Exam 1 - MSG 6% 801516

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Unformatted text preview: MSG 6% 801516 ,,.-—-——-——""'——-—_____|_mfl Name- __ _ ,5 Date: _ E ( Road each creation carcfitllv and select one stutter. Please record that answer on your Scottuno. anti also indicate which Exam Form 1am have on that Scaiuron Form. 1. You have just hired several new etnpiovecs who are motivath able to perfocm their jobs, and have adequate resume-es- Hon-ever. the:-r aren‘t sure what tasks are irczludcd in their job. Aocotdittg to the MARS model. these new employees will likely? at” mphasize the utilitarittmfl‘n principle in their decision melting. B} have lower job performance due to prior role perceptions. C} have high joh perfonnanec because the}t are motivated and able to perform the work. Ill-j have above average organizational citizenship. E} have a high degree of differentiation according to Holland's classification of occupations. 2. Haslow's needs hiI.-.'ra.n::h_1,lr explicitly names the following needs EXCEPT: .59 power. ‘3} seif-achsaliaatioo- (3} safety. D} esteem. E} belongingnczfi. 3. People who value their independence and personal uniqueness have: WEI} high individualism- 3} low oollectivism. ,2? high power distance. ,EO' low uncertainty avoidance. IE} both we and 'c'. 34. Which of these statements is consistent with the five anchors of organiaational hohtwior? A] Organizational behavior theories must apply maversally to every situation. JET Organizations are like machines that operate incleocodeotlv of their external . environment. *6!” Each DB topic mlatts to only one level fiffiflaij-‘sis. for; ta.- field aforgmfizafifiufll behavior should rely or: one disciplines for acme of us \gj moon- development 3 clone of these statistic-its is oonsistent with use GE anchors. J Page I 5. Sine-1m isdisnntisfied with her bins hr not supporting her wot-It or reeogntzing hot-job performnnee. hi spite effluent: problems. Shawna does not complain and slots not intend to move. elsewhere lntrteatl. she maintains her level nfwork effort and hopes the nonunion}: 1will evenmally norm tJnnie problems. Aemrdingto the ii‘t'Lhi model, Shitan is mainly engaging in: A} exit. B) voice. employnbility. é)? loyalty. - negleeL ,5. Scientific management inehidee which of the following? A} Amigning employees to fixed hourly wagon. Symmmticnllv dividing a job into its smallest possible eleinerns and assigning thfie tiivifiedeaelts to cinnloyeen who are best qualified to pee-Fem them. C} Cuinhiniog make no empioyoee perform an entire work process flout beginning to aid. D} Encouraging employees to set their oven gen}: and have positive thoughts ehom their work perfomtnnee. E} All of the above. '3. The uncomfortable tension felt when our behavior and attitudes are ineonsistm: with each other is called: .M’eogiitive dim. Ween} intelligence. eogniri ve justification. cognitive dinsonnnee. n) neglect. 3. Which of the Following perceptual netivitie's involves melting infereneee about the muse: of a person‘s actions? in Attribution fir EWing injection bins ' .; Selective attention E] self-fulfillingpmpheey Page 2 9. W,th effect does telecommuting have In the workplace? gLTeieeommutiog tends to improve the teleeorrunuter's work-family balance. Telecommuting Forees Corporate leaflets to evaluate unplevees more for flteit work i'fiSlliE rather than their ‘faee time'. I C} Telecommtitig tends to inerease company,- expeetations about the telecommqu I pt'oduetivity. D] Telecommuting inereases the risk that employees feel socially isolated form eaeh | other- @Teleeommuting has all of the alt-eve effeets. Ill Suppose that Jamie. your supervisor, makes a fimtiantental attribution enot when Evaluating yourth performanoe. Whieh ofthe Following is most likelyto oeeur'l A} Jamie wmild tend to give you a lower appraisal tathtg because she thinksyotn goo-ti A performance is due mainlyr to hot. effective leadership over you. Q; Jamie will tend to rate you high or low on all performanoe dimensions based mainly on her overall impression of you. ' fl Jamie would tend to give you a higher appraisal rating heeaeseshe thinks your performance is due to ability and motivation rather than external conditions {such as helpful colleagues}. D) Jamie will likely one you based on her initial impression of vote potential ability. EJ/Petfemtanee evaluation decisions are unaffected by attrihotion cows. ll. During a speeeh in front of thousands of people, a visiting dignitaty is promoted by several seeurity professionals. To watch for threats against the visiting dignitary, the seeutity people it}; to tale: in everything and avoid focusing on one or two suspicious people in the audience. This perceptual process is a form of: A) self—fitlfilling prophecy. E} halo error. C} first impressions. soeial—idomity. splatter vision. l2. Employees who stay 1with an organization mainly heeanse they lmlieve it will cost them i311}! to leave. lileelyr have: high eontirl uanee commitment. it) high emotional intelligence. C} high affective eomm‘roneat. D} all of the above. E} none of the above: those employees have low organizational commitmeoo I]. Abiltty melanin: winch of tltese'.’ I {3 Aperitif-es and learned skills ~~~ll,1,‘_l'tlatnntl aptitude and intensity I Q Pfisisamcc and direction D} intensin and lean-ted capabilities ‘El‘xflirection and intensity ---- H. 1lili'l'tici't oftheso newlines generally has the strongest collectivist value orientation? - United States ‘3) has“ C] Taiwan Egypt Kinetic»: - I5. Which ofthe following slatclncnm about task performance is RAISE? u Emnloyecs an: evaluated against a performance standard. Bl Task pet-fonnance refers to goal-directed activities under the individuals control. 9 Employees are almost always evaluated on jttst one perfonnance dimmtsion. Employees are expected to perfonn their work above a minimum acceptable level. E} Each perfonnance dimension requires specific skills and knowledge. ts. 1lii'tr’oi'ltlinens: diversity: it} includes the may of younger people to the workforce. B} can potentially improve decision making and team performance in organisations. [2} is increasing in the United States. includes the increasing plop-onion of women in the workforce. all ofthe abuse. 1?. In the field of organizational behavior. organizations are best described as: A) legal entities that must abide by government regulations and pay taxes. B} physical sneer-tree; with observable capital equipment. C social entities with a publier stated set of formal goals. } gram ol'peonle who wot-ls iota-dependently towards some pulp-taste. E any social entity with pmfil-ectflered motives and chimes. Page 4 13. The content hypothesis states that: A) our teadencyto stereotype people imreases with our fieqmaiey ofeontael with there. :3) we are more likely to make an internal annhotion ofsonmmo's behavior when we have more eoetaet with that person. C) soeial identity theory onlyapplies to people who have personal eonteet with the groups to whom they identify. 4,9? we are less likely to stereotype someone as we have more interaction with himflter. E} self-Wing prophecyoeeurs only when the unfit individual does not personally meet the person nmltingthe prophecy. [9. Employee behaviors that extend beyond normaljoh duties: A) should he discourage-o hy organizational leathers. II} are usually perfumed by people with low eooeeientim. C} mlhemostimpnruntefuraetuisoesofpeopleeifltmexmra] Imuofemtrol. are common in small hmiaesses but never noon: in large firms. are ealled organizational citizenship. so. One advaotag ofgainsharing plans is that: fl they increase efficiency without paying mtployees any financial reward. they tie employee pay directly to eompany profits. C) they create a reasonably strong efi‘ort-to-pcrl’onnaeee expectancy because mueh of * the mist savings are widen the teattfs eonaol. ' D) they reward infiivititlals for their on personal performance rather than team or organizational peefonnanoe. E} they do both ‘A’ and ‘C‘ 21. Prode is unhappy about his work and his sopem'sor, so he has started to pay less attention to the quality of his work. He also arrives Iate for work and generally pets less effort into his work. This information suggests that Predeep's rrra'tn reaction to job is: A) exit. 3} voice. C] eornnritmeht. D} loyalty. neglect. 12. To aniline the amount ofnon—rneynlahie waste that mploynes throw on! each day, a major teiephone company remoted containers for non-Whole ntbhish from each inflict: and tt‘ntkstafion. This altered employee behavior mainly by. X) increasing ernployee motivation to be less wasteful. helping employees to learn how to be less westefiil. altering siniational factms so that employees have: more difficuityptaetieing wasteftfl behavior. D} increasing aptitudes that makeemployces less wastefill. “teasing organizational eitimnship so that employees will be less wastefill. ‘ 23. Amt-Jinan firms ate making increasing use ol'eontingent workers beaause: A} organizations can change their skill requirements more quickly than with 1123th staff. B} contingent workers often involve lower firewall costs titan regular staff. Cl they allow companies to adjust the ntnnber of'people working to fit eusttmtta‘ demand. {£11 all nl'fi'te above. It none of the above. 24. According to social identity meaty. people tcnd to: ..--" A} perceive Ihetnseiees as members of several groups B] perceive Ilsa: their own notions are due to the sinmtion, whereas the behaviors of -- P .1 other people are ntttiril)I due to their motitation and ability- iheiieve that people in their one groups share emrnnon traits and people in empatison groups share it difi'erent set ol'trail‘s _ do all of the above. do onlyr 'A‘ and 'C'. 25 netting employees informed about and involved in the organiration tends to: A instease affective nommitrrient. t—Briflretloee job satisfaction- Wroduee cognitive dissonance. _ "flj—-reduee unotioml intelligenee. EL have no effect on work attinttles. ____.—l- 16. Conliogonl work is in which: 73.411: sic: ofthve missus-‘3. payr chook is contingcuion the number ofonits notional “*B}. tho likelihood of long—term m'tpi-oymmt with Iiicta'ganizotiom dq'tcnds on flu: moi-ow! fish perform. C] the individual doc: not has": an totplicit or imtflioit coon-act for long-tom employment. D} thominimum hours of work can vary in a non—systematic way. such as 'on—c-all' part- tiotc cmpioymcni E] both 'C' and 'D“. 2?. Which of thcsc statcmcnts about job satisfaction and customcr satisfaction is TRUE? Hog. Employees with highcrjoh satisfaction tcnd to givc pootor customcr scnricc. ~43}.— Satisi'tcd cmployccs hsvc'a motc positivc rtiocrcl1 which communicates fi-icndlincss to customcrs. imatisflod cmpioyccs are loss Film];' to quit. so customors rocoivo more consistmt and " "Emilia: Won. ‘1);— Satisfied employees an: more liltclg.r to cngagc in “ocglon”. so customers roccivc poomr smioc ii‘om flicsc cmployccs. fi) Both '3' and 'C‘ am: into. 23. Which ofthe following is an individual incentive? A} Gainshoting pians B} Balanced scorecards 5:} Stock optioth ‘12}; Stock omhip E} None of tho abow 2*}. The concept ofprcjudicc is most closet};r tolatcd to: A. bchavior modification. 6;? stcrootyping. Johari Window. D} attribution prcccss. E} social looming thaw- 30.!tjohinn11ichcmploymamabicmmlotcsommhing fi‘ombegimingtomdor niacin is a visihlc Moftho work is calico: A} skill variciy B} task signi fioanco C) job foothold: job nitration " } task it:ie:t't*tit_~,.r 1‘ch T 3! Which of the followiogjoh design strategies tends to increase work ellitrieoejfii “ILL Job enlargement BL Job notation lob eiriehmem Job mialimflon El None of'these strategies increase-r work efficiency | ,r" 32. Both Jane and lotto.r believe that their boas makes them eta}! late to complete work and tit-signed challenging work loatlii. Even though the}r have the some beliefs about their 13055, latte complain: to higher managemeiit about her hot-5‘5 behavior “heroes Joey does not oomplain- dot-ordng toflte model of emotions. attitudes. and hehan'or. Jane and Joeyr probath engaged in different behavior toWard their boss because: A} they might have different feelhigs about their boss‘s ehameteristiea. 3} their unique experiences in the past have reinforced different behavior intentions. C] they experience difiereot emotim regarding staying late for work and observing their boss's poor interpersonal skills. Q of all ol'tlr: above. E} "the model ofemotioos, attitudes. and behavior cannot explain why people with the same beliefs engage in different behaviora. 33. 1|Ir‘li‘hieh needs are potentially fulfilled through money? A) Growth needs {E} Existeoeemeds E} Relatedneaa needs D} Need for achievement I E) All of the aheve 34. Our likelihood of ootieiitg a person or object depends on its: A} novelty B} intensity £1] rooti on D} size BUN all of the Show 35. Researehhas found that fllh‘tpl‘fitflllfi are more likely to succeed ifthey hate: it} a low need for socialized power. E} a high need for personalized power. C] a high need for afliliarioo. D} a low existence need. a high need for eehiem'emetit. 36. Knowledge of results originates primarily from: A] job fee-rhino]: EB)“ skill variety -{3} autonomy D] task significance E) task iriet'rtit},r 3?. People who are 'eqeity ecositivc' tend to: r't} avoid having a eooiparison outer. .3}. he tolerant ofsimalinm where they are underreonnied. '6}- hnve a low E-to—l’ expectancy. Fifi—fool more eomfimzblc in simarioos where the}! receive proper-Jonater more than others. “{3} want their outoomeiiuput ratio to be equal to the outcomei'input ratio ofthc ' comparison orb-n. 38. Motown is a new amplifier: who comes from a culmuhat values respect for peopic in higher positions and when the Wellhcing of others more than goal achievement. Moron-rah culture would have“ 4L high poorer disomce and nurturing orientation. iii—high eoileotivism and short-tone orientation. mow uncertainty avoidance and high individualism ‘BHow power distance and Strong tttomring orientation. (Eb none of the above. 39. A government agency enriched the jobs of customer scnrioc assistants {ESE} by giving them more notoorenyaeri response-nthlit}r for ciicnts in :1 specific geographic area. Previously, CSAS liar] hmitcd finite-lionrqir and would scn‘e clients based on rmdom assignment Although these changes clearly enriched the jobs. many of the [ISM Were neither more motivated nor satisfied ofth the changes. These remove results likely occurred because: v-fl—job mietunent only worior for management employees. -B,’r- the GSA: my have had low growth need strength or incited the skilht and iorowiedge to perfonn the more challenging work. '6 job unichmmt only works when “prams participate in the changes. D] all of the above. 15.) none of the above. Page 9 4H. [intersin awareness training: A} oolmlunieatcs the value ofiiiversity in the workplace- 3} gives enqaloyees more annual: infinrnatioa about people from difierent backgrounds. C] helps amp-503m to become more aware ol'their stereotyping nineteen 133' does ail of the above. El docs only 'A' and 'E'. 41. The chief" executive of a startuup highrtechuology company recently made several public announcements about the eompanfs values. She emphasized that. although the company is less than one year old. its unpioyees aireatiy have afioptod a strong set of values around sharing, ficcdorn and achievement. However, you personally hum two unployecs at Ilie company 1who say that employees don‘t really have a much set of values. and they are certainly not unanimous about the three values stated by the CEO. The CE!) is tilier describing the companys: A) espoused values. EL ethical values. professional values. D} organizational values. E} enacted values- 42. Which of the following concepts is cXpIicitly considered by equity theory! - Q? Comparison other ._...--"' J‘ B Eflhrt-to—pcrfurmanec expectancy C) Outcomtv'input ratio D] All of the above *5} Only 'A‘and 'C" 43. Steam 3 carpnns manufacture; pays employees a higher hourly rate as they learn to operatemotepansofflteworkproecss. Employeesearnilflperhourwimtheyarc hired antitheyeaneam upto ilflper hour It'thcyntasterall l2 work units in the produetion [Recess Steelweld is applying which of these reward systems? Lfiix'fiitill-hasecl pay B} Piece-rate pay (2} Job evaluation system D} Seniority—based pay E} None of the above Page it! 44- Comp-amt! to people with iuw job satisfaction, employees with higltjoh satisfaetioo user-till}r have which ofthe following? A} Lower employee tufllm'flr. Bl ijttb performance. C} Lower absenteeism. D All of the above. Nam: fifth-t: above. 45. Americans tend to have: A) a high eolloetisism value orientation. B} a high nurturing-orientation value. C] a long-tom orientation- ? an individualistic value orientation. J both 'E' and ' "'. 46. When jobs are highly interdependent, employers should: Meow using any Form ofpetfonttanee-based reward B} use a team-based reward. —G:l—ose an individual-based reward. D use an organizational-based It‘ll-Ed 53.1mm. } useeitlterorbotltof‘fl'and'fl‘. 4?- The highest level of emotional intelligence is: —7 social nit-mes. / B} self-management. C} organizational eompselteusmn. DJ self-awareness. g) None of the above. 48- The psychological proeess DfSubGDflSGlOufily seteeniog out large blue-Its of information that flireaten the person's beliefs and values is ealled: ,Al pomeptual grouping kg] ;, perceptual defame. CT mental models. ewe-I smo- Wimm bias. Page i l i9. Herzherg's motivator—hygiene theory led to more serious study of: f/ A} 'perfonnaneerhased rewards as a strategy to reduce employee turnover. E} joh specialization as a strategy to improve job performance. Cl lighting, noise and other working conditions that help employecs to work harder. D} the effect of constructive thought patterns on employee behavior. El Ijoh enrichment'and the motivational potential joh content. 5t}. According to die multiple levels of analysis anchor: A} organizational behavior is mainly tho study of how all levels of the organizational _ hierarchy interact with the external environment. Bl DB topics typically relate to the individual= team and organisational levels of ' analysis. flthet’e are eight levels of analysis that scholars should recognize when conducting DE“- research. mcotganizationai events can he studied from only one level of analysis- E) corporate executives need to understand business ethics from various levels and pempeetivas. 5! . Beliefs, feelings. and behavioral intentions are components of: fihattitndes. B} the Elf-Ll": model. C} organizational commitment. D} emotions. E} the psychological contract. 52. A unique feature of Horzherg‘s motivator—hygiene theory is that it: A] states that improving motivators increasesjoh satisfaction but does not decrease joh _ __ dissatisfaction. " states that employees can be satisfied with th‘eirjohs but not motivated to perform their jobs. "“ej—aidentifies joh specialization as the resin source of higher need faliillment; D} views job satisfaction and dissatisfaction as opposites. E} recognizes money as the primary motivator in organizational settings. 53. According to research, the main reason why people quit-their johs is that: they lack the ability to stay employed. they are dissatisfied with the job or work content. C} other firms use powerful incentives to lure employees from their current jobs. “Bi—they see their ctr—workers being laid off, so they also want to leave. E} they have the wrong attitude about loyalty to one employer. Page [2 J 54. needs in Winslow's needs hierarchy are represented by llll m _ needs in Alderfer's theory. A} g11:iyyjtlt,r helongitlgness ,Wm {Fl relatedness. helongingness « D} ‘; esteem, growth fikself—aetualization. existence - 55. Whielt of the following is an emotion? Surprise. _ Perception. C} Values. D} Joh dissatisfaction. F.) Organizational commitment- 56. Effective feedback is all of the following EXCEPT: is} sufficiently frequent. ‘3} timely. “general. miscreants. Tia-«micvant. 5?. According to the perceptual process model. what happens immediately after environmental stimuli are received by our senses? Ft) We organize the information into categories. B) We form an attitude towards the source of the information. C} We engage in behaviors in response to the environmental stimuli. ' We filter the information through the selective attention process. We form attributions and other inteipretations of the information. 53. Employahility refers to an emerging employment relationship in which: are employees must continuously learn skills that will keep them employed- 'ij ecompanies replace employees with casual workers. “EL companies must continually provide new opportunities for employees to get I promoted to higherrpayingjohs within the organiaation. will people have their own businesses rather than working as employees for someone else. ‘HELEompanies are expected to offer employees a job for life. Page 13 39. Pluplt: with high stress, perceptions aforgaMtiunal injtutticc, and a Machiavellian permuality are more likely It}: have an internal lac us of control. engage in ccuntcrpmductivc work behaviors. 6';- stay with the crganizatim ‘13)- have high cullcctivism. E] have high congruence in Holland's vacation! choice mt:ch tit}. According to equity theory. i'cclings cf tncqulty can bc rcduecct by all cffltc fciicwing .I-r" EXCEPT: {A} dimmein inputs Tram mttcttmci \BL changing the :3an ohm Q leaving the field \‘DJ; cognitively dlstflfllflg mm and uutcctttcs \EL actually altcnng inputs ur titttctitttcs til. Companies can try to heal: out cftheircxisting mental models by: A) pmmathtg people within the mgmizaticn. 3} giving may employee the Mfirs-Brigge Type Indicator lI'SL C) engaging in mete-Hm] amibuticn. D} engaging in selectivc attct'ttion. '75)) hiring pccplc with diverse backgtttunds and Item ctltcr industries. til How do gmwflt needs relate to thcjch chateau-isms model? A} Grant: nccdet an: the Initial mythological state- tcsttltittg Pram skill variety and task identity. B] High growth ncccls are one cfthc psychclcgicai states in the job characteristics mudcl. @Empicyccs with high gmwth needs are more likely tu tcsptmd {aircrath tc ' increasingjah crtrichmcttt than an: etnpltziyocs with low growth needs. D} Gmth needs inane: with the lcccl cf cutaway cfl‘ercd in the jnh. El Grttmh needs arc not mentioned in fltcjcb charming model. 63. In the mt:ch cf cmcticns, attitudes. and behavior, feelings are directly influenccd by: Yi- J'i.) behavioral intentititm. fl ('5) matinee. / Q beliefs. D] allcfthc about E] tith *B'tmd’C'. Puget-4 64. To inereese an employee‘s feelings of experienced responsibility. we would: fit) inerease the amount ol‘joh i‘dedheek in the permits joh. B reduee the amount of task identity and task signifieanee in the person's job. inerease the amount of notorioij in the person's job. D) reduoe the amount ofskill \“fll‘lfijr‘ in the pet-son's job. E} increase the amount oi" task identity and task signifieanee in the person's job. {55. Hormel Technologies Corp. {NTC} ofl'trrs superb fitness facilities, flexible work hours. a. gourmet ruminant with company-subsidized meals and e workplatte with semrity m for high physio-e] safety. According to llerzherg‘s motivator—mm dreary. these conditions will: R} [motivate all ol'l'fl'C's employeee to perform their jobs better. 3) motivate employees whose lo‘iverilevei needs have not yet been satisfied. inereitsejoie satisfaction among employees who value those conditions. 3% reduceij disuufisfsetion among NTC's emolojrees but wil! not motivate them to x“ perform their jobs. “EL eeuse employeesmquittheirjoesmorerhanifdimespmiai hmefitswerenot provided. It. on. Which of the following systematically evaluates the worth oienehjoh within the organization? A} Job enlargement B John enrichment 6 Job evaluation D} Job rotation E) Companies do not use any procedure to systematically evaluate job worth . Whieh ot‘tl-iese statements about the field oforganizstiooal behavior is FALSE? flrgmirationnl belum'or selmlars study individual. team and structural characteristics that influeme behavior within eugeoizstioos. leadership, eomrmroieetion and other organizational behavior topics were not " diseussed by scholars until the 1949s. "‘6? Organizational hehnvior emerged as s distinet fieId around the 194%. \BkThe field ofClB has adapted eoneeyts and theories from other fielth of inquiry. ‘35.}. on tenants study what people think. feel and on in and mm: organizations. 58. Competeneies include: A) a person’s epiiunies. E) ii periods learned abilities. C) a personh skills. ’Q} all of lite above. E.) none of the above. Fem-:15 159. Mental tripdcls are mainly' related to which perceptual process? A] Perceptual grouping B} Percepmaldefcnse C] .fltm't'buiion D} Self-fitifitling periphec}.r f)‘ Selective attereioa J 'Ifl. The satisfaction-progression process applies to which of fliese theories? 'J'l A} ERG theory 3) Equity thwo' C) Needs hierarchy D} All of the about: E} Both 'A' and 'C' . Theproefis ofassigning tram to people based on their membership in a social categer refers to We}! EHCL‘I. BI) halo error. C} pmjoction bias- “Hammer; :B'lsmtypmg. H. Which ofthese factors. according to Herzbcrg. is a hygiene factor? T3. ,3] Autonomy ‘43)] Job security C} Rflfiponslhility D] Personal growth 1-3} All oi‘tlte abovearc hygiene factors Employee motivation tends to increases-then people are-assigned tojobs for which they are qualified and they receive coaching to improve their self-mnfidenec. Both of these practices imynave employee motivation by: A] reducing feelings of inequity B) increasing outcome vatenccs {3) satisfying existence needs Ewing P-Iorfl expectancies E] WE-m—P expectancies T4. (Sabotage, threatening hon and insulting others represent: A] three forms of counterproductive work behaviors. B the most oomrnort forms of organirational citizenship. C} three rionensions ol'Sel-iwartz*s values model. B} evidence of people with an introverted personaiity. E} behafiors that are no longer found in organizalions. “1'5. Which oi'tl'leso has a relativeiy WEAK connection between the toward and individual effort when spoiled to nornnanagement employees. {9 Piece rate ray 3] Commissions C] Profit-sharing bonuses D} All offlie above 15:; Both '3' and 1'.“ so. Aperson‘s evaluation ofhis or lserjob is called: 1A). job Satisfaction. J31; emotional intelligence. Her afi'eetice eoirtmitrnenL DJ-{ogltitive dissonance. E} ' motions- "FT. Whittle discipline lites provided organizational behavior with much oi'ils thetaotical foundation for team dynamics, organizational power and organizational socialization? (g) Sociology } Psydaology C} Eeonornies Il'] Industrial engine-Hing E} Political science 'iil. 1n expectancy theory. valence refers to the: A} amount of effort a person puts towards a lemon goal. 13:} individuals perceived probability of [Informing the task at a particular level. C}? anticipated satisfaction or dissatisfaction that an individual feels tost an as " outcome. D] osdividuails pereeived probability that his or her performance will lead to specific outcomes- E} feelings that result from a comparison of the individuals outeorne’input ratio with the outeomeiinpot ratio of a comparison oiltcr. Page I? 79. The ooneept ofaffeemre organiaational eommitment aseludes: A} an mmrioml enactment to the ergaeirarion. B} an identification with the organization an involvement with the organiztation. @ all of the above. E none of the above. 3i]. fgy: oftl'te main irnplieationa of needs-based tlt-eones of motivation is that: fl." emth should offer employees a choice of rewands when they perform the job wel . B} employees should he git-en spedfie goals with plenty of feedback. *9! employers should give all employees the some employee benefits. hm employers should select people with the best qualifications for t’oejoh. Wanda-based theories have no relevance for managing people in organizational settings. 3 1. Which offiteae staternmtn about globalization and organizational behavior is TRUE! “mmfilohalizafinn has little or no effect on behavior. \-B;\— Globalization has Forced organizational behavior reseamhers to study only large 1,. multinational husineeses. ‘ CD Globalization increases our need to mognilte the eontingeneies ofe'lToetiae organizational behavior practiee in diverse cultures. ' BLEEIohaiization has forced organizational behavior textbooks to study only companies with headquarters in North America. E] Bath 'B' and; ‘D‘ are one. 81 , ieh ofthe following statements is FMSE? - A] _ lament relationships are shifiing towards the idea that companies must provide tonployeos a high degree ofjoh security. possibly even ajob for life. .._lil_ Generation—K employees bring somewhat different values and needs to the _ workplaee than those oft-loo}.t boomers. “fine workfotee is heeoming more diverse. Momma firms increasineg rely on values alignment rather than direct supervision to guide mnployee decisions and bolus-ion "Eminfotmation teel'triologies are ehangingthe way people perform their tasks and work With each other. 83. Which oftho following is roost oonsistttnt with ornploynhilit}: — namely, that unploytcs ato expand to continuoust learn skills dist will hoop tho-tn otnployod? A] Compotonoy—hasod rewards B} Jolt status rots-aids C} Job evaluation 5351:1115 Individual perfonnaoro—hasw rewards Both *fit' and ‘B‘ E4- Hoods himhythcon' includos all oftzhe following conqu EXCEPT: . solt‘iaotualization. frttsttntion-erogtmsion ptoooss. C] satisfaction-pmgt'Ession pro-rem. D) boiottgingnoss. E} physiological needs 35. Which ofths following is best lotown to increase employee responsiveness to problems and opportunities as well as improve customer smioo‘? A} Job spooializotion B} Job rotation C} Soimtifio management Ernpowettnont E} Both 'A'and‘C‘ Eli. Contornors who submitted their filn'ts for processing at a timg store chain reported mmroroats m Jasmine. who ms those stores. disoot‘erod that the moss scented to ooCtrr when a particular now otnployoo operated the film-prooessing machine. The new otnployoo claimttd that the t'ttaohiho hasn‘t Working properly. so Jasmine investigated finthu'. She loomed that these processing errors did not ocmr while other people operated tho machine. Monsoon. when the now HTTle worked one day at anothcr stow, the some film-processing errors oooorrod at that store. What perocption will mitts lilton develop fi'om this infm'rnsn'ott? Jasmine will likely.r make an hnomsl attribution about the new employee‘s pufotmnnoo. B} Jasmine will lilter malto a self-fulfilling pl'flpl'lflcy orror. Wino will likon engage in splatter vision. fir—“jasmine will filth};-r citng from a sawingtthinlting typo to an intuitive-fooling type. E} Jasmin-s will likon make an fill'lfllflai attribution about the new employee‘s poi-ionization Pom l9 I'll. Thom}; anchor oforgnnizatiortol behavior states that: A} we Mold how a second DH theoryr to explain thc situation it: cssc our first chotcc dom't work 3! GB theorics most view organizations as systems that need to admit to their commitments. thc'rc is usntiillji,r onc host way to rc'solve organizational problems. a particular action may have clif't'crcot coiiscqocnccs in dichront situations. El all ofthc ahovc. 33. Al] of tltcsc factors docctlf ioflocticc on employ-och voluntary bchovior anti performance 'CEP’I': motivation. c” I: perceptions. irrational factors. $110131 intensity. E} ability. 39. lotto holds it wcll-poyringjoh with goml job security. She also gets along well with collcogttcs, but has been frustrorctl in hcr attempts to rcccit'c mort: challortging 158W. Doc to this fi'ostrotioti, ism: hos roconfiy stopped trying to got challcoging work fiom her cmploycr. instead, shc now sit-coils moat limo Enjoying social rclotions with colleagues. 1'ilir'hich mods-basal theory of motivation would host cxploin Jane‘s room: focus on social relations rather than chollcnging work? A} [misfit drives thcorj;r Lcomcd ncccis theory 1:} ccds hierarchy theory Kimono thcory E} None ofthcsc theorics explains why people change their dominant coeds 9D. The optioul lcvcl ofgoal difficulty: Q? occurs whcrc tho goal is chnllmgiog but not irripossihlc. B) is tho most challcnging goal that tho company can possth irnagiltc C} occurs only when mpioyccs set their own goal D) is the point at which the employee! docs not 331:1 think the goal will 'srrctch' them at all- E) occurs only.r whcn both 'A' and '(I exist. Pogo 1th 9' L How might selfastn'v'mg bins he observed in a corporate annual report? A} The report would saymote about the mmpanys problems and less about its _ successes. B} The report would emphasize the role ofeotnpetition, inflationary prmures and “I other external causes ofptoblems in the organization's performance. C} The report would exclude any bad news about the organization's paformaoce- DJ The report would acknowledge that competition. the economy and other external factors should be credited for some of the company‘s recs-tit success. E} The report would acknowledge some ofmsnagcntenrs mistakes, but suggest that managementin othncompaeieshevebeeomaltingthenmtemistakes. 92. Motivating cmpioyccs is more challenging today than two decades ago because: A} employers have difficulty understanding the different needs and expectations Ihar younger generation employees bring to the “mime. Where are more layers of management today. which makes it moredifficult to motiyatc everyone in management positions. C] corporate downsizing and reduced job security have changed the levels of trust employees need to work befimd minimum lords. D} all of the above. 'N and 'C' only. 93. Which ofthflse performance-based rewards tends to create the strongest psychological ection between the individual employee's word: effort art-tithe reward received? Profit sharing plan 1 Gainshariug plan C} Employee stock ownership plan D] Employee stock option plan E] None of these rewards offer any psychological connection between the individual employees work efi'ort and the reward received 91. W :11me mainly helps us to predict an inditridoal'st Karl; effort. B} need for achievement. C} distributive justice. D} job satisfaction. E} rewards. /7 9S. 1Which offlic following is NOT a ooiaicpma] anchor in organizational bahavior? A} Coming-may anchor B} 0pm system. anchor Economic anchor D) i'hullujtidiscipl]iruaq,r anchor E} Multiplc lflcls ofanaiysis anchor 9a. The desire to soak approval from moors. conform to their wishcs and cxpcctations. and avoid conflict and confrontations is aailui: tab Ncod foraffiiiarion B) floor! for power C) Ncod for achicvomcnt D} Need for safciy E} Head For oxistoocc 9?. According to citpica-lama}.r theory a reward that is not wantcd has: (9 a high Bio—P cipcctancy. B} an inappropriato comparison other. C} a ocgaris'c outcome valcmc. D) a low P-to-D expectancy. E] a iow ncad for socialized power. 93. To coilcct and analyze infonnation ammo-ally, caganiaatiooa] behavior when only on: tag; the scientific method. B} closed systems theory. C) W theory. D} all offlic above. #5) both 'A' and 'C*. 99. The abilin to percoivc and caprcss motion. mimilaic cumiion in timught. understand and reason 1aim emotion. and regulatc cmotion in oncscll'and othcrs is called: RE]: cmotiooal inta'iljgcnca- B} amotional labor. C} cognitch dim. 1)} positive afl'octifiq. E] job satisfaction- Page 22. Ill-ll. Expect-lacy meaty mainly explains haw empleyeei: A} have different needs at different times. 13) can use personal cxpflclaliflns tn reduce Wink-relaxed mess. C) em umtime themselvee thee-11$: poem: miner: different levels nl'wntk efiuert based m1 Emir cxpcflalians efwfonnanee and V reward outcomes. E} mpare theirinputs and mum to dim people, Page :23 ...
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This note was uploaded on 04/23/2008 for the course MGT 350 taught by Professor Randel during the Fall '08 term at San Diego State.

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Exam 1 - MSG 6% 801516

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