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
2
Q
Which of the following factors can motivate an employee?
A
- Appreciation
2. Rewards and Recognition
3
Q
Which of the following is defined as a process of influencing, motivating, inspiring and directing people to attain organisation goals?
A
Leadership
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
5
Q
Which of the following are the advantages of studying organisational behaviour?
A
- Cordial Interpersonal Relationship
- Employees feel valued and involved
- Good working Environment
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
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
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
9
Q
Which of the following is necessary to make new employees comfortable and confident in expressing their ideas?
A
Healthy organisation culture
10
Q
Which of the following skills are needed by a manager to effectively manage employees in an organisation?
A
- Leadership skills
- Conceptual skills
- Negotiation skills
11
Q
Which of the following is the scientific study of the mental processes and behaviour of human beings?
A
Psychology
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
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
14
Q
Which of the following management movements came in after the Industrial Revolution?
A
Scientific management
15
Q
A________consists of two or more people that interact with each other to achieve specific or common goals.
A
Group
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
17
Q
Organisational behaviour is:
A
Interdisciplinary approach
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
19
Q
Which of the following is not an internal behavioural process?
A
Leading
20
Q
The purpose of the Hawthorne Experiments I was/were to understand the impact on the productivity of:
A
- Social situations of workers
- Human Factor
- Employee Attitude
21
Q
________was developed by Hackman and Oldham to measure both overall and specific facets of job satisfaction.
A
Job Diagnostic Survey
22
Q
________ refers to an expression of a favourable or unfavourable evaluation of a person, place, thing or event.
A
Attitude
23
Q
Which of the following refers to how much a person values himself?
A
Self-esteem
24
Q
In which of the following cases, individuals are only concerned with themselves and do not like being social?
A
Introversion
25
Which of the following reflects or denotes people’s characteristics, such as thoughts, behaviour and feelings?
Personality trait
26
_______refer to the collective conceptions of what is good or bad, desirable or undesirable and proper or improper in a culture.
Values
27
Which of the following psychologists invented ‘Self Theory’?
Carl Rogers
28
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?
Central traits
29
The ________shows the tendencies which may seem like they are trying to usurp other employee’s duties.
Commander
30
Which is the example of values?
All of these
31
Which of the following is not a trait theory?
Self-theory
32
Which of the following best defines personality traits?
Unique qualities of an individual
33
Which of the following personality traits is possessed by an individual who is ready to explore new things out of curiosity, imagination and art?
Open to experiences
34
_______is identifying with the job, actively taking part in the job and considering performance important to self-worth.
Job Involvement
35
An individual’s behaviour and personality are based on which of the following traits?
All of these
36
In which of the following cases, individuals are more concerned with what is happening outside and like being socially active?
Extraversion
37
Who discovered the social learning theory?
Albert Bandura
38
Which of the following personality traits is possessed by an individual who is moody, angry and depressed?
Neuroticism
39
___________ are the other groups to which a group is compared to.
Reference Groups
40
___________ is the next stage after forming. This stage starts with knowing the other members of the team cautiously.
Storming
41
Monetary factors are ___________ factors to work which influence motivation.
Extrinsic
42
__________ means shuffling of jobs among individuals.
Job rotation
43
Individuals who are assigned to perform a particular job, task or project form ___________ .
Task Group
44
A collection of individuals sharing mutual viewpoints and objectives is defined as a ___________ .
Group
45
__________ refer to the factors that represent employees’ perception about their jobs.
Motivators
46
__________ theory is also called Three Needs Theory.
McClelland’s theory
47
A group structure status includes ___________ .
All of these
48
_________ refers to the perception of employees that a particular amount of effort will lead to a certain level of performance.
Effort-performance relationship
49
When a direct informal face-to-face interaction and communication occurs among members of a group, it is said to be a
Primary group
50
________ include needs for the drive to become what one is capable of becoming. It includes growth, achieving one’s potential and self-fulfilment.
Self-actualisation needs
51
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.
Motivation
52
_______ groups are those groups that are formed by the organisation for accomplishment of specific tasks and projects.
Formal
53
_________ refers to the extent of belongingness towards each other in the group.
Cohesiveness
54
_______ refers to the perception of employees that if they perform in a particular way, they might get certain rewards.
Instrumentality
55
__________ include recognition and appreciation.
Non-monetary factors
56
The most famous and influential theory on workplace motivation was developed by the psychologist ___________ .
Abraham H. Maslow
57
_________ is the last stage in team development and is only applicable for the temporary teams.
Adjourning
58
ERG Theory was given by ___________ .
Clayton Alderfer
59
Which among the following is not a leadership theory?
Need Theory
60
___________ focus on the day-to-day events to administer and manage the system.
Managers
61
Which leadership theory discuses human skills, technical skills and conceptual skills?
Behavioral
62
Which leadership style is demoted by (5, 5)?
Middle-of-the-Road
63
Managerial grid has how many dimensions?
2
64
Which among the following denotes team management?
(9, 9)
65
Which theory categorised traits?
Allport’s Trait Theory
66
This is low concern for production and low concern for people. Choose the correct answer.
Impoverished Management
67
Which among the following is/are not part of basic foundation of leadership skills?
Morale
68
___________ are considered as powerful traits and very few people have a personality which is dominated by these traits.
Cardinal traits
69
Being friendly, jovial, loyal and agreeable are the example of which trait?
central trait
70
_________ is a collegial style wherein the leader has high concern for people and low concern for production.
Country Club
71
__________ is the ability to manage, motivate and influence workers to work with confidence and enthusiasm.
Leadership
72
Leaders ________ while managers __________.
both a and c
73
Maturity level is discussed under which theory?
Hersey Blanchard Situational Leadership Theory
74
________ theory was developed by Fred E. Fiedler.
Contingency
75
A ____________refers to the person having clear idea about how the future should look.
Visionary leader
76
Which theory comes under historical leadership theory?
Contingency
77
__________ skills refer to the individual’s knowledge of the system, processes and techniques.
Technical
78
_______ leadership includes transformational leadership, leader-member exchange, servant leadership, and authentic leadership.
Contemporary
79
______ is the power possessed by an individual because of his/her superior ability or expertise in one or more areas.
Expert power
80
Under which technique do managers set a deadline for others to comply with a request?
Assertiveness
81
Which is not the type of power?
None of these
82
Which of the following powers practiced only when a manager influences employees by punishment?
Coercive power
83
_____ base of power includes coercive power, reward power, and legitimate power.
Formal
84
‘Organisational politics is generally outside one’s specific job requirements’ shows which of the following politics features?
Non-official base
85
______ type of power is used by an individual who is liked and respected by others.
Referent power
86
______ 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.
Coalition
87
Which among the following is not the negative impact of power?
eliminates conflict
88
This implies exchanging favours and benefits through a process of negotiation.
Bargaining
89
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.
Assertiveness
90
______ is the negative part of power that is exercised only when a manager has to influence employees by punishment.
Coercive power
91
______ refers to possessing authority and influencing others.
Power
92
_________ is the unique characteristics of an organisation.
Both a and b
93
______ 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.
Formal
94
_______ introduced the human relations approach in the classical theory of organisation.
Neo-classical theorists
95
The evolution of organisation theories is broadly categorised in ___________ phases.
Four
96
Which among the following is/are the objectives followed by every organisation?
All of these
97
_________ pioneered the Hawthorne studies.
Elton Mayo
98
_______ viewed the organisation as a machine and the humans working in these organisations as the components of this machine.
Classical theorists
99
______ organisation is a relationship between people according to the network of personal and social relationships which originate from within the formal set-up.
Informal
100
The business environment includes ___________ environment.
Both a and b
101
Every organisation has:
All of these
102
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.
Organisational theory
103
There is how many types of organisations formed based on relationships?
Two
104
_______ organisations arise from personal and social relationships between people working in the system.
Informal
105
Which is not the feature of the formal organisation?
Come up automatically
106
_____ gave the concept of management and also identified division of labour and specialisation for improving productivity.
Adam smith
107
_______ lays the foundation for various classifications of organisations which is known as the Organisational Configurations.
Henry Mintzberg
108
The __________ structure is typical of larger companies that operate in bigger geographical areas or they operate in different domains for different products.
Divisional
109
_______ indicates the position that an organisation wishes to achieve in the future.
Vision
110
______ is the degree to which the different activities, rules, procedures, instructions, etc., are mentioned, defined and standardised in an organisation.
Formalisation
111
____ is a framework architecture in which an organisation runs its business.
Organisation design
112
A __________ is a design wherein an organisation has teams, and each team works towards a common goal.
Team Structure
113
Which feature of strategic intent determines the future course of the organisation?
Direction
114
This feature of strategic intent provides a direction for the future destination of the organisation.
Destiny
115
This structure is characterised by many guidelines and procedures, but the employees are highly independent.
Professional Organisation
116
The __________ structure includes a specific level of system and this is normally preferred for larger multinational organisations.
Administrative
117
Organisation design involves various aspects of life at work that includes which of the following?
All of these
118
______ shows the way an organisation can produce the target quota of products, by making the process efficient and by eliminating waste.
Organisational effectiveness
119
The concept of strategy was introduced in the 1960s by __________ , known as the “father of strategic management”.
Igor Ansoff
120
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.
Matrix structure
121
________ differentiation is the number of levels in the organisation.
Vertical
122
A __________ is the structure in which design is not defined by, or limited to, the horizontal, vertical or external boundaries.
Boundaryless organisation
123
_____ differentiation is the number of different units at the same level in the organisation.
Horizontal
124
What is is neither too flat nor is hierarchical in its structure?
Flatarchies
125
Harvard University Professor Michael E. Porter developed an effective model for industry analysis. The model is known as the __________ .
Porter’s Five Forces Model
126
How many Ds of strategic intent are there?
3
127
It refers to the ability of an organisation to pursue its objectives in every situation.
Tenacity
128
________ refers to how the organisational structure groups the company’s functions, offices and teams.
Departmentalisation
129
An organisational structure’s ________ defines how many employees each manager is responsible for within the company.
Span of control
130
This type of structure is informal in nature and is generally used in small-scale organisations.
Line structure
131
________ is an organisational structure in which an organisation is divided into different independent or autonomousunits.
Divisional structure
132
The organisational ________ varies on the basis of organisational objectives and strategies selected to achieve them.
Structure
133
________ is defined as an organisation structure in which every employee is placed somewhere on an organisational chart.
Reporting relationships
134
________ ensures a deeper commitment and dedication of employees in their assigned tasks.
Employee involvement
135
________ refers to the degree of authority of an organisation in the world at large.
Influence
136
A ________ organisational structure is also known as the flat organisational structure.
Horizontal structure
137
It is done by grouping people on the basis of common customers or types of customers.
Customerdepartmental grouping
138
________ is the element that determines the company’s procedures, rules and guidelines as adopted by management.
Formalisation
139
This is also called a hybrid organisation structure.
Matrix structure
140
________ information sharing refer to information sharing among people at the parallel or same level, position, rank or status people of the organisation.
Horizontal
141
A ________ culture refers to the culture which is deemed worthy of attention.
Progressive
142
This means a process wherein all the employees and owners of the organisation interact with each other.
Socialisation
143
Subcultures are ________ which tend to develop in large organisations to reflect common problems, situations, or experiences.
Mini-cultures
144
This leads to low self-esteem and efforts that weaken the organisational culture and hamper the goal achievement process.
Lack of Motivation
145
________ model represents an individual as a window comprising four quadrants.
Johari Window
146
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?
Hidden area
147
________ culture expresses the core values that are shared by a majority of the organisation’s members.
Dominant
148
There are three levels of organisational culture described by ________ .
Edgar Henry Schein
149
There are how many pillars of the iceberg model?
Three
150
________ refers to the need of all the employees of an organisation to work inharmony to achieve common goals.
Uniformity
151
Organisational ________ is a result of underlying beliefs, values, norms and ethics that are practiced by the members of an organisation.
Culture
152
Which is/are not organisation’s visible elements?
Turnover rates
153
Iceberg model of culture was given by Anthropologist ________ in the 1970s as an analogy for the cultural codes that prevail in any society.
Edward T. Hall
154
Who is regarded as the father of scientific management, who gave the scientific human resource management approach?
Frederick W. Taylor
155
Employees may also have ____________ from their seniors, colleagues and subordinates.
Grievances
156
During Industrial revolution period, the concept of ____________ management emerged.
Personnel
157
HRM is based on human ____________
Orientation
158
The success of an organisation depends on the capabilities of its ____________ resources.
Human
159
Effective HRM practices enable employees to have clarity of their ____________ .
Job roles
160
____________ aims at developing skills, knowledge and abilities of both the recruits and existing employees so that they can perform effectively.
Training
161
Human Resource Management (HRM) is the process of obtaining, utilising and developing a satisfied ____________ .
Workforce
162
Employee ____________ involves all those activities that are directed towards providing different facilities and services to employees apart from wages or salaries.
Welfare
163
____________ is a systematic process of determining an organisation’s future workforce requirements.
Human Resource Planning
164
____________ is one of the important HRM practices wherein particular job duties and requirements.
Job analysis
165
What led to the shift in the economy (1750-1850) from agriculture to industry?
Industrial revolution
166
____________ is a process of assessing the job performance of employees after a fixed period.
Performance appraisal
167
____________ refers to a strategic approach of managing an organisation’s people in such a way that they work towards meeting organisational goals and objectives.
Human resource management
168
Post- ____________ activities, such as induction, orientation and training also form the part of the recruitment and selection process of an organisation.
Selection
169
____________ involves attracting a pool of applicants for a particular job position, while selection is a process of choosing a suitable applicant from that pool.
Recruitment
170
____________ involves determining the wages and salaries of employees at different levels and positions in an organisation.
Compensation management
171
Recruitment is one of the most fundamental and value-added processes of _________ .
Human Resource Management
172
Effective _________ helps to identify gaps in the existing workforce of an organisation
Human Resource Planning
173
_________ is regarded as a negative process that involves sorting appropriate candidates for the job position from the generated pool.
Selection
174
The high level of _________ force organisations to change their recruitment policy.
Competition
175
In _________ step, a large number of people are grouped together in order to screen the right candidate later
Searching
176
_________ involves shifting an employee from one job to another, one department to another, or one branch to another.
Transfers
177
_________ is the first step in the recruitment process wherein the HR personnel determine the number of people needed.
Recruitment planning
178
_________ is considered to be a positive process that involves attracting and obtaining applications from potential job seekers.
Recruitment
179
_________ factors are the factors that are beyond the control of an organisation.
Internal
180
_________ 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.
Promotion
181
_________ is one of the most crucial steps wherein the HR personnel consider organisational objectives and job description.
Screening
182
The availability of _________ in the location of the organisation influences its recruitment policy to a large extent.
Labour
183
_________ is the last step of the recruitment process. In this step, the entire recruitment is monitored to identify loopholes.
Evaluation and control
184
In _________ development the HR personnel formulate a recruitment strategy, which focuses on where, how and when to search for the right people.
Strategy
185
_________ factors are the factors that are under the control of an organisation.
Internal
186
Organisations can also hire people who are sent on _________ by the government or any financial institution.
Liability
187
The success or failure of any organisation depends a great deal on the calibre of its most important asset, i.e., its _________ .
Human resource
188
A positive _________ of an organisation helps to attract people easily.
Goodwill
189
Choose the odd-one-out.
Assessment centre method
190
Which one is the most important step in the training process?
Deciding training objectives
191
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.
Vestibule training
192
In the process of training, which step comes after assessing the training needs?
Deciding training objectives
193
In ____________ , you can use your smartphone or other devices to receive bits of job-related training and development as and when required.
Geofencing
194
On-the-job training method wherein organisations rotate their employees:
Job rotation
195
____________ is one of the most difficult metrics to obtain because it cannot be found using your financial records.
196
____________ is a process of building the competencies of employees for future performances.
Training
197
The act of placing a new employee under the senior one for on-the-job training is called ____________ .
Mentoring
198
Which of the following is not a feature of Computer-based Training?
Requires an instructor’s assistance
199
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.
360-degree appraisal method
200
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?
320%
201
Which of the following HR metrics are used to determine how effective HR is in delivering their initiatives?
Cost of training per employee
202
A productive and successful ____________ ensures the availability of experienced and capable employees in an organisation.
Succession planning
203
Which of the following types of training was developed by Kurt Lewin?
Sensitivity training
204
Which of the following is not a drawback of the performance management system?
Inexpensive
205
A training method in which employees are acquainted with actual job conditions is ____________ .
Simulation
206
____________ involves one-to-one coaching.
Mentoring
207
Which of the following is not true with respect to performance appraisal?
Performance appraisal increases internal conflicts
