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HROB CH. 1 > Ch. 1, Ch. Overviews, Ch. 6, Ch. 12 > Flashcards

Ch. 1, Ch. Overviews, Ch. 6, Ch. 12 Flashcards

0
Q 
The social portion of the social cognitive theoretical framework acknowledges the social origins of human thought and action through:
Selected Answer:		
1. Personality
2. Job design
3. Organizational commitment
4. Design and culture.
A
  1. Design and culture.
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1
Q

Symbolizing

A

Visual experiences to cognitive models to help remember information for the future

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2
Q

Forethought

A

Plan actions

  1. what to do
  2. anticipate consequences of actions
  3. determine level of desired performance
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3
Q

5 basic human capabilities

A
  1. Symbolizing
  2. Forethought
  3. Observational
  4. Self regulatory
  5. Self reflective
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4
Q

Self Regulatory

A

Self control of actions, internal standards

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5
Q

Self Reflective

A

Reflect back on their actions and determine how they can do better next time

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6
Q

Observational

A

Learn performances of peers & consequences (what you get for it)

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7
Q

create psychological contracts with employees

A

goal setting

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8
Q

This process has been defined as “a decision-making process among interdependent parties who do not share identical preferences,” and it is through this that the parties decide what each will give and take in their relationship.”

A

Negotiations

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9
Q

Human Resources and Organizational Behavior can be defined as

A

the understanding, prediction, and management of human behavior in organizations.

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10
Q

Hawthorne Effect

A

the stimulation to output or accomplishment that results from the mere fact of being under observation; also : such an increase in output or accomplishment

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11
Q

The study of groups in the study of organizational behavior becomes especially valuable when the _____ of the groups are/ is analyzed.

A

dynamics

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12
Q

the process of motivating employees by establishing effective and meaningful performance targets.

A

goal setting

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13
Q

The key to understanding the process of motivation lies in the meaning of and the relationship among…

A

needs, drives and incentives

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14
Q

provides a directional nature to people’s behavior and guide their thoughts and actions to one outcome rather than another.

A

goals

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15
Q

Human Resource and Organizational Behavior researchers and practitioners strive to attain all of the following while researching or practicing HROB, EXCEPT:

  1. The human participant’s ability to communicate towards a common purpose.
  2. The human participant’s willingness to strive towards a common purpose.
  3. The human participant’s willingness to serve towards a common purpose.
  4. The human participant’s willingness to accept change readily.
A
  1. The human participant’s willingness to accept change readily.
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16
Q

Which among the following is NOT a contention put forth by Chester Barnard?
EXCEPT:
1. The human participant’s ability to communicate towards a common purpose.
2. The human participant’s willingness to strive towards a common purpose.
3. The human participant’s willingness to serve towards a common purpose.
4. The human participant’s willingness to accept change readily.

A
  1. The human participant’s willingness to accept change readily.
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17
Q

what is true about stress?

A

It shouldn’t be avoided
it’s not the same as nervous tension
it s not the same as anxiety

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18
Q

Human Resource and Organizational Behavior researchers and practitioners strive to attain all of the following while researching or practicing HROB, EXCEPT:

  1. prediction.
  2. understanding/explanation.
  3. management.
  4. simplification.
A
  1. simplification.
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19
Q

Which among the following examples can be considered as a form of eustress?

A

a job promotion
making the deans list
learning a new culture when traveling

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20
Q

Attitudes can be characterized according to all of the following ways EXCEPT:

  1. that they can fall in strongly bracketed extremes.
  2. that attitudes can fall anywhere along a continuum from very favorable to very unfavorable.
  3. that attitudes are directed toward some object about which a person has feelings (sometimes called “affect”) and beliefs.
  4. that they tend to persist unless something is done to change them.
A
  1. that they can fall in strongly bracketed extremes.
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21
Q

Peter is a new marketing research executive in a reputed marketing firm. During the first week of his work, he finds out about the performance of his peers and supervisor and what they receive for it. According to Bandura’s Social Cognitive Theory, which human capability is Peter concentrating on?

  1. Forethought
  2. Observational
  3. Symbolizing
  4. Self-reflective
A
  1. Observational
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22
Q

True or False: Alyssa and Austin both have high job satisfaction. We can therefore safely conclude that they both will also have high organizational commitment.

A

False

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23
Q

Within the Social Cognitive Theoretical framework, human behavior can be explained in terms of a continuous reciprocal interaction between all of the following, EXCEPT:

  1. Cognitive determinants
  2. Behavioral determinants
  3. Paradigm determinants
  4. Environmental determinants
A
  1. Paradigm determinants
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24
Q

True or False: The social cognitive process can be a unifying theoretical framework for both cognition and behaviorism.

A

True

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25
Q

A comprehensive definition would say that if a group exists in an organization, its members would be characterized by all of the following, Except:

  1. perceive the group as a unified unit of interacting people.
  2. are motivated to join.
  3. reach agreements and have disagreements through various forms of interaction.
  4. contribute in constant amounts to the group processes.
A
  1. contribute in constant amounts to the group processes.
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26
Q

True or False: Decision making is almost universally defined as choosing between alternatives by progressively widening the universe of possible decision possibilities.

A

False

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27
Q

All of the following would fall under the cognitive component of the Social Cognitive framework, EXCEPT:

  1. Job Satisfaction
  2. Attitudes
  3. Culture
  4. Motivation
A
  1. Culture

It’s social

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28
Q

The key to understanding perception is to recognize that:
Selected Answer:
1. it is an exact recording of the situation.
2. it is a cognitive process that yields a standard picture of the world.
3. it is a unique interpretation of the situation.
4. it is a picture that is very similar reality.

A
  1. it is a unique interpretation of the situation.
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29
Q

The following are NOT included within the five basic human capabilities central to the Social Cognitive Theory, EXCEPT:

  1. Leadership
  2. Goal-setting
  3. Cognition
  4. Self-reflective
A
  1. Self-reflective
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30
Q

Identify the characteristic of organizational culture where participants interact with another, using common language, terminology, and rituals.

  1. Norms.
  2. Observed behavior regularities.
  3. Rules.
  4. Organizational climate.
A
  1. Observed behavior regularities.
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31
Q

Identify the differentiating characteristic of a work group as compared to a team.

  1. The work group has a strong, clearly focused leader.
  2. The work group has individual and mutual accountability.
  3. The work group has collective work-products.
  4. The work group has a specific purpose.
A
  1. The work group has a strong, clearly focused leader.
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32
Q

The relay room studies phase of the Hawthorne studies concluded that:

  1. the productivity would increase if the length of workday was reduced.
  2. productivity was directly proportional to rest breaks.
  3. productivity was independent to the method of payment.
  4. the independent variables by themselves were not causing the change in the dependent variable.
A
  1. the independent variables by themselves were not causing the change in the dependent variable.
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33
Q

The following are included within the five basic human capabilities central to the Social Cognitive Theory, EXCEPT:

  1. Symbolizing
  2. Forethought
  3. Cognition
  4. Self-regulatory
  5. Self-reflection
  6. Observational
A
  1. Cognition
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34
Q

Some of the historically important definitions for personality come from all these theories EXCEPT:

  1. trait theory.
  2. psychoanalytical or psychodynamic theory.
  3. humanistic theory.
  4. social theory.
A
  1. social theory.
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35
Q

Which among the following does NOT signify the term “paradigm?”

  1. A framework.
  2. A way of thinking.
  3. A scheme for understanding technology.
  4. A scheme for understanding reality.
A
  1. A scheme for understanding technology.
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36
Q

The following are included within the five basic human capabilities central to the Social Cognitive Theory, EXCEPT:

  1. Symbolizing
  2. Forethought
  3. Cognition
  4. Self-regulatory
  5. Self-reflection
  6. Observational
A
  1. Cognition
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37
Q

Human Resources and Organizational Behavior can be defined as:

  1. the understanding, prediction, and management of a single individual’s behavior.
  2. the understanding, prediction, and management of organizations.
  3. the understanding, prediction, and management of human behavior in organizations.
  4. the understanding, prediction, and management of managers’ behavior in organizations.
A
  1. the understanding, prediction, and management of human behavior in organizations.
38
Q

Operant conditioning results in behaviors:

  1. elicited by a stimuli also known as the stimulus - response explanation of human behavior.
  2. elicited by the consequences of a response also known as the response - stimulus explanation of human behavior.
  3. in which the respondent’s answers are sought on a questionnaire.
  4. None of the above.
A
  1. elicited by the consequences of a response also known as the response - stimulus explanation of human behavior.
39
Q

All of these were part of the Hawthorne studies, EXCEPT:

  1. The illumination studies
  2. The time and motion studies
  3. The relay room studies
  4. The bank wiring studies
A
  1. The time and motion studies
40
Q

The Social Cognitive Theory recognizes the importance of
Selected Answer:
1. Social origins of human action.
2. Cognitive processes that influence human action.
3. Both A & B
4. None of the above.

A
  1. Both A & B
41
Q

Which one of the following can be explained as resulting from the paradigm effect?

  1. Easy shift from old paradigm management to new.
  2. Resistance to change.
  3. Gathering more information.
  4. Drawing of logical inferences of a change.
A
  1. Resistance to change.
42
Q

Bill is a trainee executive in an accounting firm. He knows that in order to do well in his career, he needs to perform well. He has set internal standards for himself so that he can evaluate the discrepancy between the standard and the performance in order to improve it.

  1. Forethought
  2. Symbolizing
  3. Self-regulatory
  4. Self-reflective
A
  1. Self-regulatory
43
Q

The following were discussed in class as alternate models for managing the workforce that de-emphasizes the human capital perspective and contradict theories that we examine in this course, EXCEPT.

  1. Plant closures and layoffs.
  2. Use of temporary workers.
  3. Automation.
  4. Outsourcing.
  5. Rewarding and recognizing employees.
A
  1. Rewarding and recognizing employees.
44
Q

True or False:

Behavioral science is almost as old as the physical and biological sciences.

A

False

45
Q

Social learning (Figure 1.3) takes the position that behavior can best be explained in terms of a continuous _____ interaction among cognitive, behavioral, and environmental determinants.

  1. coordinated
  2. exponential
  3. rational
  4. reciprocal
A
  1. reciprocal
46
Q

True or False: The Hawthorne effect postulates that the increase in productivity can be attributed to the special attention received by the participants.

A

True

47
Q

Identify the variable that is NOT considered as a major challenge in today’s organizational environment.

  1. Global competition and diversity.
  2. Financial markets.
  3. Solving ethical dilemmas and problems.
  4. Globalization
A
  1. Financial markets.
48
Q

InvestorPro, an investment consulting firm plans to flatten its traditional hierarchy structure. The intent is to eliminate authoritarian positions in its structure and create new ones that are operationally logical. The top management agrees that none of the employees would be laid-off but only transferred from their positions to the new ones. This plan, when announced to its employees, is not taken well by lower- and middle- level management who did not want the structure to be changed. When asked for a reason, they were not able to put a strong argument. Which of the following best describes this effect?

  1. Hawthorne effect
  2. Audience effect
  3. Paradigm effect
  4. External validity
A
  1. Paradigm effect
49
Q

The Hawthorne effect includes all of the following, EXCEPT:

  1. Novelty
  2. Attention
  3. Small group
  4. Interest
A
  1. Small group
50
Q

Respondent behaviors are those behaviors:

  1. elicited by a stimuli also known as the stimulus - response explanation of human behavior.
  2. elicited by the consequences of a response also known as the response - stimulus explanation of human behavior.
  3. in which the respondent’s answers are sought on a questionnaire.
  4. None of the above.
A
  1. elicited by a stimuli also known as the stimulus - response explanation of human behavior.
51
Q

True or False: Paradigm shifts have the ability to invalidate advantages for some companies, while creating new opportunities for others.

A

True

52
Q

According to social learning, behavior can best be explained in terms of a continuous reciprocal interaction among all of the following determinants EXCEPT:

  1. cognitive.
  2. behavioral.
  3. motivational.
  4. environmental.
A
  1. motivational.
53
Q

Which among the following was not emphasized compared to other dimensions of management by early pioneers of practicing management, such as Fredrick Taylor, Henry Ford, Henri Fayol and Alfred P. Sloan?

  1. Hierarchical structure.
  2. Specialization.
  3. Management functions of planning and controlling.
  4. Human dimension.
A
  1. Human dimension.
54
Q

There was only one activity from this list that we did in class. Which was it?
Selected Answer:
1. Flew a kite.
2. Listened to an audio interview of employees from Sun Microsystems.
3. Analyzed a case study.
4. Sang a song in class.

A
  1. Analyzed a case study.
55
Q

The relay room studies phase of the Hawthorne studies included the testing of specific variables. These included all of the following EXCEPT:

  1. length of workday.
  2. rest breaks.
  3. method of payment.
  4. condition of the equipment.
A
  1. condition of the equipment.
56
Q

Under negative control:

  1. people come to work in order not to be fired.
  2. the person behaves in a certain way in order to achieve the positive results that they desire.
  3. people keep busy whether the supervisor is around or not in order to receive incentive pay.
  4. people keep busy because they get social recognition/attention and feedback for their good work.
A
  1. people come to work in order not to be fired.
57
Q

According to the futurist Joel Barker, a paradigm simply establishes the rules, defines the _____, and tells one how to behave within the boundaries in order to be successful.

  1. boundaries
  2. attitudes
  3. human capital
  4. structural differences
A
  1. boundaries
58
Q

Within the Social Cognitive Theoretical framework, human behavior can be explained in terms of a continuous reciprocal interaction between all of the following, EXCEPT:

  1. Cognitive determinants
  2. Behavioral determinants
  3. Paradigm determinants
  4. Environmental determinants
A
  1. Paradigm determinants
59
Q

True or False: In the unchanged illumination phase of the Hawthorne studies, employees showed no increase or decrease in output corresponding to increase in illumination.

A

False

60
Q

While trying to understand, predict and influence human behavior, like in the case study on Hank James, the ____________ theoretical framework offers a useful tool for undertaking such an analysis.

  1. Cognitive theoretical framework.
  2. Behavioristic theoretical framework.
  3. Social Cognitive theoretical framework.
  4. Theory of Paradigms.
A
  1. Social Cognitive theoretical framework.
61
Q

True or False: Only HR managers, and not all managers regardless of technical function, need to have an understanding and perspective of organizational behavior.

A

False

62
Q

While analyzing the Hank case study, the class was divided on the basis of all of the following categories, EXCEPT:

  1. The HR department.
  2. Hank
  3. The Professor who trains Hank.
  4. Mary’s boss Jim.
A
  1. Mary’s boss Jim
63
Q

A review of absenteeism found _____ to be one of the potential antecedent influences that could be used to improve attendance.

  1. rewards
  2. unit size
  3. feedback
  4. punishers
A
  1. unit size
64
Q

Learning goal orientation pertains to those who want to demonstrate and validate competence by seeking favorable judgments. Performance goal orientation pertains to those who want to develop competence by mastering challenging situations.

A

False

65
Q

Stretch targets may be defined as objectives or goals that force organizations to significantly alter their processes in ways that involve a whole new paradigm of operations.

A

True

66
Q

Which of the following is perhaps the biggest problem with the use of punishment?

  1. It is the most ineffective intervention for O.B. Mod.
  2. It only temporarily changes behavior.
  3. It is very difficult for a supervisor to switch roles from punisher to positive reinforcer.
  4. It produces long-term consequences that are far more costly than whatever the original misbehavior was.
A
  1. It is very difficult for a supervisor to switch roles from punisher to positive reinforcer.
67
Q

Which of the following psychological state involves the degree to which employees understand how they are performing in the job?

  1. Meaningfulness
  2. Knowledge of results
  3. Task identity
  4. Responsibility
A
  1. Knowledge of results
68
Q

Realistically it is recognized that in some cases the use of punishment to weaken and decelerate undesirable behaviors cannot be avoided.
Selected Answer:

A

True

69
Q

All of these apply to Goal Setting, EXCEPT:

  1. Goal setting is the process of motivating employees by establishing effective and meaningful performance targets.
  2. Goals provide a directional nature to people’s behavior and guide their thoughts and actions to one outcome rather than another.
  3. Goal setting is the methods that management uses to develop the content of a job, including all relevant tasks, as well as the process by which jobs are constructed and revised.
  4. Goal setting can be used to create psychological contracts with employees.
A
  1. Goal setting is the methods that management uses to develop the content of a job, including all relevant tasks, as well as the process by which jobs are constructed and revised.
70
Q

Which of the following psychological state involves the degree to which employees perceive their work as making a valued contribution, as being important and worthwhile?

  1. Meaningfulness
  2. Knowledge of results
  3. Task identity
  4. Responsibility
A
  1. Meaningfulness
71
Q

A glaring weakness of most human resource management programs is the absence of any systematic, built-in evaluation.

A

True

72
Q

______________ is an example of vertically loading a job while ____________ is an example of horizontally loading a job.

  1. Job Rotation, Job Enlargement
  2. Job Enlargement, Job Rotation
  3. Job Enrichment, Job Satisfaction
  4. Job Enrichment, Job Rotation
A
  1. Job Enrichment, Job Rotation
73
Q

Benchmarking, stretch target, and goal source are other performance management application techniques associated with goal setting.

A

True

74
Q

A glaring weakness of most human resource management programs is the absence of any systematic, built-in _____________________.

  1. configuration.
  2. evaluation.
  3. systematic application.
  4. organized creation.
A
  1. evaluation
75
Q

The nature of work is changing due to a blurring of the distinction between on-work and off-work time.

A

True

76
Q

Job design draws on all of the following theoretical views, EXCEPT:

  1. Stimulus – Response view.
  2. Theory of personality.
  3. Social Learning Theory.
  4. Social Cognitive Theoretical Framework.
A
  1. Theory of personality.
77
Q

While identifying the critical behaviors of a job, one of the guidelines is that only direct performance be included. Which among the following does not fit the criterion?

  1. Absenteeism or attendance
  2. Goofing off
  3. Tardiness or promptness
  4. Doing or not doing a job
A
  1. Goofing off
78
Q

Task identity refers to job independence.

A

False

79
Q

The question ‘how complete a module of work does the employee perform’ would fall under the category of which one of these specified core job characteristics under the Hackman-Oldham model?

  1. Skill variety
  2. Feedback
  3. Autonomy
  4. Task identity
A
  1. Task Identity
80
Q

All of these are a form of job design, EXCEPT:

  1. Job Enlargement
  2. Job Enrichment
  3. Job Satisfaction
  4. Job Rotation
A
  1. Job Satisfaction
81
Q

Extensive research evidence on goal-setting point to all of these, EXCEPT:

  1. Specific goals have been found to be more effective than vague goals.
  2. Goals should be challenging rather than routine.
  3. Sometimes goals should be difficult and unreachable.
  4. Commitment tends to run higher when goals are specific.
A
  1. Sometimes goals should be difficult and unreachable.
82
Q

The baseline measure may indicate that the problem is much smaller or much bigger than was thought to be the case.

A

True

83
Q

According to Kirkpatrick’s four levels of evaluation, the reaction level refers to:

  1. whether behaviors are actually being changed.
  2. whether there is actual performance improvement.
  3. whether the people administering and experiencing the approach like it.
  4. whether the people using the approach understand the theoretical background and underlying assumptions and the meaning of, and reasons for, the steps in the model.
A
  1. whether the people administering and experiencing the approach like it.
84
Q

The primary disadvantage of job rotation is that after the experience of each new task, the workers want to go back to where they started off from.

A

False

85
Q

True or False..

Job satisfaction is a perception about ones job while organizational commitment is a perception about ones commitment to an organization.

A

False

it’s attitudes!!

86
Q

Which of the following involves learning from others’ best practices and then to formulate specific change goals based on procedures and work assignments that have been observed in world-class organizations?

  1. Monitoring
  2. Capacity planning
  3. Benchmarking
  4. Emulation theory
A
  1. Benchmarking
87
Q

Commitment tends to run higher when goals are specific as opposed to general or broad.

A

True

88
Q

The immediate supervisor, or the job holder, determining the critical behaviors process goes hand in hand with using the O.B. Mod as a problem-solving approach for the individual manager or a team.

A

True

89
Q

The goal of the intervention is to strengthen and accelerate functional performance behaviors and/or weaken and decelerate dysfunctional behaviors.

A

True

90
Q

Reaction evaluations are helpful because they can provide useful comparative data between units, and across cultures.

A

False

91
Q

In an organization, employees move from one relatively simple job to another after short time periods. Which of the following job designs is the organization implementing?

  1. Job engineering
  2. Job enlargement
  3. Job rotation
  4. Job enrichment
A
  1. Job rotation
92
Q

Which of the following is characteristic of a team as compared to a work group?

  1. The team’s purpose is the same as the organization’s.
  2. The team encourages open-ended, active problem-solving meetings.
  3. The team measures effectiveness indirectly.
  4. The team discusses, decides, and delegates.
A
  1. The team encourages open-ended, active problem-solving meetings.

HROB CH. 1 (1 decks)

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