Examtests with Organizational Behavior: Emerging Knowledge. Global Reality by McShane and Von Glinow - 9th edition

What does the field of organizational behavior entail? - ExamTests 1

MC-questions with chapter 1

Question 1

Part of the MARS model is motivation. Which of the concepts below is not part of motivation according to the MARS model?

1. Perseverance.
2. Intensity.
3. Ability.

Question 2

When an employment consultant in an organization wants to investigate the behavior of an employee according to the MARS model, what will he not immediately pay attention to?

1. Motivation.
2. Role perceptions.
3. Sense of responsibility.

Question 3

An old greasing system is taken apart to see how it was made and how it works. This concerns application of:

1. Relationship capital.
2. Human capital.
3. Structural capital.

Question 4

In today's business world, there are more and more differences between employees. Samantha is 25 and works as an accountant at a small advisement firm. She works with Gabriel and Cindy. Gabriel is 36 years old and is of Indian descent. Cindy is 42 and has a slight physical disability. Despite all the differences, the three can work well together. The differences just described between Samantha, Gabriel and Cindy are all examples of:

1. Deep level diversity.
2. Personal values.
3. Surface level diversity.

Question 5

Work attitudes have been compared with work values:

1. More specific and longer-lasting.
2. More specific and less long-lasting.
3. Less specific and longer.
4. Less specific and less long-lasting.

Question 6

Which statement is correct?

I. Face-to-face is always the best way to communicate.
II. A disadvantage of computer networks is that it is relatively expensive.

1. Only I is correct.
2. I and II are both correct.
3. Only II is correct.
4. I and II are both incorrect.

Question 7

What is the effect of new information technology on the structure of an organization?

1. Little changes.
2. It increases the mechanical side.
3. It enhances the organic side.
4. It increases the mechanical and the organic side.

Open questions with chapter 1

Question 1

Explain the difference between a group and a team.

Question 2

The primary task for managers is to ensure that workers have the right skills to do their job properly. There are three basic ways to achieve this. Name these ways.

Question 3

What influence do temporary agency workers have on social relations at work?

Answers MC-questions with chapter 1

1. C. Ability.

2. C. Sense of responsibility.

3. C. Structural capital.

4. C. Surface level diversity.

5. B. More specific and less long-lasting.

6. D. I and II are both incorrect.

7. D. It increases the mechanical and the organic side.

Answer suggestions Open questions with chapter 1

Question 1

• Group: Two or more people who work together to achieve their goals.
• Team: A group in which the members work together intensively to achieve a common goal.

Question 2

1. Select job candidates for the competencies that are relevant to a certain job.
2. Provide training to applicants or current employees and thereby impart skills and knowledge.
3. Adapting the job to the capacities of the applicants or current employees. As soon as the old tasks are fully controlled, the job can be designed more complex.

Question 3

Because temporary workers are temporarily with an organization, they will have little loyalty to the organization. They will have a completely different view of the social environment at work than the permanent workers.

Which individual differences, personality aspects and values are there? - ExamTests 2

MC-questions with chapter 2

Question 1

Lisa has a strong commitment to the well-being of all people and to nature. On which dimension from Schwartz's Values Circumplex does she score high?

1. Conservation.
2. Self-transcedence.
3. Conformity.

Question 2

Which statement is correct about the degree of a culture, if it is seen as highly collectivist?

1. The culture will be low individualistic.
2. The culture will be highly individualistic.
3. The culture can be both low and high individualistic.

Question 3

Which statement about person-organization value congruence is true?

1. A high degree of person-organization value congruence fosters creativity.
2. Incongruence between the values ​​of the person and those of the organization can lead to stress, low organizational citizenship, and job dissatisfaction.
3. Congruence between the values ​​of the person and those of the organization can lead to counterproductive work behavior.

Question 4

What is a problem with the utilitarianism principle?

1. It is difficult to distinguish between moral intensity and ethical sensitivity.
2. It is difficult to determine the benefits and costs of many different decisions.
3. It is unclear what the basis for reward should be.

Question 5

Which two personality traits from the Five-Factor Model (Big Five) best predict individual performance for almost any type of job?

1. Conscientiousness and neuroticism.
2. Neuroticism and openness to experience.
3. Openness to experience and conscientiousness.

Question 6

What are the four ethical principles in an organization?

1. Professional ethics, individual rights, distributive justice, ethic of care.
2. Utilitarianism, individual rights, distributive justice, ethic of care
3. Utilitarianism, individual ethics, distributive ethics, ethic of care.

Question 7

Correct or incorrect according to "organizational behavior" of McShane and Von Glinow?

I. People who score high on neuroticism will come into their own in situations where critical thinking and evaluations are needed.
II. People who score high on neuroticism will be good at playing the devils lawyer.

1. Only I is correct.
2. I and II are both correct.
3. Only II is correct.
4. I and II are both incorrect.

Question 8

Which of the following traits belong to the Big Five?

1. Confidence.
2. Neuroticism.
3. Need for performance.
4. Extraversion.
5. Locus of control.
6. Conscientiousness.
7. Openness to experience.
8. Spatial awareness.
9. Creativity.
10. Agreeableness.

Open questions with chapter 2

Question 1

Why is it best to have a balance between conformity and deviance in a group?

Answers MC-questions with chapter 2

1. B. Self-transcedence.

2. C. The culture can be both low and high individualistic.

3. B. Incongruence between the values ​​of the person and those of the organization can lead to stress, low organizational citizenship, and job dissatisfaction.

4. B. It is difficult to determine the benefits and costs of many different decisions.

5. A. Conscientiousness and neuroticism.

6. B. Utilitarianism, individual rights, distributive justice, ethic of care.

7. D. I and II are both incorrect.

8. B. Neuroticism; D. Extraversion; F. Conscientiousness; G. Openness to experience; J. Agreeableness.

Answer suggestions Open questions with chapter 2

Question 1

Compliance allows a group to control the behavior of its members to ensure that tasks are accomplished. Deviance causes group members to take a fresh look at the appropriateness of an existing standard.

How do we perceive ourselves and others in organizations? - ExamTests 3

MC-questions with chapter 3

Question 1

Michael is offered a promotion at work. He has worked very hard in recent years and followed various training courses. However, Michael does not attribute his promotion to his hard work and training, but to luck. The latter refers to:

1. Judging (according to Jung's theory).
2. External locus of control.
3. Perceiving (according to Jung's theory).

Question 2

Social identity theory states that social perception is influenced by three activities. Which activity occurs when we think that both Dutch people and Belgians each have the same characteristics within their own group?

1. Homogenization.
2. Categorization.
3. Differentiation.

Question 3

Scientific management is primarily associated with a (1) degree of job specialization and a (2) degree of job standardization.

1. (1) High; (2) low.
2. (1) High; (2) high.
3. (1) Low; (2) low.
4. (1) Low; (2) high.

Question 4

George makes a mistake when sawing a door to size. This mistake is attributed to him personally by his supervisor. According to the rules of the attribution theory, attribution is mainly made to internal attribution in:

1. High consistency, low directiveness, and low consensus.
2. Low consistency, high distinctiveness, and high consensus.
3. High consistency, high distinctiveness, and low consensus.

Answers MC-questions with chapter 3

1. B. External locus of control.

2. A. Homogenization.

3. B. (1) High; (2) high.

4. A. High consistency, low directiveness, and low consensus.

How do emotions, attitudes and stress develop in the workplace? - ExamTests 4

MC-questions with chapter 4

Question 1

Which of the following elements contributes to a higher affective commitment of employees to the organization?

1. Financial incentives.
2. Low employment.
3. Justice and support.

Question 2

Which of the statements below about organizational commitment is true?

1. The continuance commitment of employees is closely related to the way in which their organization meets humanitarian values.
2. Employees' creativity can diminish as a result of too much affective engagement.
3. Employees with a high continuance commitment often display a high degree of organizational citizenship.

Question 3

A situation is generally most likely to be perceived as stressful by employees under (1) responsibility and (2) task control.

1. (1) Little; (2) little.
2. (1) Little; (2) a lot.
3. (1) A lot; (2) little.
4. (1) A lot; (2) a lot.

Question 4

Two drugstore owners do not have a conflict regarding their business. Since it is between these two people in the company, what kind of conflict is there?

1. Interpersonal conflict.
2. Intergroup conflict.
3. Interorganizational conflict.

Question 5

If two friends are joint owners of an organization and there is a conflict about it, it probably concerns:

1. Win-win orientation and unintended conflict.
2. Cooperation conflict and constructive conflict.
3. Task-related conflict and relationship conflict.

Question 6

Staying with the organization because you feel that you really should is:

1. Affective commitment.
2. Continuance commitment.
3. Normative commitment.

Answers MC-questions with chapter 4

1. C. Justice and support.

2. B. Employees' creativity can diminish as a result of too much affective engagement.

3. C. (1) A lot; (2) little.

4. A. Interpersonal conflict.

5. C. Task-related conflict and relationship conflict.

6. C. Normative commitment.

What are the foundations of employee motivation? - ExamTests 5

MC-questions with chapter 5

Question 1

An employee reduces his effort to acquire new customers because his supervisor has stopped giving compliments after bringing in new customers. This example illustrates

1. Negative reinforcement.
2. Extinction.
3. Self-reinforcement.

Question 2

Effective feedback has five characteristics. What are three of them?

1. Credible, 360-degree, and timely.
2. Relevant, timely, and specific.
3. Sufficiently frequent, credible, and 360-degree.

Question 3

Which of the following statements about Maslow's needs hierarchy theory is true?

1. The five phases can be divided into three sub-phases.
2. The theory has hardly been scientifically supported.
3. In the first instance, safety is the most important.

Question 4

According to the expectancy theory, outcomes have a negative valence when

1. The chance of achieving this outcome is low for a certain level of performance.
2. These outcomes conflict with our values ​​and counteract need-fulfillment.
3. Employees have little insight into what effort will lead to these outcomes.

Question 5

What combination of personality traits is best for a manager in theory?

1. A great need for achievement, a great need for power and a great need for affiliation.
2. A small need for performance, a great need for power and a great need for affiliation.
3. A great need for achievement, a small need for power and a great need for affiliation.
4. A great need for achievement, a great need for power and a small need for affiliation.

Question 6

Which of the following statements is correct?

1. Extinction increases the chance of willful behavior.
2. Extinction increases the chance of unintentional behavior.
3. Extinction decreases the chance of willful behavior.
4. Extinction reduces the chance of unintentional behavior.

Question 7

True or false?

I. A high level of motivation always leads to a high level of performance.
II. A good performance cannot be achieved without a high level of motivation.

1. Only I is correct.
2. I and II are correct.
3. Only II is correct.
4. I and II are both incorrect.

Question 8

True or false?

I. In Maslow's hierarchy of needs, only one type of need can provide motivation
II. In Maslow's hierarchy of needs, the needs are not placed in a hierarchical order.

1. Only I is correct.
2. I and II are correct.
3. Only II is correct.
4. I and II are both incorrect.

Question 9

True or false?

I. In order for 360-degree appraisal to work as well as possible, the appraisals must be based on characteristics (traits).
II. 360-degree appraisal is fairest when the raters are anonymous.

1. Only I is correct.
2. I and II are correct.
3. Only II is correct.
4. I and II are both incorrect.

Open questions with chapter 5

Question 1

Organize the following work values ​​into the categories extrinsic work values ​​and intrinsic work values.

• Interesting work.
• Time for hobbies.
• Status in society.
• Being creative.
• Safety at work.
• High salary.
• Challenging work.

Question 2

Indicate which reinforcement scheme belongs to these examples:

1. An employee is rewarded every Friday with two hours off early if he has sold many subscriptions that week.
2. The manager sometimes releases an employee earlier and sometimes not.
3. Every time an employee has sold 50 subscriptions, he gets a day off.
4. Some Fridays, an employee is rewarded with two hours off early if he has made a lot of sales that week.

Question 3

Punishment and negative reinforcement are often mistakenly confused. Name two differences between punishment and negative reinforcement.

Question 4

Name two criticisms of OB MOD.

Question 5

Place the following needs in the correct order from lowest level to highest level.

1. Belongingness needs.
2. Esteem needs.
3. Physiological needs.
4. Safety needs.
5. Self-actualization needs.

Question 6

Which of the following three factors must, according to the expectancy theory, be high in order to be motivated?

• Valence.
• Instrumentality.
• Expectancy.

Question 7

Two employees have the same job at the same organization. Employee A gets a raise and employee B does not. Can both employees consider the situation fairly according to equity theory? Explain.

Question 8

Indicate whether the following approaches to job design focus on intrinsic and / or extrinsic motivation:

1. Scientific management.
2. Job enlargement.
3. Job enrichment.
4. Job characteristics model.
5. Social information processing model.

Question 9

Three managers work for a particular company:

1. Betty, who does her job well and is eager to learn more.
2. Pieter, who cannot yet fully cope with the responsibilities of management and finds the job difficult.
3. Jan, who is competent, but often complains about how busy he is at work and how little he gets in return.

The company decides to redesign the jobs to increase motivation. Task significance, skill variety, autonomy, feedback, and task identity are all increased. Furthermore, nothing will change in their salary. Determine per manager whether he / she will be more or less motivated. Will the organization benefit or not?

Question 10

A manager gives two subordinates a specific goal. Employee I is given a goal that is too high, probably not attainable, and employee II is assigned a goal that is (too) easily attainable. Which of the two employees achieves the best results?

Question 11

Under what two circumstances do specific, difficult goals fail to lead to high levels of motivation and achievement?

Question 12

Why should employee evaluation not depend solely on results?

Question 13

Name two motivational benefits of a functional structure.

Answers MC-questions with chapter 5

1. B. Extinction.

2. B. Relevant, timely, and specific.

3. B. The theory has hardly been scientifically supported.

4. B. These outcomes conflict with our values ​​and counteract need-fulfillment.

5. D. A great need for achievement, a great need for power and a small need for affiliation.

6. D. Extinction reduces the chance of unintentional behavior.

7. D. I and II are both incorrect.

8. A. Only I is correct.

9. C. Only II is correct.

Answer suggestions Open questions with chapter 5

Question 1

• Extrinsic work values: Time for hobbies, status in society, safety at work, high salary.
• Intrinsic work values: Interesting work, being creative, challenging work.

Question 2

1. Fixed-interval schedule.
2. Variable ratio schedule.
3. Fixed ratio schedule.
4. Variable-interval schedule.

Question 3

Two differences between punishment and negative reinforcement:

• Punishment reduces the chance of unintentional behavior, negative reinforcement increases the chance of intentional behavior.
• In case of punishment, there is a negative consequence if unintentional behavior occurs, with negative reinforcement, a negative consequence disappears if intentional behavior occurs.

Question 4

The following criticisms have been made on OB MOD:

• OB MOD is too controlling. Employees are deprived of their dignity, freedom of choice and individuality. They take little initiative anymore.
• Employees can be so focused on reward that they do little that is no longer rewarded (eg OCB).

Question 5

The order of the levels of needs is as follows: C. physiological needs, D. safety needs, A. belongingness needs, B. esteem needs, E. self-actualization needs.

Question 6

According to the expectancy theory, all three factors (valence, expectancy and instrumentality) must be high. If one of these factors is 0, then the motivation will also be 0.

Question 7

According to equity theory, both employees can consider this situation fair, because it is how they perceive the situation, not how it actually is. For example, if both employees are of the opinion that employee A has contributed more than employee B, so that employee A also gets more output (storage), they can think it fair.

Question 8

1. Extrinsic motivation.
2. Intrinsic motivation.
3. Intrinsic motivation.
4. Intrinsic motivation.
5. Extrinsic and intrinsic motivation.

Question 9

The company is not improving completely, because two out of three managers will be less motivated.

• Betty: Betty will get more motivation because she scores high on growth-need strength (the extent to which an individual wants his / her work to contribute to personal growth and development).
• Pieter: Pieter had difficulties with the work before the reorganization due to his lack of skills and knowledge, and he will probably be able to perform even worse now. His motivation and job satisfaction are likely to diminish.
• Jan: Before the changes at work, Jan already felt that he was getting too little in return for his contributions. Now he will be given more responsibilities, but he will not be paid extra. He will find his outcome / input ratio even more unfair than before and his motivation will therefore deteriorate.

Question 10

Employee I who gets a difficult goal may not achieve his goal, but will outperform employee II. Employee I had a more difficult goal, so he will try harder to achieve it (for example, he will look for multiple solutions to achieve that goal), while employee II will be quickly satisfied by his easy goal. In addition, employee I will be motivated to work out a plan, because the goal would probably not be achieved without a plan.

Question 11

The following two conditions do not lead to higher motivation and performance:

1. When employees do not have the skills they need to perform at a high level.
2. When employees are given a complicated task that requires all of their attention and a fair amount of learning.

Question 12

If employees are only evaluated on their results, they can become too focused on achieving good results, at the expense of behavior that is not rewarded (e.g. Organizational Citizenship Behavior).

Question 13

Motivational benefits:

• Easy for supervisors to assess individual performance, reward high performance and discourage "social loafing".
• Group members can monitor each other's behavior and performance levels
• It can lead to the development of norms, values and group cohesion, which leads to motivation.
• Creates a career ladder.

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