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| Section | Objectives |
|---|---|
| Topic 1: Communication and Decision Making | - Decision-making models and biases - Organizational communication processes |
| Topic 2: Foundations of Organizational Behavior | - Definition and scope of organizational behavior - Work attitudes and job satisfaction - Individual behavior in organizations |
| Topic 3: Ethics and Organizational Responsibility | - Ethical decision making in organizations - Corporate social responsibility |
| Topic 4: Motivation and Performance | - Motivation theories (Maslow, Herzberg, McClelland, Expectancy theory) - Goal setting and performance management |
| Topic 5: Leadership and Management | - Power, influence, and authority - Leadership styles and theories |
| Topic 6: Teams and Group Dynamics | - Group decision-making and conflict resolution - Team formation and development stages |
| Topic 7: Organizational Structure and Culture | - Organizational design and structure types - Organizational culture and change |
| Topic 8: Human Resource and Workplace Behavior | - Recruitment, selection, and onboarding concepts - Performance evaluation and feedback systems |
1. What defines acceptable standards of behavior that are shared by group members?
A) Group roles
B) Group conformity
C) Group norms
D) Group status
2. What is true about the relationship between performance evaluation and motivation?
A) The relationship is strong for employees but weak for managers.
B) The relationship does not depend on the perceptual process.
C) Employees must have confidence that the effort they exert will lead to a favorable performance evaluation.
D) The relationship is strongest when employees know that traits are the criteria used for the evaluations.
3. Although team performance has been fairly good, members feel that more could be done to improve their effectiveness. They feel that some team members could be more collaborative. Which type of reward system could be used effectively in this situation?
A) A system that emphasizes group rewards based on aggressive competitiveness
B) A system that emphasizes individual rewards for aggressive competitiveness
C) A system that emphasizes rewards for individual contributions as well as for selfless contributions
D) A system that emphasizes group rewards for maximizing productivity
4. Which dimension of the Fiedler contingency model is associated with the degree of influence a leader has over variables such as hiring, firing, discipline, promotions, and salary increases?
A) Position power
B) Leader-member relations
C) Task structure
D) Leader-member exchange
5. In organizing a team to develop a new product for entry into the electronics market, management wanted to assign team members having characteristics common to effective teams. Which list specifies common characteristics of effective teams?
A) A climate of trust, members who score low on the personality characteristic of extroversion, and effective leadership
B) Members who are emotionally stable, members who fill role demands, and a manageable level of conflict
C) A climate of trust, members who fill role demands, and an absence of conflict
D) Effective leadership, members who score low on the personality characteristic of extroversion, and members who fill role demands
Solutions:
| Question # 1 Answer: C | Question # 2 Answer: C | Question # 3 Answer: C | Question # 4 Answer: A | Question # 5 Answer: B |
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