1) __________ is a multidisciplinary field devoted to understanding individual and group behavior, interpersonal processes, and organizational dynamics.

A. Organizational behavior

B. Motivation

C. Performance management

D. Workgroup analysis

2) What is organizational culture?

A. The predominant cultural background represented by the organization’s members

B. How an organization appears to external and internal stakeholders

C. The shared beliefs, actions, and values within an organization

D. The way an organization operates within the geographic region

3) Three important levels of cultural analysis in organizations are

A. implicit culture, shared values, and common experiences

B. shared objectives, shared values, and shared mission

C. observable culture, shared values, and common assumptions

D. explicit culture, implicit culture, and common assumptions

4) In the context of the three important levels of cultural analysis in organizations, the level referred to as __________ can play a critical part in linking people together and can provide a powerful motivational mechanism for members of the culture.

A. shared values

B. observable culture

C. rituals

D. common assumptions

5) Henry Mintzberg identified a set of roles that managers perform. These roles are grouped into which of the following three categories?

A. Interpersonal, strategic, and decisional

B. Strategic, informational, and political

C. Interpersonal, informational, and decisional

D. Supervisory, authoritarian, and decisional;

6) A person who is a __________ assumes a unique responsibility for work that is accomplished largely through the efforts of other people.

A. team member

B. human resources director

C. change agent

D. manager or team leader

7) The difficulties with cross-cultural communication are perhaps most obvious with respect to

A. geographic differences

B. language differences

C. religious differences

D. lifestyle differences

8) __________ is often accompanied by an unwillingness to understand alternative points of view and to take the values they represent seriously.

A. Ethnocentrism

B. Proxemics

C. Kinesics

D. Parochialism

9) Groups and teams are not the same thing because of differences in goals, synergy, accountability and skills. A work team is characterized by

A. sharing information as a goal

B. random and varied skills

C. individual and mutual accountability

D. neutral synergy;

10) Four contextual factors are most significantly related to team performance and whether or not they are successful. They are adequate resources, leadership and structure, performance evaluation and reward systems, and

A. abilities of members

B. size of teams

C. climate of trust

D. diversity of members

11) Groups generally pass through a predictable sequence in their evolution. The five-stage group-development model describes which stage as being characterized by a great deal of uncertainty about the group?s purpose, structure, and leadership?

A. Storming

B. Forming;

C. Norming

D. Adjourning

12) Which of the following distinguishes a team from a group?

A. Members are accountable to one another.

B. Members are assigned to one person: the leader.

C. Members do not have a clear stable culture and conflict is frequent.

D. Members may accomplish their goals.

13) Ken is being cooperative but unassertive with his employees during a conflict situation. He tries to smooth over their differences but it only produces a false sense of harmony among them. Ken is using which conflict management style?

A. Avoidance

B. Competition

C. Accommodation

D. Compromise

14) The conflict management style of __________ involves being both cooperative and assertive. This style is characterized by trying to fully satisfy everyone’s concerns by working through differences and finding and solving problems so that everyone gains.

A. avoidance

B. accommodation

C. compromise

D. collaboration

15) Which of the following is the correct order of Maslow’s theoretical hierarchal needs from the lowest (lower-order need) to the highest (higher-order need) level?

A. Safety, social, physiological, esteem, and self-actualization

B. Social, esteem, self-actualization, physiological, and safety

C. Physiological, safety, social, esteem, and self-actualization

D. Physiological, social, safety, self-actualization, and esteem

16) In the context of motivation, persistence refers to

A. the length of time a person sticks with a given action

B. the amount of effort a person puts forth

C. an individual’s choice when presented with a number of possible alternatives

D. the different needs that an individual is trying to satisfy

17) In the context of motivation, intensity refers to

A. the length of time a person sticks with a given action

B. the amount of effort a person puts forth

C. the different needs that an individual is trying to satisfy

D. the consequences of an individual’s behavior

18) Compared to other types of teams, __________ teams tend to have more difficulty learning to work with each other and solving problems in the early stages of team development.

A. problem-solving

B. heterogeneous

C. virtual

D. homogeneous

19) __________ implies that characteristics such as age or the date that someone joins a specific work team or organization should help us to predict turnover.

A. Allocation of roles

B. Social loafing

C. Groupshift

D. Organizational demography

20) __________ factors that could potentially cause stress include things such as economic or political uncertainty and technological change.

A. Environmental

B. Personal

C. Resource

D. Organizational

21) __________ stressors are stressors that keep you from achieving your goals, such as red tape, organizational politics, or confusion over responsibilities.

A. Challenge

B. Hindrance

C. Organizational

D. Personal

22) If a worker is placed on a difficult project and they experience eustress, one likely result would include

A. job burnout

B. hypertension

C. greater diligence

D. a successful project

23) __________ is often used in combination with horizontal leadership.

A. Power negotiation

B. Organizational goal setting

C. Shared leadership

D. Individual leadership

24) Often self-leadership activities are divided into these three broad categories

A. behavior focused, natural reward, and constructive thought pattern strategies

B. cognitive, behavior, and emotional strategies

C. focus, ambiguous, and unfocused strategies

D. bottom-up, top-down, and middle strategies

25) Directives falling within the zone of indifference are

A. subjected to slight scrutiny

B. rejected

C. obeyed

D. subjected to severe scrutiny

26) Milgram designed experiments to determine the extent to which people

A. learn from personal failures

B. obey the commands of an authority figure

C. are willing to use coercive power to gain influence

D. are willing to learn new things as a means of gaining expert power

27) The essence of power is

A. personal desire

B. a distinguished reputation

C. control over the behavior of others

D. having a Machiavellian personality

28) The development of a cohesive, high-performing team can be aided by

A. individual performance evaluations and incentives

B. ensuring that new information is kept to a minimum

C. system modifications that reinforce team effort and commitment

D. allowing the team to develop their own values and purpose

29) One of the foremost trends in management involves using __________ to streamline operations and reduce staff in order to lower costs and raise productivity.

A. reengineering techniques

B. just-in-time inventory control

C. information technology

D. total quality management

30) The obvious organizational design response to uncertainty and volatility is to opt for a more __________ form.

A. mechanistic

B. organic

C. bureaucratic

D. centralized