PSY 428 Week 5 Individual Review of Chapters 1-16 To purchase this material click on below link http://www.assignmentcloud.com/PSY-428/PSY-428-Week-5-Individual-Review-of-Chapters-1-16 For more classes visit http://www.assignmentcloud.com PSY428 REVIEW OF CHAPTERS 1-15 Guide 1. The field of organizational psychology began to take its present shape in the _____. a) 1870s b) early 1900s c) 1950s d) early 1800s

1. PSY 428 Week 5 Individual Review of Chapters
1-16
To purchase this material click on below link
http://www.assignmentcloud.com/PSY-
428/PSY-428-Week-5-Individual-Review-of-
Chapters-1-16
For more classes visit
http://www.assignmentcloud.com
PSY428 REVIEW OF CHAPTERS 1-15 Guide
1. The field of organizational psychology began to
take its present shape in the _____.
a) 1870s
b) early 1900s
c) 1950s
d) early 1800s

2. 2. Organizational psychologists collect data most
frequently using ____________.
a) survey research
b) one-on-one interviews
c) under-cover agents
d) none of the above
3. The transitioning process by which a new hire
becomes a productive member of an organization
is known in organizational psychology as:
a) organizational integration
b) organizational socialization
c) new-hire trauma
d) group cohesion
4. Which of the following is not true regarding
realistic job previews?

3. a) They should only provide applicants
with positive information
b) They may lower applicants’
expectations of a job
c) They may reduce turnover
d) They can facilitate newcomer
socialization
5. Employee behaviors that are not required
under a formal job description (e.g., altruism,
general courtesy) are known in organizational
psychology as _______.
a) Organizational personal behaviors
b) Organizational citizenship behaviors
c) Person-in-organization behaviors
d) Extra-organizational behaviors
6. An evaluation of the results of an employee’s
actual performance on the job is the evaluation of
that employee’s ________.

4. a) Productivity
b) Utility
c) Value
d) Effectiveness
7. Job satisfaction has been shown to correlate
with many other variables, but its strongest
relationship appears to be with ___________.
a) employee attitudes
b) employee behaviors
c) employee emotions
d) organizational profit
8. The three most commonly researched forms of
organizational commitment are referred to as
_____________.
a) continuance, affective, and normative
b) regular, neutral, and super

5. c) heavy, moderate, and light
d) entering, staying, leaving
9. Choose the best definition of counterproductive
organizational behavior.
a) Behavior that slows an employee down
on the job.
b) Behavior that runs against the goals of
an organization.
c) Behavior that prevents an employee
from being effective.
d) Behavior determined by market
pressures.
10. Time lost and frequency measures are most
commonly used to evaluate which of the following
counterproductive behaviors?
a) turnover
b) theft

6. c) absenteeism
d) sexual harassment
11. Organizational psychologists commonly refer
to “good” and “bad” turnover as which of the
following?
a) optimal and dysfunctional
b) acceptable and unacceptable
c) hiring and firing
d) healthy and unhealthy
12. Occupational health and stress are influenced
by _____________ factors.
a) psychosocial
b) socio-cognitive
c) psychopersonal
d) indicological

7. 13. Researchers who focus mainly on the negative
effects of workplace stress are likely adhering to
which of the following approaches to occupational
stress?
a) humanistic
b) medical
c) clinical/counseling
d) engineering
14. Which of the following terms is defined as an
aspect of the work or job environment for which
an employee may need to adapt or change?
a) strain
b) stress
c) stressor
d) goal
15. _____ role overload is due to the amount of
demands; ________ role overload is due to the

8. perceived difficulty of those demands by a
particular employee.
a) work; emotion
b) subjective; objective
c) quantitative; qualitative
d) physical; perceptual
16. Motivation is best described in terms of a
person’s __________.
a) needs
b) cognitive processes
c) behaviors
d) all of the above can be useful in
describing a person’s motivation
17. The theory of motivation that is based on the
perceived fairness of transactional relationships
between individuals and organizations is
______________.

9. a) Equality theory
b) Equity theory
c) Egalitarian theory
d) Balance theory
18. Within expectancy theory, a person’s belief
that his/her performance will lead to a particular
outcome is known as _____________.
a) Expectancy
b) Valence
c) Instrumentality
d) Belief
19. Which of the following theories of motivation
views motivation as an ongoing process of
monitoring, comparison with a standard, and
adjustments to ensure progress is being made?
a) Social cognitive theory
b) Control theory

10. c) Discrepancy theory
d) Equity theory
20 Which of the following is not a necessary
condition for an effective performance-based
merit pay system?
a) Accurate measurement/documentation
of employee performance
b) Fair administration of performance-
based pay decisions
c) Merit pay increases large enough to be
meaningful to employees
d) All of the above are critical
21. Which of the following is the most legitimate
reason why executive salaries tend to be so much
higher than other employees’ salaries?
a) Executives always have more
experience than other workers.

11. b) Executive decisions can dramatically
impact an organization’s survival.
c) Salary is the only motivator that can be
used with executives.
d) High salaries are needed to recruit
executives to high positions.
22. “Vertical loading” refers to which of the
following job design strategies?
a) demand reduction
b) role clarification
c) job enrichment
d) interdependence building
23. “Great leaders are born, not made.” This
statement reflects which of the following
perspectives on leadership?
a) Behavioral
b) Trait

12. c) Cognitive
d) Emotional
24. A ____________ theory of leadership highlights
the influence of situational factors on a leader’s
behaviors.
a) environmental
b) multi-factorial
c) contingency
d) scenario
25. A __________ leader influences subordinates by
inspiration; a ____________ leader by behavioral
principles of reward and punishment.
a) good; bad
b) transformational; transactional
c) transforming; restoring
d) internal; external

13. 26. A person’s potential to influence others is
viewed in organizational psychology as _________.
a) Power
b) Influence
c) Leadership
d) Strength
27. The process by which roles develop and role
expectations are communicated to group
members is known as ____________.
a) role definition
b) role differentiation
c) role refinement
d) plan-setting
28. Team effectiveness is often conceptualized in
terms of an I-P-O model. This stands for which of
the following?

14. a) Interdependence-Process-Orientation
b) Input-Perspective-Outcome
c) Input-Process-Output
d) Interest-Principle-Output
29. What phenomenon is occurring when a team
member demonstrates less effort in the team than
he/she would if working alone?
a) social loafing
b) social resting
c) diffusion of effort
d) separation of responsibility
30. ________ occurs when team members build
upon each other’s ideas to produce something
greater than would be possible by combining the
contributions of individual members.
a) sharing
b) synergy

15. c) development
d) extension
31. Viewing an organization as a series of
subsystems that interact with each other and the
external environment fits with which common
organizational metaphor?
a) organization as biological organism
b) organization as machine
c) organization as brain
d) organization as a computer
32. An organization with many levels and highly
specialized departments is probably based on
which organizational theory?
a) humanistic
b) classical
c) mechanistic
d) biological

16. 33. A successful organization in a newly emerging
sector is likely to have a __________ organizational
structure.
a) round
b) triangular
c) flat
d) narrow
34. A _____________ structure typically involves the
simultaneous existence of two separate
organizational structures.
a) matrix
b) cross-over
c) interlinking
d) hierarchical
35. A ______ manager is likely to closely supervise
employees, while a ________ manager is likely to

17. allow workers more freedom to seek innovative
solutions to organizational problems.
a) Type A; Type B
b) Theory X; Theory Y
c) Type Z; Type X
d) hands-on; hands-up
36. _________ are features of an organization’s
physical environment that have some sort of
culture meaning.
a) artifacts
b) symbols
c) values
d) signs
37. Acts, objects, relationships, or language that
have meaning and motivational value within an
organization are considered ____________ of that
organization’s culture.

18. a) artifacts
b) symbols
c) components
d) marks
38. The yearly recognition of an organization’s
highest performers at a company-wide gala is an
example of a __________.
a) ritual
b) tangible reward
c) rite
d) artifact
39. An organizational culture serves which two
major functions, according to Schein?
a) vertical integration and temporal
stabilization
b) external adaptation and internal
integration

19. c) strategic realism and evolutionary
reactivity
d) internal response and external
response
40. The use of observational and qualitative data
collection methods to evaluate an organization’s
culture is an example of which of the following
research methods?
a) socio-organizational inquiry
b) group study
c) ethnography
d) culture profiling
41. An early individual-level organization
development technique involving unstructured
group sessions focused on interpersonal
interactions is known as ______________.
a) a T-group
b) a training corp.

20. c) a action lab
d) a connection group
42. Lewin’s three-step model of organizational
change is which of the following?
a) change-evaluate-reset
b) unfreezing-transformation-refreezing
c) identifying-modifying-continuing
d) pausing-changing-restarting
43. _____________ Theory suggests that
organizations use materials from the
environment, create something with those
materials, and return the products to the
environment in a dynamic fashion.
a) General Systems
b) Recyclical
c) Karma
d) I-P-O

21. 44. Form of consulting and organization
development that focuses on how things are done,
rather than what is actually done.
a) End consulting
b) Client-centered consulting
c) Process consulting
d) Means consulting
45. The most widely used organization-level
intervention for organizational development is
______.
a) survey feedback
b) team training
c) computer-based skills training
d) focus groups