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MBA - First Semester > 4. Organizational Behavior and Human Resources Management > Flashcards

4. Organizational Behavior and Human Resources Management Flashcards

1
Q

Which of the following levels of organisational behaviour includes the study of group formation, team conflict, leadership, power and politics?

A

Group

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2
Q

Which of the following factors can motivate an employee?

A
  1. Appreciation

2. Rewards and Recognition

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3
Q

Which of the following is defined as a process of influencing, motivating, inspiring and directing people to attain organisation goals?

A

Leadership

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4
Q

The third level in organisational behaviour is the________level, which includes the changes in organisation’s culture, management and their effect on the group and individuals.

A

Organisational

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5
Q

Which of the following are the advantages of studying organisational behaviour?

A
  1. Cordial Interpersonal Relationship
  2. Employees feel valued and involved
  3. Good working Environment
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6
Q

Which of the following experiments were done to find out workers’ feelings and sentiments towards their work and working conditions?

A

Experiments in interviewing workers

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7
Q

Which of the following is defined as the study of human cultures, beliefs, values, ideas, practices, etc., in the past and present?

A

Anthropology

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8
Q

‘X is one of the outstanding employees of an organisation and displays a high need for achievement’. Which of the following behaviour of X is represented in the provided sentence?

A

Internal

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9
Q

Which of the following is necessary to make new employees comfortable and confident in expressing their ideas?

A

Healthy organisation culture

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10
Q

Which of the following skills are needed by a manager to effectively manage employees in an organisation?

A
  1. Leadership skills
  2. Conceptual skills
  3. Negotiation skills
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11
Q

Which of the following is the scientific study of the mental processes and behaviour of human beings?

A

Psychology

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12
Q

Organisational behaviour is a_______tool that aids organisations in understanding the cause for the problem, predicting measures for action and controlling its consequences for human benefit.

A

Human

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13
Q

Which of the following helps in understanding motivation at work, interpersonal relationships, training needs and the effect of personality traits on behaviour?

A

Psychology

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14
Q

Which of the following management movements came in after the Industrial Revolution?

A

Scientific management

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15
Q

A________consists of two or more people that interact with each other to achieve specific or common goals.

A

Group

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16
Q

In which of the following studies, the primary purpose was to make an observational analysis of the informal workgroup?

A

Bank wiring room experiments

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17
Q

Organisational behaviour is:

A

Interdisciplinary approach

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18
Q

Which of the following levels of organisational behaviour deals with the perception, personality, learning, motivation and attitudes of the employees in an organisation?

A

Individual

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19
Q

Which of the following is not an internal behavioural process?

A

Leading

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20
Q

The purpose of the Hawthorne Experiments I was/were to understand the impact on the productivity of:

A
  1. Social situations of workers
  2. Human Factor
  3. Employee Attitude
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21
Q

________was developed by Hackman and Oldham to measure both overall and specific facets of job satisfaction.

A

Job Diagnostic Survey

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22
Q

________ refers to an expression of a favourable or unfavourable evaluation of a person, place, thing or event.

A

Attitude

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23
Q

Which of the following refers to how much a person values himself?

A

Self-esteem

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24
Q

In which of the following cases, individuals are only concerned with themselves and do not like being social?

A

Introversion

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25
Q

Which of the following reflects or denotes people’s characteristics, such as thoughts, behaviour and feelings?

A

Personality trait

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26
Q

_______refer to the collective conceptions of what is good or bad, desirable or undesirable and proper or improper in a culture.

A

Values

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27
Q

Which of the following psychologists invented ‘Self Theory’?

A

Carl Rogers

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28
Q

Which of the following is defined as the common traits which shape the behaviour of an individual and are found in a majority of people within a society or culture?

A

Central traits

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29
Q

The ________shows the tendencies which may seem like they are trying to usurp other employee’s duties.

A

Commander

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30
Q

Which is the example of values?

A

All of these

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31
Q

Which of the following is not a trait theory?

A

Self-theory

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32
Q

Which of the following best defines personality traits?

A

Unique qualities of an individual

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33
Q

Which of the following personality traits is possessed by an individual who is ready to explore new things out of curiosity, imagination and art?

A

Open to experiences

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34
Q

_______is identifying with the job, actively taking part in the job and considering performance important to self-worth.

A

Job Involvement

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35
Q

An individual’s behaviour and personality are based on which of the following traits?

A

All of these

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36
Q

In which of the following cases, individuals are more concerned with what is happening outside and like being socially active?

A

Extraversion

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37
Q

Who discovered the social learning theory?

A

Albert Bandura

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38
Q

Which of the following personality traits is possessed by an individual who is moody, angry and depressed?

A

Neuroticism

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39
Q

___________ are the other groups to which a group is compared to.

A

Reference Groups

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40
Q

___________ is the next stage after forming. This stage starts with knowing the other members of the team cautiously.

A

Storming

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41
Q

Monetary factors are ___________ factors to work which influence motivation.

A

Extrinsic

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42
Q

__________ means shuffling of jobs among individuals.

A

Job rotation

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43
Q

Individuals who are assigned to perform a particular job, task or project form ___________ .

A

Task Group

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44
Q

A collection of individuals sharing mutual viewpoints and objectives is defined as a ___________ .

A

Group

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45
Q

__________ refer to the factors that represent employees’ perception about their jobs.

A

Motivators

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46
Q

__________ theory is also called Three Needs Theory.

A

McClelland’s theory

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47
Q

A group structure status includes ___________ .

A

All of these

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48
Q

_________ refers to the perception of employees that a particular amount of effort will lead to a certain level of performance.

A

Effort-performance relationship

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49
Q

When a direct informal face-to-face interaction and communication occurs among members of a group, it is said to be a

A

Primary group

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50
Q

________ include needs for the drive to become what one is capable of becoming. It includes growth, achieving one’s potential and self-fulfilment.

A

Self-actualisation needs

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51
Q

The concept of ___________ deals with identifying human behaviour and is concerned with understanding the reason behind why individuals act and react in a Certain manner.

A

Motivation

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52
Q

_______ groups are those groups that are formed by the organisation for accomplishment of specific tasks and projects.

A

Formal

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53
Q

_________ refers to the extent of belongingness towards each other in the group.

A

Cohesiveness

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54
Q

_______ refers to the perception of employees that if they perform in a particular way, they might get certain rewards.

A

Instrumentality

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55
Q

__________ include recognition and appreciation.

A

Non-monetary factors

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56
Q

The most famous and influential theory on workplace motivation was developed by the psychologist ___________ .

A

Abraham H. Maslow

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57
Q

_________ is the last stage in team development and is only applicable for the temporary teams.

A

Adjourning

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58
Q

ERG Theory was given by ___________ .

A

Clayton Alderfer

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59
Q

Which among the following is not a leadership theory?

A

Need Theory

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60
Q

___________ focus on the day-to-day events to administer and manage the system.

A

Managers

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61
Q

Which leadership theory discuses human skills, technical skills and conceptual skills?

A

Behavioral

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62
Q

Which leadership style is demoted by (5, 5)?

A

Middle-of-the-Road

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63
Q

Managerial grid has how many dimensions?

A

2

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64
Q

Which among the following denotes team management?

A

(9, 9)

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65
Q

Which theory categorised traits?

A

Allport’s Trait Theory

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66
Q

This is low concern for production and low concern for people. Choose the correct answer.

A

Impoverished Management

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67
Q

Which among the following is/are not part of basic foundation of leadership skills?

A

Morale

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68
Q

___________ are considered as powerful traits and very few people have a personality which is dominated by these traits.

A

Cardinal traits

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69
Q

Being friendly, jovial, loyal and agreeable are the example of which trait?

A

central trait

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70
Q

_________ is a collegial style wherein the leader has high concern for people and low concern for production.

A

Country Club

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71
Q

__________ is the ability to manage, motivate and influence workers to work with confidence and enthusiasm.

A

Leadership

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72
Q

Leaders ________ while managers __________.

A

both a and c

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73
Q

Maturity level is discussed under which theory?

A

Hersey Blanchard Situational Leadership Theory

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74
Q

________ theory was developed by Fred E. Fiedler.

A

Contingency

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75
Q

A ____________refers to the person having clear idea about how the future should look.

A

Visionary leader

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76
Q

Which theory comes under historical leadership theory?

A

Contingency

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77
Q

__________ skills refer to the individual’s knowledge of the system, processes and techniques.

A

Technical

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78
Q

_______ leadership includes transformational leadership, leader-member exchange, servant leadership, and authentic leadership.

A

Contemporary

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79
Q

______ is the power possessed by an individual because of his/her superior ability or expertise in one or more areas.

A

Expert power

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80
Q

Under which technique do managers set a deadline for others to comply with a request?

A

Assertiveness

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81
Q

Which is not the type of power?

A

None of these

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82
Q

Which of the following powers practiced only when a manager influences employees by punishment?

A

Coercive power

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83
Q

_____ base of power includes coercive power, reward power, and legitimate power.

A

Formal

84
Q

‘Organisational politics is generally outside one’s specific job requirements’ shows which of the following politics features?

A

Non-official base

85
Q

______ type of power is used by an individual who is liked and respected by others.

A

Referent power

86
Q

______ are more prominent in the case of interdependent departments in organisations, where the support of one team is necessary to accomplish the objectives of the other team.

A

Coalition

87
Q

Which among the following is not the negative impact of power?

A

eliminates conflict

88
Q

This implies exchanging favours and benefits through a process of negotiation.

A

Bargaining

89
Q

Using this technique, managers set a deadline for others to comply with a request, command others to do what they were expected to do and emphasise on the importance of complying with the request and repeatedly reminding others of their obligations.

A

Assertiveness

90
Q

______ is the negative part of power that is exercised only when a manager has to influence employees by punishment.

A

Coercive power

91
Q

______ refers to possessing authority and influencing others.

A

Power

92
Q

_________ is the unique characteristics of an organisation.

A

Both a and b

93
Q

______ organisation refers to a structure of jobs and functions which are defined by the management to achieve the objectives of an organisation and is bound by rules, procedures and systems.

A

Formal

94
Q

_______ introduced the human relations approach in the classical theory of organisation.

A

Neo-classical theorists

95
Q

The evolution of organisation theories is broadly categorised in ___________ phases.

A

Four

96
Q

Which among the following is/are the objectives followed by every organisation?

A

All of these

97
Q

_________ pioneered the Hawthorne studies.

A

Elton Mayo

98
Q

_______ viewed the organisation as a machine and the humans working in these organisations as the components of this machine.

A

Classical theorists

99
Q

______ organisation is a relationship between people according to the network of personal and social relationships which originate from within the formal set-up.

A

Informal

100
Q

The business environment includes ___________ environment.

A

Both a and b

101
Q

Every organisation has:

A

All of these

102
Q

The ___________ is the set of interrelated concepts, definitions which elaborates the behaviour of each employee, group or subgroups, who interacts for performing the jobs intended towards the achieving a common goal.

A

Organisational theory

103
Q

There is how many types of organisations formed based on relationships?

A

Two

104
Q

_______ organisations arise from personal and social relationships between people working in the system.

A

Informal

105
Q

Which is not the feature of the formal organisation?

A

Come up automatically

106
Q

_____ gave the concept of management and also identified division of labour and specialisation for improving productivity.

A

Adam smith

107
Q

_______ lays the foundation for various classifications of organisations which is known as the Organisational Configurations.

A

Henry Mintzberg

108
Q

The __________ structure is typical of larger companies that operate in bigger geographical areas or they operate in different domains for different products.

A

Divisional

109
Q

_______ indicates the position that an organisation wishes to achieve in the future.

A

Vision

110
Q

______ is the degree to which the different activities, rules, procedures, instructions, etc., are mentioned, defined and standardised in an organisation.

A

Formalisation

111
Q

____ is a framework architecture in which an organisation runs its business.

A

Organisation design

112
Q

A __________ is a design wherein an organisation has teams, and each team works towards a common goal.

A

Team Structure

113
Q

Which feature of strategic intent determines the future course of the organisation?

A

Direction

114
Q

This feature of strategic intent provides a direction for the future destination of the organisation.

A

Destiny

115
Q

This structure is characterised by many guidelines and procedures, but the employees are highly independent.

A

Professional Organisation

116
Q

The __________ structure includes a specific level of system and this is normally preferred for larger multinational organisations.

A

Administrative

117
Q

Organisation design involves various aspects of life at work that includes which of the following?

A

All of these

118
Q

______ shows the way an organisation can produce the target quota of products, by making the process efficient and by eliminating waste.

A

Organisational effectiveness

119
Q

The concept of strategy was introduced in the 1960s by __________ , known as the “father of strategic management”.

A

Igor Ansoff

120
Q

A structure that results by combining two or more types of organisational structures such as by combining the functional and divisional structures is called the __________ structure.

A

Matrix structure

121
Q

________ differentiation is the number of levels in the organisation.

A

Vertical

122
Q

A __________ is the structure in which design is not defined by, or limited to, the horizontal, vertical or external boundaries.

A

Boundaryless organisation

123
Q

_____ differentiation is the number of different units at the same level in the organisation.

A

Horizontal

124
Q

What is is neither too flat nor is hierarchical in its structure?

A

Flatarchies

125
Q

Harvard University Professor Michael E. Porter developed an effective model for industry analysis. The model is known as the __________ .

A

Porter’s Five Forces Model

126
Q

How many Ds of strategic intent are there?

A

3

127
Q

It refers to the ability of an organisation to pursue its objectives in every situation.

A

Tenacity

128
Q

________ refers to how the organisational structure groups the company’s functions, offices and teams.

A

Departmentalisation

129
Q

An organisational structure’s ________ defines how many employees each manager is responsible for within the company.

A

Span of control

130
Q

This type of structure is informal in nature and is generally used in small-scale organisations.

A

Line structure

131
Q

________ is an organisational structure in which an organisation is divided into different independent or autonomousunits.

A

Divisional structure

132
Q

The organisational ________ varies on the basis of organisational objectives and strategies selected to achieve them.

A

Structure

133
Q

________ is defined as an organisation structure in which every employee is placed somewhere on an organisational chart.

A

Reporting relationships

134
Q

________ ensures a deeper commitment and dedication of employees in their assigned tasks.

A

Employee involvement

135
Q

________ refers to the degree of authority of an organisation in the world at large.

A

Influence

136
Q

A ________ organisational structure is also known as the flat organisational structure.

A

Horizontal structure

137
Q

It is done by grouping people on the basis of common customers or types of customers.

A

Customerdepartmental grouping

138
Q

________ is the element that determines the company’s procedures, rules and guidelines as adopted by management.

A

Formalisation

139
Q

This is also called a hybrid organisation structure.

A

Matrix structure

140
Q

________ information sharing refer to information sharing among people at the parallel or same level, position, rank or status people of the organisation.

A

Horizontal

141
Q

A ________ culture refers to the culture which is deemed worthy of attention.

A

Progressive

142
Q

This means a process wherein all the employees and owners of the organisation interact with each other.

A

Socialisation

143
Q

Subcultures are ________ which tend to develop in large organisations to reflect common problems, situations, or experiences.

A

Mini-cultures

144
Q

This leads to low self-esteem and efforts that weaken the organisational culture and hamper the goal achievement process.

A

Lack of Motivation

145
Q

________ model represents an individual as a window comprising four quadrants.

A

Johari Window

146
Q

In the statement ‘This area represents the information that is known only to the individual and not to others’, which area of the Johari Window is being talked about?

A

Hidden area

147
Q

________ culture expresses the core values that are shared by a majority of the organisation’s members.

A

Dominant

148
Q

There are three levels of organisational culture described by ________ .

A

Edgar Henry Schein

149
Q

There are how many pillars of the iceberg model?

A

Three

150
Q

________ refers to the need of all the employees of an organisation to work inharmony to achieve common goals.

A

Uniformity

151
Q

Organisational ________ is a result of underlying beliefs, values, norms and ethics that are practiced by the members of an organisation.

A

Culture

152
Q

Which is/are not organisation’s visible elements?

A

Turnover rates

153
Q

Iceberg model of culture was given by Anthropologist ________ in the 1970s as an analogy for the cultural codes that prevail in any society.

A

Edward T. Hall

154
Q

Who is regarded as the father of scientific management, who gave the scientific human resource management approach?

A

Frederick W. Taylor

155
Q

Employees may also have ____________ from their seniors, colleagues and subordinates.

A

Grievances

156
Q

During Industrial revolution period, the concept of ____________ management emerged.

A

Personnel

157
Q

HRM is based on human ____________

A

Orientation

158
Q

The success of an organisation depends on the capabilities of its ____________ resources.

A

Human

159
Q

Effective HRM practices enable employees to have clarity of their ____________ .

A

Job roles

160
Q

____________ aims at developing skills, knowledge and abilities of both the recruits and existing employees so that they can perform effectively.

A

Training

161
Q

Human Resource Management (HRM) is the process of obtaining, utilising and developing a satisfied ____________ .

A

Workforce

162
Q

Employee ____________ involves all those activities that are directed towards providing different facilities and services to employees apart from wages or salaries.

A

Welfare

163
Q

____________ is a systematic process of determining an organisation’s future workforce requirements.

A

Human Resource Planning

164
Q

____________ is one of the important HRM practices wherein particular job duties and requirements.

A

Job analysis

165
Q

What led to the shift in the economy (1750-1850) from agriculture to industry?

A

Industrial revolution

166
Q

____________ is a process of assessing the job performance of employees after a fixed period.

A

Performance appraisal

167
Q

____________ refers to a strategic approach of managing an organisation’s people in such a way that they work towards meeting organisational goals and objectives.

A

Human resource management

168
Q

Post- ____________ activities, such as induction, orientation and training also form the part of the recruitment and selection process of an organisation.

A

Selection

169
Q

____________ involves attracting a pool of applicants for a particular job position, while selection is a process of choosing a suitable applicant from that pool.

A

Recruitment

170
Q

____________ involves determining the wages and salaries of employees at different levels and positions in an organisation.

A

Compensation management

171
Q

Recruitment is one of the most fundamental and value-added processes of _________ .

A

Human Resource Management

172
Q

Effective _________ helps to identify gaps in the existing workforce of an organisation

A

Human Resource Planning

173
Q

_________ is regarded as a negative process that involves sorting appropriate candidates for the job position from the generated pool.

A

Selection

174
Q

The high level of _________ force organisations to change their recruitment policy.

A

Competition

175
Q

In _________ step, a large number of people are grouped together in order to screen the right candidate later

A

Searching

176
Q

_________ involves shifting an employee from one job to another, one department to another, or one branch to another.

A

Transfers

177
Q

_________ is the first step in the recruitment process wherein the HR personnel determine the number of people needed.

A

Recruitment planning

178
Q

_________ is considered to be a positive process that involves attracting and obtaining applications from potential job seekers.

A

Recruitment

179
Q

_________ factors are the factors that are beyond the control of an organisation.

A

Internal

180
Q

_________ involves moving an employee to a higher position with higher responsibilities, facilities, status and salary within the organisation according to his/her efficiency and performance.

A

Promotion

181
Q

_________ is one of the most crucial steps wherein the HR personnel consider organisational objectives and job description.

A

Screening

182
Q

The availability of _________ in the location of the organisation influences its recruitment policy to a large extent.

A

Labour

183
Q

_________ is the last step of the recruitment process. In this step, the entire recruitment is monitored to identify loopholes.

A

Evaluation and control

184
Q

In _________ development the HR personnel formulate a recruitment strategy, which focuses on where, how and when to search for the right people.

A

Strategy

185
Q

_________ factors are the factors that are under the control of an organisation.

A

Internal

186
Q

Organisations can also hire people who are sent on _________ by the government or any financial institution.

A

Liability

187
Q

The success or failure of any organisation depends a great deal on the calibre of its most important asset, i.e., its _________ .

A

Human resource

188
Q

A positive _________ of an organisation helps to attract people easily.

A

Goodwill

189
Q

Choose the odd-one-out.

A

Assessment centre method

190
Q

Which one is the most important step in the training process?

A

Deciding training objectives

191
Q

Consider the following characteristics of training and select the option that best describes the given characteristics.

Characteristic I: Employees are trained in a realistic job setting but at a place different from the one in which they work

Characteristic II: The training is provided by qualified instructors with an imitation of the actual work conditions.

Characteristic III: This method of training is suitable when a large number of employees are to be trained at the same time and for the same kind of work.

A

Vestibule training

192
Q

In the process of training, which step comes after assessing the training needs?

A

Deciding training objectives

193
Q

In ____________ , you can use your smartphone or other devices to receive bits of job-related training and development as and when required.

A

Geofencing

194
Q

On-the-job training method wherein organisations rotate their employees:

A

Job rotation

195
Q

____________ is one of the most difficult metrics to obtain because it cannot be found using your financial records.

A
196
Q

____________ is a process of building the competencies of employees for future performances.

A

Training

197
Q

The act of placing a new employee under the senior one for on-the-job training is called ____________ .

A

Mentoring

198
Q

Which of the following is not a feature of Computer-based Training?

A

Requires an instructor’s assistance

199
Q

In ____________ method, the organisation appraises an employee based on the feedback received from various sources, such as superiors, subordinates, colleagues and the employee himself/herself.

A

360-degree appraisal method

200
Q

A company generated a net monetary benefit of training of 4 crores and its total costs of training was1.25 crores. What is its ROI?

A

320%

201
Q

Which of the following HR metrics are used to determine how effective HR is in delivering their initiatives?

A

Cost of training per employee

202
Q

A productive and successful ____________ ensures the availability of experienced and capable employees in an organisation.

A

Succession planning

203
Q

Which of the following types of training was developed by Kurt Lewin?

A

Sensitivity training

204
Q

Which of the following is not a drawback of the performance management system?

A

Inexpensive

205
Q

A training method in which employees are acquainted with actual job conditions is ____________ .

A

Simulation

206
Q

____________ involves one-to-one coaching.

A

Mentoring

207
Q

Which of the following is not true with respect to performance appraisal?

A

Performance appraisal increases internal conflicts

MBA - First Semester (17 decks)

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