Final exam from old tests Flashcards
The object of organizational behavior is to develop a better? A. understanding of competitors B. understanding of people at work C. collective processes D. indoctrination system for employees E. fit with the external environment
B. understanding of people at work
Organizational behavior deals with how people act and react in organizations of all kinds.
Which of the following is an assumption of McGregor’s Theory X? The typical person ___. (1,3)
A. dislikes work and will avoid it if possible
B. views work as a natural activity, like play or rest
C. can learn to accept and seek responsibility
D. is capable of self-direction and self-control
E. has imagination, ingenuity, and creativity
A. dislikes work and will avoid it if possible
Most people dislike work; they avoid it when they can.
\_\_\_\_\_ is an affective or emotional response toward various facets of one's job. (2,7) A. Organizational commitment B. Job satisfaction C. Job involvement D. A cognitive style E. A met expectation
B. Job satisfaction
Job satisfaction essentially reflects the extent to which an individual likes his or her job.
What is a Halo Effect?
• A rater forms an overall impression about an object and then uses that impression to bias rating about the object
Example of Halo Effect:
• Teacher’s pets are treated differently because they are viewed as smarter, or brilliant. When really they are just suck-ups.
• Rating a professor High on the teaching dimensions of ability to motivate students, knowledge, and communication because we like him or her.
Regarding the Big Five personality dimensions, a person scoring high on \_\_\_\_\_ is relaxed, secure, and unworried. (3,3) A. extraversion B. agreeableness C. conscientiousness D. emotional stability E. openness to experience
D. emotional stability
Early Studies in personality (background for 3,2)
Research over the years has struggled with the issue of personality, and various models have been employed to explain human behavior. One of the earliest theories looked at body type. It was thought that your personality was formed on the basis of the shape of your body. There were thought to be three body types: Ectomorph, Mesomorph Endomorph. Your body type was said to determine your personality.
Fortunately, Nineteenth Century concepts, such as looking at physiognomy or phrenology (Google the words if you don’t know what they mean) to find personality or even criminal traits, have been discredited and abandoned. These theories assumed that all human behavior was based on heredity, and that your predispositions would be exhibited in physical characteristics, like bumps on your head! Looking for an explanation of human behavior can go to the other extreme as well. We went through a phase in which most behavior was being attributed to the environment. Recent research, however, suggests otherwise. For example, some gender differences that previously had been attributed to cultural conditioning may have a genetic base. Clearly, this question is still wide open.
According to Tuckman's five-stage theory of group development, the \_\_\_\_\_ stage is when questions about authority and power are resolved through unemotional, matter-of-fact group discussion. (6,2) A. storming B. norming C. forming D. adjourning E. performing
B. norming
In this stage questions about authority and power are resolved through unemotional, matter-of-fact group discussion. A feeling of team spirit is experienced because members believe they have found their proper roles.
Assigning someone the role of devil's advocate when discussing major alternatives is a way to prevent \_\_\_. (6,7) A. groupthink B. the Asch effect C. social loafing D. role ambiguity E. role overload
A. groupthink
sender and the receiver are a number of filters that convert the message into communicable form (7,4), Examples of filters
language, Gender, Race, etc
Taxonomy of Power–French and Raven, 1959 (8,2)
1) Legitimate power - having superior status gives you power over those below you. Boss, Mom, Police, President, etc.
2) Reward power - using bribe or reward techniques to convine one to pursue a desired action - Ex Boss if you do this you will get raise or promotion
3) Coercive power - Using Force or threats to get some on to do something. Ex - Boss or parent saying do this or else.
4) Referent Power - received through the inspiration you give other people, Ex - Motivational speaker, Church Leader, etc.
5) Expert power - By doing something for a long period of time, others perceive you as an expert and seek you guidance. Ex - Professorer
Influence: types of influence match power (8,3)
Rational persuasion—expert power
Inspirational, ingratiation—referent power
Pressure tactics, torture—coercive power
Exchange of value, bribes, tit for tat—reward
Legitimizing –legitimate
Influence is the medical model of power…goes for underlying causes.
Working with Power
Given our sense of democracy, the use of raw power often holds negative sanctions.
Many are unwilling to admit they use force, or try to rationalize it away. They try to keep their power unobtrusive. One way to determine who holds power is to determine the possible power resources in the situation and identify which parties hold which power. Power will ultimately be used if it is available.
As noted, power is only present if it is ratified. Nobody has inherent power. It must give given by followers, and continually reaffirmed. This is called “The Myth of Power.”
Power is generally conservative. That is, it seeks the status quo. People who are against change are usually of this mindset because they are vested in the status quo, and fear losing status, wealth, or power.
None of these indicators are foolproof. Power structures are very complex.
How do we make ethical decisions? (8,6)
Ethical decision making is not a rational process. We do not go through our value system. It is generally done in three steps:
- Evaluate whether or not it is an ethical decision
a. What is the value of the decision—stealing a pencil or $1 million
b. What are the social ramifications? What will others think? - Intuitively make the decision
- Go back, post facto, and rationalize the decision against our value system
Therefore: Our intuition must be value-based. If not, we will not make ethical decisions.
You are a management consultant and a manager from Texaco asks you to summarize the best research evidence on the impact of French and Raven’s five bases of power on job performance, job satisfaction, and turnover. Which of these would be a correct response?
A. Reward power had stronger positive impacts than referent power.
B. No conclusive evidence was found.
C. Employees resent legitimate power, therefore ignore it.
D. Expert and referent power had a generally positive impact.
E. Coercive power can be used to fool people into thinking you will take actions you are actually unwilling to take.
D. Expert and referent power had a generally positive impact.
Field studies identifying the relationships between power bases and work outcomes show that expert and referent power had a generally positive impact.
Based on the research evidence, which of the following statements about group decision making is true?
a. Sharing tacit knowledge decreases decision quality
b. Following the rational model of decision making leads to higher-quality decisions
c. Groups should be as large as possible
D. To maximize group efficiency, managers should create an environment where participants feel free to participate and express their opinions
e. Knowledge management is not feasible with groups containing over 100 members
D. To maximize group efficiency, managers should create an environment where participants feel free to participate and express their opinions
