Test bank for organizational behavior 10th edition by griffin
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Chapter 1—An Overview of Organizational Behavior
MULTIPLE CHOICE
1. All organizational successes and failures result directly from
a.
b.
c.
d.
e.
stakeholder management.
comprehensive selection and placement.
supplier relationships.
the behaviors of many people.
the dynamics of the reward system of the organization.
ANS: D
PTS: 1
REF: p. 3
NAT: AACSB: Analytic | AACSB: HRM
TYP: Knowledge
2. Organizational behavior (OB) typically includes which of the following basic components:
a.
b.
c.
d.
e.
financial reporting
research and development
human behavior in organizations.
the task environment
All of the above are included in OB.
ANS: C
PTS: 1
REF: p. 4
NAT: AACSB: Analytic | AACSB: HRM
TYP: Knowledge
3. The goal of a consultant hired to solve a problem in an organization should be to
a. recognize that the organization has always been this way and little can be done to change
it.
b. learn as much as possible about the organization and the people within it.
c. generate an action plan, with specific targets and completion dates.
d. focus exclusively on changing the reward system, since everything else depends on it.
e. make sure employees know the consultant has come to solve the company's problems.
ANS: B
PTS: 1
REF: p. 4
NAT: AACSB: Communication | AACSB: Analytic | AACSB: Group Dynamics
TYP: Understanding
4. Which is not an important reason for understanding organizational behavior?
a. Most people are born and educated in organizations.
b. Government organizations regulate many of our activities.
c. Most adults spend the better part of their lives working in organizations.
d. Organizational behavior offers specific perspectives on the human side of management.
e. All of the above are important reasons for understanding organizational behavior.
ANS: E
PTS: 1
REF: p. 5
NAT: AACSB: Analytic | AACSB: HRM
5. Organizational behavior focuses on
a.
b.
c.
d.
the economic side of management.
the control side of management.
the human side of management.
the financial side of management.
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TYP: Understanding
Full file at />e. the production side of management.
ANS: C
PTS: 1
REF: p. 5
NAT: AACSB: Analytic | AACSB: Individual Dynamics | AACSB: Group Dynamics
TYP: Knowledge
6. Which of the following is not one of the specific perspectives of organizational behavior?
a.
b.
c.
d.
e.
people as organizations
people as resources
people as people
people as task environment
All of the above are perspectives of organizational behavior
ANS: D
PTS: 1
REF: p. 5
NAT: AACSB: Analytic | AACSB: HRM
TYP: Knowledge
7. In dealing with the work-related activities of people, managers must have an understanding of all of
the following except
a. leadership
b. decision-making
c. organizational structure and design
d. organizational culture
e. All of the above represent areas that managers must understand
ANS: E
PTS: 1
REF: p. 6
NAT: AACSB: Analytic | AACSB: Leadership
TYP: Understanding
8. Which of the following is not a resource that organizations use in the pursuit of goals and
objectives?
a.
b.
c.
d.
e.
human
financial
physical
intangible
informational
ANS: D
PTS: 1
REF: p. 7
NAT: AACSB: Analytic | AACSB: Creation of Value
TYP: Knowledge
9. Planning is the process of
a. designing jobs, grouping jobs into units, and establishing patterns of authority between
jobs and units.
b. determining the organization's desired future position and deciding how best to get there.
c. motivating the organization's members to work together toward the organization's goals.
d. monitoring and correcting the actions of the organization and its members to keep them
directed toward their goals.
e. utilizing organizational resources with the ultimate goal of attaining organizational goals
efficiently and effectively.
ANS: B
PTS: 1
REF: p. 7
NAT: AACSB: Analytic | AACSB: Strategy
TYP: Knowledge
10. A manager who groups jobs into units and establishes patterns of authority is performing
which function of management?
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b.
c.
d.
e.
Planning
Organizing
Controlling
Supervising
Leading
ANS: B
PTS: 1
REF: p. 8
NAT: AACSB: Analytic | AACSB: HRM
TYP: Understanding
11. When managers motivate employees with compensation and job opportunity, they are
utilizing which managerial function?
a.
b.
c.
d.
e.
Synergizing
Controlling
Leading
Planning
Organizing
ANS: C
PTS: 1
REF: p. 9
NAT: AACSB: Analytic | AACSB: Leadership
TYP: Knowledge
12. Evaluating performance, implementing reward systems, and verifying inventory levels are all
examples of
a.
b.
c.
d.
e.
leading.
decision making.
organizing.
planning.
controlling.
ANS: E
PTS: 1
REF: p. 12
NAT: AACSB: Analytic | AACSB: Leadership
TYP: Understanding
13. Informational roles of a manager include all of the following except
a. figurehead
b. disseminator
c. monitor
d. spokesperson
e. all of the above are informational roles
ANS: A
PTS: 1
REF: p. 10
NAT: AACSB: Analytic | AACSB: Individual Dynamics
TYP: Knowledge
14. In the role of spokesperson a manager would be most likely to
a.
b.
c.
d.
e.
attend the funeral of a former employee.
hold a press conference announcing the introduction of a new product.
hire, train, and motivate workers.
inform employees about new government safety standards.
negotiate the price of raw materials with an external supplier.
ANS: B
PTS: 1
REF: p. 10
NAT: AACSB: Analytic | AACSB: Individual Dynamics
TYP: Understanding
15. Which of the following managerial roles might include allocating budget requests?
a. Spokesperson
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c.
d.
e.
Disseminator
Leader
Resource allocator
Monitor
ANS: D
PTS: 1
REF: p. 10
NAT: AACSB: Analytic | AACSB: Individual Dynamics
TYP: Understanding
16. A manager performing the role of disturbance handler is most likely to do which of the
following?
a.
b.
c.
d.
e.
Speak at a Chamber of Commerce meeting
Hire a new Human Resource Manager for the company
Resolve dispute between employees
Develop a new strategic five-year plan for the company
Design a new customer response system for the company
ANS: C
PTS: 1
REF: p. 10
NAT: AACSB: Communication | AACSB: Individual Dynamics
TYP: Understanding
17. The role of negotiator primarily involves
a.
b.
c.
d.
e.
dealing with others outside the organization.
resolving disputes between various parties.
settling labor contracts.
serving as a representative of the organization.
seeking information for strategic decisions.
ANS: C
PTS: 1
REF: p. 10
NAT: AACSB: Analytic | AACSB: Individual Dynamics
TYP: Knowledge
18. A manager acting in the role of a leader will
a. choose the best resources to most effectively and efficiently produce the organization's
product or service.
b. verify the quality of resources that pass through the organization.
c. determine how organizational resources will be released in the environment.
d. encourage workers to increase productivity.
e. identify the various suppliers the organization will utilize to acquire resources.
ANS: D
PTS: 1
REF: p. 10
NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics | AACSB:
Leadership
TYP: Understanding
19. A manager who schedules department meetings to effectively disseminate important
information to employees has high
a.
b.
c.
d.
e.
interpersonal skills.
technical skills.
diagnostic skills.
conceptual skills.
leadership skills.
ANS: A
PTS: 1
REF: p. 11
NAT: AACSB: Analytic | AACSB: Individual Dynamics
buy this full document at
TYP: Knowledge
Full file at />20. A manager's ability to develop solutions to problems is determined by her or his
a.
b.
c.
d.
e.
conceptual skills.
time management skills.
diagnostic skills.
interpersonal skills.
technical skills.
ANS: C
PTS: 1
REF: p. 11
NAT: AACSB: Analytic | AACSB: Group Dynamics
TYP: Knowledge
21. A manager who can see how the various tasks within the organization fit together and how
each task contributes toward the "big picture" has strong
a.
b.
c.
d.
e.
problem-solving skills.
diagnostic skills.
technical skills.
conceptual skills.
interpersonal skills.
ANS: D
PTS: 1
REF: p. 11
NAT: AACSB: Analytic | AACSB: Individual Dynamics
TYP: Understanding
22. An engineer who can solve complex mathematical equations on the job has strong
a.
b.
c.
d.
e.
interpersonal skills.
problem-solving skills.
conceptual skills.
diagnostic skills.
technical skills.
ANS: E
PTS: 1
REF: p. 10
NAT: AACSB: Analytic | AACSB: Individual Dynamics
TYP: Knowledge
23. Top managers need to depend more on their ____ for success in the organization.
a.
b.
c.
d.
e.
diagnostic and interpersonal skills.
conceptual and diagnostic skills.
problem-solving and time management skills.
technical skills and interpersonal skills.
conceptual and technical skills.
ANS: B
PTS: 1
REF: p. 12
NAT: AACSB: Analytic| AACSB: Individual Dynamics
TYP: Knowledge
24. John, a middle manager in a high-tech form, has the ability to identify the products that
consumers want to buy, which is based on his ____.
a.
b.
c.
d.
e.
diagnostic skills
conceptual skills
technical skills
interpersonal skills
All of the above
ANS: B
PTS: 1
REF: p. 11
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics
TYP: Knowledge
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Full file at />25. Compared to lower-level and top-level managers, middle managers require more of which
skill?
a.
b.
c.
d.
e.
Diagnostic
Interpersonal
Conceptual
Technical
Middle managers require an even distribution across all four above skills.
ANS: E
PTS: 1
REF: p. 12
NAT: AACSB: Analytic | AACSB: Leadership | AACSB: Motivation
TYP: Knowledge
26. Information from which of the following disciplines would be least helpful in your study of
organizational behavior?
a.
b.
c.
d.
e.
Political science
Economics
Medicine
Anthropology
All of the disciplines would be helpful
ANS: E
PTS: 1
REF: p. 12-14
NAT: AACSB: Analytic | AACSB: Environmental Influences
TYP: Understanding
27. Which of the following disciplines has helped understanding of people and their
environments?
a.
b.
c.
d.
e.
Psychology
Organizational Psychology
Anthropology
Engineering
Medicine
ANS: C
PTS: 1
REF: p. 14
NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics| AACSB:
Environmental Influences
TYP: Knowledge
28. Contemporary organizational behavior is both ____ in focus and ____ in nature.
a.
b.
c.
d.
e.
dynamic; prescriptive
stable; consistent
interdisciplinary; descriptive
cross-cultural; proscriptive
interactional; behavioral
ANS: C
PTS: 1
REF: p. 12-15
NAT: AACSB: Analytic | AACSB: Reflective Thinking
TYP: Knowledge
29. The field of sociology has helped managers better understand
a.
b.
c.
d.
e.
the causes and consequences of stress.
productivity measurement.
the concept of personality.
ergonomics.
families and occupational classes.
buy this full document at
Full file at />ANS: E
PTS: 1
REF: p. 12
NAT: AACSB: Analytic | AACSB: Reflective Thinking
TYP: Knowledge
30. The descriptive nature of organizational behavior allows researchers to
a. predict with certainty that changing a specific set of workplace variables will improve an
individual's performance.
b. suggest that certain general concepts or variables tend to relate to one another in a
particular setting.
c. prescribe the correct way to manage people.
d. stabilize the complexities inherent in studying human behavior.
e. increase the job satisfaction of nearly all workers.
ANS: B
PTS: 1
REF: p. 15
NAT: AACSB: Reflective Thinking | AACSB: Individual Dynamics | AACSB: Group Dynamics
TYP: Knowledge
31. The central processes of interest in organizational behavior can be grouped into which of the
following basic categories?
a.
b.
c.
d.
e.
Contextual, situational, and industrial
Individual, interpersonal, and organizational
Referential, supplemental, and complementary
Transactional, transformational, and interactional
Dynamic, static, and semi-static
ANS: B
PTS: 1
REF: p. 15
NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics
TYP: Knowledge
32. Under the systems perspective, a system is defined as
a.
b.
c.
d.
e.
an interrelated set of elements that functions as a whole.
a procedure for fair and impartial performance appraisals.
a collection of independent organizations.
the central technology of the organization.
the ideal process for completing a particular job.
ANS: A
PTS: 1
REF: p. 17
NAT: AACSB: Analytic | AACSB: Creation of Value
TYP: Knowledge
33. All of the following are inputs an organization receives from its environment, except
a. money.
b. materials.
c. people.
d. employee behaviors.
e. information.
ANS: D
PTS: 1
REF: p. 16
NAT: AACSB: Analytic | AACSB: Environmental Influences
TYP: Understanding
34. Under the systems view, the profits that Wal-Mart receives as a result of the services it
provides is one type of
a. technology.
b. output.
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d. transformation.
e. contingency.
ANS: B
PTS: 1
REF: p. 17
NAT: AACSB: Analytic | AACSB: Creation of Value
TYP: Understanding
35. The systems view is important to managers because it
a.
b.
c.
d.
e.
underscores the importance of the organization's environment.
gives them a set procedure for making decisions.
allows them to eliminate the interaction among various elements of the organization.
reduces their risk of human error.
shifts the focus from outside the company to inside the company.
ANS: A
PTS: 1
REF: p. 18
NAT: AACSB: Analytic | AACSB: Technology
TYP: Knowledge
36. Which of the following perspectives argues that universal rules, solutions, guidelines,
predictions, and principles are feasible when applied to organizations?
a.
b.
c.
d.
e.
The universal perspective
Behavioral organization theory
The systems perspective
The interactional perspective
The contingency perspective
ANS: A
PTS: 1
REF: p. 18
NAT: AACSB: Analytic | AACSB: Strategy
TYP: Knowledge
37. Which perspective of management would most likely refute the notion that one style of
leadership would enhance employee satisfaction and job performance under any condition?
a.
b.
c.
d.
e.
Situational perspective
Classical perspective
Behavioral perspective
Interactional perspective
Universal perspective
ANS: A
PTS: 1
REF: p. 18
NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics
TYP: Understanding
38. ____ attempts to explain how people select, interpret, and change various situations.
a.
b.
c.
d.
e.
Interactionalism
Contextualism
Universalism
Individualism
Systems theory
ANS: A
PTS: 1
REF: p. 19
NAT: AACSB: Analytic | AACSB: Individual Dynamics
TYP: Knowledge
39. Which of the following is not studied as a group-level outcome in organizational behavior?
a. Productivity
b. Absenteeism
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d. Performance
e. Cohesiveness
ANS: B
PTS: 1
REF: p. 20
NAT: AACSB: Analytic | AACSB: Individual Dynamics
TYP: Knowledge
40. Some outcomes can be studied at the individual, group and organization levels. Which of the
following is generally assessed at both the individual and organizational levels?
a.
b.
c.
d.
e.
Absenteeism
Financial performance
Survival
Norms
Cohesiveness
ANS: A
PTS: 1
REF: p. 20
NAT: AACSB: Analytic | AACSB: HRM
TYP: Understanding
TRUE/FALSE
41. Organizational behavior is the study of human behavior in organizational settings, the interface
between human behavior and the organization, and the organizational itself.
ANS: T
PTS: 1
REF: p. 4
NAT: AACSB: Analytic | AACSB: Individual Dynamics
TYP: Knowledge
42. Even though humans behave in organizations, such conduct occurs independently of the environment.
ANS: F
PTS: 1
REF: p. 4
NAT: AACSB: Analytic | AACSB: HRM
TYP: Understanding
43. Organizational behavior is a designated business function just like marketing and accounting.
ANS: F
PTS: 1
REF: p. 6
NAT: AACSB: Analytic | AACSB: HRM
TYP: Knowledge
44. Developing new corporate goals that involve acquiring new businesses is part of the planning function.
ANS: T
PTS: 1
REF: p. 7
NAT: AACSB: Analytic | AACSB: Strategy
TYP: Knowledge
45. Organizing is the process of designing jobs and establishing patterns of authority.
ANS: T
PTS: 1
REF: p. 8
NAT: AACSB: Analytic | AACSB: Leadership
TYP: Knowledge
46. Leading is the process of setting deadlines and making plans to achieve goals.
ANS: F
PTS: 1
REF: p. 9
NAT: AACSB: Analytic | AACSB: Leadership
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TYP: Knowledge
Full file at />47. The controlling function includes monitoring organizational behavior and taking corrective action
when needed.
ANS: T
PTS: 1
REF: p. 9
NAT: AACSB: Analytic | AACSB: HRM
TYP: Knowledge
48. Managers acting as liaisons and spokespersons are operating in interpersonal roles.
ANS: F
PTS: 1
REF: p. 10
NAT: AACSB: Analytic | AACSB: Leadership
TYP: Knowledge
49. Figurehead, leader, and liaison are all decision-making roles that a manager can perform in an
organization.
ANS: F
PTS: 1
REF: p. 10
NAT: AACSB: Analytic | AACSB: Leadership
TYP: Knowledge
50. The ability to think in the abstract comes from a manager's conceptual skills.
ANS: T
PTS: 1
REF: p. 11
NAT: AACSB: Reflective Thinking | AACSB: Leadership
TYP: Knowledge
51. Managers use their interpersonal skills to understand cause-and-effect relationships.
ANS: F
PTS: 1
REF: p. 11
NAT: AACSB: Analytic | AACSB: Leadership
TYP: Knowledge
52. First-line managers need stronger conceptual and diagnostic skills than technical and interpersonal
skills.
ANS: F
PTS: 1
REF: p. 12
NAT: AACSB: Analytic | AACSB: Leadership
TYP: Knowledge
53. Organizational behavior draws on research from the fields of psychology, sociology, and engineering.
ANS: T
PTS: 1
REF: p. 12-14
NAT: AACSB: Analytic | AACSB: Motivation
TYP: Knowledge
54. Decision-making roles include disturbance handler, resource allocator, and monitor.
ANS: F
PTS: 1
REF: p. 10
NAT: AACSB: Analytic | AACSB: Leadership
TYP: Knowledge
55. Psychology is concerned with the interactions between people and their environments, especially their
cultural environment.
ANS: F
PTS: 1
REF: p. 12
NAT: AACSB: Analytic | AACSB: Individual Dynamics
TYP: Knowledge
56. A system is an interrelated set of elements that function as a whole.
buy this full document at
Full file at />ANS: T
PTS: 1
REF: p. 17
NAT: AACSB: Analytic | AACSB: Creation of Value
TYP: Knowledge
57. An organizational system receives inputs from the environment, combines and transforms them, and
then returns them to the environment.
ANS: T
PTS: 1
REF: p. 17
NAT: AACSB: Strategy | AACSB: Environmental Influences | AACSB: Creation of Value
TYP: Knowledge
58. A systems perspective keeps managers focused on both internal and environmental processes.
ANS: T
PTS: 1
REF: p. 17
NAT: AACSB: Analytic | AACSB: Environmental Influences | AACSB: Creation of Value
TYP: Knowledge
59. In organizations, most situations and outcomes are contingent; this is, the precise relationship between
any two variables is likely to be situational, dependent on other variables.
ANS: T
PTS: 1
REF: p. 18
NAT: AACSB: Reflective Thinking | AACSB: Environmental Influences
TYP: Understanding
60. Over time, organizational behavior has gradually shifted from a situational perspective to a universal
perspective.
ANS: F
PTS: 1
REF: p. 18
NAT: AACSB: Analytic | AACSB: Environmental Influences
TYP: Knowledge
61. The organizational system has four basic categories of input from its environment: technological,
financial, material, and human.
ANS: F
PTS: 1
REF: p. 17
NAT: AACSB: Analytic | AACSB: Environmental Influences
TYP: Knowledge
62. The notion that the relation between workers' skill levels and their performance levels depends on their
degree of loyalty illustrates a situational perspective.
ANS: T
PTS: 1
REF: p. 18
NAT: AACSB: Analytic | AACSB: Individual Dynamics
TYP: Understanding
63. Interactionalism attempts to explain how people select, interpret, and change various situations.
ANS: T
PTS: 1
REF: p. 19
NAT: AACSB: Analytic | AACSB: Individual Dynamics
TYP: Knowledge
64. Cohesiveness can be measured at the individual and organizational levels.
ANS: F
PTS: 1
REF: p. 20
NAT: AACSB: Individual Dynamics | AACSB: Group Dynamics
TYP: Knowledge
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important organizational-level outcomes.
ANS: T
PTS: 1
REF: p. 20-22
NAT: AACSB: Analytic | AACSB: Individual Dynamics | AACSB: HRM
TYP: Knowledge
COMPLETION
66. ___________________________________ can be defined as the study of human behavior in
organizational settings, the interface between human behavior and the organization, and the
organization itself.
ANS: Organizational behavior
PTS: 1
TYP: Knowledge
REF: p. 4
NAT: AACSB: Analytic | AACSB: HRM
67. Regardless of size, scope, or location, all organizations have at least one thing in common, they are
made up of ____________________.
ANS: people
PTS: 1
REF: p. 4
NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics | AACSB: HRM
TYP:
Understanding
68. Organizational behavior is not defined as a business ____________________.
ANS: function
PTS: 1
REF: p. 6
NAT: AACSB: Analytic | AACSB: Leadership | AACSB: HRM
TYP: Knowledge
69. Whether a business is large or small, domestic or international, growing or stagnating, its managers
perform their work within a(n) ___________________________________.
ANS: social context
PTS: 1
REF: p. 7
NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics | AACSB: HRM
TYP:
Knowledge
70. By designing jobs and establishing patterns of authority, the manager is performing the
____________________ function.
ANS: organizing
PTS: 1
REF: p. 8
NAT: AACSB: Analytic | AACSB: Leadership
buy this full document at
Full file at />TYP: Knowledge
71. ____________________ is the process of motivating employees of an organization to work together
toward the organization's goals.
ANS: Leading
PTS: 1
TYP: Knowledge
REF: p. 9
NAT: AACSB: Analytic | AACSB: Leadership
72. Performance evaluation, reward systems, and motivation all apply to ____________________.
ANS: controlling
PTS: 1
REF: p. 9
NAT: AACSB: Analytic | AACSB: Leadership | AACSB: HRM
TYP: Knowledge
73. Managers who attend a retirement ceremony are functioning in the ____________________ role.
ANS: figurehead
PTS: 1
TYP: Knowledge
REF: p. 10
NAT: AACSB: Analytic | AACSB: Leadership
74. The ____________________ role includes sending out memos to make employees aware of new
procedures.
ANS: disseminator
PTS: 1
REF: p. 10
TYP: Understanding
NAT: AACSB: Analytic | AACSB: Leadership
75. Resolving a dispute between employees would be part of the
___________________________________ role.
ANS: disturbance handler
PTS: 1
REF: p. 10
TYP: Understanding
NAT: AACSB: Communication | AACSB: Leadership
76. A manager in the role of ____________________ might develop a new product and convince others
that the idea will work.
ANS: entrepreneur
PTS: 1
REF: p. 10
NAT: AACSB: Communication | AACSB: Motivation | AACSB: Leadership
TYP: Understanding
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Full file at />77. The role of ____________________ involves speaking to external constituencies on behalf of the
organization.
ANS: spokesperson
PTS: 1
TYP: Knowledge
REF: p. 10
NAT: AACSB: Communication | AACSB: Leadership
78. The ____________________ serves as a representative of the organization in reaching agreements
with other organizations, such as labor unions.
ANS: negotiator
PTS: 1
TYP: Knowledge
REF: p. 10
NAT: AACSB: Communication | AACSB: Leadership
79. The ___________________________________ helps to allocate budget requests.
ANS: resource allocator
PTS: 1
REF: p. 10
NAT: AACSB: Communication | AACSB: Leadership | AACSB: Individual Dynamics
TYP: Knowledge
80. ___________________________________ allow managers to better understand cause-and-effect
relationships and to recognize the optimal solution to problems.
ANS: Diagnostic skills
PTS: 1
REF: p. 11
NAT: AACSB: Analytic | AACSB: Reflective Thinking | AACSB: Individual Dynamics
TYP: Understanding
81. ____________________ is concerned with the interactions between people and their environments,
especially their cultural environment.
ANS: Anthropology
PTS: 1
REF: p. 14
NAT: AACSB: Analytic | AACSB: Environmental Influences
TYP: Knowledge
82. Medicine has been incorporated into the field of organizational behavior, particularly in the area of
____________________.
ANS: stress
PTS: 1
REF: p. 14
NAT: AACSB: Analytic | AACSB: Environmental Influences
TYP: Knowledge
83. ____________________ in the field of organizational behavior involves work and productivity
measurement.
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Full file at />ANS: Engineering
PTS: 1
REF: p. 14
NAT: AACSB: Analytic | AACSB: Environmental Influences
TYP: Knowledge
84. A(n) ____________________ is an interrelated set of elements functioning as a whole.
ANS: system
PTS: 1
REF: p. 17
NAT: AACSB: Analytic | AACSB: Creation of Value | AACSB: Strategy | AACSB: Environmental
Influences
TYP: Knowledge
85. Products and services, profits and losses, and employee behaviors are all types of
____________________ that an organizational system releases to the environment.
ANS: outputs
PTS: 1
REF: p. 17
TYP: Understanding
NAT: AACSB: Analytic | AACSB: Creation of Value
86. Managers, office equipment, funds from stockholders, and sales forecasts are all examples of
____________________ to an organizational system.
ANS: inputs
PTS: 1
REF: p. 17
TYP: Understanding
NAT: AACSB: Analytic | AACSB: Creation of Value
87. ____________________ is used to transform inputs into outputs.
ANS: Technology
PTS: 1
REF: p. 17
NAT: AACSB: Analytic | AACSB: Operations Management
TYP: Knowledge
88. From a(n) ____________________ perspective, managers try to identify the possible ways to solve
problems based on organizational conditions.
ANS: situational
PTS: 1
REF: p. 18
NAT: AACSB: Analytic | AACSB: Environmental Influences
TYP: Knowledge
89. ____________________ attempts to explain how people select, interpret, and change various
situations.
ANS: Interactionalism
PTS: 1
REF: p. 19
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Full file at />NAT: AACSB: Analytic | AACSB: Environmental Influences
TYP: Knowledge
90. A person's ____________________ is an indicator of his or her efficiency and is measured in terms of
the products or services created per unit of output.
ANS: productivity
PTS: 1
TYP: Knowledge
REF: p. 20
NAT: AACSB: Analytic | AACSB: Individual Dynamics
MATCHING
Match the following:
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
l.
m.
n.
o.
p.
q.
r.
s.
t.
91.
92.
93.
94.
95.
96.
97.
98.
99.
100.
101.
102.
103.
104.
105.
106.
relating to others
announces new products to press
sold to the consuming public
transformation of inputs to outputs
interrelated set of elements
organizing
level of outputs per input
aids study of organization culture
leader
organizational behavior
universal conclusions impossible
power and decision making
think in the abstract
cause-and-effect relationships
voluntary initiator of change
people as resources
the field of medicine
resource allocator
seeks valuable information
accomplish specific tasks
study of human behavior
human side of management
basic management function
liaison role
technical skills
conceptual skills
organizational outputs
technology
monitor
situation theory
entrepreneur
diagnostic skills
spokesperson
decision-making role
interpersonal role
systems theory
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Full file at />107.
108.
109.
110.
91.
92.
93.
94.
95.
96.
97.
98.
99.
100.
101.
102.
103.
104.
105.
106.
107.
108.
109.
110.
productivity
anthropology
stress
political science
ANS: J
PTS: 1
NAT: AACSB: Analytic | AACSB: Group Dynamics
ANS: P
PTS: 1
NAT: AACSB: Analytic | AACSB: Individual Dynamics
ANS: F
PTS: 1
NAT: AACSB: Analytic | AACSB: Leadership
ANS: A
PTS: 1
NAT: AACSB: Individual Dynamics | AACSB: Group Dynamics | AACSB: Leadership
ANS: T
PTS: 1
NAT: AACSB: Analytic | AACSB: Leadership
ANS: M
PTS: 1
NAT: AACSB: Reflective Thinking | AACSB: Strategy
ANS: C
PTS: 1
NAT: AACSB: Analytic | AACSB: Strategy
ANS: D
PTS: 1
NAT: AACSB: Analytic | AACSB: Strategy
ANS: S
PTS: 1
NAT: AACSB: Analytic | AACSB: Leadership
ANS: K
PTS: 1
NAT: AACSB: Analytic | AACSB: Strategy
ANS: O
PTS: 1
NAT: AACSB: Analytic | AACSB: Leadership
ANS: N
PTS: 1
NAT: AACSB: Reflective Thinking | AACSB: Strategy
ANS: B
PTS: 1
NAT: AACSB: Communication | AACSB: Leadership
ANS: R
PTS: 1
NAT: AACSB: Analytic | AACSB: Leadership | AACSB: Strategy
ANS: I
PTS: 1
NAT: AACSB: Analytic | AACSB: Leadership
ANS: E
PTS: 1
NAT: AACSB: Analytic | AACSB: Strategy
ANS: G
PTS: 1
NAT: AACSB: Analytic | AACSB: Strategy
ANS: H
PTS: 1
NAT: AACSB: Multicultural and diversity understanding | AACSB: Individual Dynamics | AACSB:
Group Dynamics
ANS: Q
PTS: 1
NAT: AACSB: Analytic | AACSB: Leadership
ANS: L
PTS: 1
NAT: AACSB: Analytic | AACSB: Leadership
ESSAY
111. Define organizational behavior in terms of the individual, the individual-organizational interface, and
the organization itself.
ANS:
Answer not provided.
PTS: 1
NAT: AACSB: Analytic | AACSB: Individual Dynamics | AACSB: Group Dynamics
112. Explain why it is important for managers to have a good understanding of organizational behavior.
ANS:
Answer not provided.
PTS: 1
NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics
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ANS:
Answer not provided.
PTS: 1
NAT: AACSB: Analytic | AACSB: Leadership
114. Describe, discuss, and give examples of the central concepts of organizational behavior that are
grouped into three basic categories.
ANS:
Answer not provided.
PTS: 1
NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics
115. Describe the relative importance of the four managerial skills for top managers versus lower-level
managers.
ANS:
Answer not provided.
PTS: 1
NAT: AACSB: Analytic | AACSB: Leadership
116. Identify, discuss, and give examples of the contextual perspectives on Organizational Behavior.
ANS:
Answer not provided.
PTS: 1
NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics
117. What is meant by the statement that organizational behavior has a descriptive, rather than prescriptive,
nature? How does this relate to its importance as a managerial tool?
ANS:
Answer not provided.
PTS: 1
NAT: AACSB: Analytic | AACSB: Communication | AACSB: Leadership
118. Using the model presented in your text, briefly define systems theory. Give an example of each
component of systems theory as it exists in an organization.
ANS:
Answer not provided.
PTS: 1
NAT: AACSB: Analytic | AACSB: Creation of Value
119. Compare and contrast the universal and situational perspectives in organizational behavior.
ANS:
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PTS: 1
NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics
120. Compare and contrast individual-level outcomes, group-level outcomes, and organizational-level
outcomes.
ANS:
Answer not provided.
PTS: 1
NAT: AACSB: Analytic | AACSB: Group Dynamics | AACSB: Individual Dynamics
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