HRM 523

 

 

Assignment – 1

 

1. The first discipline to take the modem corporation as the unit of analysis and emphasize the design, implementation, and coordination of various administrative and organization systems was:

• anthropology
• psychology
• management
• sociology

2. Employee loyalty toward the organization is a significant factor in:

• job displacement
• employee turnover
• continuance commitment
• affective commitment

3. Individuals who make external attributions will be more likely to

• develop feelings of incompetence which may lead to depression
• provide a supporting environment for followers
• rarely quit because they do not feel responsible
• achieve higher levels of performance

4. The motivation theory that holds that employee motivation is determined by the belief that a valued outcome will result from effort is called:

• goal-setting theory
• equity theory
• two-factor theory
• expectancy theory

5. A technique that is valuable in its ability to generate a number of independent judgments without the requirement of a face-to-face meeting is:

• the nominal group technique
• brainstorming
• dialectical inquiry
• the Delphi technique

6. The JDI measures:

• employee absenteeism
• attitude specificity
• job satisfaction
• job performance

7. Which of the following is considered a key benefit of diversity?

• less thinking that is considered critical
• less time in making decisions
• flexibility and adaptation
• cohesiveness

8. Attribution theory helps to______ behavior in organizations

• observe
• explain causes of
• specify correct or appropriate
• measure

9. As a member of a study group, you feel that others are making minimal contributions. In this situation you are LEAST likely to:

• reduce your contribution
• increase your participation and contribution
• withdraw from the group
• praise the inputs of others

10. If a manager asks an employee to purchase a gift for his wife, the employee would think this request:

• falls within his zone of indifference
• falls outside his zone of indifference
• should be based on the manager's authority base
• is in conflict with the employee’s value system

11. The dynamic process through which the emotions are transferred from one person to another is called

• none of these
• Emotional Quotient
• emotional adaptability
• emotional contagion

12. According to the Protestant ethic, a person should work hard because hard work and prosperity would lead to a place in heaven. The organizational scholar who advanced the Protestant Ethic notion was:

• Adam Smith
• John Calvin
• Sigmund Freud
• Max Weber

13. Modern  management practices such as employee management recognition programs, flexible benefit packages, and stock ownership plans emphasize:

• psychodynamic  theory
• intrinsic motivation
• external incentives
• internal needs

14. The primacy effect is also known as:

• selective perception
• first-impression error
• a stereotype
• self-fulfilling  prophecy

15. Values reflected in the way individuals actually behave are called:

• enacted values
• behavioral values
• observable values
• enduring values

16. The fit perspective is useful in explaining:

• why managers make better decisions
• long-term performance
• how firms can adapt to environmental change
• short-term performance

17. The web like structures that contract some or all of their operating functions to other organisations and then coordinate their activities through managers and other employees at their headquarters are called

• Virtual Organisation
• Circle Organisation
• Networked  Organisation
• Traditional Organisation

18. According to the group development model, which of the following set of issues need to be addressed as part of a group's authority issues?

• expected group outcomes, who is in charge, and management of power and influence
• who is in charge, management of power and influence, and security
• expected group outcomes, who is in charge, and who has the right to tell whom to do what
• who is in charge, management of power and influence, and who has the right to tell whom to do what

19. In research on styles of conflict management, the ____ style was least effective.

• collaborating
• avoiding
• competing
• compromising

20. The impoverished manager is one who:

• emphasizes efficient production.
• exerts just enough effort to avoid being fired.
• creates a happy, comfortable work environment.
• maintains the status quo.

21. The set of authority and task relations among group members is known as:

• cohesiveness
• mutual acceptance
• control and sanctions
• status structure

22. Crude comments or sexual jokes and behaviors that disparage someone's sex or convey hostility is considered which type of sexual harassment?

• sexual coercion
• sexual abuse
• exploitation
• gender harassment

23. Emotional intelligence (EI) relates to the ability to manage

• conflict
• Intelligence Quotient
• conceptual skills
• technical skills

 

 

24. The Leadership and Strategy Council (LSC) is a feature of

• Circle Organisation
• Virtual Organisation
• Traditional Organisation
• Networked Organisation

25. The establishment of new attitudes, values, and behaviors as the new status quo is consistent with what stage in Lewin's change model?

• change
• moving
• unfreezing
• refreezing

26. An ethical theory that emphasizes the nature and characteristics of an act is:

• consequence-based
• cultural based
• motive-based
• rule-based

27. Which of the following is a characteristic of quality teams?

• They emphasize the generation of ideas.
• They provide advice to managers who still retain decision-making authority.
• They operate in parallel fashion to the organization's structure.
• They make data-based decisions about improving product and service quality.

28. Which of the following statements is most correct?

• Locus of control has little to do with ethical behavior.
• Persons with an internal locus of control make more ethical decisions than others.
• Other people control persons who are strong on internal locus of control.
• Individuals with an internal locus of control are more likely to exhibit uncontrollable behavior.

29. Group polarization results in:

• group members driving decisions toward consensus
• group members moving from extreme attitudes toward more moderate attitudes
• the tendency for group discussion to produce shifts toward more extreme attitudes among members
• the tendency for group members who were initially more cautious to become significantly less cautious

30. The study of individual behavior and group dynamics in organizational settings describes the content of study in:

• organization theory
• organization design
• organizational behavior
• organizational development

 

 

Assignment – 2

 

 

1. A "wild turkey' in the top management team is:

• one who increases the homogeneity within the executive group
• a member of the executive team that retards the executive teams performance
• someone who is uncontrollable
• a devil's advocate who challenges the thinking of the CEO and other top executives

2. Which of the following is a characteristic of quality teams?

• They operate in parallel fashion to the organization's structure.
• They emphasize the generation of ideas.
• They provide advice to managers who still retain decision-making authority.
• They make data-based decisions about improving product and service quality

3. Which of the following is considered a key benefit of diversity?

• cohesiveness
• less time in making decisions
• less thinking that is considered critical
• flexibility and adaptation

4. According to the MBTI a successful top executive is likely to be a/an:

• extrovert, sensor, thinker, and judger
• introvert, sensor, thinker, and perceiver
• introvert, intuitor, feeler, and perceiver
• extrovert, intuitor, feeler, and judger

5. Which of the following conditions would LEAST encourage political activity?

• uncertainty
• performance appraisal process
• abundant resources
• unclear goals

6. The conflict that develops when a role behavior clashes with individual values is called:

• intrarole
• interrole
• interpersonal
• person-role

7. The set of authority and task relations among group members is known as:

• status structure
• control and sanctions
• mutual acceptance
• cohesiveness

8. Increasing workforce diversity is likely to reduce ___ as a barrier to social perception.

• first-impression error
• selective perception
• stereotyping
• the primacy effect

9. Denise and Teresa are two students in a course on organizational behavior . Denise outperforms Teresa on the first exam in OB, and Teresa convinces herself that Denise is not really a good person to compare herself to because Denise is a psychology major and Teresa is majoring in accounting . Which of the following is the best explanation for Teresa's reaction?

• Teresa probably has an inflated generalized belief of her capabilities.
• Teresa's high self-esteem is protecting her from this unfavorable comparison.
• Teresa has an external locus of control.
• Teresa is a low self-monitor.

10. The dynamic process through which the emotions are transferred from one person to another is called

• none of these
• emotional adaptability
• emotional contagion
• Emotional Quotient

11. The type of organizational commitment that is based on an individual's perceived obligation to remain in an organization is called:

• affective commitment
• attitudinal commitment
• normative commitment
• intentional commitment

12. At what stage of group development is the leader 's role primarily one of recognition of the group's achievements?

• performing
• forming
• norming
• storming

13. The primacy effect is also known as:

• selective perception
• first-impression error
• a stereotype
• self-fulfilling  prophecy

14. The close linkage of ____ to performance wider expectancy theory is crucial for enhancing motivation.

• instrumentality
• likelihood
• valence
• need satisfaction

15. The two sets of social benefits available to team or group members includes:

• recognition and integrated involvement
• psychological intimacy and recognition
• psychological intimacy and integrated involvement
• integrated involvement and achievement

16. A transnational organization is one where:

• a prevalent ethnic viewpoint begins to be held strongly in the consciousness of managers
• the global viewpoint supersedes national issues
• the global and national interests are linked in an overriding perspective
• an organization's nationality is held strongly in the consciousness of managers even though the organization competes on a global scale

 

17. In the case of repeated failure wider expectancy theory, an employee may:

• greatly increase input
• increase effort when the likelihood of reward has dropped
• raise outcome valence
• reduce effort

18. If a manager asks an employee to purchase a gift for his wife, the employee would think this request:

• falls outside his zone of indifference
• should be based on the manager's authority base
• is in conflict with the employee’s value system
• falls within his zone of indifference

19. Authentic leaders are characterized by all of the following EXCEPT:

• benevolence
• optimism
• resilience
• high levels of hope

20. According to the Protestant ethic, a person should work hard because hard work and prosperity would lead to a place in heaven. The organizational scholar who advanced the Protestant Ethic notion was:

• Max Weber
• Sigmund Freud
• John Calvin
• Adam Smith

21. Instrumental values includes

• honesty
• all of these
• ambition
• self sufficiency

22. The development of group cohesiveness is negatively influenced by:

• external pressure
• prestige of the group
• group size when there are only five to eight members
• internal competition

 

23. Upper echelon theory argues that:

• wild turkeys will have a detrimental effect on organizational performance
• turnover at the top becomes a vicious cycle
• characteristics of the top management team can predict organizational characteristics
• executive turnover will usually result in declining organizational performance

24. Group polarization results in:

• group members moving from extreme attitudes toward more moderate attitudes
• the tendency for group discussion to produce shifts toward more extreme attitudes among members
• the tendency for group members who were initially more cautious to become significantly less cautious
• group members driving decisions toward consensus

25. A key understanding to the relationship between hygiene and motivation factors is:

• they are additive
• they are positively related
• they are interdependent
• they are independent

26. The importance and value placed on a reward in expectancy theory is known as:

• instrumentality
• need satisfaction
• likelihood
• valence

27. Corporations and business enterprises tend to subscribe to:

• rule-based ethics
• consequential ethics
• cultural relativism
• universal moralism

28. An ethical theory that emphasizes the nature and characteristics of an act is:

• motive-based
• rule-based
• cultural based
• consequence-based

 

29. Equity theory is a/an:

• need approach to motivation
• process approach to motivation
• external approach to motivation
• content motivation model

30. The belief that performance is connected to rewards is known as:

• probability or likelihood
• expectancy
• valence
• instrumentality

 

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