culturalanalysis in organizations, the level referred to as __________ canplay a critical part in linking people together and can provide apowerful motivational mechanism for members of the culture.

    A.   shared values

    B.   common culture

    C.   implicit culture

    D.   observable culture

    

6) Which of the following statements about the management oforganizational culture is NOT correct?

    A.   good managers are able to helpbuild resilient cultures in situations where the features of strongcultures are absent.
    B.   corporate culture can be managedby using organizational development techniques to modify specificelements of the culture that address both external adaptation andinternal integration.
    C.   dictate rules from the top of theorganization.

    D.   corporate culture can be managedby directly modifying the observable culture, shared values, andcommon assumptions that deal with issues of externaladaptation.
    

7) When it comes to ethics and morality, scholar Archie B. Carrolldraws a distinction between __________.

    A.   immoral managers, amoral managersand ethical managers

    B.   immoral managers, amoral managersand moral managers

    C.   amoral managers, ethical managersand moral managers

    D.   immoral managers, ethicalmanagers and unethical managers

    

8) According to the research conducted on the nature of managerialwork, which of the following is false?

    A.   managers work at fragmented andvaried tasks.

    B.   managers spend much time workingalone.

    C.   managers work with manycommunication media.

    D.   managers work long hours.

    

9) Common forms of unintentional ethics lapses that individualsshould guard against include all of the following EXCEPT:

    A.   prejudice that derives fromunconscious stereotypes and attitudes.

    B.   favoring others who can benefitsomeone.

    C.   promoting people who excel intheir respective positions.

    D.   claiming too much personal creditfor one’s performance contributions.

10) Which of the following statements about the role of language incross-cultural communication is NOT correct?

    A.   Members of low-context culturesare very explicit in using the spoken and written word.
    B.   Australia, Canada and the UnitedStates have low-context cultures.

    C.   In high-context cultures, must ofthe message communicated must be inferred or interpreted from thecontext, which includes body language, the physical setting andpast relationships.
    D.   In low-context cultures, themessage is rarely conveyed by the words someone uses, with greateremphasis on the “context” in which the words are spoken.
    

11) The difficulties with cross-cultural communication are perhapsmost obvious with respect to __________.

    A.   geographic differences

    B.   language differences

    C.   lifestyle differences

    D.   religious differences

    

12) __________ are important to spot since non-verbals can addinsight into what is really being said in face-to-facecommunication.

    A.   Mangled messages.

    B.   Mixed messages.

    C.   Merged messages.

    D.   Perceptual distractions.

13) All of these actions can be used to help create ahigh-performing team EXCEPT:

    A.   giving negative feedback.

    B.   setting the tone in the firstteam meeting.

    C.   having members spend timetogether.

    D.   find ways to create early“success.”

    

14) __________ may exist at all levels of responsibility, from theindividual work unit composed of a team leader and team members tothe top management team composed of a CEO and other seniorexecutives.

    A.   Teams that review things.

    B.   Teams that run things.

    C.   Teams that make or do things.

    D.   Teams that evaluate things.

    

15) A high-performing team can be created by doing the all of thefollowing EXCEPT:

    A.   communicating high-performancestandards.

    B.   creating a sense of urgency.

    C.   ensuring that new information iskept to a minimum.

    D.   making sure members have theright skills.

    

16) Ken is being cooperative but unassertive with his employeesduring a conflict situation. He tries to smooth over theirdifferences but it only produces a false sense of harmony amongthem. Ken is using which conflict management style?

    A.   avoidance

    B.   compromise

    C.   accommodation

    D.   competition

    

17) Suppose that a manager responds to a disagreement betweensubordinates by saying: “I don’t want to get in the middle of yourpersonal disputes.” This manager is using which conflict managementstyle?

    A.   avoidance

    B.   unassertive

    C.   accommodation

    D.   authoritative command

    

18) The conflict management style of __________involves beingcooperative and unassertive. This style is characterized by lettingthe wishes of others rule, and smoothing over or overlookingdifferences to maintain harmony.

    A.   avoidance

    B.   collaboration

    C.   completion

    D.   accommodation

    

19) Content theories attempt to explain work behaviors based on_______________.

    A.   the relationship between valuesand attitudes.

    B.   pathways to need satisfaction andthe influence of blocked needs.

    C.   perceptions on-the-job.

    D.   the impact of individual ethicson business decisions.

    

20) In the context of motivation, persistence refers to__________.

    A.   the length of time a personsticks with a given action.

    B.   the different needs that anindividual is trying to satisfy.

    C.   an individual’s choice whenpresented with a number of possible alternatives.
    D.   the amount of effort a personputs forth.

    

21) In the context of motivation, level refers to __________.

    A.   the consequences of anindividual’s behavior.

    B.   the amount of effort a personputs forth.

    C.   the length of time a personsticks with a given action.

    D.   the different needs that anindividual is trying to satisfy.

    

22) In general, chances for long-term group success are better whenthe group input foundations – tasks; goals, rewards, and resources;technology; membership diversity; and group size – arestronger.

    A.   True

    B.   False

    

23) Research indicates that diversity among team members rarelycreates performance difficulties early in the team’s life or stageof development.

    A.   True

    B.   False

    

24) Even though homogeneous teams may struggle in the short run toresolve issues, they are also likely to develop enhancedperformance potential once things are worked out.

    A.   True

    B.   False

    

25) Eustress has a negative impact on both attitudes andperformance.

    A.   True

    B.   False

    

26) Stress is a potential source of both anxiety and frustration,which can harm the body’s physiological and psychologicalwell-being over time.

    A.   True

    B.   False

    

27) Employee assistance programs are designed to provide help toemployees who are experiencing personal problems and the stressassociated with them.

    A.   True

    B.   False

    

28) In today’s modern organization the base for power and politicsrests on a system of authority. Which of the following statementsabout legitimacy regarding power is NOT correct?

    A.   senior managers may justify theirlofty positions within organizations by separating themselves fromstockholders.
    B.   in other societies, “higherauthority” does not have a bureaucratic or organizational referencebut consists of those with moral authority such as tribal chiefs,religious leaders, etc.
    C.   in U.S. firms, “higher authority”denotes those close to the top of the corporate pyramid.
    D.   in firms, the legitimacy of thoseat the top increasingly derives from their positions asrepresentatives for various constituencies.
    

29) The essence of power is __________

    A.   having a Machiavellianpersonality.

    B.   a distinguished reputation.

    C.   personal desire.

    D.   control over the behavior ofothers.

    

30) Which one of the following statements does NOT provide anaccurate description of Stanley Milgram’s experiments?

    A.   the basic conclusion of Milgram’sstudies is there is a tendency for individuals to comply with andbe obedient to authority.
    B.   experimental subjects wereinstructed to give what they believed were successively higherlevels of electric shocks to people who missed the word pairs
    C.   Milgram designed a series ofexperiments to determine the extent to which people obey thecommands of an authority figure, even if they believe they areendangering the life of another person.
    D.   the experimental results revealedthat 35 percent of the subjects subjected the “learner” to themaximum level of shock and the remaining 65 percent refused to obeythe experimenter at various intermediate points.
    

31) A high-performing team can be created by communicatinghigh-performance standards, having members spend time together,creating a sense of urgency, making sure members have the rightskills, and rewarding high performance.

    A.   True

    B.   False

    

32) High-performance teams have strong core values that help guidetheir attitudes and behaviors in directions consistent with theteam’s purpose.

    A.   True

    B.   False

    

33) High-performance teams have special characteristics that allowthem to excel at teamwork and achieve special performanceadvantages.

    A.   True

    B.   False

    

34) All of the following statements about shared leaderships arecorrect EXCEPT:

    A.   the key distinction betweenshared leadership and traditional models of leadership is that theinfluence process involves more than just downward influence onsubordinates by an appointed or elective e leader.
    B.   leadership today is notrestricted simply to the vertical influence of a single individualbut to other people as well.
    C.   the influence process ofteninvolves peer or lateral influence.

    D.   leadership is restricted among aset of individuals who act in the role of a superior.
    

35) Four of the CLT leadership dimensions are:

    A.   implicit, explicit, specific,detailed.

    B.   self-protective, autonomous,humane-oriented, team-oriented.

    C.   autonomous, participative,driven, focus-oriented.

    D.   charismatic/value based,systematic, future orientation, performance driven.
    

36) Behavior strategies include all of the following EXCEPT:

    A.   self reward

    B.   self observation

    C.   self goal setting

    D.   self accomplishment

    

37) Large systems tend to be susceptible to the __________, whereinmanagers fail to monitor their environments, recognize theimportant trends, or sense the need for change, and consequentlytheir organizations slowly lose their competitive edge.

    A.   proactive phenomenon

    B.   impatience trap

    C.   immobility trap

    D.   boiled frog phenomenon

    

38) One of the foremost trends in management involves using__________ to streamline operations and reduce staff in order tolower costs and raise productivity.

    A.   total quality management

    B.   reengineering techniques

    C.   just-in time inventorycontrol

    D.   information technology

    

39) The obvious organizational design response to uncertainty andvolatility is to opt for a more __________ form.

    A.   centralized

    B.   bureaucratic

    C.   mechanistic

    D.   organic