Johns Ob 9e Tif Ch01

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Test Bank for Johns/Saks, Organizational Behaviour, Ninth Edition Chapter 1 1) The most important goal of virtually all organizations is a. profit. b. survival. c. employee development. d. cost reduction. e. increased productivity. Answer: b Diff: 2 Type: ! "age #eference: $ %&ill: #ecall 'b(ective: 1.1 Define )organizations) and describe their basic characteristics. 2) *hich of the following is most accurate+ a. ,uman resources management is basically the same as organizational behaviour. b. ,uman resources management has more to do with individuals than organizational behaviour. c. ,uman resources management can help you understand organizational behaviour. d. 'rganizational behaviour can help you understand human resources management. e. 'rganizational behaviour has more to do with groups than human resources management. Answer: d Diff: 2 Type: ! "age #eference: %&ill: #ecall 'b(ective: 1.2 ./plain the concept of organizational behaviour and describe the goals of the field.
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0) 'rganizational survival is often dependent on how well the organization can adapt. *hich of the following behaviours on the part of individuals is necessary for the organization to survive+ a. 1eing motivated to (oin and remain with the organization b. "erforming their wor& in terms of productivity2 3uality2 and service c. 1eing fle/ible d. 1eing innovative e. All of the above Answer: e Diff: 1 Type: ! "age #eference: $ %&ill: Applied 'b(ective: 1.1 Define )organizations) and describe their basic characteristics. 4) *hich of the following statements best defines an )organization)+ a. A social convention for accomplishing individual goals through group effort. b. A group which accomplishes common goals through social interactions and individual effort. c. A social invention for accomplishing common goals through group effort. d. A collection of formally organized social entities. e. A combination of people and physical capital designed to accomplish a common goal. Answer: c Diff: 0 Type: ! "age #eference: 4 %&ill: #ecall 'b(ective: 1.1 Define )organizations) and describe their basic characteristics. $) 'rganizational behaviour is interested in a. the attitudes of individuals and groups in organizations. b. the behaviours of individuals and groups in organizations. c. the structure of organizations. d. the formation of groups in organizations.
e. all of the above. Answer: e Diff: 1 Type: ! "age #eference: $ %&ill: #ecall 'b(ective: 1.2 ./plain the concept of )organizational behaviour) and describe the goals of the field. -) *hich of the following is not a concern of the field of organizational behaviour+ a. ,ow organizations can survive and adapt to change b. ,ow to get people to practice effective teamwor& c. 5nderstanding people and managing them to wor& effectively d. 5nderstanding people in order to create the most sustainable organization possible e. ,ow to get people to thin& and act in e/actly the same way as everyone else Answer: e Diff: 1 Type: ! "age #eference: $ %&ill: #ecall 'b(ective: 1.2 ./plain the concept of )organizational behaviour) and describe the goals of the field. 6) A large !anadian corporation has recently merged with a 7rench company. *hich of the following is least li&ely to be related to the field of organizational behaviour+ a. The adoption of a new leadership style and the subse3uent resignation of two e/ecutives in !anada b. The development of an organizational structure for the newly merged company c. The impact of different cultural values on the newly merged company d. The adoption of a bilingual communication policy for all announcements in the employee newsletter e. The legal restrictions pertaining to shared ownership in the newly merged company Answer: e Diff: 0
Type: ! "age #eference: $ %&ill: Applied 'b(ective: 1.2 ./plain the concept of )organizational behaviour) and describe the goals of the field. 8) anagement is defined as
a. the art of telling people what to do. b. the art of getting things accomplished through others. c. the art of getting people to do what you want. d. the art of controlling employees. e. the art which prescribes how things get accomplished in organizations. Answer: b Diff: 2 Type: ! "age #eference: 11 %&ill: #ecall 'b(ective: 1.0 Define )management) and describe what managers do to accomplish goals. 9) *ho was the father of scientific management+ a. ,enri 7ayol b. 7rederic& Taylor c. :yndall 5rwic& d. a/ *eber ayo e. .lton Answer: b Diff: 1 Type: ! "age #eference: 10 %&ill: #ecall 'b(ective: 1.4 !ontrast the )classical viewpoint) of management with that which the )human relations movement) advocated.
1;) %cientific
anagement is the process of
a. using research to develop the optimum degree of specialization and standardization of wor& tas&s. b. developing a strict set of rules and regulations. c. developing a strict chain of command. d. establishing ob(ective criteria for promotion and selection of employees. e. centralizing power at the top of organizations. Answer: a Diff: 2 Type: ! "age #eference: 10 %&ill: #ecall 'b(ective: 1.4 !ontrast the )classical viewpoint) of management with that which the )human relations movement) advocated. 11) *hen we say that organizations are social inventions2 we mean that a. organizations don<t e/ist without members. b. physical assets and implements of technology are irrelevant to organizations. c. they don<t really e/ist. d. the e/istence of organizations is what differentiates humans from animals. e. they must have both people and things to be considered organizations. Answer: a Diff: 2 Type: ! "age #eference: 4 %&ill: Applied 'b(ective: 1.1 Define )organizations) and describe their basic characteristics. 12) The idea of bureaucracy was developed by a. ,enri 7ayol. b. 7rederic& Taylor. c. :yndall 5rwic&. d. e. a/ *eber. ary "ar&er 7ollett.
Answer: d Diff: 1 Type: ! "age #eference: 10 %&ill: #ecall 'b(ective: 1.4 !ontrast the )classical viewpoint) of management with that which the )human relations movement) advocated. 10) The human relations movement was critical of a. bureaucracy. b. participative management. c. open communication. d. decentralized controls. e. fle/ible management systems. Answer: a Diff: 1 Type: ! "age #eference: 10 %&ill: #ecall 'b(ective: 1.4 !ontrast the )classical viewpoint) of management with that which the )human relations movement) advocated. 14) The human relations movement of the 192;s and 0;s was originally concerned with the impact of fatigue2 rest pauses2 and lighting on productivity. #esearchers began seeing the additional effects on productivity of a. wage rates and profit sharing. b. ethnicity and culture. c. psychological and social processes. d. fle/=wor& programs. e. product 3uality. Answer: c Diff: 1 Type: ! "age #eference: 10
%&ill: #ecall 'b(ective: 1.4 !ontrast the >classical viewpoint? of management with that which the >human relations movement? advocated. 1$) *hich of the following statements is false+ a. @f we can accurately predict organizational behaviour2 then we can e/plain the reason for the behaviour. b. )'rganizational behaviour) refers to both the behaviour and attitudes of organizational members. c. The field of organizational behaviour is concerned with both formal and informal groups in organizations. d. The field of organizational behaviour is concerned with the impact of culture on organizations. e. The field of organizational behaviour is concerned with determining the most effective structure for organizations. Answer: a Diff: 0 Type: ! "age #eference: 1; %&ill: Applied 'b(ective: 1.2 ./plain the concept of )organizational behaviour) and describe the goals of the field. 1-) The contingency approach to management suggests that a. one management style should wor& for all individuals. b. management style ma&es no difference. c. management style depends on the demands of the situation. d. management styles are constantly changing. e. the best management style depends on the size of the organization. Answer: c Diff: 2 Type: ! "age #eference: 14 %&ill: Applied 'b(ective: 1.$ Describe the )contemporary contingency approach) to management.
16) A
intzberg managerial role is
a. monitor. b. liaison. c. entrepreneur. d. negotiator. e. all of the above. Answer: e Diff: 1 Type: ! "age #eference: 1$ %&ill: #ecall 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 18) According to management+ a. Disseminator b. %po&esperson c. Disturbance handler d. 7igurehead e. Begotiator Answer: d Diff: 2 Type: ! "age #eference: 1$ %&ill: #ecall 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 19) Cictor :ee2 the production manager with Alpha .lectronics2 has lunch with :isa Alfredo2 the mar&eting manager. The topics of conversation range from personal family matters to issues of concern in their respective departments at Alpha. According to intzberg2 these managers are performing the role of a. liaison. intzberg2 which of the following is an interpersonal role of
b. spo&esperson. c. disturbance handler. d. figurehead. e. negotiator. Answer: a Diff: 2 Type: ! "age #eference: 1$ %&ill: Applied 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 2;) #obert #ennie2 the !hief 'perating 'fficer of !learwater @ndustrial "roducts2 is interviewed by TC reporters about recent allegations that the company has been dumping to/ic waste into a stream. According to intzberg2 #obert is performing the managerial role of a. liaison. b. spo&esperson. c. disturbance handler. d. disseminator. e. negotiator. Answer: b Diff: 2 Type: ! "age #eference: 1%&ill: Applied 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 21) Two important managerial tas&s are the analysis of problems and ta&ing action to deal with these problems. Analysis is closely related to which goalDs) of the field of organizational behaviour+ a. anagement b. "rediction and e/planation c. ./planation and control
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d. "rediction and management e. "rediction and control Answer: b Diff: 2 Type: ! "age #eference: 11 %&ill: Applied 'b(ective: 1.0 Define )management) and describe what managers do to accomplish goals. 22) @t has been reported that the total cost of reported absenteeism in !anada is a. E1$ million annually. b. E1; million annually. c. E1; billion annually. d. E1$ billion annually. e. E2; million annually. Answer: d Diff: 2 Type: ! "age #eference: 21 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 20) *hich goal of the field of organizational behaviour is most clearly e/emplified by the practice of introducing a new pay system+ a. ./planation b. Analysis c. anaging d. "rediction e. %urvival Answer: c Diff: 2
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Type: ! "age #eference: 11 %&ill: Applied 'b(ective: 1.2 ./plain the concept of )organizational behaviour) and describe the goals of the field. 24) Diversity can be defined in terms of a. age. b. gender. c. race. d. ethnic bac&ground. e. all of the above. Answer: e Diff: 1 Type: ! "age #eference: 19 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 2$) *hen we say that the effectiveness of a particular leadership style is contingent upon certain factors2 we mean that a. this leadership style is effective in all circumstances. b. this leadership style is almost never effective. c. the leadership style causes these factors to occur. d. the effectiveness of the leadership style depends on what these factors are. e. the leadership style will only emerge if these factors are present. Answer: d Diff: 2 Type: ! "age #eference: 14 %&ill: Applied 'b(ective: 1.$ Describe the )contemporary contingency approach) to management.
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2-) *hich of the following is false+ a. !ontingent means dependent. b. "rediction is a more comple/ process than e/planation. c. All organizations have survival as a goal. d. 'rganizational behaviour involves both theory and practice. e. Accurate prediction usually precedes e/planation. Answer: b Diff: 2 Type: ! "age #eference: 1; %&ill: #ecall 'b(ective: 1.2 ./plain the concept of )organizational behaviour) and describe the goals of the field. 26) 'rganizational behaviour is concerned with groups because a. informal groups can influence organizational effectiveness. b. much wor& is performed by formal wor& groups. c. groups can influence new organizational members. d. organizations depend on interaction and coordination among people to accomplish their goals. e. all of the above. Answer: e Diff: 1 Type: ! "age #eference: $ %&ill: #ecall 'b(ective: 1.2 ./plain the concept of )organizational behaviour) and describe the goals of the field. 28) .ffective management of organizational behaviour a. is predicated on good prediction and e/planation of behaviour. b. is an e/ample of the managerial tas& of analysis. c. was the first or earliest goal of the field of organizational behaviour. d. is impossible to achieve since each organizational member is a uni3ue individual.
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e. re3uires 3uic& and decisive action on the part of management. Answer: a Diff: 2 Type: ! "age #eference: 1; %&ill: Applied 'b(ective: 1.2 ./plain the concept of )organizational behaviour) and describe the goals of the field. 29) A social invention for accomplishing goals through group effort is aDn) a. managerial tas&. b. contingency. c. organization. d. operative goal. e. manager. Answer: c Diff: 1 Type: ! "age #eference: 4 %&ill: #ecall 'b(ective: 1.1 Define )organizations) and describe their basic characteristics. 0;) The interventions or technologies for change proposed by the field of organizational behaviour Dsuch as certain forms of supervision and (ob design) most clearly reflect which goal of the field+ a. "rediction b. Analysis c. ./planation d. anagement e. @nnovation Answer: d Diff: 2 Type: ! "age #eference: 11
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%&ill: Applied 'b(ective: 1.2 ./plain the concept of )organizational behaviour) and describe the goals of the field. 01) A supervisor is aware that a large proportion of his employees are absent on 7ridays. ,owever2 he doesn<t &now why they are absent and he can<t figure out what to do about it. *hich goal of the field of organizational behaviour has the supervisor achieved+ a. "rediction b. Analysis c. ./planation d. anagement e. Diagnosis Answer: a Diff: 2 Type: ! "age #eference: 1; %&ill: Applied 'b(ective: 1.2 ./plain the concept of )organizational behaviour) and describe the goals of the field. 02) @f prediction and e/planation constitute analysis2 then management constitutes a. change. b. action. c. behaviour. d. structure. e. reason. Answer: b Diff: 2 Type: ! "age #eference: 11 %&ill: #ecall 'b(ective: 1.0 Define )management) and describe what managers do to accomplish goals.
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00) *hich of the following statements by managers reflects a recognition of contingencies+ a. )*e too& a real chance building the plant in that location.) b. )Those engineers should get out into the real world once in a while.) c. )@f my employees wor& hard2 @<m friendly. @f not2 @ crac& down.) d. )@ always try to treat the union steward with courtesy.) e. )The customer is always right.) Answer: c Diff: 2 Type: ! "age #eference: 14 %&ill: Applied 'b(ective: 1.$ Describe the )contemporary contingency approach) to management. 04) *hich of the following is B'T usually a re3uirement for organizational survival+ a. The continuing membership of particular2 specific individuals in the organization b. The ability to induce persons to (oin and remain in the organization c. @nnovative activities which go beyond members< usual assignments d. The reliable performance of usual assignments e. 7le/ible and innovative behaviour Answer: a Diff: 2 Type: ! "age #eference: $ %&ill: #ecall 'b(ective: 1.1 Define )organizations) and describe their basic characteristics. 0$) *hen we say that the relationship between (ob satisfaction and turnover is contingent on the labour mar&et2 we mean that a. the condition of the labour mar&et influences the e/tent to which satisfaction predicts turnover. b. (ob satisfaction depends on the condition of the labour mar&et. c. turnover will result in (ob dissatisfaction when (obs are plentiful. d. turnover is wholly determined by the condition of the labour mar&et.
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e. wor&ers will be less li&ely to 3uit their (obs in a strong labour mar&et. Answer: a Diff: 0 Type: ! "age #eference: 14 %&ill: Applied 'b(ective: 1.2 ./plain the concept of )organizational behaviour) and describe the goals of the field. 0-) *hich statement reflects a recognition of contingencies+ a. )*e pay labourers by the hour and machinists with a piece rate system.) b. )'ur aim is to have the best benefits pac&age in the nation.) c. )!ustomer %ervice is Fob 1.) d. )After months of study we finally decided to go with a state=of=the=art management information system.) e. )'ur company policies ensure that every employee is treated e3uitably.) Answer: a Diff: 0 Type: ! "age #eference: 14 %&ill: Applied 'b(ective: 1.$ Describe the )contemporary contingency approach) to management. 06) *hen @ say that my management style is contingent upon the tas&s my employees are performing2 @ mean that a. @ always use the same management style. b. my management style affects the tas&s they choose to perform. c. the type of tas& determines my management style. d. @ treat all employees as e3uals. e. my management style is only effective if certain tas&s are performed. Answer: c Diff: 2 Type: ! "age #eference: 14
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%&ill: Applied 'b(ective: 1.$ Describe the )contemporary contingency approach) to management. 08) *hich of the following is B'T one of the four basic types of managerial activities identified by :uthans2 ,odgetts2 and #osen&rantz+ a. #outine communication b. Traditional management c. Betwor&ing d. .ntrepreneuring e. ,uman resource management Answer: d Diff: 2 Type: ! "age #eference: 1%&ill: #ecall 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 09) "arminder %ingh supervises the sheet metal shop at Globetrotter Airlines. 'ne of his employees was late for the second time this wee& and2 in accordance with company policy2 "arminder warned him that if he was late again he would be sent home without pay for the day. According to :uthans2 ,odgetts2 and #osen&rantz2 which of the following managerial activities is "arminder performing+ a. #outine communication b. Traditional management c. Betwor&ing d. .ntrepreneuring e. ,uman resource management Answer: e Diff: 0 Type: ! "age #eference: 1%&ill: Applied 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes.
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4;) *hich of the following is one of the most important contingency variables in organizational behaviour+ a. .mployee=organization relationships b. *or&=life conflict c. Bational culture d. 'rganizational culture e. Diversity Answer: c Diff: 2 Type: ! "age #eference: 19 %&ill: #ecall 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 41) The ,awthorne studies illustrated how a. fatigue can be avoided by redesigning wor&. b. rest pauses can cause employees to lower their productivity. c. lighting can reduce the 3uality of employees< wor&. d. psychological and social processes affect productivity and wor& ad(ustment. e. all of the above. Answer: d Diff: 2 Type: ! "age #eference: 10 %&ill: #ecall 'b(ective: 1.4 !ontrast the )classical viewpoint) of management with that which the )human relations movement) advocated. 42) A recent study of !anadian employees estimated that the high cost of absenteeism is due to which ma(or wor&place stressor+ a. Ciolence in the wor&place b. Downsizing and layoffs
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c. 5nion=management conflict d. "oorly designed (obs e. *or&=life conflict Answer: e Diff: 2 Type: ! "age #eference: 21 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 40) *hich of the following represents the fastest growing segment of the !anadian population+ a. *omen b. %enior citizens c. Cisible minorities d. Teenagers e. !hildren Answer: c Diff: 2 Type: ! "age #eference: 19 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 44) @t is predicted that by the year 2;162 the number of visible minorities in !anada will a. double. b. triple. c. 3uadruple. d. be the same as in 2;;-. e. be half of what it was in 2;;-. Answer: a
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Diff: 2 Type: ! "age #eference: 2; %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 4$) @n less than a decade2 the wor&force will be dominated by a. visible minorities. b. men. c. women. d. people over the age of 4;. e. people under the age of 4;. Answer: d Diff: 2 Type: ! "age #eference: 2; %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 4-) 1y the year 2;1$2 48 percent of !anada<s wor&ing age population will be between the ages of a. 2$ and 44. b. 4$ and -4. c. 1$ and 04. d. 0$ and $4. e. $$ and 64. Answer: b Diff: 0 Type: ! "age #eference: 2; %&ill: #ecall
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'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 46) *hat percent of wor&ers are engaged+ a. 'ne=half b. 'ne=third c. 'ne=fourth d. 'ne=fifth e. 'ne=si/th Answer: b Diff: 2 Type: ! "age #eference: 20 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 48) *hat are the ma(or contributors to absenteeism+ a. "oor leadership and stress b. "oor leadership and poorly designed (obs c. %tress and poorly designed (obs d. %tress and downsizing e. "oor leadership and downsizing Answer: c Diff: 2 Type: ! "age #eference: 21 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 49) *hich of the following is not associated with psychological capital+ a. %elf=esteem b. %elf=efficacy
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c. 'ptimism d. #esilience e. ,ope Answer: a Diff: 2 Type: ! "age #eference: 22 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. $;) ost of !anada<s top !.'s believe that their number one priority is
a. attracting new employees. b. motivating employees. c. engaging employees. d. financial performance and profitability. e. retaining employees. Answer: e Diff: 1 Type: ! "age #eference: 20 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. $1) T.:5% is a good e/ample of a company that a. has increased employee engagement. b. has many talent management practices. c. has created a spiritual wor&place. d. has a diverse wor&place. e. has won awards for corporate social responsibility. Answer: c Diff: 2
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Type: ! "age #eference: 21 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. $2) *hich of the following best represents the meaning of evidence=based management+ a. A manager designs a program to reduce absenteeism based on a program implemented in another organization. b. A manager designs a program to reduce absenteeism based on his previous e/perience and intuition. c. A manager designs a program to reduce absenteeism based on a principle he learned in an '1 course. d. A manager designs a program to reduce absenteeism based on an article he read in the newspaper. e. A manager designs a program to reduce absenteeism based on a boo& he read on leadership. Answer: c Diff: 2 Type: ! "age #eference: 11 %&ill: Applied 'b(ective: 1.0 Define )management) and describe what managers do to accomplish goals. $0) Geert ,ofstede<s research on cross=cultural differences found that a. technical and behavioural re3uirements differ across cultures. b. technical and behavioural re3uirements are the same across cultures. c. technical re3uirements differ2 but behavioural re3uirements are the same across cultures. d. behavioural re3uirements differ2 but technical re3uirements are the same across cultures. e. differences in technical and behavioural re3uirements depend on where one is in the world. Answer: d Diff: 2
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Type: ! "age #eference: 19 %&ill: #ecall 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. $4) @t has been estimated that the direct cost of absenteeism due to high wor&=life conflict is appro/imately a. E1 H 0 billion per year. b. E0 H $ billion per year. c. E$ H 6 billion per year. d. E6 H 9 billion per year. e. E1; billion per year. Answer: b Diff: 2 Type: ! "age #eference: 21 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. $$) !orporate social responsibility has to do with organizations a. ta&ing responsibility for employee decisions. b. involving employees in decisions. c. ma&ing employees responsible for their decisions. d. ta&ing responsibility for the impact of its decisions and actions on its sta&eholders. e. giving employees responsibility for the impact they have on sta&eholders. Answer: d Diff: 2 Type: ! "age #eference: 20 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns.
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$-) A! . @nc. has decided to give their employees several days off each year to do volunteer wor& in the community. *hat is this an e/ample of+ a. Talent management b. .mployee engagement c. !orporate social responsibility d. ,uman resource management e. The human relations movement Answer: c Diff: 2 Type: ! "age #eference: 24 %&ill: Applied 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. $6) @f an organization wants to be more socially responsible2 what should it do+ a. Give employees more money b. a&e donations to charitable organizations c. !reate a spiritual wor&place d. @mprove talent management e. @ncrease employee engagement Answer: b Diff: 1 Type: ! "age #eference: 24 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. $8) A survey of senior e/ecutives from all over the world found that talent was ran&ed as a. the most critical challenge. b. the least critical challenge. c. the second most critical challenge.
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d. the third most critical challenge. e. the only critical challenge. Answer: c Diff: 2 Type: ! "age #eference: 22 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. $9) @t is predicted that there will a shortfall of wor&ers between the ages of 2$ and 44 of a. 1; percent. b. 2; percent. c. 0; percent. d. 4; percent. e. $; percent. Answer: c Diff: 0 Type: ! "age #eference: 22 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. -;) The %melly !heese !ompany is very concerned about labour shortages and is having difficulty attracting and retaining employees. *hat should they do+ a. @mprove employee engagement b. !reate a spiritual wor&place c. 7ocus on corporate social responsibility d. 7ocus on psychological capital e. @mprove talent management Answer: e Diff: 2
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Type: ! "age #eference: 22 %&ill: Applied 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. -1) *or& engagement is characterized by a. vigour2 dedication2 and resilience. b. vigour2 dedication2 and optimism. c. vigour2 optimism2 and resilience. d. vigour2 dedication2 and absorption. e. vigour2 absorption2 and optimism. Answer: d Diff: 2 Type: ! "age #eference: 20 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. -2) A positive wor&=related state of mind refers to a. psychological capital. b. wor& engagement. c. optimism. d. hope. e. self=efficacy. Answer: b Diff: 2 Type: ! "age #eference: 20 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns.
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-0) *hich of the following is not something that T.:5% does as part of its wor&place spirituality program+ a. .mployees get discounts on T.:5% services. b. .mployees get personal days off. c. 'n=site fitness classes d. %eminars on topics such as nutrition e. "rovides 3uiet rooms for employees Answer: a Diff: 2 Type: ! "age #eference: 21 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. -4) The 1ouncy 1all company has decided to change the way they do things. 'ne of the ma(or changes they made was to provide employees with more opportunities for personal growth and development. *hat is this an e/ample of+ a. *or&place spirituality b. *or& engagement c. Talent management d. !orporate social responsibility e. The human relations movement Answer: a Diff: 2 Type: ! "age #eference: 21 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. -$) "sychological capital refers to a. a wor&place that provides employees with meaning and purpose. b. a positive wor&=related state of mind.
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c. an individualIs positive psychological state of development. d. a psychological state of mind. e. an individualIs state of wellness. Answer: c Diff: 2 Type: ! "age #eference: 22 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. --) *hich of the following is not associated with psychological capital+ a. Cigour b. %elf=efficacy c. 'ptimism d. ,ope e. #esilience Answer: a Diff: 2 Type: ! "age #eference: 22 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. -6) The confidence to ta&e on and put in the necessary effort to succeed at challenging tas&s is &nown as a. vigour. b. self=efficacy. c. optimism. d. hope. e. resilience. Answer: b
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Diff: 2 Type: ! "age #eference: 22 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. -8) a&ing internal attributions about positive events in the present and future and e/ternal attributions about negative events is &nown as a. absorption. b. self=efficacy. c. optimism. d. hope. e. resilience. Answer: c Diff: 2 Type: ! "age #eference: 22 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. -9) "ersevering towards oneIs goals and2 when necessary2 ma&ing changes and using multiple pathways to achieve oneIs goals is &nown as a. goal setting. b. self=efficacy. c. optimism. d. hope. e. resilience. Answer: d Diff: 2 Type: ! "age #eference: 22 %&ill: #ecall
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'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 6;) The ability to bounce bac& or rebound from adversity and setbac&s to attain success is &nown as a. vigour. b. self=efficacy. c. optimism. d. hope. e. resilience. Answer: e Diff: 2 Type: ! "age #eference: 22 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 61) ,uman resources management refers to a. the attitudes and behaviours of individuals and groups in organizations. b. an approach to management that recognizes there is no one best way to manage. c. programs2 practices2 and systems for improving the attitudes and behaviours of individuals and groups in organizations. d. programs2 practices2 and systems to ac3uire2 develop2 and retain employees in organizations. e. programs2 practices2 and systems to ma&e an organization more effective. Answer: d Diff: 1 Type: ! "age #eference: %&ill: #ecall 'b(ective: 1.2 ./plain the concept of )organizational behaviour) and describe the goals of the field. 62) anagement and organizational behaviour are two different terms for the same thing.
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a. True b. 7alse Answer: b Diff: 1 Type: T7 "age #eference: $ %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 60) The te/t suggests that2 in general2 e/plaining behaviour is a more comple/ process than predicting behaviour. a. True b. 7alse Answer: a Diff: 2 Type: T7 "age #eference: 1; %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 64) 'rganizational behaviour is defined2 in the te/t2 as those employee behaviours that contribute to the achievement of organizational goals. a. True b. 7alse Answer: b Diff: 1 Type: T7 "age #eference: $ %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 6$) The te/t defines organizations as >socially unstructured units of authority.? a. True b. 7alse
33
Answer: b Diff: 1 Type: T7 "age #eference: 4 %&ill: #ecall 'b(ective: 1.1 Define >organizations? and describe their basic characteristics. 6-) A family could be an e/ample of an organization2 as the term organization is defined in the te/t. a. True b. 7alse Answer: a Diff: 2 Type: T7 "age #eference: 4 %&ill: Applied 'b(ective: 1.1 Define >organizations? and describe their basic characteristics. 66) 'rganizations across all cultures face the same type of diversity issues as e/ist in Borth America. a. True b. 7alse Answer: b Diff: 2 Type: T7 "age #eference: 19 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 68) *hen we say that organizational behaviour involves contingencies2 we mean that the occurrence of organizational behaviour depends on the presence or absence of other factors. a. True b. 7alse Answer: a
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Diff: 2 Type: T7 "age #eference: 14 %&ill: Applied 'b(ective: 1.$ Describe the )contemporary contingency approach) to management. 69) The te/t argues for a very physical2 rather than a social2 definition of organizations. a. True b. 7alse Answer: b Diff: 1 Type: T7 "age #eference: 4 %&ill: #ecall 'b(ective: 1.1 Define >organizations? and describe their basic characteristics. 8;) *hen the te/t says that organizations are )social inventions2) it means that they are essentially defined by people2 not things. a. True b. 7alse Answer: a Diff: 1 Type: T7 "age #eference: 4 %&ill: #ecall 'b(ective: 1.1 Define >organizations? and describe their basic characteristics. 81) According to the te/t2 all viable organizations have goals. a. True b. 7alse Answer: a Diff: 1 Type: T7 "age #eference: $ %&ill: #ecall 'b(ective: 1.1 Define >organizations? and describe their basic characteristics.
35
82) The field of organizational behaviour is concerned with the actual behaviour or activities of organizational members but not with their attitudes. a. True b. 7alse Answer: b Diff: 1 Type: T7 "age #eference: $ %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 80) @f a &ind of organizational behaviour can be predicted2 then we must be able to e/plain why it occurs. a. True b. 7alse Answer: b Diff: 2 Type: T7 "age #eference: 1; %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 84) The contingency approach to management focuses on systematic improvement in the 3uality of an organization<s products. a. True b. 7alse Answer: b Diff: 2 Type: T7 "age #eference: 14 %&ill: #ecall 'b(ective: 1.$ Describe the >contemporary contingency approach? to management.
36
8$) !anada<s top !.'s believe that retaining employees has become their number one priority. a. True b. 7alse Answer: a Diff: 2 Type: T7 "age #eference: 20 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 8-) *hen we say that organizations are social inventions2 we mean that their e/istence depends on the presence of specific individuals. a. True b. 7alse Answer: b Diff: 2 Type: T7 "age #eference: 4 %&ill: #ecall 'b(ective: 1.1 Define >organizations? and describe their basic characteristics. 86) Bonprofit organizations have goals. a. True b. 7alse Answer: a Diff: 1 Type: T7 "age #eference: $ %&ill: #ecall 'b(ective: 1.1 Define >organizations? and describe their basic characteristics. 88) 1ehaviour in organizations can be effectively and efficiently controlled even if it can<t be predicted or understood. a. True b. 7alse
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Answer: b Diff: 2 Type: T7 "age #eference: 11 %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 89) *hen we say that rewards should be contingent on the needs of the wor&er2 we mean that wor&ers with different needs may re3uire different rewards. a. True b. 7alse Answer: a Diff: 2 Type: T7 "age #eference: 14 %&ill: Applied 'b(ective: 1.$ Describe the >contemporary contingency approach? to management. 9;) The idea of %cientific 192;s. a. True b. 7alse Answer: b Diff: 1 Type: T7 "age #eference: 10 %&ill: #ecall 'b(ective: 1.4 !ontrast the >classical viewpoint? of management with that which the >human relations movement? advocated. 91) The field of organizational behaviour contributes to the prediction and understanding of behaviour2 but it leaves the technology of intervening in organizational events to other disciplines. a. True b. 7alse anagement was developed at the ,awthorne wor&s in the
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Answer: b Diff: 2 Type: T7 "age #eference: 1; %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 92) @f the employee turnover of a firm is contingent upon the unemployment rate2 it could mean that turnover increases as unemployment decreases. a. True b. 7alse Answer: a Diff: 0 Type: T7 "age #eference: 1; %&ill: Applied 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 90) %urvival is a goal of virtually all organizations. a. True b. 7alse Answer: a Diff: 1 Type: T7 "age #eference: $ %&ill: #ecall 'b(ective: 1.1 Define >organizations? and describe their basic characteristics. 94) The negotiation of a collective agreement with a union is a good e/ample of the managerial role of disturbance handler. a. True b. 7alse Answer: b Diff: 0 Type: T7
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"age #eference: 1%&ill: Applied 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 9$) A manager who presents a new company policy to her employees at a meeting is performing the managerial role of spo&esperson. a. True b. 7alse Answer: b Diff: 0 Type: T7 "age #eference: 1%&ill: Applied 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 9-) A manager who decides to commit more money and employees to the development of a potentially lucrative new product is performing the managerial roles of both entrepreneur and resource allocator. a. True b. 7alse Answer: a Diff: 0 Type: T7 "age #eference: 1%&ill: Applied 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 96) According to :uthans2 ,odgetts2 and #osen&rantz2 if success is defined in terms of moving up the ladder 3uic&ly2 then successful managers were those who devoted above average effort to networ&ing. a. True b. 7alse Answer: a Diff: 2
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Type: T7 "age #eference: 1%&ill: #ecall 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 98) According to :uthans2 ,odgetts2 and #osen&rantz2 if success is defined in terms of moving up the ladder 3uic&ly2 then successful managers were those who devoted above average effort to human resource management. a. True b. 7alse Answer: b Diff: 2 Type: T7 "age #eference: 1%&ill: #ecall 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 99) Jotter found that managers use interpersonal networ&s to accomplish important organizational agendas. a. True b. 7alse Answer: a Diff: 2 Type: T7 "age #eference: 16 %&ill: #ecall 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 1;;) #esearch by %imon and @senberg indicates that successful managers almost never rely on intuition. a. True b. 7alse Answer: b Diff: 2
41
Type: T7 "age #eference: 18 %&ill: #ecall 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 1;1) ,uman resources management refers to the application of organizational behaviour. a. True b. 7alse Answer: b Diff: 1 Type: T7 "age #eference: %&ill: Applied 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 1;2) A survey of senior e/ecutives from all over the world found that talent was ran&ed as the most critical challenge. a. True b. 7alse Answer: b Diff: 2 Type: T7 "age #eference: 22 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 1;0) !anada<s top !.'s believe that recruiting employees has become their number one priority. a. True b. 7alse Answer: b Diff: 2 Type: T7 "age #eference: 20
42
%&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 1;4) The best companies to wor& for in !anada have an annual rate of turnover that is lower than the national average and half that of other companies. a. True b. 7alse Answer: a Diff: 2 Type: T7 "age #eference: 20 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 1;$) The best companies to wor& for also have the best performance. a. True b. 7alse Answer: a Diff: 1 Type: T7 "age #eference: 9 %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 1;-) *or&place spirituality is about religion in the wor&place. a. True b. 7alse Answer: b Diff: 1 Type: T7 "age #eference: 21 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns.
43
1;6) .vidence=based management involves the use of management intuition. a. True b. 7alse Answer: b Diff: 2 Type: T7 "age #eference: 11 %&ill: #ecall 'b(ective: 1.0 Define )management) and describe what managers do to accomplish goals. 1;8) @f a manager implements a program to lower employee turnover based on what other companies are doing2 heKshe is practising evidence=based management. a. True b. 7alse Answer: b Diff: 2 Type: T7 "age #eference: 11 %&ill: Applied 'b(ective: 1.0 Define )management) and describe what managers do to accomplish goals. 1;9) Bational culture is one of the most important contingency variables in organizational behaviour. a. True b. 7alse Answer: a Diff: 1 Type: T7 "age #eference: 19 %&ill: #ecall 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 11;) The technical re3uirements for accomplishing goals are the same across cultures.
44
a. True b. 7alse Answer: a Diff: 2 Type: T7 "age #eference: 19 %&ill: #ecall 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 111) The behavioural re3uirements for accomplishing goals are the same across cultures. a. True b. 7alse Answer: b Diff: 2 Type: T7 "age #eference: 19 %&ill: #ecall 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 112) .ffective organizational leaders tend to possess identical personality traits. a. True b. 7alse Answer: b Diff: 1 Type: T7 "age #eference: 9 %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 110) Bearly all wor&ers prefer stimulating2 challenging (obs. a. True b. 7alse Answer: b
45
Diff: 1 Type: T7 "age #eference: 9 %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 114) paid. anagers have a very accurate idea about how much their peers and superiors are
a. True b. 7alse Answer: b Diff: 1 Type: T7 "age #eference: 9 %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 11$) *or&ers have a very accurate idea about how often they are absent from wor&. a. True b. 7alse Answer: b Diff: 1 Type: T7 "age #eference: 9 %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 11-) "ay is the best way to motivate most employees and improve (ob performance. a. True b. 7alse Answer: b Diff: 1 Type: T7 "age #eference: 9
46
%&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 116) ./planation and management constitute actions. a. True b. 7alse Answer: b Diff: 2 Type: T7 "age #eference: 11 %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 118) A manager who wants to move up in the organization 3uic&ly should focus on motivating and developing employees. a. True b. 7alse Answer: b Diff: 2 Type: T7 "age #eference: 1%&ill: Applied 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 119) A manager who wants to have employees who are satisfied and committed should focus on interacting with people and informal socializing. a. True b. 7alse Answer: b Diff: 2 Type: T7 "age #eference: 1%&ill: Applied
47
'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 12;) 'rganizational behaviour and human resources management are basically the same discipline. a. True b. 7alse Answer: b Diff: 1 Type: T7 "age #eference: %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 121) ,uman capital is a &ey determinant of psychological capital. a. True b. 7alse Answer: b Diff: 1 Type: T7 "age #eference: 6 %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 122) ,uman capital is a &ey determinant of firm performance. a. True b. 7alse Answer: a Diff: 1 Type: T7 "age #eference: 6 %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field.
48
120) All of the managerial activities involve dealing with people. a. True b. 7alse Answer: a Diff: 1 Type: T7 "age #eference: 1%&ill: #ecall 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 124) *or&place spirituality refers to religion in the wor&place. a. True b. 7alse Answer: b Diff: 1 Type: T7 "age #eference: 21 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 12$) "sychological capital is characterized by vigour2 dedication2 and absorption. a. True b. 7alse Answer: b Diff: 1 Type: T7 "age #eference: 22 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 12-) "sychological capital is considered to be a stable personality trait. a. True b. 7alse
49
Answer: b Diff: 1 Type: T7 "age #eference: 22 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 126) The psychological capital of individuals can be changed. a. True b. 7alse Answer: a Diff: 1 Type: T7 "age #eference: 22 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 128) *or& engagement is characterized by vigour2 absorption2 and resilience. a. True b. 7alse Answer: b Diff: 1 Type: T7 "age #eference: 20 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 129) 'nly one=half of all wor&ers are engaged. a. True b. 7alse Answer: b Diff: 1 Type: T7 "age #eference: 20
50
%&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 10;) !orporate social responsibility has to do with the way that organizations treat their employees. a. True b. 7alse Answer: a Diff: 1 Type: T7 "age #eference: 20 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 101) The fact that organizations are )social inventions) means that they are defined by the presence of people2 not things. Diff: 1 "age #eference: 4 %&ill: #ecall 'b(ective: 1.1 Define >organizations? and describe their basic characteristics. 102) @f we understand the reasons for a behaviour2 we can often manage that behaviour effectively. Diff: 2 "age #eference: 11 %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 100) "rediction and e/planation of organizational behaviour correspond to the managerial tas& of analysis. Diff: 2 "age #eference: 11 %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 104) anagers ac3uire2 allocate2 and utilize physical and human resources to accomplish goals. Diff: 2 "age #eference: 11
51
%&ill: #ecall 'b(ective: 1.0 Define )management) and describe what managers do to accomplish goals. 10$) The managerial activity of human resource management includes motivating2 reinforcing2 disciplining and punishing2 managing conflict2 staffing2 and training. Diff: 0 "age #eference: 1%&ill: #ecall 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 10-) Betwor&ing is a critical managerial activity for moving up the ran&s of the organization 3uic&ly. Diff: 2 "age #eference: 1%&ill: #ecall 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 106) 'rganizational behaviour is defined as the attitudes and behaviours of individuals and groups in organizations. Diff: 1 "age #eference: $ %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 108) ./planation is the goal of the field of organizational behaviour that involves determining the true reason for behaviour. Diff: 1 "age #eference: 1; %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 109) %ocial inventions for accomplishing goals through group effort are called organizations. Diff: 1 "age #eference: 4 %&ill: #ecall 'b(ective: 1.1 Define >organizations? and describe their basic characteristics. 14;) @f the absenteeism rate of the organization depends on the season2 we can also say that the absenteeism rate is contingent upon the season. Diff: 2
52
"age #eference: 14 %&ill: Applied 'b(ective: 1.$ Describe the >contemporary contingency approach? to management. 141) @f the proper leadership style is contingent upon the e/perience of the employees2 this means that it depends upon the employees< e/perience. Diff: 2 "age #eference: 14 %&ill: Applied 'b(ective: 1.$ Describe the >contemporary contingency approach? to management. 142) The goals of the field of organizational behaviour as portrayed in the te/t include management2 e/planation2 and prediction. Diff: 1 "age #eference: 1; %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 140) A manager who signs legal documents on behalf of his company is performing the role of figurehead. Diff: 0 "age #eference: 1$ %&ill: Applied 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 144) The goals of the field of organizational behaviour include predicting2 e/plaining2 and managing behaviour. Diff: 1 "age #eference: 11 %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field. 14$) %urvival is a goal of virtually all organizations. Diff: 1 "age #eference: $ %&ill: #ecall 'b(ective: 1.1 Define >organizations? and describe their basic characteristics. 14-) .mployee engagement is characterized by vigour2 dedication2 and absorption. Diff: 2 "age #eference: 20 %&ill: #ecall
53
'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 146) The direct cost of absenteeism due to high wor&=life conflict is appro/imately E0 H $ billion per year. Diff: 2 "age #eference: 21 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 148) !anada<s top !.'s believe that retaining employees has become their number one priority. Diff: 1 "age #eference: 20 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 149) Translating principles based on the best scientific evidence into organizational practices is &nown as evidence=based management. Diff: 2 "age #eference: 11 %&ill: #ecall 'b(ective: 1.0 Define )management) and describe what managers do to accomplish goals. 1$;) %cientific anagement advocates the use of careful research to determine the optimum degree of specialization and standardization. Diff: 2 "age #eference: 10 %&ill: #ecall 'b(ective: 1.4 !ontrast the >classical viewpoint? of management with that which the >human relations movement? advocated. 1$1) A manager who wants to centralize power at the top of the organization is creating a bureaucracy. Diff: 2 "age #eference: 10 %&ill: Applied 'b(ective: 1.4 !ontrast the >classical viewpoint? of management with that which the >human relations movement? advocated. 1$2) The ,awthorne studies illustrated how psychological and social processes affect productivity and wor& ad(ustment. Diff: 2
54
"age #eference: 10 %&ill: #ecall 'b(ective: 1.4 !ontrast the >classical viewpoint? of management with that which the >human relations movement? advocated 1$0) The manager who networ&s is li&ely to move up the ran&s of the organization 3uic&ly. Diff: 2 "age #eference: 1%&ill: #ecall 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 1$4) The manager who devotes time to human resource management is li&ely to have employees who are satisfied and committed. Diff: 2 "age #eference: 1%&ill: #ecall 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 1$$) Bational culture is one of the most important contingency variables in organizational behaviour. Diff: 2 "age #eference: 19 %&ill: #ecall 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 1$-) 'bservers of successful managers have often noted that intuition seems to guide many of their actions. Diff: 2 "age #eference: 18 %&ill: #ecall 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 1$6) @n !anada2 visible minorities are the fastest growing segment of the population. Diff: 2 "age #eference: 19 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 1$8) The number of visible minorities in !anada is e/pected to double by 2;16. Diff: 2
55
"age #eference: 2; %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 1$9) @n less than a decade2 the wor&force will be dominated by people over the age of 4; . Diff: 2 "age #eference: 2; %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 1-;) uch of the intellectual and physical wor& done in organizations is 3uite literally performed by groups. Diff: 2 "age #eference: $ %&ill: #ecall 'b(ective: 1.1 Define >organizations? and describe their basic characteristics. 1-1) Jnowledge of organizational behaviour will help you understand the use and effectiveness of human resources. Diff: 2 "age #eference: %&ill: #ecall 'b(ective: 1.2 ./plain the concept of >organizational behaviour? and describe the goals of the field 1-2) "sychological capital is characterized by self=efficacy2 optimism2 hope2 and resilience. Diff: 2 "age #eference: 22 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 1-0) *or& engagement is characterized by vigour2 dedication2 and absorption. Diff: 2 "age #eference: 20 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns.
56
1-4) !orporate social responsibility refers to an organization ta&ing responsibility for the impact of its decisions and actions on its sta&eholders. Diff: 2 "age #eference: 20 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 1-$) @t has been reported that only one=third of wor&ers are engaged. Diff: 2 "age #eference: 20 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 1--) *hat is an organization+ Apply your definition to a non=profit organization as an e/ample. Answer: An organization is a social invention for accomplishing common goals through group effort. Bon=profit organizations may include hospitals2 schools2 churches and charities. The goal of a charity may be to help the needy through the group effort of many volunteers. Diff: 2 Type: .% "age #eference: 4 %&ill: Applied 'b(ective: 1.1 Define )organizations) and describe their basic characteristics. 1-6) Describe the main goals of organizational behaviour. 5nder what conditions can behaviour be controlled+ Answer: The main goals are to predict2 e/plain2 and manage organizational behaviour. Generally2 if behaviour can be predicted and e/plained2 it can be controlled or managed. Diff: 2 Type: .% "age #eference: 1; %&ill: Applied 'b(ective: 1.2 ./plain the concept of )organizational behaviour) and describe the goals of the field.
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1-8) Describe a/ *eber<s ideal bureaucracy. *hy does the term )bureaucracy) have a negative connotation today+ Answer: *eber<s bureaucracy included a strict chain of command2 ob(ective criteria for selection and promotion2 a detailed set of rules and regulations2 highly specialized (obs2 and centralized power. Today2 the term has become synonymous with too many rules and regulations2 resulting in infle/ible behaviour. Diff: 2 Type: .% "age #eference: 10 %&ill: Applied 'b(ective: 1.4 !ontrast the )classical viewpoint) of management with that which the )human relations movement) advocated. 1-9) *hat is the contingency approach to management+ ./plain how a manager should decide the best way to lead a group of employees using the contingency approach to management. Answer: The contingency approach recognizes that there is no one best way to manage2 and that an appropriate management style depends on the demands of the situation. The manager2 therefore2 has to ta&e into consideration the characteristics of the employees De.g.2 do they respond better to direction or participation) as well as the nature of the situation or tas& and what the group is trying to achieve De.g.2 is it straightforward and routine or novel and comple/). @n other words2 the management style will vary for different groups2 in different situations2 and for different tas&s. Diff: 2 Type: .% "age #eference: 14 %&ill: Applied 'b(ective: 1.$ Describe the )contemporary contingency approach) to management. 16;) Describe the managerial informational roles identified by e/ample of each. Answer: intzberg and give an
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onitor2 disseminator2 and spo&esperson. ./amples will vary2 but note that the e/ample for disseminator should relate to internal communication2 while that for spo&esperson should be e/ternal. Diff: 0 Type: .% "age #eference: 1%&ill: Applied 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 161) Describe the managerial decisional roles identified by e/ample of each. intzberg and give an
Answer: .ntrepreneur2 disturbance handler2 resource allocator2 and negotiator. ./amples will vary. Diff: 0 Type: .% "age #eference: 1%&ill: Applied 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 162) According to :uthans2 ,odgetts2 and #osen&rantz2 what are the four main types of managerial activities+ "rovide a specific e/ample of each activity. Answer: #outine communication De.g.2 memos and paperwor&)2 traditional management De.g.2 planning2 decision ma&ing2 and controlling)2 networ&ing De.g.2 meetings and social events with people both inside and outside the organization)2 and human resource management De.g.2 motivating2 disciplining2 and training staff). Diff: 2 Type: .% "age #eference: 1%&ill: Applied 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes.
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160) According to :uthans2 ,odgetts2 and #osen&rantz2 which activities were highly correlated with managerial success+ Answer: @t depends on how you define )managerial success.) Betwor&ing is important for gaining rapid promotions in organizations2 while human resource management is relatively more important for obtaining employee commitment and satisfaction. Diff: 0 Type: .% "age #eference: 1%&ill: #ecall 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 164) !omment on the following statement: )@ntuition results in random and often irrational decisions2 and therefore2 it should not be used by managers.) Answer: %imon2 @senberg2 and most modern management theorists would disagree. 7or the e/perienced manager2 good intuition in problem solving is often based on years of systematic education and e/perience2 which enable the manager to 3uic&ly locate problems within a networ& of previously ac3uired information. Diff: 0 Type: .% "age #eference: 18 %&ill: Applied 'b(ective: 1.- ./plain what managers doAtheir roles2 activities2 agendas for action2 and thought processes. 16$) ./plain why )diversity) has become an important management issue in the modern wor&place. Answer: !hanging demographics and the globalization of business are resulting in increasingly diverse labour forces and customer mar&ets. Diff: 2
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Type: .% "age #eference: 19 %&ill: Applied 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management concerns. 16-) *hat is psychological capital and what does it have to do with organizational behaviour+ Answer: "sychological capital refers to an individualIs positive psychological state of development that is characterized by self=efficacy2 optimism2 hope2 and resilience. .ach state can be changed2 modified2 and developed. #esearch has shown that "sy!ap is positively related to psychological well=being as well as more positive (ob attitudes2 behaviours2 and (ob performance and negatively related to undesirable attitudes and behaviours. 'rganizational behaviour is concerned with creating a positive wor& environment and employee well=being2 and one way of doing this is to develop employeesI "sy!ap which can be done through the use of "sy!ap interventions. Diff: 2 Type: .% "age #eference: 22 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management. 166) ./plain why employee recruitment and retention has become an important management concern and what it has to do with organizational behaviour. Answer: 'rganizations are facing severe shortages of labour in the coming years due to a number of factors such as the retirement of the baby boomers2 fewer !anadians entering s&illed trades2 and the willingness of &nowledge wor&ers to relocate anywhere in the world. Talent management refers to an organizationIs processes for attracting2 developing2 retaining2 and utilizing people with the re3uired s&ills to meet current and future business needs. These are issues that are also associated with organizational behaviour. 'rganizational behaviour provides the means for organizations to be designed and managed in ways that optimize the attraction2 development2 retention2 engagement2 and performance of talent. Diff: 2
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Type: .% "age #eference: 22 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management. 168) ./plain what evidence=based management involves and give an e/ample. Answer: .vidence=based management involves translating principles based on the best scientific evidence into organizational practices. An e/ample: The director of a health care system recalls the principle that human beings can process only a limited amount of information. And2 thus2 he wor&s on redesigning a feedbac& system that provides feedbac& on a small set of critical performance indicators using terms people readily understand. Diff: 0 Type: .% "age #eference: 11 %&ill: Applied 'b(ective: 1.0 Define )management) and describe what managers do to accomplish goals. 169) Describe the goals of organizational behaviour and then apply them to an organization that has a turnover problem. ,ow can the goals of organizational behaviour help an organization lower its turnover+ Answer: The goals of organizational behaviour are predicting2 e/plaining2 and managing. @f an organization has a turnover problem2 it would first want to predict it. 7or e/ample2 they might predict that new employees 3uit after three months. Then2 they would want to be able to e/plain why new hires 3uit after three months. The e/planation is important because it can imply how the problem can be managed. ./planations might include: the (ob might be boring and lac& challenge2 the supervisor might not be providing support2 or perhaps new hires are dissatisfied with their pay. .ach one of these e/planations will re3uire a different approach. anaging it Dlowering turnover) might involve ma&ing the (ob more challenging2 encouraging supervisors to provide more support2 or improving pay. Diff: 0 Type: .% "age #eference: 1;
62
%&ill: Applied 'b(ective: 1.2 ./plain the concept of )organizational behaviour) and describe the goals of the field. 18;) Define and describe the differences and relationship between organizational behaviour and human resources management. Answer: 'rganizational behaviour refers to the attitudes and behavours of individuals and groups in organizations. ,uman resources management refers to programs2 practices2 and systems to ac3uire2 develop2 and retain employees in organizations. ,uman resource practices can be used to help develop positive employee attitudes and behaviours2 and organizational behaviour can help to understand the use and effectiveness of different human resources practices. Diff: 2 Type: .% "age #eference: $ %&ill: #ecall 'b(ective: 1.2 ./plain the concept of )organizational behaviour) and describe the goals of the field. 181) *hat is corporate social responsibility and what does it have to do with organizational behaviour+ Answer: !orporate social responsibility refers to an organization ta&ing responsibility for the impact of its decisions and actions on its sta&eholders. any !%# issues are associated with organizational behaviour Dtreating employees fairly2 creating a positive wor& environment and employee well=being2 having a diverse wor&force2 encouraging wor&= family balance2 and employment e3uity). Thus2 organizational behaviour plays an important role in !%#2 and organizational behaviour programs and practices are necessary for !%#. Diff: 2 Type: .% "age #eference: 20 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management.
63
182) ,ow can an organization create a positive wor& environment and improve employee well=being+ Answer: 'rganizational behaviour is concerned with creating a positive wor& environment and employee well=being. The te/tboo& describes how this can be achieved through wor&place spirituality which refers to wor&places that provide employees with meaning2 purpose2 a sense of community2 and a connection to others. .mployees in a spiritual wor&place have opportunities for personal growth and development and feel valued and supported. The te/t also describes the importance of psychological capital which contributes to employee success and well=being as well as more positive attitudes and behaviours. Thus2 a positive wor& environment and employee well=being can also be created by developing employeesI "sy!ap which can be done through the use of "sy!ap interventions. Diff: 0 Type: .% "age #eference: 2; %&ill: Applied 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management. 180) Define wor&place spirituality and describe what an organization can do to create a spiritual wor&place. Answer: *or&place spirituality refers to wor&places that provide employees with meaning2 purpose2 a sense of community2 and a connection to others. .mployees in a spiritual wor&place have opportunities for personal growth and development and feel valued and supported. 'rganizations can create a spiritual wor&place by providing employees with a meaningful wor&=life that is aligned with their values2 interesting wor& that provides meaning and a feeling of purpose2 a caring and supportive wor& environment2 and connections to others. "roviding employees with opportunities for growth and development is also important. Diff: 0 Type: .% "age #eference: 21 %&ill: Applied 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management.
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184) Define corporate social responsibility and describe what organizations can do to be more socially responsible. Answer: !orporate social responsibility refers to an organization ta&ing responsibility for the impact of its decisions and actions on its sta&eholders. There are many things organizations can do to be more socially responsible: treating employees fairly2 having a diverse wor&force2 providing programs for wor&=family balance2 employment e3uity programs2 being involved in the community2 ma&ing donations to charitable organizations2 and a concern for the environment and green initiatives. Diff: 0 Type: .% "age #eference: 20 %&ill: Applied 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management. 18$) Define talent management and describe how organizational behaviour can help organizations improve their management of talent. Answer: Talent management refers to an organizationIs processes for attracting2 developing2 retaining2 and utilizing people with the re3uired s&ills to meet current and future business needs. any organizational behaviour practices are associated with attracting2 developing2 retaining2 and utilizing people. 'rganizational behaviour provides the means for organizations to be designed and managed in ways that optimize the attraction2 development2 retention2 engagement2 and performance of talent. ./amples described in the te/t include providing opportunities for learning2 designing (obs that are challenging2 meaningful2 and rewarding2 providing recognition and monetary rewards for performance2 managing a diverse wor&force2 offering fle/ible wor& arrangements2 and providing effective leadership. These are some of the things associated with organizational behaviour that can help an organization improve the management of talent. Diff: 0 Type: .% "age #eference: 22 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management.
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18-) *hat is wor& engagement and why have organizations become so concerned about it+ *hat does organizational behaviour have to do with employee engagement+ Answer: *or& engagement refers to a positive wor&=related state of mind that is characterized by vigour2 dedication2 and absorption. 'rganizations have become concerned about it because it has been reported that only one=third of wor&ers are engaged in their wor& and yet engaged wor&ers have more positive wor& attitudes and higher (ob performance. @n addition2 engagement is considered to be a &ey factor for an organizationIs success and competitiveness and can have a significant effect on productivity2 customer satisfaction2 profitability2 innovation2 and 3uality. Diff: 0 Type: .% "age #eference: 20 %&ill: #ecall 'b(ective: 1.6 Describe the societal and global trends that are shaping contemporary management.

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anagement is the process of

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intzberg managerial role is

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