MGMT2140 PRACTICE EXAM 7 – ORGANIZATIONAL BEHAVIOR EXAM PRACTICE
QUESTIONS AND CORRECT ANSWERS (VERIFIED ANSWERS) PLUS RATIONALE
2026 Q&A| INSTANT DOWNLOAD PDF
– QUESTIONS AND ANSWERS | VERIFIED AND WELL DETAILED ANSWERS | PLUS
RATIONALES | GUARANTEED PASS | LATEST EXAM UPDATE
Core Domains
Individual Behavior, Personality, and Values
Perception, Attribution, and Decision Making
Motivation Theories and Applications
Group Dynamics and Team Development
Leadership Theories and Styles
Organizational Culture and Change
Conflict, Negotiation, and Power
Organizational Structure and Design
Communication in Organizations
Ethics, Diversity, and Professional Standards
Introduction
This comprehensive practice examination is designed to assess mastery of
organizational behavior principles essential for managerial effectiveness. The exam
evaluates knowledge of individual and group dynamics, motivational frameworks,
leadership approaches, organizational culture, and ethical decision-making.
Questions incorporate both theoretical foundations and scenario-based applications
requiring critical analysis. Emphasis is placed on real-world application, professional
judgment, and the ability to diagnose and resolve organizational challenges. This
assessment prepares candidates for professional certification and academic
evaluation in organizational behavior.
,SECTION ONE: QUESTIONS 1–50
1. A manager notices that an employee consistently arrives late but produces
exceptional work quality. Using attribution theory, the manager likely attributes
the lateness to which factor?
A. Internal dispositional cause
B. External situational cause
C. Fundamental attribution error
D. Self-serving bias
🟢 Correct Answer: B. External situational cause
🔴 Rationale: When an observer sees inconsistent behavior patterns combined
with high performance, they tend to attribute the negative behavior to external
circumstances rather than dispositional factors, especially when the behavior is
distinctive from the person's overall performance pattern.
2. Which of the following best describes emotional intelligence in the context of
organizational behavior?
A. The ability to suppress all emotions in professional settings
B. The capacity to recognize, understand, manage, and influence emotions in
oneself and others
C. The tendency to make decisions based solely on emotional reactions
D. The skill of avoiding emotional conversations with subordinates
🟢 Correct Answer: B. The capacity to recognize, understand, manage, and
influence emotions in oneself and others
,🔴 Rationale: Emotional intelligence encompasses self-awareness, self-regulation,
motivation, empathy, and social skills, enabling individuals to navigate
interpersonal relationships effectively and make balanced decisions.
3. According to Herzberg's Two-Factor Theory, which of the following would be
classified as a hygiene factor?
A. Recognition for achievement
B. Opportunities for advancement
C. Working conditions
D. Personal growth
🟢 Correct Answer: C. Working conditions
🔴 Rationale: Hygiene factors such as working conditions, salary, and company
policies prevent dissatisfaction but do not motivate employees. Motivators like
recognition and growth drive satisfaction and performance.
4. A team leader assigns tasks based on each member's expertise and provides
minimal supervision while maintaining accountability. This leadership approach
aligns with which style?
A. Autocratic leadership
B. Transactional leadership
C. Delegative leadership
D. Coercive leadership
🟢 Correct Answer: C. Delegative leadership
🔴 Rationale: Delegative (laissez-faire) leadership involves granting team
members autonomy and decision-making authority while the leader remains
, available for support and maintains ultimate accountability.
5. Which stage of Tuckman's group development model is characterized by
conflict and power struggles among members?
A. Forming
B. Storming
C. Norming
D. Performing
🟢 Correct Answer: B. Storming
🔴 Rationale: The storming stage involves interpersonal conflict, disagreements
about goals and procedures, and jockeying for position as group members
establish their roles and influence.
6. An organization implements a new performance management system.
Employees resist the change despite its potential benefits. According to Kotter's
change model, what should management do first?
A. Reward employees who adopt the change
B. Create a sense of urgency about the need for change
C. Form a powerful coalition to lead the change
D. Communicate the vision frequently
🟢 Correct Answer: B. Create a sense of urgency about the need for change
🔴 Rationale: Kotter's first step in leading change requires establishing urgency by
helping employees understand why the change is necessary and what risks exist if
the status quo continues.
QUESTIONS AND CORRECT ANSWERS (VERIFIED ANSWERS) PLUS RATIONALE
2026 Q&A| INSTANT DOWNLOAD PDF
– QUESTIONS AND ANSWERS | VERIFIED AND WELL DETAILED ANSWERS | PLUS
RATIONALES | GUARANTEED PASS | LATEST EXAM UPDATE
Core Domains
Individual Behavior, Personality, and Values
Perception, Attribution, and Decision Making
Motivation Theories and Applications
Group Dynamics and Team Development
Leadership Theories and Styles
Organizational Culture and Change
Conflict, Negotiation, and Power
Organizational Structure and Design
Communication in Organizations
Ethics, Diversity, and Professional Standards
Introduction
This comprehensive practice examination is designed to assess mastery of
organizational behavior principles essential for managerial effectiveness. The exam
evaluates knowledge of individual and group dynamics, motivational frameworks,
leadership approaches, organizational culture, and ethical decision-making.
Questions incorporate both theoretical foundations and scenario-based applications
requiring critical analysis. Emphasis is placed on real-world application, professional
judgment, and the ability to diagnose and resolve organizational challenges. This
assessment prepares candidates for professional certification and academic
evaluation in organizational behavior.
,SECTION ONE: QUESTIONS 1–50
1. A manager notices that an employee consistently arrives late but produces
exceptional work quality. Using attribution theory, the manager likely attributes
the lateness to which factor?
A. Internal dispositional cause
B. External situational cause
C. Fundamental attribution error
D. Self-serving bias
🟢 Correct Answer: B. External situational cause
🔴 Rationale: When an observer sees inconsistent behavior patterns combined
with high performance, they tend to attribute the negative behavior to external
circumstances rather than dispositional factors, especially when the behavior is
distinctive from the person's overall performance pattern.
2. Which of the following best describes emotional intelligence in the context of
organizational behavior?
A. The ability to suppress all emotions in professional settings
B. The capacity to recognize, understand, manage, and influence emotions in
oneself and others
C. The tendency to make decisions based solely on emotional reactions
D. The skill of avoiding emotional conversations with subordinates
🟢 Correct Answer: B. The capacity to recognize, understand, manage, and
influence emotions in oneself and others
,🔴 Rationale: Emotional intelligence encompasses self-awareness, self-regulation,
motivation, empathy, and social skills, enabling individuals to navigate
interpersonal relationships effectively and make balanced decisions.
3. According to Herzberg's Two-Factor Theory, which of the following would be
classified as a hygiene factor?
A. Recognition for achievement
B. Opportunities for advancement
C. Working conditions
D. Personal growth
🟢 Correct Answer: C. Working conditions
🔴 Rationale: Hygiene factors such as working conditions, salary, and company
policies prevent dissatisfaction but do not motivate employees. Motivators like
recognition and growth drive satisfaction and performance.
4. A team leader assigns tasks based on each member's expertise and provides
minimal supervision while maintaining accountability. This leadership approach
aligns with which style?
A. Autocratic leadership
B. Transactional leadership
C. Delegative leadership
D. Coercive leadership
🟢 Correct Answer: C. Delegative leadership
🔴 Rationale: Delegative (laissez-faire) leadership involves granting team
members autonomy and decision-making authority while the leader remains
, available for support and maintains ultimate accountability.
5. Which stage of Tuckman's group development model is characterized by
conflict and power struggles among members?
A. Forming
B. Storming
C. Norming
D. Performing
🟢 Correct Answer: B. Storming
🔴 Rationale: The storming stage involves interpersonal conflict, disagreements
about goals and procedures, and jockeying for position as group members
establish their roles and influence.
6. An organization implements a new performance management system.
Employees resist the change despite its potential benefits. According to Kotter's
change model, what should management do first?
A. Reward employees who adopt the change
B. Create a sense of urgency about the need for change
C. Form a powerful coalition to lead the change
D. Communicate the vision frequently
🟢 Correct Answer: B. Create a sense of urgency about the need for change
🔴 Rationale: Kotter's first step in leading change requires establishing urgency by
helping employees understand why the change is necessary and what risks exist if
the status quo continues.
