Essentials qLof qLOrganizational qLBehavior, qL14e, qLGlobal qLEdition qL(Robbins/Judge)
qLChapter qL1 q L Welcome qLto qLthe qLWorld qLof qLOB
1) What qLare qLthe qLthree qLprimary qLdeterminants qLof qLbehavior qLin qLorganizations?
A) profit qLstructure, qLorganizational qLcomplexity, qLand qLjob qLsatisfaction
B) individuals, qLprofit qLstructure, qLand qLjob qLsatisfaction
C) individuals, qLgroups, qLand qLjob qLsatisfaction
D) groups, qLstructure, qLand qLprofit qLstructure
E) individuals, qLgroups, qLand
qLstructure qLAnswer: q L E
Explanation: q L E) qLOB qLinvestigates qLthe qLimpact qLthat qLindividuals, qLgroups, qLand qLstructure qLhave
qLon qLbehavior qLwithin qLorganizations.
Diff: qL2
AACSB: q L Analytical qLThinking
qLQuest. qLCategory: q L Concept
LO: q L 1.1 qLDefine qLorganizational qLbehavior qL(referred qLto qLas qLOB qLthroughout qLthe qLtext).
2) Which qLof qLthe qLfollowing qLis qLnot qLa qLcore qLtopic qLof qLorganizational qLbehavior?
A) motivation
B) attitude qLdevelopment
C) conflict
D) resource qLallocation
E) work
qLdesign
qLAnswer: q L D
Explanation: q L D) qLOB qLincludes qLthe qLcore qLtopics qLof qLmotivation, qLleader qLbehavior qLand
qLpower, qLinterpersonal qLcommunication, qLgroup qLstructure qLand qLprocesses, qLpersonality,
qLemotions, qLand qLvalues, qLattitude qLdevelopment qLand qLperception, qLchange qLprocesses, qLconflict
qLand qLnegotiation, qLand qLwork qLdesign. qLIt qLdoes qLnot qLinclude qLresource qLallocation.
Diff: qL2
AACSB: q L Analytical qLThinking
qLQuest. qLCategory: q L Concept
LO: q L 1.1 qLDefine qLorganizational qLbehavior qL(referred qLto qLas qLOB qLthroughout qLthe qLtext).
1
Copyright qL© qL2018 qLPearson qLEducation,
qLLtd.
,3) Until qLthe qLlate qL1980s, qLbusiness qLschool qLcurricula qLemphasized qLthe qL qLaspects
qLof qLmanagement.
A) ethical
B) people
C) technical
D) human
E) global
qLAnswer:
q L C
Explanation: q L C) qLUntil qLthe qLlate qL1980s, qLbusiness qLschool qLcurricula qLemphasized qLthe
qLtechnical qLaspects qLof qLmanagement, qLfocusing qLon qLeconomics, qLaccounting, qLfinance, qLand
qLquantitative qLtechniques.
Course qLwork qLin qLhuman qLbehavior qLand qLpeople qLskills qLreceived qLrelatively qLless qLattention. qLOver
qLthe qLpast qLthree qLdecades, qLhowever, qLbusiness qLfaculty qLhave qLcome qLto qLrealize qLthe qLrole qLthat
qLunderstanding qLhuman qLbehavior qLplays qLin qLdetermining qLa qLmanager's qLeffectiveness, qLand
qLrequired qLcourses qLon qLpeople qLskills qLhave qLbeen qLadded qLto qLmany qLcurricula.
Diff: qL1
AACSB: q L Analytical qLThinking
qLQuest. qLCategory: q L Concept
LO: q L 1.1 qLDefine qLorganizational qLbehavior qL(referred qLto qLas qLOB qLthroughout qLthe qLtext).
4) Which qLof qLthe qLfollowing qLis qLnot qLa qLreason qLwhy qLbusiness qLschools qLhave qLbegun qLto qLinclude
qLclasses qLon qLorganizational qLbehavior?
A) to qLincrease qLmanager qLeffectiveness qLin qLorganizations
B) to qLhelp qLorganizations qLattract qLtop qLquality qLemployees
C) to qLexpand qLorganizations' qLconsulting qLneeds
D) to qLimprove qLretention qLof qLquality qLworkers
E) to qLhelp qLincrease qLorganizations'
qLprofits qLAnswer: q L C
Explanation: q L C) qLUnderstanding qLhuman qLbehavior qLplays qLan qLimportant qLrole qLin qLdetermining
qLa qLmanager's qLeffectiveness. qLDeveloping qLmanagers' qLinterpersonal qLskills qLhelps qLorganizations
qLattract qLand qLkeep qLhigh-performing qLemployees. qLPositive qLsocial qLrelationships qLare qLassociated
qLwith qLlower qLstress qLat qLwork qLand qLlower qLturnover. qLFinally, qLcompanies qLwith qLreputations qLas
qLgood qLplaces qLto qLwork qLhave qLbeen qLfound qLto qLgenerate qLsuperior qLfinancial qLperformance.
qLExpanding qLa qLcompany's qLconsulting qLneeds qLis qLnot qLa qLpositive qLreason qLto qLteach
qLorganizational qLbehavior
Diff: qL3
AACSB: q L Analytical qLThinking
qLQuest. qLCategory: q L Concept
LO: q L 1.1 qLDefine qLorganizational qLbehavior qL(referred qLto qLas qLOB qLthroughout qLthe qLtext).
2
Copyright qL© qL2018 qLPearson qLEducation,
qLLtd.
,5) According qLto qLa qLrecent qLlarge-scale qLsurvey, qL58 qLpercent qLof qLmanagers qLdid qLnot qLreceive qL
.
A) pay qLincentives
B) training
C) administrative qLsupport
D) insurance
E) office
qLspace
qLAnswer: q L B
Explanation: q L B) qL58 qLpercent qLof qLmanagers qLreported qLthey qLhad qLnot qLreceived qLany qLtraining
qLand qL25 qLpercent qLadmitted qLthey qLwere qLnot qLready qLto qLlead qLothers qLwhen qLthey qLwere qLgiven
qLthe qLrole.
Diff: qL2
AACSB: q L Analytical qLThinking
qLQuest. qLCategory: q L Concept
LO: q L 1.1 qLDefine qLorganizational qLbehavior qL(referred qLto qLas qLOB qLthroughout qLthe qLtext).
6) There qLis qLa qLconnection qLbetween qLcompanies qLwhich qLhave qL qLand qLthe qLincorporation
qLof qLorganizational qLbehavior qLprinciples.
A) high qLturnover qLrates
B) specialized qLtechnical qLprocesses
C) superior qLfinancial qLperformance
D) long-lasting qLCEOs
E) all qLof qLthe
qLabove qLAnswer:
q LC
Explanation: q L C) qLCompanies qLsuch qLas qLGenentech, qLthe qLBoston qLConsulting qLGroup,
qLQualcomm, qLMcKinsey qL& qLCompany, qLProcter qL& qLGamble, qLFacebook, qLand qLSouthwest
qLAirlines qLall qLhave qLincorporated qLthe qLconcepts qLof qLorganizational qLbehavior qLand qLattribute qLit
qLto qLtheir qLability qLto qLgenerate qLhigh qLfinancial qLoutcomes.
Diff: qL1
AACSB: q L Analytical qLThinking
qLQuest. qLCategory: q L Concept
LO: q L 1.1 qLDefine qLorganizational qLbehavior qL(referred qLto qLas qLOB qLthroughout qLthe qLtext).
7) qLis qLthe qLstudy qLof qLthe qLimpact qLthat qLindividuals, qLgroups, qLand qLstructure qLhave qLon
qLbehavior qLwithin qLorganizations.
A) Leadership
B) Organizational qLstrategy
C) Performance qLmanagement
D) Employee qLrelations
E) Organizational
qLbehavior qLAnswer: q L E
Explanation: q L E) qLOrganizational qLbehavior qLis qLthe qLfield qLof qLstudy qLthat qLinvestigates qLthe
qLimpact qLthat qLindividuals, qLgroups, qLand qLstructure qLhave qLon qLbehavior qLwithin qLorganizations,
qLfor qLthe qLpurpose qLof qLapplying qLsuch qLknowledge qLtoward qLimproving qLan qLorganization's
qLeffectiveness.
3
Copyright qL© qL2018 qLPearson qLEducation,
qLLtd.
, Diff: qL1
AACSB: q L Analytical qLThinking
qLQuest. qLCategory: q L Concept
LO: q L 1.1 qLDefine qLorganizational qLbehavior qL(referred qLto qLas qLOB qLthroughout qLthe qLtext).
4
Copyright qL© qL2018 qLPearson qLEducation,
qLLtd.
qLChapter qL1 q L Welcome qLto qLthe qLWorld qLof qLOB
1) What qLare qLthe qLthree qLprimary qLdeterminants qLof qLbehavior qLin qLorganizations?
A) profit qLstructure, qLorganizational qLcomplexity, qLand qLjob qLsatisfaction
B) individuals, qLprofit qLstructure, qLand qLjob qLsatisfaction
C) individuals, qLgroups, qLand qLjob qLsatisfaction
D) groups, qLstructure, qLand qLprofit qLstructure
E) individuals, qLgroups, qLand
qLstructure qLAnswer: q L E
Explanation: q L E) qLOB qLinvestigates qLthe qLimpact qLthat qLindividuals, qLgroups, qLand qLstructure qLhave
qLon qLbehavior qLwithin qLorganizations.
Diff: qL2
AACSB: q L Analytical qLThinking
qLQuest. qLCategory: q L Concept
LO: q L 1.1 qLDefine qLorganizational qLbehavior qL(referred qLto qLas qLOB qLthroughout qLthe qLtext).
2) Which qLof qLthe qLfollowing qLis qLnot qLa qLcore qLtopic qLof qLorganizational qLbehavior?
A) motivation
B) attitude qLdevelopment
C) conflict
D) resource qLallocation
E) work
qLdesign
qLAnswer: q L D
Explanation: q L D) qLOB qLincludes qLthe qLcore qLtopics qLof qLmotivation, qLleader qLbehavior qLand
qLpower, qLinterpersonal qLcommunication, qLgroup qLstructure qLand qLprocesses, qLpersonality,
qLemotions, qLand qLvalues, qLattitude qLdevelopment qLand qLperception, qLchange qLprocesses, qLconflict
qLand qLnegotiation, qLand qLwork qLdesign. qLIt qLdoes qLnot qLinclude qLresource qLallocation.
Diff: qL2
AACSB: q L Analytical qLThinking
qLQuest. qLCategory: q L Concept
LO: q L 1.1 qLDefine qLorganizational qLbehavior qL(referred qLto qLas qLOB qLthroughout qLthe qLtext).
1
Copyright qL© qL2018 qLPearson qLEducation,
qLLtd.
,3) Until qLthe qLlate qL1980s, qLbusiness qLschool qLcurricula qLemphasized qLthe qL qLaspects
qLof qLmanagement.
A) ethical
B) people
C) technical
D) human
E) global
qLAnswer:
q L C
Explanation: q L C) qLUntil qLthe qLlate qL1980s, qLbusiness qLschool qLcurricula qLemphasized qLthe
qLtechnical qLaspects qLof qLmanagement, qLfocusing qLon qLeconomics, qLaccounting, qLfinance, qLand
qLquantitative qLtechniques.
Course qLwork qLin qLhuman qLbehavior qLand qLpeople qLskills qLreceived qLrelatively qLless qLattention. qLOver
qLthe qLpast qLthree qLdecades, qLhowever, qLbusiness qLfaculty qLhave qLcome qLto qLrealize qLthe qLrole qLthat
qLunderstanding qLhuman qLbehavior qLplays qLin qLdetermining qLa qLmanager's qLeffectiveness, qLand
qLrequired qLcourses qLon qLpeople qLskills qLhave qLbeen qLadded qLto qLmany qLcurricula.
Diff: qL1
AACSB: q L Analytical qLThinking
qLQuest. qLCategory: q L Concept
LO: q L 1.1 qLDefine qLorganizational qLbehavior qL(referred qLto qLas qLOB qLthroughout qLthe qLtext).
4) Which qLof qLthe qLfollowing qLis qLnot qLa qLreason qLwhy qLbusiness qLschools qLhave qLbegun qLto qLinclude
qLclasses qLon qLorganizational qLbehavior?
A) to qLincrease qLmanager qLeffectiveness qLin qLorganizations
B) to qLhelp qLorganizations qLattract qLtop qLquality qLemployees
C) to qLexpand qLorganizations' qLconsulting qLneeds
D) to qLimprove qLretention qLof qLquality qLworkers
E) to qLhelp qLincrease qLorganizations'
qLprofits qLAnswer: q L C
Explanation: q L C) qLUnderstanding qLhuman qLbehavior qLplays qLan qLimportant qLrole qLin qLdetermining
qLa qLmanager's qLeffectiveness. qLDeveloping qLmanagers' qLinterpersonal qLskills qLhelps qLorganizations
qLattract qLand qLkeep qLhigh-performing qLemployees. qLPositive qLsocial qLrelationships qLare qLassociated
qLwith qLlower qLstress qLat qLwork qLand qLlower qLturnover. qLFinally, qLcompanies qLwith qLreputations qLas
qLgood qLplaces qLto qLwork qLhave qLbeen qLfound qLto qLgenerate qLsuperior qLfinancial qLperformance.
qLExpanding qLa qLcompany's qLconsulting qLneeds qLis qLnot qLa qLpositive qLreason qLto qLteach
qLorganizational qLbehavior
Diff: qL3
AACSB: q L Analytical qLThinking
qLQuest. qLCategory: q L Concept
LO: q L 1.1 qLDefine qLorganizational qLbehavior qL(referred qLto qLas qLOB qLthroughout qLthe qLtext).
2
Copyright qL© qL2018 qLPearson qLEducation,
qLLtd.
,5) According qLto qLa qLrecent qLlarge-scale qLsurvey, qL58 qLpercent qLof qLmanagers qLdid qLnot qLreceive qL
.
A) pay qLincentives
B) training
C) administrative qLsupport
D) insurance
E) office
qLspace
qLAnswer: q L B
Explanation: q L B) qL58 qLpercent qLof qLmanagers qLreported qLthey qLhad qLnot qLreceived qLany qLtraining
qLand qL25 qLpercent qLadmitted qLthey qLwere qLnot qLready qLto qLlead qLothers qLwhen qLthey qLwere qLgiven
qLthe qLrole.
Diff: qL2
AACSB: q L Analytical qLThinking
qLQuest. qLCategory: q L Concept
LO: q L 1.1 qLDefine qLorganizational qLbehavior qL(referred qLto qLas qLOB qLthroughout qLthe qLtext).
6) There qLis qLa qLconnection qLbetween qLcompanies qLwhich qLhave qL qLand qLthe qLincorporation
qLof qLorganizational qLbehavior qLprinciples.
A) high qLturnover qLrates
B) specialized qLtechnical qLprocesses
C) superior qLfinancial qLperformance
D) long-lasting qLCEOs
E) all qLof qLthe
qLabove qLAnswer:
q LC
Explanation: q L C) qLCompanies qLsuch qLas qLGenentech, qLthe qLBoston qLConsulting qLGroup,
qLQualcomm, qLMcKinsey qL& qLCompany, qLProcter qL& qLGamble, qLFacebook, qLand qLSouthwest
qLAirlines qLall qLhave qLincorporated qLthe qLconcepts qLof qLorganizational qLbehavior qLand qLattribute qLit
qLto qLtheir qLability qLto qLgenerate qLhigh qLfinancial qLoutcomes.
Diff: qL1
AACSB: q L Analytical qLThinking
qLQuest. qLCategory: q L Concept
LO: q L 1.1 qLDefine qLorganizational qLbehavior qL(referred qLto qLas qLOB qLthroughout qLthe qLtext).
7) qLis qLthe qLstudy qLof qLthe qLimpact qLthat qLindividuals, qLgroups, qLand qLstructure qLhave qLon
qLbehavior qLwithin qLorganizations.
A) Leadership
B) Organizational qLstrategy
C) Performance qLmanagement
D) Employee qLrelations
E) Organizational
qLbehavior qLAnswer: q L E
Explanation: q L E) qLOrganizational qLbehavior qLis qLthe qLfield qLof qLstudy qLthat qLinvestigates qLthe
qLimpact qLthat qLindividuals, qLgroups, qLand qLstructure qLhave qLon qLbehavior qLwithin qLorganizations,
qLfor qLthe qLpurpose qLof qLapplying qLsuch qLknowledge qLtoward qLimproving qLan qLorganization's
qLeffectiveness.
3
Copyright qL© qL2018 qLPearson qLEducation,
qLLtd.
, Diff: qL1
AACSB: q L Analytical qLThinking
qLQuest. qLCategory: q L Concept
LO: q L 1.1 qLDefine qLorganizational qLbehavior qL(referred qLto qLas qLOB qLthroughout qLthe qLtext).
4
Copyright qL© qL2018 qLPearson qLEducation,
qLLtd.
