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,EssentialsVFofVFOrganizationalVFBehavior,VF16eVF(Robbi
ns)VFChapterVF1
WhatVFIsVFOrganizationalVFBehavior?

1) TheVFimpactVFofVFwhatVFthreeVFareasVFareVFinvestigatedVFinVFtheVFstudyVFofVFOrganizationalVFBehavior
?
A) ProfitVFstructure,VForganizationalVFcomplexity,VFandVFjobVFsatisfaction
B) Individuals,VFprofitVFstructure,VFandVFjobVFsatisfaction
C) Individuals,VFgroups,VFandVFjobVFsatisfaction
D) Groups,VFstructure,VFandVFprofitVFstructure
E) Individuals,VFgroups,VFandVFstructu
reVFAnswer:V F E
Explanation:V F OBVFinvestigatesVFtheVFimpactVFthatVFindividuals,VFgroups,VFandVFstructuresVFhaveVFo
nVFbehaviorVFwithinVForganizations.
Diff:VF2
AACSB:V F AnalyticalVFThinkingVFQ
uest.VFCategory:V F Concept
LO:V F V F 1.1VFDefineVForganizationalVFbehaviorVF(OB).

2) WhichVFofVFtheVFfollowingVFisVFNOTVFaVFcoreVFtopicVFofVForganizationalVFbehavior?
A) Motivation
B) AttitudeVFdevelopment
C) Conflict
D) ResourceVFallocation
E) WorkVFdesig
nVFAnswer:V F D
Explanation:V F OBVFincludesVFtheVFcoreVFtopicsVFofVFmotivation,VFleaderVFbehaviorVFandVFpower,VFin
terpersonalVFcommunication,VFgroupVFstructureVFandVFprocesses,VFpersonality,VFemotions,VFandVFvalu
es,VFattitudeVFdevelopmentVFandVFperception,VFchangeVFprocesses,VFconflictVFandVFnegotiation,VFandVF
workVFdesign.VFItVFdoesVFnotVFincludeVFresourceVFallocation.
Diff:VF2
AACSB:V F AnalyticalVFThinkingVFQ
uest.VFCategory:V F Concept
LO:V F V F 1.1VFDefineVForganizationalVFbehaviorVF(OB).




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,3) AccordingVFtoVFaVFstudyVFbyVFMonsterVF(aVFglobalVFemploymentVFcompany),VFtheVFnumberVFo
neVFmostVFfrequentlyVFdesiredVFskillVFinVFapplicantsVFwasVF .
A) ethical
B) technical
C) communication
D) computer
E) accounting
VFAnswer:V F

C
Explanation:V F MonsterVFminedVFdataVFfromVFnearlyVFoneVFmillionVFmarket-
wideVFjobVFpostingsVFtoVFidentifyVFskillsVFthatVFwereVFmostVFoftenVFsoughtVFbyVFemployers.VFAtVFtheVFt
opVFofVFtheVFlistVFwasVFcommunicationVFskills.VFThisVFwasVFalsoVFreiteratedVFbyVFJeffVFWeiner,VFtheVF
CEOVFofVFLinkedIn.
Diff:VF1
AACSB:V F AnalyticalVFThinkingVFQ
uest.VFCategory:V F Concept
LO:V F V F 1.1VFDefineVForganizationalVFbehaviorVF(OB).

4) AccordingVFtoVFaVFrecentVFlarge-scaleVFsurvey,VF58%VFofVFmanagersVFdidVFNOTVFreceiveVF .
A) payVFincentives
B) training
C) administrativeVFsupport
D) insurance
E) officeVFspac
eVFAnswer:V F
B
Explanation:V F Fifty-
eightVFpercentVFofVFmanagersVFreportedVFtheyVFhadVFnotVFreceivedVFanyVFtrainingVFandVF25%VFadmitted
VFtheyVFwereVFnotVFreadyVFtoVFleadVFothersVFwhenVFtheyVFwereVFgivenVFtheVFrole.

Diff:VF2
AACSB:V F AnalyticalVFThinkingVFQ
uest.VFCategory:V F Concept
LO:V F V F 1.1VFDefineVForganizationalVFbehaviorVF(OB).

5) ThereVFisVFaVFconnectionVFbetweenVFcompaniesVFwhichVFhaveVF
VFandVFtheirVFattentionVFtoVForganizationalVFbehaviorVFprinciples.

A) highVFturnoverVFrates
B) specializedVFtechnicalVFprocesses
C) superiorVFfinancialVFperformance
D) long-lastingVFCEOs
E) bothVFhighVFturnoverVFratesVFandVFlong-
lastingVFCEOsVFAnswer:V F C
Explanation:V F CompaniesVFsuchVFasVFLululemon,VFtheVFBostonVFConsultingVFGroup,VFLinkedIn,VFZ
oomVFVideo,VFGoogle,VFFacebook,VFandVFSouthwestVFAirlinesVFallVFhaveVFincorporatedVFtheVFconcept
sVFofVForganizationalVFbehaviorVFandVFattributeVFitVFtoVFtheirVFabilityVFtoVFgenerateVFhighVFfinancialVFo
utcomes.
Diff:VF2

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FInc.

, AACSB:V F AnalyticalVFThinkingVFQ
uest.VFCategory:V F Concept
LO:V F V F 1.1VFDefineVForganizationalVFbehaviorVF(OB).




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FInc.