BX3171 Exam Revision

Which of the following is not a management function according to the theory of administration (Fayol)?
Planning
Organising
Control
Integrating
Which type of authority is the most stable in organisations?
Legal or rational
Traditional
Charismatic
Official
Which of the following is not a Theory Y assumption?
If a person is committed to a set of goals, he or she will work toward them without external control.
The average person can learn to accept responsibility. Lack of ambition is not a basic human characteristic.
Modern organisations fully use their workers’ potentialities.
Creativity, ingenuity, and imagination are human characteristics that are widely dispersed in the population.
The point at which a person notices that something has changed in the environment is the
Target threshold.
Recognition threshold.
Detection threshold.
Threshold.
A lecturer has noticed that a student is late for class on many occasions throughout the semester. This lecturer will use ______________ information when explaining the cause of the student’s lateness.
Consensus.
Situational.
Consistency.
Distinctiveness.
An employee who makes false claims on an expense report thinks that most other employees are also likely to make false claims on their expense reports. This may be an example of:
False consensus.
Confirmation bias.
Fundamental attribution error.
Self-fulfilling prophecy.
Efforts to reduce cognitive dissonance operate by changing the ________________ part of an attitude.
Affective.
Behaviour intentions.
Behaviour.
Cognitive.
An adult is viewed as polite because as a child she watched other children get rewarded for saying “please” and “thank you,” and adopted the same behaviors. This is an example of the ______________ theory of personality.
Operant-learning
Biological
Cognitive
Social-learning
Someone who is talkative and sociable is high in
Emotional stability.
Agreeableness.
Extroversion.
Openness to experience.
People differ in whether they feel they can affect their actions or are controlled by external factors. This personality characteristic is:
Extroversion/introversion.
Type A or B.
Locus of control.
Machiavellianism.
Emile Durkheim’s work is associated with the condition of:
Alienation
Anomie
Bureaucratic inertia
Class antagonism
The school of thought associated with Elton Mayo is called:
Human Relations
Scientific Management
Psychotherapy
Socialism
In which year was The Principles of Scientific Management first published?
1847
1893
1905
1911
According to McClelland’s achievement motivation theory, people high in need for achievement prefer which type of goals?
Hard goals.
Easy goals.
Moderate goals.
All types of goals.
A supervisor who does not want to give negative feedback to an employee because he or she does not wish to harm the relationship with that employee is likely high in which of McClelland’s needs?
Power.
Achievement.
Affiliation.
Nurturance.
Which of the following is a motivator according to motivator–hygiene theory?
Supervision.
Salary.
Advancement.
Interpersonal relations.
According to motivator–hygiene theory, an employee who receives less recognition and responsibility on the job will likely experience:
Dissatisfaction.
No dissatisfaction.
No satisfaction.
Satisfaction.
Vinnie knows that if he exerts enough effort he will receive an A in his organisational behaviour course. If Vinnie receives an A, he will graduate with distinction. Vinnie does not really care if he graduates with honors, as long as he graduates. What does expectancy theory predict about Vinnie’s behavior?
Vinnie will study hard for his organisational behaviour examinations.
Vinnie will not study hard for his organisational behaviour examinations.
Vinnie will cheat on his examinations to get an A.
It is impossible to predict Vinnie’s behavior from the information given.
Jim and Alecia are both employed as sales clerks in the housewares department in a local department store. Alecia recently got a raise and now Jim is experiencing negative inequity. Which of the following responses is Jim likely to have?
Jim may reduce his effort.
Jim may ask for a raise.
Jim may quit his job.
All answers describe likely responses for Jim.
If you wait a long time to give your pet dog a chewy treat, it will want the chewy treats even more. This example demonstrates the behaviour modification principle of
Contingent reward.
Reinforcement size.
Immediate reinforcement.
Reinforcement deprivation.
A manager who rewards successive approximations to the desired behavior is using:
Continuous reinforcement.
Intermittent reinforcement.
Extinction.
Shaping.
Groups that strive for consensus at the risk of sacrificing decision quality are experiencing:
Free riding.
Groupthink.
Social loafing.
The sucker effect.
Which of the following statements is false about organisational factors that affect cohesive group formation?
If people are physically close together, the potential for social interaction is high. If they are widely separated, the potential is low (proximity factor).
Job activities requiring interaction among workers increase the potential of cohesive group formation.
A job that does not require close attention lets the worker interact with other nearby workers.
Absenteeism and turnover within a formal group have little effect on social interaction.
Conflict that focuses primarily on different ways of doing the group’s task is found in which stage of group development?
Intragroup conflict.
Group cohesion.
Task orientation.
Group formation.
The group maintenance role in which a group member referees conflict among group members is the:
Encourager.
Gatekeeper.
Harmonizer.
Follower.
Which of the following statements is true about group size?
Satisfaction with group activities increases as size increases.
Participation of members drops as size increases.
A leader more likely emerges as group size decreases.
Large groups make communication in groups easier.
Which of the following statements is false about the effects of workforce diversity on group development and functioning?
Diversity in workgroups can create high conflict potential.
Diverse groups can take longer to become cohesive.
Diverse groups do not develop more ideas than homogeneous groups.
Diversity can lead to distrust among members.
Which of the following results is most likely when conflict in a group is dysfunctionally low?
The conflict can become the focus of management’s attention.
The group does not encourage new ideas or different viewpoints.
Trust in the group is reduced.
People involved in the conflict might distort information.
In the clip of The Magnificent Seven at which stage is the group?
Forming.
Norming.
Storming.
Performing.
In which phase does a newcomer to a group learn their role in it?
Anticipation.
Encounter.
Adjustment.
Socialisation.
Major ethical issues about groups in organizations are:
Conformity to norms.
Screening for membership of a team.
Pressures on ‘deviates’.
All of the above.
Which of the following is a win–win approach to conflict reduction?
Avoidance
Compromise
Smoothing
Integration
If two different departments at Coca-Cola are in conflict, executive-level management might try to focus all employees’ attention on beating Pepsi’s market share. This is an example of which approach to conflict reduction?
Compromise.
Superordinate goal.
Smoothing.
Integration.
The method of increasing conflict where a person has the role of deliberately criticising a position is called:
Heterogeneous groups.
Smoothing.
Devil’s advocate.
Integration.
The two leadership dimensions identified by the Ohio State University studies are:
Employee-centered and production-centered.
Consideration and initiating structure.
Production-centered and consideration.
Initiating structure and employee-centered.
Within a unitary frame of reference:
Management prerogatives are sacrosanct.
Trade unionism is discouraged.
Collective bargaining is restricted.
All of the above.
Neo-liberal reform of industrial relations in Australia began in:
The early days of the Commonwealth.
1990s.
2005.
2009.
Australia’s Fair Work Commission carries out functions related to:
Enterprise bargaining.
Termination of Employment.
Minimum wages.
All of the above.
The conflict in the police station in Life on Mars is attributable to:
Gender imbalance.
Groupthink.
Personality difference.
All of the above.
Organisation communication happens over a pathway called
Channels
Network
Feedback
Transmission
Which of the following can constitute noise in communication?
An accent
Stereotyping
Multi-tasking
All of the above
What can nonverbal communication do to verbal communication?
Contradict it
Complement it
Amplify it
All of the above
A manager who wants a job applicant to feel comfortable during a job interview will:
Sit behind a desk during the interview
Stand within 3 feet of the job applicant during conversation
Sit with the applicant at a table in the middle of the office
Remain standing while the applicant stays seated
Which one of the following is not a function of organisational communication?
Innovation
Filtrations
Integration
Persuasion
Which one of the following is not a dysfunction of communication?
Message distortion
Information overload
Emotion
Filtration
Which one of the following roles passes on more messages than it starts or ends?
Relayer
Liasons
Terminator
Isolate
Which one of the following is a decentralised small group communication network?
Wheel
Circle
Chain
Dyad
Which one of the following is a centralised small group communication network?
Y
Circle
Dyad
All channels
What are the ethical dimensions of organisational communication?
Managing external impressions
Disclosing planned changes
Disclosure of mistakes
Disclosure of personal data
Which of the following decision-making models is most correct for an ill-structured problem?
Garbage can.
Rational.
Bounded rationality.
No answers are correct.
A manager who is interviewing candidates for a new position in her organization hires the first applicant who meets the minimum criteria. This manager is likely using which of the following decision-making models?
Rational.
Political.
Bounded rationality.
Garbage can.
When entering into salary negotiations, a new employee requests a figure higher than what she really wants, and the manager offers a figure lower that what she is prepared to offer. These people are using which of the following heuristics?
The representativeness heuristic.
The anchoring and adjustment heuristic.
The availability heuristic.
The framing effect.
People often overestimate the frequency of plane crashes because these events are vivid and newsworthy. This is an example of which of the following heuristics?
Representativeness
Availability
Framing
Anchoring
A manager hired an employee whose performance is not up to the organisation’s standards. The manager sends the employee to several costly training seminars and devotes much time to individually counselling the employee, but the employee’s performance does not improve. This is an example of:
Confirmation trap bias.
Escalation of commitment.
Framing.
Conjunction fallacy.
Which of the following is false about brainstorming?
Bizarre ideas are discouraged.
No criticism is allowed.
People are encouraged to build on others’ ideas.
Quantity, not quality, is important.
What is the main theme underlying all suggestions on ways to avoid groupthink?
To stop members from stereotyping.
To stimulate conflict.
To decrease decision-making time.
No answers are correct.
The best group decision-making method to use when groups are geographically scattered is:
Brainstorming.
The nominal group technique.
The Delphi method.
Dialectical inquiry.
The dimension of power that describes the ability of one party to affect the results of another party by using rewards, penalties, or both is:
Sanctioning.
Dependence.
Relational.
Legitimate.
Which of the following about power in organizations is false?
Power and authority are different concepts.
Power is dynamic, not static.
Power is different from dominance.
Power flows primarily downward in organisations.
What is power based on personal liking called?
Expert power.
Referent power.
Reward power.
Legitimate power.
Which of the following sources of power is most important in lateral relationships where the manager has no direct authority?
A work unit’s power base.
Political network.
Charisma.
Work activities.
Which of the following lateral relationships feature political behaviour?
Line and staff.
Competition for resources.
Interdependence in the work flow.
All of the above.
An organisation that develops and manufactures chemical fertilisers places a well-known environmentalist on its board of directors. This political tactic is:
Controlling the agenda.
Selectively emphasising decision criteria.
Co-optation.
Building coalitions.
Which of the following is an influence tactic?
Sanctioning.
Assertiveness.
Ingratiation.
All of the above are influence tactics.
Which of the following might political diagnosis identify?
Coalitions
Political Networks.
Individual power bases.
All of the above.
What might be a manager’s response to a subordinate who wants to make organisational changes but does not have the authority to cause the changes.
Lying.
Deception.
Intimidation.
No answer is correct.
Which of the following behaviours is regarded as ethical in the OB text?
Serving people outside the organisation.
Giving consent to be influenced.
Upholding the right of due process.
All of the above.
Which of the following is not a force for change in a force field?
Workforce diversity.
Quality management.
International emphasis.
Previous domestic emphasis.
Which of the following is not a force against change in a force field?
Homogeneous workforce.
Quality inspectors.
Previous domestic emphasis.
International emphasis.
Which of the following change models is evolutionary?
Incremental over time.
Bursts of activity after periods of stability.
Enduring deep structures.
They all are.
Which of the following methods of reducing resistance to change is most politically based?
Committing enough resources.
Co-opting.
Communicating information about the change.
Using change agents who are similar to the targets of change.
The organisational development phase at which the change agent gets information about the state of the client system is:
Planning the change.
Diagnosis.
Contracting.
Evaluation.
Which is the penultimate phase of organisational development?
Feedback.
Evaluation.
Planning.
Contracting
Which of the following are organisational development interventions?
Human process.
Strategy.
Structural.
All of the above are OD interventions.
Which of the following is an intervention activity?
Organisational design.
Conflict resolution.
Training and development.
All of the above are intervention activities.
Which of the following are ethical concerns about organisational change?
Misrepresentation of the consultant’s capabilities.
Manipulation of employees’ values and behaviour.
Withholding information from those affected by change.
All of the above are ethical concerns.
Which of the following are qualities of change leaders?
Visionary.
Charisma.
Mystique.
All of the above are qualities of leaders.
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