Organizational
,Behavior An Evidence-Based Approach, 14 Edition Fred Luthans Test Bank
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Table of Content
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Chapter n 9 1: Introduction to Organizational Behavior: An Evidence-Based Approach
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Chapter n 9 2: Environmental Context: Globalization, Diversity, and Ethics
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Chapter n 9 3: Organizational Context: Design and Culture
n 9 n 9 n9 n9 n 9
Chapter n9 4: Organizational Context: Reward Systems
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Chapter n 9 5: Personality, Perception, and Employee Attitudes
n 9 n 9 n9 n 9 n 9
Chapter n 9 6: Motivational Needs, Processes, and Applications
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Chapter n 9 7: Positive Organizational Behavior and Psychological Capital
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Chapter n 9 8: Communication and Decision Making
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Chapter n 9 9: Stress and Conflict
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Chapter n 9 10: Power and Politics
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Chapter n 9 11: Groups and Teams
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Chapter n 9 12: Behavioral Performance Management
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Chapter n 9 13: Effective Leadership Processes
n 9 n 9 n 9
Chapter n 9 14: Great Leaders: An Evidenced-Based Approach
n 9 n 9 n 9 n 9 n 9
, Chapter
01Introduction to Organizational Behavior: An Evidence-
n9 n 9 n 9 n 9 n9 n 9
Based Approach n9
Truen 9 /n 9 Falsen 9 Questions
1. The major challenge and critical competitive advantage for any organization i
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
s the humanresource of that company.
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True False
2. Casey, a relationship manager in a bank creates value for her organization thr
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
ough her networks, connections, and friends. These values can be referred to a
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
s "positive psychologicalcapital."
n 9 n9 yi
True False
3. Roger, a sales manager for Heust Pvt. Ltd., is impressed with his new sales
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n
9executive, Tim. According to Roger, Tim is optimistic, can perform well under
n 9 yiuy n 9 n 9 n9 n 9 n 9 n 9 n 9 n 9 n 9 n9
pressure, and is very confidentabout what he does. These qualities can be refer
n 9 n 9 n 9 n 9 yi n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
red to as "positive psychological capital." True False
n 9 n9 n 9 n 9 n 9 n 9 n 9
4. The problems with human organizations and the solutions over the ages
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n
9have undergonedrastic changes compared to their emphasis and surroundin
n9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
g environmental context.
n9 n 9
True False
5. A paradigm establishes only writt
n 9 n 9 n 9 n 9
en rules.True False
n9 yi
6. ‘Paradigm shift' refers to the situation in which those in the existing paradig
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
m may not even see the changes that are occurring, and therefore, cannot analy
n 9 n9 n 9 yiuy n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
ze the changes.
n 9 n9
True False
, 7. Reasons for considerable resistance to change and difficulty to move f
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
rom the old management paradigm to the new can be explained by the
n9 n 9 yiuy n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n9 n
9 "paradigm effect." n9
True False
8. The fact that today's managers are competent in their functional specialization is suffi
n9 n9 n9 n9 n9 n9 n9 n9 n9 n9 n9 n 9
cient to reiterate that most of them paid close attention to the conceptual and h
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uman dimensions oft heir jobs.
n 9 n 9 yi n 9
True False
9. According to Theory X, if employees were kept happy, they
n 9 n9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
would become highperformers.
n9 n 9 yi
True False
10. Theory X is the natural choice for most organizations in t
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
oday's environment.True
n9 False yi
11. Most of the practicing managers and their organizations
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 cultures n 9 belie
ve, fully implement,and consistently adhere to a full-
n 9 n9 yi n 9 n 9 n 9 n 9 n 9
fledged HPWPs approach to management. True False
n 9 n 9 n 9 n 9 n9
12. The movement to not only recognize, but also do something about t
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
he "Knowing-Doing Gap" is the movement towards evidence-
n 9 yiuy n 9 n 9 n 9 n 9 n 9
based management. True
n 9 False n9
13. Most of the "new management practices" are essentially a readapted versi
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
on of existing "old management truths."
n 9 n9 yiuy n 9 n 9
True False
,Behavior An Evidence-Based Approach, 14 Edition Fred Luthans Test Bank
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
Table of Content
n 9 n 9
Chapter n 9 1: Introduction to Organizational Behavior: An Evidence-Based Approach
n 9 n9 n 9 n 9 n 9 n9 n 9
Chapter n 9 2: Environmental Context: Globalization, Diversity, and Ethics
n 9 n 9 n 9 n9 n9 n 9
Chapter n 9 3: Organizational Context: Design and Culture
n 9 n 9 n9 n9 n 9
Chapter n9 4: Organizational Context: Reward Systems
n 9 n 9 n9 n 9
Chapter n 9 5: Personality, Perception, and Employee Attitudes
n 9 n 9 n9 n 9 n 9
Chapter n 9 6: Motivational Needs, Processes, and Applications
n 9 n9 n9 n9 n 9
Chapter n 9 7: Positive Organizational Behavior and Psychological Capital
n 9 n 9 n 9 n 9 n 9 n 9
Chapter n 9 8: Communication and Decision Making
n 9 n 9 n9 n 9
Chapter n 9 9: Stress and Conflict
n 9 n 9 n 9
Chapter n 9 10: Power and Politics
n 9 n 9 n 9
Chapter n 9 11: Groups and Teams
n 9 n 9 n 9
Chapter n 9 12: Behavioral Performance Management
n 9 n9 n 9
Chapter n 9 13: Effective Leadership Processes
n 9 n 9 n 9
Chapter n 9 14: Great Leaders: An Evidenced-Based Approach
n 9 n 9 n 9 n 9 n 9
, Chapter
01Introduction to Organizational Behavior: An Evidence-
n9 n 9 n 9 n 9 n9 n 9
Based Approach n9
Truen 9 /n 9 Falsen 9 Questions
1. The major challenge and critical competitive advantage for any organization i
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
s the humanresource of that company.
n 9 n9 yi n 9 n 9 n 9
True False
2. Casey, a relationship manager in a bank creates value for her organization thr
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
ough her networks, connections, and friends. These values can be referred to a
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
s "positive psychologicalcapital."
n 9 n9 yi
True False
3. Roger, a sales manager for Heust Pvt. Ltd., is impressed with his new sales
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n
9executive, Tim. According to Roger, Tim is optimistic, can perform well under
n 9 yiuy n 9 n 9 n9 n 9 n 9 n 9 n 9 n 9 n 9 n9
pressure, and is very confidentabout what he does. These qualities can be refer
n 9 n 9 n 9 n 9 yi n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
red to as "positive psychological capital." True False
n 9 n9 n 9 n 9 n 9 n 9 n 9
4. The problems with human organizations and the solutions over the ages
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n
9have undergonedrastic changes compared to their emphasis and surroundin
n9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
g environmental context.
n9 n 9
True False
5. A paradigm establishes only writt
n 9 n 9 n 9 n 9
en rules.True False
n9 yi
6. ‘Paradigm shift' refers to the situation in which those in the existing paradig
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
m may not even see the changes that are occurring, and therefore, cannot analy
n 9 n9 n 9 yiuy n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
ze the changes.
n 9 n9
True False
, 7. Reasons for considerable resistance to change and difficulty to move f
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
rom the old management paradigm to the new can be explained by the
n9 n 9 yiuy n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n9 n
9 "paradigm effect." n9
True False
8. The fact that today's managers are competent in their functional specialization is suffi
n9 n9 n9 n9 n9 n9 n9 n9 n9 n9 n9 n 9
cient to reiterate that most of them paid close attention to the conceptual and h
n9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n9
uman dimensions oft heir jobs.
n 9 n 9 yi n 9
True False
9. According to Theory X, if employees were kept happy, they
n 9 n9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
would become highperformers.
n9 n 9 yi
True False
10. Theory X is the natural choice for most organizations in t
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
oday's environment.True
n9 False yi
11. Most of the practicing managers and their organizations
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 cultures n 9 belie
ve, fully implement,and consistently adhere to a full-
n 9 n9 yi n 9 n 9 n 9 n 9 n 9
fledged HPWPs approach to management. True False
n 9 n 9 n 9 n 9 n9
12. The movement to not only recognize, but also do something about t
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
he "Knowing-Doing Gap" is the movement towards evidence-
n 9 yiuy n 9 n 9 n 9 n 9 n 9
based management. True
n 9 False n9
13. Most of the "new management practices" are essentially a readapted versi
n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9 n 9
on of existing "old management truths."
n 9 n9 yiuy n 9 n 9
True False
