Management and

Organizational Behavior Test

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 Management and Organizational Behavior
Test Bank
Course Introduction
Management and Organizational Behavior explores the fundamental principles of

managing individuals and groups within organizational settings. The course examines

key theories and practices related to motivation, leadership, team dynamics,

decision-making, and organizational culture. Students learn how effective management

and an understanding of human behavior influence organizational outcomes, with

emphasis on communication, conflict resolution, and change management. Through

real-world case studies and practical exercises, students develop critical skills for

analyzing and improving workplace behavior, fostering a productive and ethical

organizational environment.

Recommended Textbook
Organizational Behavior 12th Edition by John R. Schermerhorn

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16 Chapters
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Page 2
 Chapter 1: Introducing Organizational Behavior
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Sample Questions
Q1) Organizational behavior is an interdisciplinary body of knowledge with strong ties to
all of the following disciplines EXCEPT:
A)psychology.
B)physics.
C)sociology.
D)anthropology.
E)economics.
Answer: B

Q2) The learning sequence begins with initial experience and subsequent reflection.
A)True
B)False
Answer: True

Q3) According to Robert Katz,the relative importance of technical,human,and

conceptual skills varies across the different levels of management.
A)True
B)False
Answer: True

Q4) According to Robert Katz,what is an ability to perform specialized tasks?

Answer: A technical skill

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Page 3
 Chapter 2: Individual Differences,Values,and Diversity
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Sample Questions
Q1) __________ and __________ are two related aspects of the self-concept.
A)Self-esteem; self-monitoring
B)Self-esteem; self-assessment
C)Self-esteem; self-efficacy
D)Self-monitoring; self-assessment
E)Self-monitoring; self-efficacy
Answer: C

Q2) The "Big Five" personality dimension of agreeableness refers to which of the following
sets of personality traits?
A)Outgoing,sociable,and assertive
B)Good-natured,trusting,and cooperative
C)Responsible,dependable,and persistent
D)Unworried,secure,and relaxed
E)Imaginative,curious,and broad-minded
Answer: B

Q3) __________ reflect a person's preferences concerning the "ends" to be achieved.

Answer: Terminal values

Q4) __________ reflects a person's ability to adjust his or her behavior to

external,situational (environmental)factors.
Answer: Self-monitoring

Page 4
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 Chapter 3: Emotions,Attitudes,and Job Satisfaction
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Sample Questions
Q1) Well managed rewards can positively influence both individual satisfaction and
performance.
A)True
B)False
Answer: True

Q2) Which of the following statements is correct?

A)Deep acting is hiding your inner feelings and forgoing emotional expressions as a
response to display rules.
B)Surface acting is trying to modify your true inner feelings based on display rules.
C)Deep acting and surface acting are two terms reflecting ways of dealing with
emotional dissonance.
D)Deep acting and surface acting are two terms reflecting ways of behavior when a
person's ethics is somewhat questionable.
E)Deep acting is trying to modify your true inner feelings based on your personal
standards for behavior.
Answer: C

Q3) __________ are generalized positive and negative feelings or states of mind.
Answer: Moods

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Page 5
 Chapter 4: Perception,Attribution,and Learning
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Sample Questions
Q1) Which of the following statements best defines selective perception?
A)Selective perception is the assignment of personal attributes to other individuals.
B)Selective perception occurs when an individual's characteristics are contrasted with
those of others who have been recently encountered and who rank higher or lower on
the same characteristics.
C)Selective perception is the tendency to create or find in another situation or individual
that which one expects to find.
D)Selective perception occurs when one attribute of a person or situation is used to
develop an overall impression of the person or situation.
E)Selective perception is the tendency to single out those aspects of a
situation,person,or object that are consistent with one's own needs,values,or attitudes.

Q2) Impression management is a person's systematic attempt to influence how others

perceive us and flattering others to favorably impress them.
A)True
B)False

Q3) Piece rate pay is an example of a(n)__________ reinforcement schedule.

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Page 6
 Chapter 6: Motivation and Performance
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Sample Questions
Q1) A job's motivating potential score can be raised through all of the following methods
EXCEPT:
A)reducing tasks to create smaller jobs.
B)opening feedback channels to enable workers to know how well they are doing.
C)establishing client relationships to enable employees to experience feedback directly
from customers.
D)employing vertical loading to create more planning opportunities.
E)employing vertical loading to create more controlling responsibilities.

Q2) Activity measures of performance assess actual work results.

A)True
B)False

Q3) According to the integrated model of individual work motivation,a person's job
performance is influenced most directly by individual attributes such as ability and
experience,organizational support such as resources and technology,and effort or the
willingness of someone to work hard at what they are doing.
A)True
B)False

Q4) __________ increases job content by giving workers more responsibility for
planning and evaluating duties.

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Page 7
 Chapter 7: Teams in Organizations
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Sample Questions
Q1) With regard to __________,the members of an effective team are sufficiently
satisfied to continue working well together on an on-going basis and/or to look forward
to working together again at some future point in time.

Q2) The performance advantages of teams over individuals are most evident in all of the
following cases EXCEPT:
A)when a conservative decision is required.
B)when there is no clear "expert" for a particular task.
C)when problems are complex.
D)when a division of labor is required.
E)when a sharing of information is required.

Q3) The __________ is the tendency for increasing diversity among team members to
make it harder for them to work together,even though the diversity itself offers improved
potential for problem solving.

Q4) Ringlemann identified two reasons why people may not work as hard in groups as
they would individually: (a)their individual contributions are less noticeable in the
context of a group; and (b)group goals are often less well defined than individual goals.
A)True
B)False

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Page 8
 Chapter 8: Teamwork and Team Performance
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Sample Questions
Q1) Decision by __________ is being used when two or three people can dominate the
majority or "railroad" the majority into agreeing to a solution.

Q2) The __________ of a group or team represent the ideas or beliefs about how
members are expected to behave.

Q3) In coping with the challenge of entering a team,tough battlers are those individuals
who are frustrated by a lack of identity in the new group and who may act aggressively
or reject authority.
A)True
B)False

Q4) Team building in the formal retreat approach takes place in the firm's headquarters
facility,typically over a weekend,when the building is quiet.
A)True
B)False

Q5) High-performance teams have strong core values that help the team members
guide their attitudes and behaviors in directions consistent with the team's purpose.
A)True
B)False

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Page 9
 Chapter 9: Decision-Making and Creativity
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Sample Questions
Q1) Which of the following is considered to be a spotlight question as mentioned in the
text?
A)What might my friend do if he was in a similar situation as me?
B)How would I feel if my family found out about this decision?
C)If I make this decision,will I be able to sleep at night?
D)Would most other people in society make the same decision as I would?
E)None of the above.

Q2) __________ decisions are specifically crafted or tailored to the situation at hand.
A)Ad hoc
B)Discretionary
C)Nonprogrammed
D)Arbitrary
E)Elective

Q3) Behavioral decision theory models view the manager as acting in a world of
complete certainty.
A)True
B)False

Q4) The 5-step process of choosing a course of action for dealing with a problem is
referred to as ________.

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Page 10
 Chapter 10: Conflict and Negotiation
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Sample Questions
Q1) The type of conflict that diverts energies,hurts group cohesion,promotes
interpersonal hostilities,and overall creates a negative environment for workers is called
__________.
A)inappropriate conflict
B)inconsistent conflict
C)functional conflict
D)dysfunctional conflict
E)contradictory conflict

Q2) __________ involves a fundamental disagreement over ends or goals to be

pursued and the means for their accomplishment.

Q3) In the context of the stages of conflict,when the antecedent conditions become the
basis for substantive or emotional differences between people or groups,the stage of
perceived conflict exists.
A)True
B)False

Q4) Functional conflict is also called __________.

Q5) Three criteria for effective negotiation are quality,harmony,and efficiency.

A)True
B)False

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 Chapter 11: Communication and Collaboration
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Sample Questions
Q1) Furniture placement can provide nonverbal communication.
A)True
B)False

Q2) Potential noise comes from all of the following EXCEPT:

A)cultural similarities.
B)semantic problems.
C)mixed messages.
D)absence of feedback.
E)physical distractions.

Q3) __________ communication goes from sender to receiver and back again.

Q4) The success of international business practices such as outsourcing often rests with
the quality of __________.
A)ethnocentrism
B)honesty
C)ethics
D)cross-cultural communication
E)an individual's ability to speak one language

Q5) Upward communication follows the chain of command from top to bottom.
A)True
B)False
Page 12
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 Chapter 12: Power and Politics
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Sample Questions
Q1) In the context of self-protection against organizational politics,the methods of
avoiding action and risk taking include all of the following EXCEPT:
A)working to the rules.
B)playing dumb.
C)depersonalization.
D)passing the buck.
E)routine or creative stalling.

Q2) Expert power is the ability to control another's behavior through the possession of
knowledge,experience,or judgment that the other person does not have but needs.
A)True
B)False

Q3) Stanley Milgram designed experiments to determine the extent to which people
obey the commands of an authority figure,even if they believe they are endangering the
life of another person.
A)True
B)False

Q4) Describe the zone of indifference.

Suggested

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Page 13
 Chapter 13: Leadership Essentials
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Sample Questions
Q1) Which of the following statements is NOT correct with regard to Fiedler's contingency
theory of leadership?
A)Situational control is the extent to which leaders can determine what their group is
going to do and what the outcomes of their actions and decisions are going to be.
B)The least preferred co-worker scale is a measure of a person's leadership style based
on a description of the person with whom the respondent has been able to work least
well.
C)Fiedler argues that high LPC leaders have a relationship-motivated style.
D)Fiedler argues that relationship-oriented leaders have greater group effectiveness
under high and low situational control,whereas task-oriented leaders have more
effective group effectiveness under moderate situational control.
E)Fiedler argues that low LPC leaders have a task-motivated style.

Q2) Leader traits and behaviors can act in conjunction with situational contingencies to
predict leader or organizational outcomes.
A)True
B)False

Q3) __________ leadership is a more general term for employee-centered

supervision.

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Page 14
 Chapter 14: Leadership Challenges and Organizational

Change
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Sample Questions
Q1) Cultural implicit leadership dimensions (CLT's)within the GLOBE theoretical model,are
similar to the term "prototypes."
A)True
B)False

Q2) Self-leadership activities are often divided into these three broad categories:
A)behavior focused,self reward and constructive thought pattern strategies.
B)cognitive,behavior and emotional strategies.
C)focus,ambiguous and unfocused strategies.
D)bottom-up,top-down and middle strategies.
E)group,individual and team strategies.

Q3) Ethical leaders emphasize values,vision and intellectual stimulation.

A)True
B)False

Q4) "Know thyself" is the essential argument of __________ leadership.

A)ethical
B)authentic
C)servant
D)spiritual
E)transformational Page 15

Q5) __________is the first step toward behavioral change.

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 Chapter 15: Organizational Culture and Innovation
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Sample Questions
Q1) A counterculture is a group of individuals with a unique pattern of values and
philosophy that is consistent with the organization's dominant values and philosophy.
A)True
B)False

Q2) The observable culture includes the unique stories,ceremonies,and corporate rituals
that make up the history of the firm or a group within the firm.
A)True
B)False

Q3) The corporate uniforms worn by UPS and Federal Express delivery personnel are
examples of __________.
A)cultural symbols
B)cultural artifacts
C)cultural tokens
D)cultural attributes
E)cultural proxies

Q4) A firm that values diversity but systematically works to block the transfer of
societal-based subcultures into the fabric of the organization is known as
a(n)_________ organization.

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Page 16
 Chapter 16: Organizational Goals and Structures
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Q1) While an organization chart may clearly indicate who reports to whom,it is also
important to recognize that it does not show how work is done,who exercises the most
power over specific issues,or how the firm will respond to its environment.
A)True
B)False

Q2) A good mission statement says whom the firm will serve and how it will go about
accomplishing its societal purpose.
A)True
B)False

Q3) Policies,rules,and procedures are often employed as substitutes for direct

supervision.
A)True
B)False

Q4) A(n)__________ is a single corporation that contains several unrelated

businesses.

Q5) __________,which enables people to be involved in making decisions that affect

their work,is closely related to decentralization.

Q6) The number of individuals reporting to a supervisor is called the __________.

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Chapter 17: Strategy,Technology,and Organizational Design
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Sample Questions
Q1) The __________ environment is the set of cultural,economic,legal-political,and
educational conditions found in the areas in which the organization operates.

Q2) A managerial script is a series of well-known routines for problem identification and
alternative generation and analysis common to managers with a firm.
A)True
B)False

Q3) Complex decision support systems do little to aid middle and lower-level managers
in analyzing problems and making decisions.
A)True
B)False

Q4) As Amazon.com grew and became more complex,its structure shifted from simple
to a(n)__________.

Q5) From an organizational standpoint,information technology (IT)has the potential to

add capability.
A)True
B)False

Q6) IT has long been recognized for its potential to add __________ to an
organization.

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