FINAL ASSESSMENT FEB 2021

INTRODUCTION TO ORGANIZATIONAL BEHAVIOR (MGT430)

(ZON TIMUR_1)
nd
2 FEBRUARY 2021
9.00AM-12.00PM

INSTRUCTION: Students are given 2 files. (1) the questions file and, (2) the template
file. Answer all questions on template provided. Then, submit the template only to
your lecturer.

TRUE FALSE QUESTIONS

1. Stakeholders of an organization are shareholders, customers, suppliers,

governments, and any other groups that affect or are affected by the company’s
objectives and actions.

2. To improve work-life integration through “boundary setting,” some companies prohibit

work-related communication after the regular workday.

3. Organizational efficiency is considered the ultimate dependent variable in the study

of organizational behavior.

4. Self-concept and past experience affect the strength of a person’s needs’, but social
norms have little to no influence on those needs.

5. Individual attitudes and social norms are the prime sources of human motivation.

6. Employees in a department are considered a team only when they interact with each
other, influence each other, and coordinate work activities to achieve common goals.

7. Social loafing is most common in teams that are very small.

8. As a general rule, teams should have many more members than needed in case
some members leave the team.

9. One important element of team member behavior is comforting—helping coworkers

maintain a healthy psychological state.

10. Constructive conflict tests the logic of opposing arguments and encourages
participants to reexamine their basic assumptions.

11. Constructive conflict refers to conflict between departments and their organizations.

12. Relationship conflict is apparent when the conflict is explained in terms of differences
of opinion regarding tasks or decisions.

13. The forcing style of conflict management presents the highest risk of relationship
conflict and it should never be used to manage conflicts in organizations.

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 14. Increasing resources and creating more precise rules for the allocation of those
resources represent two ways to increase conflict.

15. Unlike the traditional view of leadership, shared leadership lacks formal authority.

16. Transformational leaders shape a strategic vision of the future that focuses
employees on a superordinate organizational goal.

17. Managerial leadership entails the daily activities that support and guide the
performance and well-being of individual employees and the work unit to support
current objectives and performance.

18. Job performance is higher among employees who work for supervisors with low
levels of task-oriented leadership and high levels of people-oriented leadership.

19. Transformational leadership requires that effective leaders be aware of, feel
comfortable with, and act consistently with their values, personality, and self-concept.

20. The change process can be improved through social networks due to their role in
communication and influence.

21. Action research is based on the philosophy that diagnosing the need for change must
precede active interventions.

22. Parallel learning structures apply the action research model to produce meaningful
organizational change.

MULTIPLE CHOICE QUESTIONS

1. Which of the following views of organizational effectiveness recognizes that some

outputs to the external environment are valuable, but others are undesirable by-
products?
A. stakeholder
B. human capital
C. multidisciplinary
D. open systems

2. Organizational behavior emerged as a distinct field

A. in the early 1940s.
B. in the 1770s.
C. in the early 1900s.
D. around 500 BC.

3. The need for achievement in successful entrepreneurs tends to be

A. high.
B. low.
C. neither high or low.

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 D. both low and high.

4. Intrinsic motivation theory is based on which of Maslow’s needs?

A. belonging
B. esteem
C. physiological
D. self-actualization

5. In OB Mod, which of the four consequences is applied to decrease the frequency of

undesired behavior?
A. punishment
B. positive reinforcement
C. negative reinforcement
D. reinforcement

6. Which of the following is an element of team design?

A. team norms
B. team development
C. team trust
D. team size

7. During the ________ stage of team development, team members shift their
attention away from task orientation to a relationship focus.
A. forming
B. storming
C. adjourning
D. performing

8. In which stage of team development is there a period of testing and orientation in

which members learn about each other and evaluate the benefits and costs of
continued membership?
A. Storming
B. forming
C. norming
D. adjourning

9. What is the best way to establish desirable team norms?

A. Let them develop naturally.
B. Select team members with opposing values.
C. Clearly state them when the team is created.
D. Define them during the adjournment stage of development.

10. To manage remote teams effectively, organizations should

A. provide documented work processes and clear objectives.
B. specify the communication technology that the teams should use.
C. avoid face-to-face contact among team members.
D. use remote teams only for long-term projects.

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 11. Remote teams should have
A. external consultants.
B. a toolkit of communication channels
C. vague operational objectives.
D. a low level of bonding.

12. Conflict is ultimately based on

A. people's perceptions.
B. actual intentions.
C. technical competence.
D. skills and abilities of individuals.

13. Which of the following is an advantage of having moderate levels of organizational

conflicts?
A. It helps reduce organizational politics.
B. It boosts employee motivation.
C. It promotes organizational cohesion.
D. It energizes people to evaluate alternatives.

14. Which of the following is a negative consequence of conflict?

A. more responsive to changing environment
B. increased organizational politics
C. better decision making
D. questioning of assumptions

15. Relationship conflict usually causes people to

A. reduce communication and information sharing with the other party.
B. use logical analysis in organizational decision making.
C. rethink their assumptions and beliefs about the issue that is the source of
conflict.
D. concentrate on the issue rather than the people involved in the issue.

16. In a team meeting, Encik Jamal tells a colleague “That is one of the stupidest ideas I
have ever heard. Are you crazy?” This represents
A. task conflict.
B. team cohesion.
C. emotional intelligence.
D. relationship conflict.

17. ________ exists when employees champion the introduction of new technologies
and products.
A. Supportive leadership
B. Servant leadership
C. Shared leadership
D. Directive leadership

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18. Shared leadership is more likely to occur in work units where the formal leader
A. delegates power to employees.
B. creates a competitive culture.
C. discourages employees initiative.
D. relies on their formal authority.

19. Leaders who create, communicate, and model a shared vision for the team are using
the ________ perspective.
A. path-goal leadership
B. transformational leadership
C. substitute leadership
D. managerial leadership

20. Puan Sya and Encik Halim are both managers at Yang Accounting, a large
accounting firm. Each has a very different management style. Puan Sya is very
outgoing and constantly checking on her subordinates to see if there is any way she
can help them to complete their projects. She also brings in fresh flowers for the
lunchroom weekly and always remembers everyone's birthday. Encik Halim is much
more introverted and communicates with his subordinates mainly through email, and
he has his subordinates submit daily reports on their progress toward the weekly
goals he has assigned them. Which type of leader is Puan Sya?
A. servant leader
B. transformational leader
C. task-oriented leader
D. path-goal leader

21. Integrity, a financial services organization, trains employees to develop new skills
and uses coworkers to train new employees, while providing social support in the
form of daycare facilities. Integrity management believes that using this system will
help replace or reduce the need to micromanage by assigning and clarifying work
responsibilities, setting goals and deadlines for employees, establishing
performance-based rewards, and establishing well-defined work procedures. Instead
of focusing on rewards, Integrity could encourage employees to reach their peak
performance by emphasizing ________ behaviors.
A. supportive
B. participative
C. directive
D. achievement-oriented

22. What is the highest priority and first strategy required for any organizational change?

A. employee involvement
B. negotiation
C. stress management
D. communication

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 23. Murni Maju Sdn. Bhd. wants to introduce a new procedure to improve how customer
requests are handled. This change will require employees to break old routines and
adopt new role patterns. They decide to adopt two new programs. One asks the
employees to learn how to work as teams as the company changes. The other
involves forming task forces within the company to help determine new customer
service practices. In asking employees to now work in teams, Murni Maju Sdn. Bhd.
is using ________ to minimize resistance to change.
A. communication
B. negotiation
C. learning
D. stress management

SHORT ANSWER QUESTION

Zamani was happy with his position within the organization. One day at lunch he overheard
his colleagues, Alia and Zetty excitedly talking about a new recognition program that would
honor an Employee of the Month, and that employee would get to go to lunch with the boss.
Zamani and his family were just making ends meet, and with another baby on the way, his
salary was most important to both him and his family. He really couldn't care less about the
lunch with the boss. Which level of needs in Maslow's hierarchy does this situation reflect?
(5 marks)

END OF QUESTION PAPER