Organizational Behavior By Eric Swanson
Part 1
1. Patrick appears to conform by abiding by peripheral team norms, like being sociable and showing up to meetings on time. But he doesn't accept the central norms of the team. This kind of _______ can go unnoticed by other team members, but over time it threatens the efficiency of the team
A. open revolution
B. creative individualism
C. subversive rebellion
D. conformity
2. The process of formulating the intended meaning of a message is known as
A. referencing.
B. framing.
C. decoding.
D. encoding.
3. Although some _______ aren't explicitly or formally stated, they become painfully obvious when a team member unwittingly violates them.
A. goals
B. norms
C. biases
D. values
4. In creating a lengthy memo to her staff about a departmental reorganization, Regina understands that she has to know her readers, adapt to their mood, write at their level, and provide neither too much nor too little information. Which of the six Cs of effective managerial writing does this understanding represent?
A. Courtesy
B. Confidence
C. Conciseness
D. Clarity
5. When engaged in active listening, _______ is more important than listening for specific facts.
A. expressing empathy from the outset of the communication
B. resisting the effort to determine how the information might be useful
C. listening for the main ideas in a message
D. responding immediately to general statements
6. As a team begins to face some serious disagreements about progress achieved so far, a couple of members begin to openly question whether someone else on the team might be a better leader. Such issues are typical of the _______ stage of team development.
A. norming
B. forming
C. storming
D. performing
7. Knowing that his team members are going to hold him accountable for his contribution, Sheldon is less inclined to indulge in
A. social loafing.
B. peer pressure.
C. social facilitation.
D. problem analysis
8. During a meeting, Laura asks how the team is going to track and communicate progress and how feedback is going to be conveyed to team members. These types of questions are associated with the _______ stage of team development.
A. storming
B. forming
C. performing
D. norming
9. Connie is known to be a task-oriented individual who can be depended on to provide good technical information, do her homework, and push the team to set high performance goals. Her role in the team would be considered a
A. challenger.
B. communicator.
C. contributor.
D. collaborator.
10. Victoria determines that a staff meeting is necessary to review certain changes that are about to occur in the department she manages. As she composes a memo informing employees about the upcoming meeting, she should be sure to
A. keep the duration of the meeting vague to accommodate discussion.
B. ask her staff to submit ideas they'd like to discuss.
C. leave the agenda open in case people want to discuss other issues.
D. clearly communicate the purpose of the meeting
11. The term _______ refers to the study of the meaning conveyed by words or symbols.
A. attribution
B. encryption
C. semantics
D. decryption
11. The term _______ refers to the study of the meaning conveyed by words or symbols.
A. attribution
B. encryption
C. semantics
D. decryption
13. During a conversation with an employee, Chris responds by saying, "Really, that's not important. Let's move on." This is an example of a _______ statement.
A. validating
B. disjunctive
C. supportive
D. conjunctive
14. Among the special considerations for members of a _______ team is the need to share more information about cultural context, in greater detail.
A. virtual
B. diversity management
C. project-improvement
D. process-oriented
15. When Josh sees other members of his team working very hard, he's motivated to commit more time and effort to his own tasks. This aspect of teamwork is referred to as
A. social facilitation.
B. peer review.
C. socialization.
D. Groupthink.
16. Businesses in the United States, and other Western businesses, understand that while preserving individual focus, they still need to take certain steps to build team cohesion and manage team diversity. To achieve this balance, they can
A. aim for harmony and quick consensus.
B. reward individual contributions.
C. discourage conflicting opinions.
D. focus only on long-term goals at the expense of short-term objectives
17. Which of the following would be considered a characteristic of teams?
A. Shared leadership
B. Assigned leadership
C. Accountability to the leader
D. Effectiveness measured by others
18. "I understand what you're saying, even though I don't agree," is a type of _______ statement that characterizes one of the elements of supportive communication.
A. bidirectional
B. ownership
C. demeaning
D. validating
19. The process of dialogue is intended to achieve
A. collaboration.
B. competition.
C. rejection of authority.
D. establishment of authority.
20. "Let me see if I understand you correctly," Jason says, after listening to one of his employees. He then repeats what he believes what he's heard using his own words. This process is known as
A. verification.
B. disambiguation.
C. paraphrasing.
D. evaluation.
Part 2
1. Psychologist Michael J. Kirton proposed a model in which certain people, known as _______, are more comfortable with and better suited to making improvements in existing practices.
A. short-term creative types
B. innovators
C. long-term creative types
D. adaptors
2. Michele is the type of leader who shares the problem with subordinates in a group meeting to obtain their ideas and suggestions, and then makes a decision that may or may not reflect their input. Her leadership style would be considered
A. CI.
B. CII.
C. GI.
D. GII.
3. The _______ model is based on the assumption that the process of making decisions involves many loosely allied units, each with its own set of leaders.
A. collaborative
B. organizational process
C. garbage can
D. rational
4. Organizations can emphasize creativity by
A. increasing workloads to generate stress.
B. providing the time needed to think about problems.
C. offering incentives like tickets to plays and converts.
D. offering onsite child care facilities.
5. Asked to organize a pile of materials into useful groups, one team creates a sculpture, another organizes the pile according to the potential use of the objects, while a third team organizes the materials according to what they were made from. This approach to creativity is known as
A. design thinking.
B. the artist's way.
C. the inventor technique.
D. object-related thinking.
6. The _______ model of decision making assumes that people make value-maximizing choices.
A. organizational process
B. collaborative
C. garbage can
D. rational
7. When facing new situations, managers often implement the same strategies that proved successful in the past without questioning whether they're appropriate for the new circumstances. This type of response is referred as
A. the experience blind spot.
B. vertical thinking.
C. innovative blindness.
D. an accountability bottleneck.
8. During the _______ phase of the rational model of the decision-making process, Taylor evaluates alternatives and selects the one that best solves the problem.
A. choice
B. design
C. verification
D. analytic
9. Vanessa is a "big ideas'" type of individual, able to see connections between unrelated ideas and to push her organization to adopt new and different paradigms. According to Kirton's theory, she would be recognized as a/an
A. adaptor.
B. innovator.
C. chaordist.
D. disrupter.
10. As a manager, Federico needs to make a decision about reorganizing several departments he oversees. He knows that the quality of his decision is important. It has to be accurate, creative, and accepted by others. In order to make this decision he should
A. enlist other people in the process and divide complex tasks among them.
B. solicit advice from people outside the organization.
C. make the decision on his own.
D. hire a consultant to make the decision for him.
11. _______ thinking occurs when a problem is defined in a single way until a solution is reached.
A. Vertical
B. Narrow
C. Horizontal
D. Critical
12. Though not necessarily consciously, Ron delegates unethical decisions to other people in his organization. This approach to decision making is referred to as
A. motivated blindness.
B. blind delegation.
C. indirect blindness.
D. plausible deniability.
13. As a human resources manager, Michelle recognizes that fostering high levels of involvement and engagement across cultural, racial, and ethnic groups actually increases
A. conflict.
B. creativity.
C. external incentives and rewards.
D. extrinsic motivation
14. _______ is the successful implementation of new and useful ideas.
A. Linear phase
B. Creativity
C. Innovation
D. Cognitive process
15. As one management specialist noted, "Problems with _______ are the single most common reason why things go wrong in focus group projects."
A. planning
B. analysis
C. moderating
D. recruitment
16. In the RAPID model for assigning clear roles and responsibilities, what does the R stand for?
A. Recommend
B. Role-assignment
C. Reverse
D. Review
17. _______ is a tool that provides a structure to combine and recombine ideas to come up with new alternatives to solving a problem.
A. Mindmapping
B. Evidence-based research
C. An idea box
D. Brainstorming
18. Too much _______ can lead to constant flux, resulting in a failure to implement necessary incremental changes to preserve order and stability.
A. supervision
B. diversity
C. creativity
D. innovation
19. The dean of a small university calls a meeting of board members and department chairpersons to determine whether or not the university should establish a research lab. This sort of occasion is known as a
A. relevant issue.
B. hubris trap.
C. choice opportunity.
D. bottleneck.
20. Shaq'an has been assigned to develop a new work team. Since he trained as a musician in high school, he approaches this assignment by thinking of himself as a conductor and his team as an orchestra. In doing so, he's using a synectic technique known as _______ analogy.
A. direct
B. fantasy
C. symbolic
D. evidence-based