Exam

Name___________________________________

MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.

1) Over the past two decades, business schools have added required courses on people skills to many 1)
of their curricula. Why have they done this?
A) A manager with good people skills can help create a pleasant workplace.
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) There is an increased emphasis in controlling employee behavior in the workplace.
E) Managers no longer need technical skills in subjects such as economics and accounting to
succeed.

2) Which of the following is most likely to be a belief held by a successful manager? 2)

A) Technical knowledge is all that is needed for success.
B) It is not essential to have sound interpersonal skills.
C) Technical skills do not influence efficiency.
D) Technical skills are necessary, but insufficient alone for success.
E) Effectiveness is not impacted by human behavior.

3) Which of the following would not be considered an organization? 3)

A) a university
B) an elementary school
C) a church
D) all adults in a given community
E) a military unit

4) Which of the following is best defined as a consciously coordinated social unit, composed of two or 4)
more people, which functions on a relatively continuous basis to achieve a common goal or set of
goals?
A) unit
B) team
C) community
D) party
E) organization

5) Which of the following is least likely to be considered a manager? 5)

A) an administrator in charge of fund-raising activities in a non-profit organization
B) an IT technician who enables communication between all of a company's employees
C) a doctor who acts as head of the physiotherapy department at a public hospital
D) the mayor of a large city
E) a lieutenant leading an infantry platoon

6) Which of the following is not one of the four primary management functions? 6)
A) planning
B) controlling
C) staffing
D) leading
E) organizing

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 7) Which of a manager's primary roles requires the manager to define an organization's goals, 7)
establish an overall strategy for achieving these goals and develop a comprehensive hierarchy of
plans to integrate and coordinate activities?
A) staffing
B) controlling
C) planning
D) leading
E) coordinating

8) Determining how tasks are to be grouped is part of which management function? 8)

A) controlling
B) contemplating
C) planning
D) organizing
E) leading

9) Mintzberg concluded that managers perform 10 different, highly interrelated roles. Which of the 9)
following is one of the broad categories into which these roles could be grouped?
A) reflective
B) decisional
C) affective
D) intrapersonal
E) institutional

10) As a manager, one of Joe's duties is to present awards to outstanding employees within his 10)
department. Which Mintzberg managerial role is Joe acting in when he does this?
A) leadership role
B) spokesperson role
C) monitor role
D) figurehead role
E) liaison role

11) According to Mintzberg, one of management's interpersonal roles is ________. 11)

A) spokesperson
B) devil's advocate
C) monitor
D) leader
E) negotiator

12) According to Mintzberg, when a manager searches the organization and its environment for 12)
opportunities and initiates projects to bring about change, the manager is acting in which role?
A) reflective analyst
B) monitor
C) entrepreneur
D) resource allocator
E) negotiator

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13) Robert Katz identified three essential skills that managers need to have in order to reach their goals. 13)
What are these skills?
A) conceptual, communication and networking
B) technical, decisional and interpersonal
C) technical, human, and conceptual
D) human, informational and communication
E) interpersonal, informational and decisional

14) A manager is valued by her colleagues for her ability to perform effective break-even analysis on 14)
upcoming ventures. In this case, her colleagues value her for competencies that fall within which of
Katz's essential management skills categories?
A) human
B) conceptual
C) education
D) technical
E) communication

15) According to Katz, technical skills encompass the ability to ________. 15)
A) apply specialized knowledge or expertise
B) exchange information and control complex situations
C) initiate and oversee complex projects
D) analyze and diagnose complex situations
E) communicate effectively with others

16) Which one of the following would not be considered a human skill in Katz's structure? 16)
A) resolving conflicts
B) working as part of a team
C) listening to others
D) communicating
E) decision making

17) According to Katz, when managers have the mental ability to analyze and diagnose complex 17)
situations, they possess ________ skills.
A) reactive
B) problem-solving
C) technical
D) leadership
E) conceptual

18) According to Fred Luthans and his associates, which of the following is considered a part of 18)
traditional management?
A) acquiring resources
B) disciplining
C) exchanging routine information
D) decision making
E) investing

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 19) Which of Luthans' managerial activities involves socializing, politicking, and interacting with 19)
outsiders?
A) human resource management
B) communicating
C) networking
D) traditional management
E) investing

20) How does Luthans define a manager's success? 20)

A) by the rate and quantity of pay raises
B) by the speed of their promotion
C) by the quantity and quality of their performance
D) by their scores on a 360-degree feedback analysis
E) by the satisfaction and commitment of their employees

21) According to Luthans' research, successful managers spent more of their time on ________ than on 21)
any other activity.
A) communicating
B) hiring and firing
C) human resource management
D) traditional management
E) networking

INSERT GRAPHIC

22) The pie charts above show how 5 different managers spent their time. According to Luthans' 22)
research, which manager is most likely to receive more promotions and other rewards associated
with career success?
A) Manager D
B) Manager C
C) Manager A
D) Manager B
E) Manager E

23) While the Functions, Roles, Skills, and Activities approaches to management all differ, they all 23)
recognize that effective and successful managers must develop which of the following?
A) entrepreneurialism
B) people skills
C) technical skills
D) ability to network
E) efficiency

24) An OB study would be least likely to be used to focus on which of the following problems? 24)
A) a decrease in sales due to growing foreign competition
B) a fall in productivity in one shift of a manufacturing plant
C) excessive turnover in volunteer workers at a non-profit organization
D) an increase in absenteeism at a certain company
E) an increase in theft by employees at a retail store

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25) What are the three primary determinants of behavior that organizational behavior focuses upon? 25)
A) individuals, groups, and job satisfaction
B) individuals, profit structure, and job satisfaction
C) individuals, groups, and structure
D) groups, structure, and profit structure
E) profit structure, organizational complexity, job satisfaction

26) ________ is a field of study that investigates the impact that individuals, groups, and structure have 26)
on behavior within organizations for the purpose of applying such knowledge toward improving
an organization's effectiveness.
A) People management
B) Human resources management
C) Organizational behavior
D) Corporate strategy
E) Organizational development

27) Which of the following is not a core topic of organizational behavior? 27)
A) resource allocation
B) conflict
C) work design
D) motivation
E) attitude development

28) In order to predict human behavior, it is best to supplement your intuitive opinions with 28)
information derived in what fashion?
A) organizational theory
B) direct observation
C) systematic inquiry
D) common sense
E) speculation

29) Which of the following is a reason that the study of organizational behavior is useful? 29)
A) Human behavior does not vary a great deal between individuals and situations.
B) Human behavior is often not sensible.
C) Human behavior is not consistent.
D) Human behavior is rarely predictable.
E) Human behavior is not random.

30) What approach involves managers centering their decisions on the best available scientific data? 30)
A) organizational behavioral studies
B) evidence based management
C) intuition
D) preconceived notions
E) substantive evidence approach

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31) What do the fundamental consistencies underlying the behavior of all individuals enable 31)
researchers to do?
A) detect human behavior
B) research human behavior
C) predict human behavior
D) observe human behavior
E) systematize human behavior

32) Analyzing relationships, determining causes and effects, and basing conclusions on scientific 32)
evidence all constitute aspects of ________ study.
A) organizational
B) systematic
C) intuitive
D) case-based
E) theoretical

33) What do the authors of the textbook advise? 33)

A) make predictions of individuals' behaviors based on others' actions
B) use evidence as much as possible to inform your intuition and experience
C) rely on research since it is almost always right and researchers don't make mistakes
D) disregard your intuition because it's usually wrong and will lead to incorrect assumptions
E) don't trust preconceived notions unless you have substantive evidence to back them up

34) Organizational behavior is constructed from all of the following disciplines except ________. 34)
A) psychology
B) social psychology
C) sociology
D) physics
E) anthropology

35) Psychology's major contributions to the field of organizational behavior have been primarily at 35)
what level of analysis?
A) the level of the group
B) the level of interacting groups
C) the level of the individual
D) the level of the culture
E) the level of the organization

36) Which behavioral science discipline is most focused on understanding individual behavior? 36)
A) anthropology
B) organizational behavior
C) sociology
D) psychology
E) social psychology

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37) The science that seeks to measure, explain, and sometimes change the behavior of humans and 37)
other animals is known as ________.
A) political science
B) organizational behavior
C) psychiatry
D) psychology
E) sociology

38) ________ blends concepts from psychology and sociology. 38)

A) Corporate strategy
B) Social psychology
C) Archaeology
D) Political science.
E) Anthropology

39) The science that focuses on the influence people have on one another is ________. 39)
A) anthropology
B) psychology
C) social psychology
D) archaeology
E) political science

40) Group behavior, power, and conflict are central areas of study for ________. 40)
A) anthropologists
B) archaeologists
C) operations analysts
D) sociologists
E) social psychologists

41) ________ focuses on the study of people in relation to their social environment. 41)
A) Corporate strategy
B) Psychology
C) Political science
D) Operations management
E) Sociology

42) Which field of study has contributed to OB through its research on organizational culture and 42)
formal organization theory and structure?
A) operations management
B) sociology
C) psychology
D) political science
E) corporate strategy

43) Which of the following fields has most helped us understand differences in fundamental values, 43)
attitudes, and behavior among people in different countries?
A) political science
B) operations research
C) psycholinguistics
D) anthropology
E) psychology

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44) The subject of organizational culture has been most influenced by which behavioral science 44)
discipline?
A) social psychology
B) corporate strategy
C) anthropology
D) political science
E) psychology

45) Which of the following statements best describes the current status of Observational Behavior 45)
concepts?
A) They can be used to predict human behavior only if the situation is clearly specified.
B) The cause-effect principles that tend to apply to all situations have been discovered.
C) They are based on universal truths.
D) There is general consensus among OB researchers and scholars on the simple concepts that
underlie most human behavior.
E) Cause and effect relationships for most human behaviors have been isolated.

46) There are ________ simple and universal principles that explain organizational behavior. 46)
A) an infinity of
B) absolutely no
C) few if any
D) fourteen
E) a confusing array of

47) In order to predict human behavior with any degree of accuracy, what sort of variables must be 47)
taken into account?
A) non-reactive
B) global
C) dependent
D) contingency
E) general

48) To work effectively with people from different cultures, managers need to ________. 48)
A) ensure everyone knows that they must adapt and conform to the company culture instead of
their own
B) go and live in another country
C) overlook any differences between people and apply the same rules to everyone
D) always recruit people who are similar to them
E) understand how people's culture has shaped them and adapt management style accordingly

49) Whereas ________ focuses on differences among people from different countries, ________ 49)
addresses differences among people within given countries.
A) globalization; workforce diversity
B) workforce diversity; globalization
C) psychology; social psychology
D) culturization; workforce diversity
E) culture; diversity

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50) ________ is a measure of how organizations are becoming more heterogeneous in terms of gender, 50)
race, and ethnicity.
A) Globalization
B) Operational homogeneity
C) Organizational culture
D) Affirmative action
E) Workforce diversity

51) In what way does current thought on workplace diversity differ from the older idea that people 51)
who were different would want to 'fit' into the organization?
A) By realizing that people from diverse backgrounds will automatically begin to integrate into
the larger workplace and community over time.
B) By recognizing that employees don't set aside their cultural values, lifestyle preferences, and
differences when they come to work.
C) By openly seeking a heterogeneous workplace and avoiding homogeneity wherever possible.
D) By using techniques such as structured workshops to show employees that behavior that is
perfectly valid within their community may not be valid in the context of the workplace.
E) By taking active steps to minimize the effect of cultural values and lifestyle preference within
the workplace.

52) The female participation rate in the workforce in the Middle East is ________. 52)
A) lower than North America but higher than many other regions
B) higher than in Asia
C) higher than in Africa
D) equal to the rate in Europe
E) the lowest among all regions

53) Increasingly, we can expect that women will be hired into ________ positions. 53)
A) menial
B) traditionally female
C) professional
D) medical (nurse)
E) socially-oriented

54) Which of the following statements is not an implication of increased workplace diversity? 54)
A) Diversity training should be provided.
B) It is critical that all workers be treated alike.
C) Managers should recognize differences between workers.
D) Employee benefits should be revamped to accommodate the different needs of different
employees.
E) Innovation and creativity in organizations is likely to increase.

55) According to the textbook, when diversity is not managed properly, there is a potential for 55)
________.
A) increased competitiveness
B) labor cost inequities
C) higher turnover
D) higher creativity
E) communication benefits

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56) According to management guru Tom Peters, almost all quality improvement comes from ________ 56)
of design, manufacturing, layout, processes, and procedures.
A) integration
B) stratification
C) simplification
D) modification
E) separation

57) Today's managers understand that the success of any effort at improving quality and productivity 57)
must include ________.
A) customer service improvements
B) manufacturing simplification
C) quality management programs
D) process reengineering
E) employees

58) The majority of employees today in developed countries work in ________. 58)
A) the military
B) manufacturing jobs
C) service jobs
D) MNCs
E) government agencies

59) Service industry jobs include all of the following except ________. 59)
A) nurse
B) production line worker
C) fast good counter worker
D) waiter
E) sales clerk

60) Which of the following factors makes it imperative that organizations be fast and flexible? 60)
A) advances in corporate strategy
B) corporate excess
C) truncated capacity
D) temporariness
E) globalization

61) Given the climate of "temporariness" in modern organizations, employees must ________. 61)
A) limit their mobility if they hope to compete
B) continually update their knowledge and skills
C) be prepared to stay in the same position for longer periods of time
D) foster friendship within the work environment
E) make closer connections to their peers

62) Which of the following has not contributed to blurring the lines between employees' work life and 62)
personal life?
A) organizations asking employees to put in longer hours
B) the creation of global organizations
C) creation of flexible teams
D) the increase in dual career households
E) communications technology allowing employees to work any time and from any place

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63) What growth area in OB research concerns how organizations develop human strengths, foster 63)
vitality and resilience, and unlock potential?
A) positive organizational scholarship
B) ethical behavioral research
C) networked organizational research
D) temporariness studies
E) balancing work-life conflict

64) Situations where an individual is required to define right and wrong conduct are termed ________. 64)
A) diversity issues
B) human resource problems
C) loyalty situations
D) social puzzles
E) ethical dilemmas

65) Which of the following is not a primary dependent variable in organizational behavior? 65)
A) diversity
B) organizational citizenship behavior
C) absenteeism
D) job satisfaction
E) productivity

66) At its root, productivity involves concern for both ________. 66)
A) absenteeism and motivation
B) effectiveness and efficiency
C) diversity and homogeneity
D) motivation and distraction
E) dependence and independence

67) Which of the following is an example of being an efficient company? 67)

A) maximizing diversity at high cost
B) meeting the production schedule
C) operating at the lowest possible cost while yielding a higher output
D) obtaining the highest market share
E) creating the highest customer satisfaction ratings

68) Which of the following is not likely to be a result of absenteeism? 68)

A) a disruption of the workflow
B) additional cost of hiring temporary employees
C) higher return on investment
D) lost productivity
E) additional cost of overtime pay

69) What term is used to describe voluntary and involuntary permanent withdrawal from an 69)
organization?
A) turnover
B) absenteeism
C) social atrophy
D) downsizing
E) truancy

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 70) ________ is discretionary behavior that is not part of an employee's formal job requirement, but 70)
that promotes the effective functioning of the organization.
A) Motivation
B) Productivity
C) Organizational citizenship
D) Organizational behavior
E) Corporate strategy

71) Individual-level independent variables include all of the following except ________. 71)
A) leadership
B) motivation
C) perception
D) learning
E) decision-making

TRUE/FALSE. Write 'T' if the statement is true and 'F' if the statement is false.

72) Although managers must be technically competent, technical knowledge is often not enough for 72)
success.

73) Managers get things done through other people. 73)

74) The term "organization", as used in your textbook, is meant to include business firms and 74)
non-profits, but exclude government agencies.

75) Managers may be referred to as administrators in not-for-profit organizations. 75)

76) Henri Fayol identified five management functions: planning, organizing, commanding, 76)
coordinating, and controlling.

77) Modern theorists have condensed Fayol's five management functions down to four: planning, 77)
organizing, commanding, and controlling.

78) The controlling function of management includes the determination of what tasks are to be done. 78)

79) Monitoring, comparing, and correcting activities are all included in the controlling function. 79)

80) The role of spokesperson is an example of an informational role. 80)

81) As resource allocators, managers are responsible for allocating human, physical, and monetary 81)
resources.

82) When managers initiate and oversee new projects that will improve their organization's 82)
performance, they are acting in the capacity of an entrepreneur, which is an example of an
informational role.

83) Robert Katz identified three essential management skills: technical, human, and conceptual. 83)

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 84) According to Fred Luthans and his associates, those managers who are most effective will spend a 84)
greater proportion of their time networking than those managers who are considered most
successful.

85) Research conducted by Luthans supports the belief that promotions are based on performance. 85)

86) Luthans' research indicates that among effective managers, communication made the largest 86)
relative contribution and networking the least.

87) According to your textbook, managers need to develop their people skills if they are going to be 87)
effective and successful.

88) Organizational behavior is a field of study that investigates the impact that individuals, groups, 88)
and structure have on productivity within organizations, for the purpose of applying such
knowledge toward defining an organization's objectives.

89) Many people's views on human behavior are based on intuition. 89)

90) It is the inconsistencies in behavior that make prediction possible. 90)

91) Behavior is generally predictable, and the systematic study of behavior is a means to making 91)
reasonably accurate predictions.

92) Intuition comes from "gut feeling" about the state of something. 92)

93) People overestimate the accuracy of what they think they know. 93)

94) Learning, perception, and personality are OB topics whose contributions have generally come from 94)
psychiatry.

95) What psychology is to the group, sociology is to the individual. 95)

96) Social psychology is an area within psychology, blending concepts from both psychology and 96)
socialism.

97) Conflict and power have been major topics of concern to social psychologists. 97)

98) Anthropology has helped us understand differences in values and attitudes between people in 98)
different countries.

99) There are many universal principles that explain organizational behavior. 99)

100) OB researchers cannot offer reasonably accurate explanations of human behavior since people act 100)
very differently in similar situations.

101) As the world has becomes more global, managers have to become capable of working with people 101)
from different cultures.

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 102) Workforce diversity is a topic dealing with how organizations are becoming more homogeneous in 102)
terms of gender, race, and ethnicity.

103) People must set aside their cultural values and differences when they come to work. 103)

104) Diversity, if positively managed, can increase creativity and innovation in organizations. 104)

105) OB is concerned with creating stable and predictable organizations. 105)

106) Today's managers and employees must learn to cope with temporariness - learning to live with 106)
flexibility, spontaneity, and unpredictability.

107) There's an increasing blurring between work and nonwork time. 107)

108) Organizational behavior models generally assume job satisfaction to be an independent variable. 108)

109) There are three levels of analysis in OB, and as we move from the individual level to the national 109)
level to the global level, we add systematically to our understanding.

110) The key factors you want to predict in a model are termed independent variables. 110)

111) Typical dependent variables in organizational behavior are productivity, absenteeism, and job 111)
satisfaction.

112) An organization is productive if it achieves its goals and does so by transferring inputs to outputs 112)
at the lowest cost.

113) Reasonable levels of employee-initiated turnover facilitate organizational flexibility and employee 113)
independence.

114) The difference between the amount of rewards workers receive and the amount they believe they 114)
should receive is termed job satisfaction.

115) Independent group-level variables studied in organizational behavior include perception, learning, 115)
and motivation.

MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.

Imagine that Tara Dalia is a manager at a company specializing in bread and bread-baking equipment. Dalia performs all the
normal management functions outlined in your textbook. Answer the following question(s) based on Henri Fayol's work.

116) When Tara Dalia develops a strategy for achieving her department's goals, she is performing the 116)
________ function of management.
A) controlling
B) organizing
C) leading
D) planning
E) reacting

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 117) When Tara Dalia motivates her employees and attempts to resolve conflicts among department 117)
members, she is performing the ________ function of management.
A) planning
B) organizing
C) controlling
D) leading
E) reacting

118) When Tara Dalia determines which employees will do what tasks, she is performing the ________ 118)
function of management.
A) organizing
B) reacting
C) planning
D) leading
E) controlling

119) When Tara Dalia compares projected sales to actual sales in her department, she is performing the 119)
________ function of management.
A) leading
B) reacting
C) planning
D) organizing
E) controlling

Yusuf Nasim has been a manager at Mountain Chemicals for five years. Hired for his expertise in project accounting, he rose
quickly through the ranks and is now the head of the accounting and finance department. Yusuf is viewed as the rising star
in the organization by his superiors.

120) According to Katz, the skills that Mr. Nasim was hired for were what type of skill? 120)
A) directing
B) human
C) controlling
D) conceptual
E) technical

121) Based on what little we know, we can conclude that according to Luthans, Mr. Nasim is probably 121)
best at the management activity of ________.
A) communicating
B) controlling
C) directing
D) working with technology
E) networking

122) Given the information we have, Mr. Nasim would probably be categorized by Luthans as what 122)
type of manager?
A) effective
B) productive
C) efficient
D) type A
E) successful

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You are bringing together faculty from different behavioral disciplines to author a new textbook in organizational behavior.
Represented are professors from psychology, sociology, social psychology, anthropology, political science, and industrial
engineering.

123) The faculty member from ________ should furnish information about personality, learning, and 123)
motivation.
A) anthropology
B) psychology
C) political science
D) sociology
E) industrial engineering

124) Which professor out of this group would you expect to address issues of communication? 124)
A) the industrial engineer
B) the political scientist
C) the social psychologist
D) the psychologist
E) the anthropologist

125) You should expect that the faculty member from ________ will probably contribute information 125)
about large scale group behavior.
A) sociology
B) anthropology
C) industrial engineering
D) psychology
E) social psychology

The manager at a construction site observes that he is spending a great deal of time interviewing prospective employees. This
is due to the large amount of absenteeism and turnover among his skilled workers. On questioning exiting employees he
discovers that many of them quit because they feel the workplace is too dangerous. In particular, several foremen have stated
that the need to get the job done quickly is more important than a few rules, and have gone as far as to mock the courage of
workers who question this attitude.

126) What is not a dependent variable that the manager wishes to explain in this case? 126)
A) time spent interviewing new hires
B) the skill level of his workers
C) absenteeism
D) turnover
E) deviant workplace behavior

127) What is the best way for the manager to control the deviant behavior of the foremen? 127)
A) taking over the work of the foremen himself
B) finding out why the foremen place a greater importance on finishing the job than in safety
C) instituting training classes for the foremen on the importance of safety
D) firing the foremen and promoting new foremen from the current pool of workers
E) ordering the foremen to conform with the required safety standards

16
 128) Which of the following is an independent variable which is likely to be the root cause of the 128)
workplace deviant behavior the manager has observed?
A) The structure of the organization does not involve all workers in the decision making process.
B) Several of the foremen are close personal friends who have very similar attitudes to work and
safety.
C) Foremen are paid significant bonuses if the workers they supervise complete their tasks
quickly.
D) Penalties for ignoring safety standards are not heavy, amounting to the equivalent of only
several hours' pay.
E) Absenteeism is found to rise on those days when particularly hazardous work is being
performed.

Hanifa and Imani both are studying for a final exam. Both have a goal of attaining a grade of 91 or better. Imani studied 6
hours and made a grade of 92. Hanifa studied for 9 hours and also made a grade of 92.

129) Which of the students was effective? 129)

A) only Hanifa
B) only Imani
C) neither Imani nor Hanifa
D) both Imani and Hanifa
E) insufficient information to judge

130) Which of the following statements is true? 130)

A) Hanifa is more effective than Imani.
B) Hanifa is more efficient than Imani.
C) Imani and Hanifa are equally efficient.
D) Imani is more efficient than Hanifa.
E) Imani is more effective than Hanifa.

131) Which of the students was more productive? 131)

A) It is impossible to tell from the information given.
B) Neither Imani nor Hanifa were productive.
C) Hanifa
D) Imani
E) They were equally productive.

ESSAY. Write your answer in the space provided or on a separate sheet of paper.

132) Discuss the four management functions defined by Henri Fayol as described in your text.

133) What were the three essential management skills identified by Robert Katz? Provide a short description of each
skill.

134) Explain how Fred Luthans differentiates between successful and effective managers.

135) What is the one common thread that runs through the functions, roles, skills, and activities approaches to
management?

136) Why is it important to complement intuition with systematic study in our attempts to understand behavior
within organizations?

17
137) How have the fields of psychology and sociology contributed to our understanding of organizational behavior?

138) Compare and contrast the fields of psychology, social psychology, and sociology.

139) How does globalization affect a manager's people skills?

140) Explain "workforce diversity."

141) What dependent and independent variables are usually identified for construction of an OB model?

142) Discuss Henry Mintzberg's ten different roles. Group them as being primarily interpersonal, informational, and
decisional.

143) Organizational behavior is an applied behavioral science built upon contributions from a number of different
disciplines. What are these disciplines and what are the contributions of each discipline? Be complete in your
response and include four different behavioral science disciplines.

144) What is an ethical dilemma? How are organizations responding to these dilemmas?

145) Describe the concept of turnover. Why is turnover of such great concern to organizations?

18
Answer Key
Testname: UNTITLED1

1) B
2) D
3) D
4) E
5) B
6) C
7) C
8) D
9) B
10) D
11) D
12) C
13) C
14) D
15) A
16) E
17) E
18) D
19) C
20) B
21) E
22) B
23) B
24) A
25) C
26) C
27) A
28) C
29) E
30) B
31) C
32) B
33) B
34) D
35) C
36) D
37) D
38) B
39) C
40) E
41) E
42) B
43) D
44) C
45) A
46) C
47) D
48) E
49) A
50) E
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51) B
52) E
53) C
54) B
55) C
56) C
57) E
58) C
59) B
60) E
61) B
62) C
63) A
64) E
65) A
66) B
67) C
68) C
69) A
70) C
71) A
72) TRUE
73) TRUE
74) FALSE
75) TRUE
76) TRUE
77) FALSE
78) FALSE
79) TRUE
80) TRUE
81) TRUE
82) FALSE
83) TRUE
84) FALSE
85) FALSE
86) TRUE
87) TRUE
88) FALSE
89) TRUE
90) FALSE
91) TRUE
92) TRUE
93) TRUE
94) FALSE
95) FALSE
96) FALSE
97) TRUE
98) TRUE
99) FALSE
100) FALSE
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101) TRUE
102) FALSE
103) FALSE
104) TRUE
105) FALSE
106) TRUE
107) TRUE
108) FALSE
109) FALSE
110) FALSE
111) TRUE
112) TRUE
113) TRUE
114) FALSE
115) FALSE
116) D
117) D
118) A
119) E
120) E
121) E
122) E
123) B
124) C
125) A
126) B
127) B
128) C
129) D
130) D
131) D
132) The four management functions as condensed from Henri Fayol are planning, organizing, leading, and controlling.
The planning function encompasses defining an organization's goals, establishing an overall strategy for achieving
those goals, and developing a comprehensive hierarchy of plans to integrate and coordinate activities. Organizing
includes the determination of what tasks are to be done, who is to do them, how the tasks are to be grouped, who
reports to whom, and where decisions are to be made. The leading function involves motivating employees, directing
the activities of others, selecting the most effective communication channels, and resolving conflicts among members.
Finally, controlling involves monitoring, comparing, and potential correcting to get the organization back on track.
133) Katz introduced the notion of technical, human, and conceptual skills as being core to management. Technical skills
are defined by the ability to apply specialized knowledge or expertise. Human skills are defined by the ability to work
with, understand, and motivate other people. Finally, conceptual skills are defined by the ability to analyze and
diagnose complex situations.
134) Luthans defined successful managers in terms of the speed of their promotions. Effective managers were defined in
terms of the quantity and quality of their performance and the satisfaction and commitment of their employees.
Different skills were associated with each group. Successful managers used more networking skills, whereas effective
managers used more communication skills.
135) The common thread in all these approaches to management is the importance of managing people. It is clear that
managers need to develop their people skills if they are going to be effective and successful.

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136) It is important to complement intuition with systematic study in our attempts to understand behavior within
organizations in order to help uncover important facts and relationships. This will provide a base from which more
accurate predictions of behavior can be made. That is, we can improve our predictive ability by complementing
intuitive opinions with a more systematic approach. Systematic studies looks at relationships, attempting to attribute
causes and effects, and base conclusions on scientific evidence. This process helps us to explain and predict behavior.
137) Psychology seeks to measure, explain, and change the behavior of humans. Contributions have been made by learning
theorists, personality theorists, counseling psychologists, and industrial and organizational psychologists.
Contributions have been made in learning, perception, personality, emotions, training, leadership effectiveness, needs
and motivational forces, job satisfaction, decision-making processes, performance appraisals, attitude measurement,
employee-selection techniques, work design, and job stress. Sociology studies people in relation to their social
environment or culture. The greatest contributions by sociologists have been in the study of group behavior in
organizations, organizational culture, formal organization theory and structure, organizational technology,
communications, power, and conflict.
138) These fields all deal with the human condition. While psychology focuses on the individual, sociology studies people
in relation to their social environment or culture. Social psychology blends concepts from both psychology and
sociology, though it is generally considered a branch of psychology. It focuses on peoples' influence on one another.
Thus it could be said that social psychology falls between the extremes of the individual focus of psychology and the
large group focus of sociology.
139) Globalization affects a manager's people skills in at least two ways. First, managers are increasingly likely to find
themselves on foreign assignments. Once there, they may be managing a work force that is defined by very different
needs, aspirations, and attitudes from the workforce back at home. Second, managers are going to find themselves
working with superiors, peers, and employees who were born and raised in a different culture. To work effectively
with these people, managers will need to understand their culture, how it has shaped them, and how to adapt a
management style to these differences.
140) Workforce diversity is a term used to describe how organizations are becoming more heterogeneous with regard to
gender, race, and ethnicity. It also includes physically disability, religion, and age.
141) A dependent variable is the key factor that you want to explain or predict and that is affected by some other factor. OB
Scholars have historically emphasized productivity, absenteeism, turnover, and job satisfaction. Today, deviant
workplace behavior and organizational citizenship have been added to this list. An independent variable is the
presumed cause of some change in the dependent variable. The independent variables are divided into
individual-level, group-level, and organization systems level variables. The individual-level variables include
biographical characteristics, ability, values, attitudes, personality, and emotions, perception, individual decision
making, learning, and motivation. Group-level variables include communication, leadership, power, and politics.
Organization systems level variables include the design of the formal organization; the organization's internal culture;
and the organization's human resource policies and practices.
142) Mintzberg identified ten managerial roles. The interpersonal roles include figurehead, leadership, and liaison roles.
Performing ceremonial and symbolic duties is the figurehead role. The leadership role includes hiring, training,
motivating, and disciplining employees. The liaison role involves contacting outsiders who provide the manager with
information.

The information roles include monitor, disseminator, and spokesperson. Collecting information from outside
organizations and institutions is the monitor role. The disseminator role involves acting as a conduit to transmit
information to organizational members. The spokesperson role occurs when managers represent their organization to
outsiders.

Decisional roles include entrepreneur, disturbance handler, resource allocator, and negotiator. In the entrepreneur
role, managers initiate and oversee new projects that will improve their organization's performance. As disturbance
handlers, managers take corrective action in response to unforeseen problems. As resource allocators, managers are
responsible for allocating human, physical, and monetary resources. Managers perform a negotiator role, in which they
discuss issues and bargain with other units to gain advantages for their own unit.
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143) Organizational behavior is an applied behavioral science that is built on contributions from a number of behavioral
disciplines. The predominant areas are psychology and social psychology, sociology, and anthropology. Psychology's
contributions have been mainly at the individual or micro level of analysis, while the other disciplines have
contributed to our understanding of macro concepts such as group processes and organization.

Early industrial/organizational psychologists concerned themselves with the problems of fatigue, boredom, and other
factors relevant to working conditions that could impede efficient work performance. Recently, psychology has
contributed to learning, perception, personality, emotions, training, leadership effectiveness, needs and motivational
forces, job satisfaction, decision-making processes, performance appraisals, attitude measurement, employee-selection
techniques, work design, and job stress. Social psychology has contributed in the areas of implementing change and
reducing barriers to its acceptance; measuring, understanding, and changing attitudes; communication patterns;
building trust; and group behavior, power, and conflict. Sociology has contributed through the study of formal and
complex organizations - including organizational culture, formal organization theory and structure, organizational
technology, communications, power, and conflict. Anthropology has contributed to an understanding of
organizational culture, organizational environments, and differences between national cultures.
144) An ethical dilemma is a situation in which employees are required to define right and wrong conduct. Dilemmas
include whether to report a problem, whether they should follow orders with which they don't personally agree,
whether they should give an inflated performance evaluation to an employee whom they like, knowing that such an
evaluation could save that employee's job, or whether they should allow themselves to play politics in the organization
if it will help their career advancement. These ethical dilemmas result from the blurring of the line differentiating right
from wrong. Managers and their organizations are responding to this problem from a number of directions. They are
writing and distributing codes of ethics to guide employees through ethical dilemmas. They are offering seminars,
workshops, and training programs to try to improve ethical behaviors. They are also using in-house advisors to
provide assistance and they are creating protection mechanisms for employees who reveal internal unethical practices.
145) Turnover is the voluntary and involuntary permanent withdrawal from an organization. A high turnover rate results
in increased recruiting, selection, and training costs - which are quite significant. A high rate of turnover can also
disrupt the efficient running of an organization when knowledgeable and experienced personnel leave and
replacements must be found and prepared to assume positions of responsibility. However, reasonable levels of
employee-initiated turnover facilitate organization flexibility and employee independence, and they can lessen the
need for management-initiated layoffs. Unfortunately, turnover often involves the loss of people the organization
doesn't want to lose.

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