5) What do the fundamental consistencies underlying the behavior of all individuals enable researchers to do?
A. Observe human behavior.
B. Research human behavior.
C. Predict human behavior.
D. Detect human behavior.
This document provides a study guide for the LDR/531 Final Exam, including 30 multiple choice questions covering topics such as organizational behavior, leadership, group dynamics, and organizational change. The questions assess understanding of concepts like organizational structure, personality traits, group development stages, and approaches to managing change.
This document provides answers to 30 multiple choice questions from an organizational behavior final exam. It covers topics like the definition of teams, skills managers need, theories of motivation and job satisfaction, group dynamics, leadership styles, organizational change, power and control in organizations. The answers are in multiple choice format with a single letter for each question.
This document appears to be a summary of an exam for an LDR 531 leadership course. It contains 30 multiple choice questions covering topics related to organizational behavior, leadership, groups, and change management. The questions address concepts such as organizational structure, management skills, group dynamics, motivation, power, and approaches to organizational change.
This document provides answers to 30 multiple choice questions about organizational behavior, leadership, and management. The questions cover topics such as the definition of teams, skills needed by managers, types of responses to job dissatisfaction, stages of group development, and theories related to leadership, change management, power, and organizational control.
This document contains 30 multiple choice questions that appear to be from a final exam for an organizational leadership course. The questions cover a range of topics including: definitions of key organizational concepts like teams, organizational design, essential managerial skills, organizational behavior, group dynamics, leadership theories, organizational change, and power in organizations.
This document provides 30 multiple choice questions that appear to be from a final exam for an LDR 531 organizational leadership course. The questions cover topics such as organizational behavior, leadership theories, organizational change, power, and organizational control. The document also includes a link stating "CLICK HERE FOR ANSWERS" but does not provide the answers.
This document discusses organizational development and change management. It covers:
1. The levels of organizational change including individual, team, and organization levels.
2. Common OD interventions like strategic interventions, people/HR interventions, and techno-structural interventions.
3. Factors that determine the success of OD interventions like readiness for change, capability to change, and cultural context.
The role of leadership in organizational cultureRobert Leach
The document analyzes the relationship between leadership and organizational health. It discusses that a leader's character, experience, and stewardship directly impact an organization's well-being. Character is defined by a leader's values and self-management abilities. Stewardship focuses on prioritizing followers' needs. Experience provides leadership training through successes, failures, and mentors. How leaders make decisions, especially in stressful situations, also affects the organization. Healthy leadership with strong character, stewardship, experience, and situational response promotes an overall healthy organization.
This document provides a study guide for the LDR/531 Final Exam, including 30 multiple choice questions covering topics such as organizational behavior, leadership, group dynamics, and organizational change. The questions assess understanding of concepts like organizational structure, personality traits, group development stages, and approaches to managing change.
This document provides answers to 30 multiple choice questions from an organizational behavior final exam. It covers topics like the definition of teams, skills managers need, theories of motivation and job satisfaction, group dynamics, leadership styles, organizational change, power and control in organizations. The answers are in multiple choice format with a single letter for each question.
This document appears to be a summary of an exam for an LDR 531 leadership course. It contains 30 multiple choice questions covering topics related to organizational behavior, leadership, groups, and change management. The questions address concepts such as organizational structure, management skills, group dynamics, motivation, power, and approaches to organizational change.
This document provides answers to 30 multiple choice questions about organizational behavior, leadership, and management. The questions cover topics such as the definition of teams, skills needed by managers, types of responses to job dissatisfaction, stages of group development, and theories related to leadership, change management, power, and organizational control.
This document contains 30 multiple choice questions that appear to be from a final exam for an organizational leadership course. The questions cover a range of topics including: definitions of key organizational concepts like teams, organizational design, essential managerial skills, organizational behavior, group dynamics, leadership theories, organizational change, and power in organizations.
This document provides 30 multiple choice questions that appear to be from a final exam for an LDR 531 organizational leadership course. The questions cover topics such as organizational behavior, leadership theories, organizational change, power, and organizational control. The document also includes a link stating "CLICK HERE FOR ANSWERS" but does not provide the answers.
This document discusses organizational development and change management. It covers:
1. The levels of organizational change including individual, team, and organization levels.
2. Common OD interventions like strategic interventions, people/HR interventions, and techno-structural interventions.
3. Factors that determine the success of OD interventions like readiness for change, capability to change, and cultural context.
The role of leadership in organizational cultureRobert Leach
The document analyzes the relationship between leadership and organizational health. It discusses that a leader's character, experience, and stewardship directly impact an organization's well-being. Character is defined by a leader's values and self-management abilities. Stewardship focuses on prioritizing followers' needs. Experience provides leadership training through successes, failures, and mentors. How leaders make decisions, especially in stressful situations, also affects the organization. Healthy leadership with strong character, stewardship, experience, and situational response promotes an overall healthy organization.
The document discusses applying sociology to organizational success and continuous improvement. It introduces three aspects of the "Sociology of Success": social structure, social capability, and social change. Social structure refers to the unstated norms that form the building blocks of how people behave in a group. Social capability examines if a process is capable of achieving its goals given the social structure. Social change considers if the social structure needs to be changed to allow behaviors that enable continuous improvement. The leader's role is to act as either a "revolutionary" or "revelationary" leader to influence the social structure towards greater social capability.
This document appears to be a study guide or list of questions for a final exam on organizational behavior and leadership. It includes 30 multiple choice or short answer questions covering topics such as:
- Definitions of groups, organizational design, and essential managerial skills.
- Fields of study related to organizational behavior and how research can improve organizations.
- Emotions, personality, job satisfaction, and responses to dissatisfaction.
- Group development models and dynamics like synergy.
- Leadership roles, styles, and theories including path-goal theory and situational leadership.
- Forces for organizational change, goals of planned change, and approaches to change management and resistance.
- Characteristics and
Which of the following is best defined as a consciously coordinated social un...Gender Core
This document appears to be a list of 30 multiple choice questions from a final exam for an LDR 531 organizational behavior course. It includes questions about topics like organizational structure, group dynamics, leadership, change management, and power/control within organizations. The document promotes copying a link to purchase the answers directly, rather than complete the exam independently.
Leader-member exchange (LMX) theory proposes that leaders form separate relationships of differing quality with each subordinate. High-quality relationships are characterized by mutual trust, respect, and support. Members of the in-group who have high-quality relationships receive greater responsibilities and opportunities for success. The quality of the relationship depends on how each party evaluates the other's competence and compatibility. High LMX is linked to positive outcomes like better performance and organizational commitment.
Individual behavior is influenced by both inherited and learned characteristics. Inherited factors include physical attributes like height and stamina, as well as age, religion, race, and social group. Learned characteristics that shape behavior are perception, attitudes, personality, values, and learning through parenting, education, job training, and reward systems.
Organizational behavior is the field of study that investigates how individuals, groups, and structure affect behavior within organizations in order to improve their effectiveness. Managers achieve organizational goals through directing the activities of others. They work in organizations, which are social units composed of multiple people working together toward common goals. Effective managers utilize skills in technical areas, managing people, and conceptual/analytical thinking. Organizational behavior research examines how factors like diversity, leadership, and job design impact important outcomes for organizations such as productivity, absenteeism, turnover, and job satisfaction.
The document discusses various theories and approaches to leadership including trait, behavioral, contingency, and transformational theories. It defines key leadership concepts like the differences between managers and leaders. The document also outlines important competencies of effective leaders such as self-awareness, social skills, and the ability to influence and motivate others.
Oxytocin and Trust - Neuro Human Resource Management (NHRM) - Manu Melwin Joymanumelwin
Neuro human resource management is a new field of human resource management which uses medical technologies such as functional Magnetic Resonance Imaging (fMRI) to study the brain's responses to enhance employee experience. The term Neuro Human Resource Management (NHRM) was coined by noted HR expert Dr. Manu Melwin Joy in April 2017.
The document discusses leader-follower theory from multiple perspectives:
1) It summarizes Ira Chaleff's view that courageous followers who can stand up to leaders when needed are important for effective leadership and organizational success.
2) It proposes questions followers can ask themselves to better understand how to influence leaders and drive organizational change, such as how they can utilize their skills and build trust with leaders.
3) It argues that transforming one's own mindset and developing courage are important for followers to effectively engage with leaders and address issues that impact organizational performance. Building understanding and respect between leaders and followers is key to driving positive change.
This report summarizes a study on individual differences and situational factors associated with leadership emergence. The study surveyed 116 managers, measuring personality traits, values, motivations, emotional intelligence, and leader-subordinate relationships. High conscientiousness, extraversion, emotional stability, narcissism, core self-evaluations, motivation to lead, achievement values, and quality of leader-subordinate relations were associated with greater leadership emergence. Low agreeableness was also associated with emergence. Core self-evaluations mediated the relationship between achievement values and emergence. The report recommends developing aspiring leaders through mentoring, self-efficacy training, and enhancing motivation to lead. It also suggests using study measures to identify leadership potential and inform selection
This document discusses several models for understanding individual behavior in organizations, including the MARS model which examines motivation, ability, role perceptions, and situational factors. It also outlines Schwartz's values model and Hofstede's cultural dimensions which can influence behaviors. Ethical principles and factors that support ethical conduct are described as well, such as ethical codes, training, and leadership.
PlasticCo is facing engagement problems among its factory workforce due to a lack of communication between managers and subordinates. Implementing Leader-Member Exchange (LMX) theory could help solve this issue. LMX focuses on the quality of relationships between leaders and members. Diagnosing these relationships through appraisals could develop trust and high-quality exchanges, improving performance. The document recommends appraisals to facilitate initial social interactions and goal-setting between managers and employees, helping transform "out-groups" into more engaged "in-groups". This provides conditions for employees to work smarter without changing shift structures.
For more course tutorials visit
uophelp.com is now newtonhelp.com
www.newtonhelp.com
1) Which of the following is best defined as a consciously coordinated social unit, composed of two or more people, which functions on a relatively continuous basis to achieve a common goal or set of goals?
A. Party
B. Unit
C. Community
D. Organization
2) Over the past 2 decades, business schools have added required courses on organizational design to many of their curricula. Why have they done this?
A. Managers no longer need technical skills in subjects such as economics and accounting to succeed.
B. Managers need to understand human behavior if they are to be effective.
This document provides answers to multiple choice questions from an organizational behavior exam. It addresses topics like the definition of teams, skills managers need, theories of motivation and job satisfaction, group dynamics, leadership styles, organizational change, power and control in organizations. Key terms and concepts covered include Katz's three managerial skills, Myers-Briggs personality types, Homan's group development stages, the Fiedler contingency model, and path-goal leadership theory.
This document provides answers to 30 multiple choice questions from an organizational behavior final exam. It covers topics like the definition of teams, skills managers need, theories of motivation and job satisfaction, group dynamics, leadership styles, organizational change, power and control in organizations. The answers are in multiple choice format with a single letter for each question.
This document appears to be a study guide for a final exam on organizational behavior and leadership topics. It contains 30 multiple choice questions covering concepts such as: types of organizations, reasons for adding organizational design courses, essential manager skills, organizational behavior definitions, group dynamics models, responses to job dissatisfaction, roles of management vs leadership, contingency theories of leadership, forces of organizational change, approaches to change management, characteristics of organizational control, and the relationship between power and goals.
This document provides 30 multiple choice questions that appear to be from a final exam for an LDR 531 organizational leadership course. The questions cover topics such as organizational behavior, leadership theories, organizational change, power, and organizational control. The document also includes a link stating "CLICK HERE FOR ANSWERS" but does not provide the answers.
This document provides 30 multiple choice questions that appear to be from a final exam for an LDR 531 organizational leadership course. The questions cover topics such as organizational behavior, group dynamics, leadership styles, organizational change, power and control. By providing the questions, this document serves as a study aid to help students prepare for the exam by reviewing important concepts and frameworks taught in the course.
This document provides 30 multiple choice questions that appear to be from a final exam for an LDR 531 organizational leadership course. The questions cover topics such as organizational behavior, leadership theories, organizational change, power, and organizational control. The questions are followed by a link stating "CLICK HERE FOR ANSWERS."
This document provides answers to 30 multiple choice questions about organizational behavior, leadership, and management. The questions cover topics such as organizational structure, organizational development, personality types, group dynamics, motivation, change management, power, and control within organizations. The answers are intended to help students prepare for and pass a final exam on leadership and management concepts.
This document provides answers to 30 multiple choice questions about organizational behavior, leadership, and management. The questions cover topics such as the definition of teams, skills needed by managers, types of responses to job dissatisfaction, stages of group development, and theories related to leadership, change management, power, and organizational control.
This document provides answers to 30 multiple choice questions about organizational behavior, leadership, and management. The questions cover topics such as the definition of teams, skills needed by managers, types of responses to job dissatisfaction, stages of group development, and theories related to leadership, change management, power, and organizational control.
The document discusses applying sociology to organizational success and continuous improvement. It introduces three aspects of the "Sociology of Success": social structure, social capability, and social change. Social structure refers to the unstated norms that form the building blocks of how people behave in a group. Social capability examines if a process is capable of achieving its goals given the social structure. Social change considers if the social structure needs to be changed to allow behaviors that enable continuous improvement. The leader's role is to act as either a "revolutionary" or "revelationary" leader to influence the social structure towards greater social capability.
This document appears to be a study guide or list of questions for a final exam on organizational behavior and leadership. It includes 30 multiple choice or short answer questions covering topics such as:
- Definitions of groups, organizational design, and essential managerial skills.
- Fields of study related to organizational behavior and how research can improve organizations.
- Emotions, personality, job satisfaction, and responses to dissatisfaction.
- Group development models and dynamics like synergy.
- Leadership roles, styles, and theories including path-goal theory and situational leadership.
- Forces for organizational change, goals of planned change, and approaches to change management and resistance.
- Characteristics and
Which of the following is best defined as a consciously coordinated social un...Gender Core
This document appears to be a list of 30 multiple choice questions from a final exam for an LDR 531 organizational behavior course. It includes questions about topics like organizational structure, group dynamics, leadership, change management, and power/control within organizations. The document promotes copying a link to purchase the answers directly, rather than complete the exam independently.
Leader-member exchange (LMX) theory proposes that leaders form separate relationships of differing quality with each subordinate. High-quality relationships are characterized by mutual trust, respect, and support. Members of the in-group who have high-quality relationships receive greater responsibilities and opportunities for success. The quality of the relationship depends on how each party evaluates the other's competence and compatibility. High LMX is linked to positive outcomes like better performance and organizational commitment.
Individual behavior is influenced by both inherited and learned characteristics. Inherited factors include physical attributes like height and stamina, as well as age, religion, race, and social group. Learned characteristics that shape behavior are perception, attitudes, personality, values, and learning through parenting, education, job training, and reward systems.
Organizational behavior is the field of study that investigates how individuals, groups, and structure affect behavior within organizations in order to improve their effectiveness. Managers achieve organizational goals through directing the activities of others. They work in organizations, which are social units composed of multiple people working together toward common goals. Effective managers utilize skills in technical areas, managing people, and conceptual/analytical thinking. Organizational behavior research examines how factors like diversity, leadership, and job design impact important outcomes for organizations such as productivity, absenteeism, turnover, and job satisfaction.
The document discusses various theories and approaches to leadership including trait, behavioral, contingency, and transformational theories. It defines key leadership concepts like the differences between managers and leaders. The document also outlines important competencies of effective leaders such as self-awareness, social skills, and the ability to influence and motivate others.
Oxytocin and Trust - Neuro Human Resource Management (NHRM) - Manu Melwin Joymanumelwin
Neuro human resource management is a new field of human resource management which uses medical technologies such as functional Magnetic Resonance Imaging (fMRI) to study the brain's responses to enhance employee experience. The term Neuro Human Resource Management (NHRM) was coined by noted HR expert Dr. Manu Melwin Joy in April 2017.
The document discusses leader-follower theory from multiple perspectives:
1) It summarizes Ira Chaleff's view that courageous followers who can stand up to leaders when needed are important for effective leadership and organizational success.
2) It proposes questions followers can ask themselves to better understand how to influence leaders and drive organizational change, such as how they can utilize their skills and build trust with leaders.
3) It argues that transforming one's own mindset and developing courage are important for followers to effectively engage with leaders and address issues that impact organizational performance. Building understanding and respect between leaders and followers is key to driving positive change.
This report summarizes a study on individual differences and situational factors associated with leadership emergence. The study surveyed 116 managers, measuring personality traits, values, motivations, emotional intelligence, and leader-subordinate relationships. High conscientiousness, extraversion, emotional stability, narcissism, core self-evaluations, motivation to lead, achievement values, and quality of leader-subordinate relations were associated with greater leadership emergence. Low agreeableness was also associated with emergence. Core self-evaluations mediated the relationship between achievement values and emergence. The report recommends developing aspiring leaders through mentoring, self-efficacy training, and enhancing motivation to lead. It also suggests using study measures to identify leadership potential and inform selection
This document discusses several models for understanding individual behavior in organizations, including the MARS model which examines motivation, ability, role perceptions, and situational factors. It also outlines Schwartz's values model and Hofstede's cultural dimensions which can influence behaviors. Ethical principles and factors that support ethical conduct are described as well, such as ethical codes, training, and leadership.
PlasticCo is facing engagement problems among its factory workforce due to a lack of communication between managers and subordinates. Implementing Leader-Member Exchange (LMX) theory could help solve this issue. LMX focuses on the quality of relationships between leaders and members. Diagnosing these relationships through appraisals could develop trust and high-quality exchanges, improving performance. The document recommends appraisals to facilitate initial social interactions and goal-setting between managers and employees, helping transform "out-groups" into more engaged "in-groups". This provides conditions for employees to work smarter without changing shift structures.
For more course tutorials visit
uophelp.com is now newtonhelp.com
www.newtonhelp.com
1) Which of the following is best defined as a consciously coordinated social unit, composed of two or more people, which functions on a relatively continuous basis to achieve a common goal or set of goals?
A. Party
B. Unit
C. Community
D. Organization
2) Over the past 2 decades, business schools have added required courses on organizational design to many of their curricula. Why have they done this?
A. Managers no longer need technical skills in subjects such as economics and accounting to succeed.
B. Managers need to understand human behavior if they are to be effective.
This document provides answers to multiple choice questions from an organizational behavior exam. It addresses topics like the definition of teams, skills managers need, theories of motivation and job satisfaction, group dynamics, leadership styles, organizational change, power and control in organizations. Key terms and concepts covered include Katz's three managerial skills, Myers-Briggs personality types, Homan's group development stages, the Fiedler contingency model, and path-goal leadership theory.
This document provides answers to 30 multiple choice questions from an organizational behavior final exam. It covers topics like the definition of teams, skills managers need, theories of motivation and job satisfaction, group dynamics, leadership styles, organizational change, power and control in organizations. The answers are in multiple choice format with a single letter for each question.
This document appears to be a study guide for a final exam on organizational behavior and leadership topics. It contains 30 multiple choice questions covering concepts such as: types of organizations, reasons for adding organizational design courses, essential manager skills, organizational behavior definitions, group dynamics models, responses to job dissatisfaction, roles of management vs leadership, contingency theories of leadership, forces of organizational change, approaches to change management, characteristics of organizational control, and the relationship between power and goals.
This document provides 30 multiple choice questions that appear to be from a final exam for an LDR 531 organizational leadership course. The questions cover topics such as organizational behavior, leadership theories, organizational change, power, and organizational control. The document also includes a link stating "CLICK HERE FOR ANSWERS" but does not provide the answers.
This document provides 30 multiple choice questions that appear to be from a final exam for an LDR 531 organizational leadership course. The questions cover topics such as organizational behavior, group dynamics, leadership styles, organizational change, power and control. By providing the questions, this document serves as a study aid to help students prepare for the exam by reviewing important concepts and frameworks taught in the course.
This document provides 30 multiple choice questions that appear to be from a final exam for an LDR 531 organizational leadership course. The questions cover topics such as organizational behavior, leadership theories, organizational change, power, and organizational control. The questions are followed by a link stating "CLICK HERE FOR ANSWERS."
This document provides answers to 30 multiple choice questions about organizational behavior, leadership, and management. The questions cover topics such as organizational structure, organizational development, personality types, group dynamics, motivation, change management, power, and control within organizations. The answers are intended to help students prepare for and pass a final exam on leadership and management concepts.
This document provides answers to 30 multiple choice questions about organizational behavior, leadership, and management. The questions cover topics such as the definition of teams, skills needed by managers, types of responses to job dissatisfaction, stages of group development, and theories related to leadership, change management, power, and organizational control.
This document provides answers to 30 multiple choice questions about organizational behavior, leadership, and management. The questions cover topics such as the definition of teams, skills needed by managers, types of responses to job dissatisfaction, stages of group development, and theories related to leadership, change management, power, and organizational control.
This document provides 30 multiple choice questions that appear to be from a final exam for an MGT/307 organizational behavior course. The questions cover topics like organizational culture, group development models, motivation theories, leadership styles, and organizational design.
This document provides 30 multiple choice questions that appear to be from a final exam for an MGT/307 organizational behavior course. The questions cover topics like organizational culture, group development, motivation theories, leadership styles, and organizational design.
For more course tutorials visit
uophelp.com is now newtonhelp.com
www.newtonhelp.com
MGT 307 Final Exam Guide 2
1) From its scientific heritage, organizational behavior has developed all of the following EXCEPT:
A. use of scientific methods.
B. an emphasis on finding the “one best way” to complete a task.
C. an interdisciplinary body of knowledge.
D. contingency thinking.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
1. LDR/531 Final Exam Guide
Click Here to Buy the Tutorial/Answers
1) Which of the following is best defined as a consciously coordinated social unit, composed
of two or more people, which functions on a relatively continuous basis to achieve a common
goal or set of goals?
A. Party
B. Unit
C. Community
D. Organization
2) Over the past 2 decades, business schools have added required courses on organizational
design to many of their curricula. Why have they done this?
A. Managers no longer need technical skills in subjects such as economics and accounting to
succeed.
B. Managers need to understand human behavior if they are to be effective.
C. These skills enable managers to effectively lead human resources departments.
D. A manager with good interpersonal skills can help create a pleasant workplace.
3) Robert Katz identified three essential skills that managers must have to reach their goals.
What are these skills?
A. Technical, decisional, and interpersonal
B. Technical, human, and conceptual
C. Interpersonal, informational, and decisional
D. Human, informational, and communication
2. 4) __________ is a field of study that investigates the effect that individuals, groups, and
structures have on behavior within organizations for the purpose of applying such knowledge
toward improving an organization’s effectiveness.
A. Corporate tactics
B. Human resources management
C. Organizational behavior
D. Corporate strategy
5) What do the fundamental consistencies underlying the behavior of all individuals enable
researchers to do?
A. Observe human behavior.
B. Research human behavior.
C. Predict human behavior.
D. Detect human behavior.
6) Which of the following is a generic term that covers a broad range of feelings that people
experience?
A. Affect
B. Emotions
C. Moods
D. Emotional labor
7) What term is used for intense feelings that are directed at someone or something?
A. Affect
B. Cognition
C. Thoughts
D. Emotions
3. 8) If personality characteristics were completely dictated by __________, they would be
fixed at birth and no amount of experience could alter them.
A. job satisfaction
B. heredity
C. environment
D. situational factors
9) Which of the following are classifications on the Myers-Briggs Type Indicator?
A. Extroverted, intuitive, judging, independent
B. Extroverted, sensing, judging, thinking
C. Extroverted, judging, independent, feeling
D. Sensing, perceiving, dependent, feeling
10) Maria is dissatisfied with the way that her manager treats her. She has quit her job and
found a new position with another firm. How has she expressed her dissatisfaction?
A. Exit
B. Voice
C. Neglect
D. Loyalty
11) You quietly continue to do your work when you know things will not improve. This is
what type of response to dissatisfaction?
A. Exit
B. Voice
C. Loyalty
D. Neglect
12) A group
4. A. generates positive synergy through coordinated effort
B. generates greater outputs with no increase in inputs
C. is two or more individuals interacting and interdependent
D. engages in collective work that requires joint effort
13) __________ results in a level of performance that is greater than the sum of the
individual input.
A. Synergy
B. Enthusiasm
C. Energy
D. Initiative
14) What happens in the second stage of Tuckman's five stage model of group development?
A. Close relationships are developed.
B. The group demonstrates cohesiveness.
C. Intragroup conflict often occurs.
D. Groups disband.
15) Zach is devout and very active in his church. He is also a very dedicated employee. His
manager offers him a promotion, but the new role will require him to work Sundays. Zach
would like the promotion, but realizes that it would force him to miss some church activities.
It is likely that Zach is experiencing which of the following:
A. Role conflict
B. Role expectation
C. Role perception
D. Role identity
16) Which role focuses on bringing about order and consistency by drawing up formal plans?
5. A. Leadership
B. Management
C. Task structure
D. Initiating structure
17) Which statement regarding leadership is true?
A. Formal rights enable managers to lead effectively.
B. All managers are leaders.
C. All leaders are hierarchically superior to followers.
D. Nonsanctioned leadership is as important as or more important than formal influence.
18) What are three situational criteria identified in the Fiedler model?
A. Charisma, influence, and leader-member relations
B. Leader-member relations, task structure, and position power
C. Task structure, leadership ability, and group conflict
D. Emotional intelligence, group orientation, and employee status
19) The reconceptualization of the contingency model by Garcia and Fiedler is called
__________ theory.
A. situational
B. cognitive resource
C. evaluative
D. cognitive dissonance
20) Which path-goal leadership style leads to greater satisfaction when tasks are ambiguous
or stressful?
A. Directive
B. Supportive
6. C. Participative
D. Reactive
21) According the Path-Goal Theory, what leader is friendly and shows concern for the needs
of followers?
A. Achievement-oriented leader
B. Laissez-faire leader
C. Participative leader
D. Supportive leader
22) Phrases such as “more cultural diversity,” “many new entrants with inadequate skills,”
and “increase in aging workers” are all examples of what force for change?
A. Technology
B. World politics
C. Nature of the work force
D. Competition
23) What is a goal of planned change?
A. To change the forces of change
B. To alter the agents of change
C. To change employees’ responsibilities
D. To improve the ability to adapt to the environment
24) Using covert influence to overcome resistance to change is called what?
A. negotiation
B. education
C. coercion
D. manipulation
7. 25) If individuals resisting change are included in making change decisions in an attempt to
gain their support, what is this approach is called?
A. cooptation
B. exploitation
C. manipulation
D. education
26) Which of the following is a characteristic of organizational control?
A. Formality orientation
B. Decision orientation
C. Team orientation
D. Managerial orientation
27) What term describes the key characteristic of organizational control that addresses the
degree to which employees are expected to exhibit precision?
A. accountability
B. attention to detail
C. stability
D. reactivity
28) Power is
A. a means for leaders to achieve goals
B. defined by leaders' hopes and aspirations
C. a goal in and of itself
D. not an influence on leaders' goals
29) Leaders achieve goals, and power is
8. A. defined by leaders’ hopes and aspirations
B. a means of achieving goals
C. a goal in and of itself
D. a strong influence on leaders’ goal
30) The most important aspect of power is probably that it _____.
A. is needed to get things done in an organization
B. is a function of dependency
C. tends to corrupt people
D. is counterproductive