HUMAN BEHVAIOUR IN ORGANIZATIONS
Mastering Human Behavior in Organizations
Test your knowledge and understanding of human behavior within organizational settings! This comprehensive quiz contains 95 questions that cover a wide range of topics related to organizational behavior, management roles, and workplace dynamics.
Whether you are a student, a professional, or just someone interested in the field, this quiz is designed to challenge and engage you!
- Explore topics like workforce diversity and leadership skills
- Enhance your understanding of management principles
- Gain insights into organizational culture and values
Which of the following disciplines is concerned with understanding of people and their environments
Anthropology
Medicine
Engineering
Organizational Psychology
A manager in the role of negotiator would primarily
Serve as a representative of the organization
Resolve disputes between various parties
Deal with other outside the organization
Settle labor contracts
Seek information for strategic decisions
The systems view is important to managers because it
Gives them a set procedure for making decisions
Shifts the focus from outside the company to inside the company
Underscores the importance of the organizations environment
Reduces risk of human error
Allows them to eliminate the interaction amon various elements of the organization
Compared to lower-level and top-level managers, middle managers require more of which skill?
Technical
Interpersonal
Middle manages require an even distribution across all four above skills
Conceptual
Organizing is the process of
Monitoring and correcting the actions of the organization and its members to keep them directed toward their goals to keep them directed toward their goals
Designing jobs, grouping into units, and establishing patterns of authority between jobs and units.
Moving organizational resources with the ultimate goal of attaining organizational goals efficiently and effectively
Determining the organization's desired future position and deciding how best to get there.
Motivating the organization's members to work together toward the organization's goals
All organizational successes and failures result directly from
Stakeholder management
The dynamics of reward system of the organization
Supplier relationship
The behaviors of many people.
Comprehensive selection and placement
Technical skills
Are used by managers to communicate with, understand, and motivate individuals and group
Are used by managers to understand cause and effect relationships and to recognize the optimal solutions to problems
Are used by managers to think in the abstract
Are used by managers to plan the big future of the organization
Are the skills necessary to accomplish specific tasks within the organization
Workforce diversity refers to important similarities and differences among the employees of the organization
True
False
Controlling is the process of
Motivating the organization's members to work together toward the organization's goals
Monitoring and correcting the actions of the organization and its members to keep them directed toward their goals to keep them directed toward their goals
Determining the organization's desired future position and deciding how best to get there.
Designing jobs, grouping into units, and establishing patterns of authority between jobs and units.
The environment of all organizations is changing at an unprecedented rate
False
True
Understanding and addressing the environment of a business has traditionally been the purview of
Stakeholders
Supervisors
Top managers
Workers and line managers
Which of the following is not studied as a group-level outcome in organizational behavior?
Cohesiveness
Norms
Absenteeism
Performance
Productivity
Today, the workplace in the United States might be regarded as more of a "tossed salad" made up of a mosaic of different flavors, colors, and textures.
True
False
Interpersonal skills
Are the skills necessary to accomplish specific tasks within the organization
Are used by managers to communicate with, understand, and motivate individuals and group
Are used by managers to think in the abstract
Are used by managers to plan the big future of the organization
Are used by managers to understand cause and effect relationships and to recognize the optimal solutions to problems
Another term for power distance is
Collectivism
Individualism
Deontology
Teleology
Orientation to authority
Diagnostic skilll
Are used by managers to understand cause and effect relationships and to recognize the optimal solutions to problems
Are the skills necessary to accomplish specific tasks within the organization
Are used by managers to plan the big future of the organization
Are used by managers to think in the abstract
Are used by managers to communicate with, understand, and motivate individuals and group
Leading is the process of
Monitoring and correcting the actions of the organization and its members to keep them directed toward their goals to keep them directed toward their goals
Determining the organization's desired future position and deciding how best to get there.
Motivating the organization's members to work together toward the organization's goals
Designing jobs, grouping into units, and establishing patterns of authority between jobs and units.
Which of these defines the oversight of a public corporation by its board of directors?
Board isolation
Profit maximization
Public policy
Corporate governance
Deontological overview
Advances in information technology have resulted in communication at work that is less personal in nature
True
False
Set of shared values that help people in a group, organization, or society understand which actions are considered acceptable and which are deemed unacceptable
Ethics
Diversity
General observations
Globalization
Culture
Descriptive nature of organizational behavior allows researches to
Prescribe the correct way to manage people
Increase the job satisfaction of nearly all workers
predict with certainty that changing a specific set of workplace variables will improve an individuals's performance
At best, the field can suggest that certain general concepts or variables tend to be related to one another in particular settings.
Attempts to explain how people select, interpret, and change various situations
Contextualism
Universalism
Systems theory
Interactionalism
Individualism
The central processes of interest in organizational behavior can be grouped into which of the following three basic categories?
Referential, supplemental, and complementary
Transactional, transformational, and interactional
Dynamic, static, and semi-static
Contextual, situational, and industrial
Individual, interpersonal, and organizational
All of the following are considered cultural values EXCEPT
Individualism/collectivism
Uncertainty avoidance
Masculinity
Power distance
Open mindedness
Which of these best defines stereotypes?
Grouping people into different categories
Making generalizations about groups of people
Favoring people similar to you
Focusing on differences among people
Judgments about other that reinforce beliefs about superiority and inferiority
Organizational behavior is not a defined business fun
False
True
Figurehead, Leader, and Liaison are roles under what category?
Informational
Decision-making
Interpersonal
Technical, Contextual, Interpersonal, and Diagnostic are the critical managerial skills
False
True
It is a measure of attendance
Absenteeism
Turnover
Productivity
Attitudes
Stress
These are Organizational-level outcomes which is NOT
Productivity
Absenteeism
Turnover
Cohesiveness
Survival
Financial performance
It occurs when a person leaves the organization
Absenteeism
Turnover
Productivity
Attitude
Stress
Cultural and national boundaries do not necessarily coincide
True
False
a Dutch researcher, studied workers and managers in 60 countries and found that specific attitudes and behaviors differed significantly because of the values and beliefs that characterized those countries
Gert Hofstede
Gertt Hofsteder
Geert Hofstede
Gert Hofsteder
Gertt Hofstede
Geert Hofsteder
exists to the extent that people in a culture define themselves primarily as individuals rather than as part of one or more groups or organizations
Collectivism
Orientation to authority
Individualism
Preference for stability
Materialism
Uncertainty avoidance is also known as
Materialism
Orientation to authority
Collectivism
Preference for stability
Values include focusing on the future, working on projects that have a distant payoff, persistence, and thrift
Long-term orientation
Short-term orientation
Values are more oriented toward the past and the present and include respect for traditions and social obligations
Long-term orientation
Short-term orientation
Refers to the important similarities and differences among the employees of organizations
Globalization
Assimilation
Workforce Diversity
Factors that are either inborn or exert extraordinary influence on early socialization. These include age, race and ethnicity, gender, physical and mental abilities, and sexual orientation
Primary dimensions of diversity
Second dimensions of diversity
Factors that matter to us as individuals and that to some extent define us to others; These include educational background, geographical location, income, marital status, military experience, parental status, religious beliefs, and work experience
Primary dimensions of diversity
Second dimensions of diversity
Is the process through which members of a minority group become socialized into learning the ways of the majority group
Stereotype
Prejudice
Assimilation
Globalization
Majority group members may avoid people who are “different” simply because they find communication difficult
True
False
is a form of business that combines and transforms resources into tangible outcomes that are then sold to others
Merchandising
Manufacturing
Service
Is one that transforms resources into an intangible output and creates time or place utility for its customers.
Merchandising
Manufacturing
Service
Outsourcing is the practice of hiring other firms to do work previously performed by the organization itself.
True
False
Organization on something other than a permanent or full-time basis
Tiered workforce
Knowledge worker
Contingent worker
exists when one group of an organization’s workforce has a contractual arrangement with the organization objectively different from that of another group performing the same jobs
Tiered workforce
Knowledge worker
Contingent worker
Personality is a person’s overall set of expectations regarding what he or she will contribute to the organization and what the organization will provide in return.
True
False
All of these are part of contributions from the individual, which is not
Effort
Ability
Loyalty
Benefits
Skills
Time
All of these are part of inducements from the organization, which is not
Pay
Job security
Career Opportunities
Status
Competencies
Promotion Opportunities
The ability to get along with others
Conscientiousness
Neuroticism
Extraversion
Openness
Agreeableness
Experiencing anger, anxiety, moodiness/insecurity
Conscientiousness
Neuroticism
Extraversion
Openness
Agreeableness
The capacity to entertain new ideas and to change as a result of new information
Conscientiousness
Neuroticism
Extraversion
Openness
Agreeableness
The quality of being comfortable with relationships
Conscientiousness
Neuroticism
Extraversion
Openness
Agreeableness
The number of goals on which a person focuses
Conscientiousness
Neuroticism
Extraversion
Openness
Agreeableness
) is a popular questionnaire that some organizations use to assess personality types.
The Winslow Personality Profile
Hexaco Personality Inventory
The Revised Neo Personality Inventory
The Personality Assessment System
The Myer-Briggs Type Indicator
It refers to a person’s capacity for being aware of how he or she is feeling
Social skill
Empathy
Motivating oneself
Managing emotions
Self-awareness
Refers to a person’s ability to understand how others are feeling even without being explicitly told
Social skills
Empathy
Motivating oneself
Managing emotions
Self-awareness
This refers to a person’s ability to get along with others and to establish positive relationships.
Social skills
Empathy
Motivating oneself
Managing emotions
Self-awareness
This dimension refers to a person’s ability to remain optimistic and to continue striving in the face of setbacks, barriers, and failure
Social skills
Empathy
Motivating oneself
Managing emotions
Self-awareness
This refers to a person’s capacities to balance anxiety, fear, and anger so that they do not interfere with getting things accomplished.
Social skills
Empathy
Motivating oneself
Managing emotions
Self-awareness
Locus of Control
The extent to which a person believes he or she is a worthwhile/deserving individual
The degree to which a person is willing to take chances and make risky decisions
The extent to which a person believes his/her circumstances are a function of either his/her own actions or of external factors beyond his/her control
A person’s beliefs about his/her capabilities to perform a task
The belief that power and status differences are appropriate within hierarchical social systems such as organizations
Behavior directed at gaining power and control of others
Machiavellianism
The extent to which a person believes he or she is a worthwhile/deserving individual
The degree to which a person is willing to take chances and make risky decisions
The extent to which a person believes his/her circumstances are a function of either his/her own actions or of external factors beyond his/her control
A person’s beliefs about his/her capabilities to perform a task
The belief that power and status differences are appropriate within hierarchical social systems such as organizations
Behavior directed at gaining power and control of others
Self-Efficacy
The extent to which a person believes he or she is a worthwhile/deserving individual
The degree to which a person is willing to take chances and make risky decisions
The extent to which a person believes his/her circumstances are a function of either his/her own actions or of external factors beyond his/her control
A person’s beliefs about his/her capabilities to perform a task
The belief that power and status differences are appropriate within hierarchical social systems such as organizations
Behavior directed at gaining power and control of others
Authoritarianism
The extent to which a person believes he or she is a worthwhile/deserving individual
The degree to which a person is willing to take chances and make risky decisions
The extent to which a person believes his/her circumstances are a function of either his/her own actions or of external factors beyond his/her control
A person’s beliefs about his/her capabilities to perform a task
The belief that power and status differences are appropriate within hierarchical social systems such as organizations
Behavior directed at gaining power and control of others
Self-Esteem
The extent to which a person believes he or she is a worthwhile/deserving individual
The degree to which a person is willing to take chances and make risky decisions
The extent to which a person believes his/her circumstances are a function of either his/her own actions or of external factors beyond his/her control
A person’s beliefs about his/her capabilities to perform a task
The belief that power and status differences are appropriate within hierarchical social systems such as organizations
Behavior directed at gaining power and control of others
Risk Propensity
The extent to which a person believes he or she is a worthwhile/deserving individual
The degree to which a person is willing to take chances and make risky decisions
The extent to which a person believes his/her circumstances are a function of either his/her own actions or of external factors beyond his/her control
A person’s beliefs about his/her capabilities to perform a task
The belief that power and status differences are appropriate within hierarchical social systems such as organizations
Behavior directed at gaining power and control of others
a person’s feelings toward something
Affect
Intention
Cognition
A component of an attitude that guides a person’s behavior
Cognition
Affect
Intention
The knowledge a person presumes to have about something
Intention
Affect
Cognition
A pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness
Performance Behaviors
Workplace Behavior
Dysfunctional Behaviors
Organizational Citizenship
Behaviors that detract from organizational performance
Organizational Citizenship
Performance Behaviors
Workplace Behavior
Dysfunctional Behaviors
The extent to which a person’s behavior makes a positive overall contribution to the organization
Performance Behaviors
Workplace Behavior
Organizational Citizenship
Dysfunctional Behaviors
All of the total set of work-related behaviors that the organization expects the individual to display
Workplace Behavior
Performance Behaviors
Organizational Citizenship
Dysfunctional Behaviors
Perception is the set of processes by which an individual becomes aware of and interprets information about the environment (Selective perception and Stereotyping)
True
False
We attribute causes to behavior based on our observations of certain characteristics of that behavior
Attribute theory
Perception
Consensus
Observation of behavior
Upbeat and optimistic, overall sense of well-being, seeing things in a positive li
Positive affectivity
Negative affectivity
Downbeat and pessimistic, seeing things in a negative way, seeming to be in a bad mood
Positive affectivity
Negative affectivity
Cognitive Dissonance is the anxiety a person experiences when he/she simultaneously possesses two sets of knowledge or perceptions that are contradictory or incongruent
True
False
The extent to which the contributions made by the individual match the inducements offered by the organization
Person-Job Fit
Individual Differences
Cognitive Dissonance
Job satisfaction
Organizational commitment
A person’s identification with and attachment to an organization
Job satisfaction
Organizational commitment
Person-Job Fit
Individual Differences
Cognitive Dissonance
IQ is the extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills
True
False
Attitude is a person’s complexes of beliefs and feelings about specific ideas, situations, other people
True
False
Personal attributes that vary from one person to another
Job satisfaction
Individual Differences
Cognitive Dissonance
Organizational commitment
All of these are reasons why attitudes change, which is NOT
Availability of new information
Object of the attitude becomes less important
To reduce cognitive dissonance
Globalization
Changes in the object of the attitude
Situational perspective is especially strong in the areas of motivation, job design, leadership, and organizational design, but it is becoming increasingly important throughout the entire field
True
False
Monitor, Disseminator, and Spokesperson are roles under what category?
Interpersonal
Decision-making
Informational
Entrepreneur, disturbance handler, resource allocator, and negotiator are roles under what category?
Informational
Decision-making
Interpersonal
Individuals always work in isolation.
True
False
Is the study of human behavior in organizational settings, of the interface between human behavior and the organization, and of the organization itself.
Organizational theory
Sociology
Political Science
Organizational Behavior
Medicine
Primary goal of studying organizational behavior is to describe relationships between two or more behavioral variables
True
False
Primary goal of studying organizational behavior is to describe relationships between two or more behavioral variables, which is NOT
The immaturity of the field
the lack of valid, reliable, and accepted definitions and measures
The complexities inherent in studying human behavior
Behavioral processes pervade most managerial functions and roles
Managers no longer needs to consider how the individual and the organization interact
True
False
Presumes a direct cause-and-effect linkage between variables
Situational perspective
Organizational approach
Managerial perspective
Universal approach
Acknowledges that several other variables alter the direct relationship
Situational perspective
Organizational approach
Managerial perspective
Universal approach
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