,Organizational Behavior An Evidence-Based Approach, 13 Edition Fred Luthans Test Bank
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Table of Content
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Chapter h1 1: Introduction to Organizational Behavior: An Evidence-Based Approach
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Chapter h1 2: Environmental Context: Globalization, Diversity, and Ethics
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Chapter h1 3: Organizational Context: Design and Culture
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Chapter h1 4: Organizational Context: Reward Systems
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Chapter h1 5: Personality, Perception, and Employee Attitudes
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Chapter h1 6: Motivational Needs, Processes, and Applications
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Chapter h1 7: Positive Organizational Behavior and Psychological Capital
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Chapter h1 8: Communication and Decision Making
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Chapter h1 9: Stress and Conflict
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Chapter h1 10: Power and Politics
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Chapter h1 11: Groups and Teams
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Chapter h1 12: Behavioral Performance Management
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Chapter h1 13: Effective Leadership Processes
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Chapter h1 14: Great Leaders: An Evidenced-Based Approach
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, Chapter 01 h1
h1 Introduction to Organizational Behavior: An Evidence-Based Approach
h1 h1 h1 h1 h1 h1
True h1/ h1False h1Questions
1. The major challenge and critical competitive advantage for any organization
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is the human resource of that company.
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True False h1 h 1
2. Casey, a relationship manager in a bank creates value for her organization
h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
through her networks, connections, and friends. These values can be referred
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to as "positive psychological capital."
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True False h1 h 1
3. Roger, a sales manager for Heust Pvt. Ltd., is impressed with his new sales
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h1executive, Tim. According to Roger, Tim is optimistic, can perform well under pressure, and
h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
is very confident about what he does. These qualities can be referred to as "positive
h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
h1psychological capital." h1
True h1 h 1 False
4. The problems with human organizations and the solutions over the ages have
h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
undergone drastic changes compared to their emphasis and surrounding
h1 h1 h1 h1 h1 h1 h1 h1 h1
environmental context.
h1 h1
True h1 h 1 False
5. A paradigm establishes only written
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rules. True False
h1 h1 h 1
6. ‘Paradigmshift'refers to the situation in which those in the existing paradigm h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
may not even see the changes that are occurring, and therefore, cannot analyze
h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
the changes. True False
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, 7. Reasons for considerable resistance to change and difficulty to
h1 h1 h1 h1 h1 h1 h1 h1
move from the old management paradigm to the new can be explained
h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
by the "paradigm effect." True
h1 h1 h1 False h1 h1 h 1
8. The fact that today's managers are competent in their functional
h1 h1 h1 h1 h1 h1 h1 h1 h1
specialization is sufficient to reiterate that most of them paid close attention to
h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
the conceptual and human dimensions of their jobs.
h1 h1 h1 h1 h1 h1 h1 h1
True False h1 h 1
9. According to Theory X, if employees were kept happy,
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they would become high performers.
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True False h1 h 1
10. Theory X is the natural choice for most organizations in today's
h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
environment. True False
h1 h1 h 1
11. Most of the practicing hmanagers
1 and their
h organizations
1 h 1 h 1 h 1 h 1 h 1
h cultures
1 believe, fully implement, and consistently adhere to a full-fledged
h 1 h 1 h1 h1 h1 h1 h1 h1 h1
HPWPs approach to management. True
h1 h1 False h1 h1 h1 h 1
12. The movement to not only recognize, but also do something about the
h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
"Knowing- Doing Gap" is the movement towards evidence-based
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management.
h1
True False h1 h 1
13. Most of the "new management practices" are essentially a readapted
h1 h1 h1 h1 h1 h1 h1 h1 h1
version of existing "old management truths."
h1 h1 h1 h1 h1 h1
True False h1 h 1
h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
Table of Content
h1 h1
Chapter h1 1: Introduction to Organizational Behavior: An Evidence-Based Approach
h1 h1 h1 h1 h1 h1 h1
Chapter h1 2: Environmental Context: Globalization, Diversity, and Ethics
h1 h1 h1 h1 h1 h1
Chapter h1 3: Organizational Context: Design and Culture
h1 h1 h1 h1 h1
Chapter h1 4: Organizational Context: Reward Systems
h1 h1 h1 h1
Chapter h1 5: Personality, Perception, and Employee Attitudes
h1 h1 h1 h1 h1
Chapter h1 6: Motivational Needs, Processes, and Applications
h1 h1 h1 h1 h1
Chapter h1 7: Positive Organizational Behavior and Psychological Capital
h1 h1 h1 h1 h1 h1
Chapter h1 8: Communication and Decision Making
h1 h1 h1 h1
Chapter h1 9: Stress and Conflict
h1 h1 h1
Chapter h1 10: Power and Politics
h1 h1 h1
Chapter h1 11: Groups and Teams
h1 h1 h1
Chapter h1 12: Behavioral Performance Management
h1 h1 h1
Chapter h1 13: Effective Leadership Processes
h1 h1 h1
Chapter h1 14: Great Leaders: An Evidenced-Based Approach
h1 h1 h1 h1 h1
, Chapter 01 h1
h1 Introduction to Organizational Behavior: An Evidence-Based Approach
h1 h1 h1 h1 h1 h1
True h1/ h1False h1Questions
1. The major challenge and critical competitive advantage for any organization
h1 h1 h1 h1 h1 h1 h1 h1 h1
is the human resource of that company.
h1 h1 h1 h1 h1 h1 h1
True False h1 h 1
2. Casey, a relationship manager in a bank creates value for her organization
h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
through her networks, connections, and friends. These values can be referred
h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
to as "positive psychological capital."
h1 h1 h1 h1 h1
True False h1 h 1
3. Roger, a sales manager for Heust Pvt. Ltd., is impressed with his new sales
h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
h1executive, Tim. According to Roger, Tim is optimistic, can perform well under pressure, and
h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
is very confident about what he does. These qualities can be referred to as "positive
h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
h1psychological capital." h1
True h1 h 1 False
4. The problems with human organizations and the solutions over the ages have
h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
undergone drastic changes compared to their emphasis and surrounding
h1 h1 h1 h1 h1 h1 h1 h1 h1
environmental context.
h1 h1
True h1 h 1 False
5. A paradigm establishes only written
h1 h1 h1 h1
rules. True False
h1 h1 h 1
6. ‘Paradigmshift'refers to the situation in which those in the existing paradigm h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
may not even see the changes that are occurring, and therefore, cannot analyze
h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
the changes. True False
h1 h1 h1 h 1
, 7. Reasons for considerable resistance to change and difficulty to
h1 h1 h1 h1 h1 h1 h1 h1
move from the old management paradigm to the new can be explained
h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
by the "paradigm effect." True
h1 h1 h1 False h1 h1 h 1
8. The fact that today's managers are competent in their functional
h1 h1 h1 h1 h1 h1 h1 h1 h1
specialization is sufficient to reiterate that most of them paid close attention to
h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
the conceptual and human dimensions of their jobs.
h1 h1 h1 h1 h1 h1 h1 h1
True False h1 h 1
9. According to Theory X, if employees were kept happy,
h 1 h 1 h 1 h 1 h 1 h 1 h 1 h 1
they would become high performers.
h 1 h 1 h 1 h1 h1
True False h1 h 1
10. Theory X is the natural choice for most organizations in today's
h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
environment. True False
h1 h1 h 1
11. Most of the practicing hmanagers
1 and their
h organizations
1 h 1 h 1 h 1 h 1 h 1
h cultures
1 believe, fully implement, and consistently adhere to a full-fledged
h 1 h 1 h1 h1 h1 h1 h1 h1 h1
HPWPs approach to management. True
h1 h1 False h1 h1 h1 h 1
12. The movement to not only recognize, but also do something about the
h1 h1 h1 h1 h1 h1 h1 h1 h1 h1 h1
"Knowing- Doing Gap" is the movement towards evidence-based
h1 h1 h1 h1 h1 h1 h1 h1
management.
h1
True False h1 h 1
13. Most of the "new management practices" are essentially a readapted
h1 h1 h1 h1 h1 h1 h1 h1 h1
version of existing "old management truths."
h1 h1 h1 h1 h1 h1
True False h1 h 1
