TEST BANK FOR
Organizational Behavior, 15th Edition by Stephen P. Robbins Timothy A. Judge
Chapter 1-16
Skills: Business exams may require students to present ideas clearly and concisely. Students must convey complex concepts in a way that demonstrates their understanding of business
Chapter 1: What is organisational behaviour
1. Demonstrate the importance of interpersonal skills in the workplace.
1) Managers who develop and communication skills are more likely to have long-term career success.
A) task-related
B) quantitative
C) leadership
D) impersonal
2) Which two elements are needed for managers to succeed?
A) people skills and technical skills
B) interpersonal skills and task-related skills
C) emotional intelligence and cognitive skills
D) political skills and personal power
2. Describe the manager’s functions, roles and skills.
6) The four management functions include all of the following EXCEPT:
A) controlling.
B) planning.
C) staffing.
D) organising.
7) includes defining an organisation’s goals, establishing strategy for achieving those goals and
developing plans to coordinate activities.
A) Controlling
B) Planning
C) Leading
D) Coordinating
8) The determination of what tasks are to be done and how the tasks are to be grouped is part of which
management function?
A) planning
B) leading
C) controlling
D) organising
9) The organising function includes a determination of which of the following?
A) what tasks are to be done
B) who is to do these tasks
C) who reports to whom
D) all of the above
10) Motivating employees, directing their activities, selecting the most effective communication channels and
resolving conflicts is the function of management.
A) planning
B) leading
,C) controlling
D) organising
Skills: Business exams may require students to present ideas clearly and concisely. Students must convey complex concepts in a way that demonstrates their understanding of business
11) According to Henry Mintzberg, the 10 managerial roles can be grouped into three categories. Which of the
following is not one of these groups?
A) interpersonal
B) informational
C) decisional
D) liaison roles
12) An example of Mintzberg’s interpersonal management role is:
A) spokesperson
B) leader
C) negotiator
D) monitor
13) When a manager searches the organisation and its environment for opportunities and initiates projects to
bring about change, the manager is acting in which role?
A) negotiator
B) entrepreneur
C) disturbance handler
D) resource allocator
14) Researchers have identified a number of skills that differentiate effective from ineffective managers. Which
of the following is not one of those essential management skills?
A) technical
B) computer
C) human
D) conceptual
Skills: Business exams may require students to present ideas clearly and concisely. Students must convey complex concepts in a way that demonstrates their understanding of business
15) When managers have the mental ability to analyse and diagnose complex situations, they possess
skills.
A) technical
B) computer
C) human
D) conceptual
16) Which one of the following would not be considered a human skill?
A) completing accounting reports
B) communicating
C) managing conflicts
D) motivating others
17) According to Luthans and his associates, which of the following is NOT considered a part of traditional
management?
A) interacting with outsiders
B) decision making
C) controlling
D) planning
18) Which of Luthans’ managerial activities involves socialising, politicking and interacting with outsiders?
,A) traditional management
B) communication
C) human resource management
D) networking
19) According to Luthans, successful managers spend more of their time on than on any other activity.
A) traditional management
B) human resource management
C) networking
D) communicating
Skills: Business exams may require students to present ideas clearly and concisely. Students must convey complex concepts in a way that demonstrates their understanding of business
20) The major differences between successful managers and effective managers is that the former emphasises
, while the latter emphasises .
A) traditional management; communication
B) networking; communication
C) communication; human resource management
D) networking; human resource management
21-24) Leighton Wood is a manager at the XYZ Company. He performs all the management functions as condensed
from Henri Fayol’s work)
21) Mr Wood estimates an overall strategy for achieving his department’s goals. He is performing the
function.
A) planning
B) organising
C) leading
D) controlling
22) When Mr Wood determines what tasks are to be performed by his employees and how they are to be
grouped, he is performing the function.
A) planning
B) organising
C) leading
D) controlling
23) When Mr Wood motivates his employees and attempts to resolve conflicts among department members,
he is performing the function.
A) planning
B) organising
C) leading
D) controlling
24) When Mr Wood compares projects sales to actual sales in his department, he is performing the function.
A) planning
B) organising
C) leading
D) controlling
3. Define organisational behaviour (OB)
50) OB studies the behaviour of:
, A) individuals, groups and structures.
B) groups, teams and departments.
C) individuals, teams and organisations.
D) groups, departments and organisations.
Skills: Business exams may require students to present ideas clearly and concisely. Students must convey complex concepts in a way that demonstrates their understanding of business
51) Which of the following can be considered a core topic of OB?
A) pay and performance
B) power
C) strategy
D) supply chain
4. Show the value to OB of systematic study.
58) You manage a retail outlet for Optus Mobile Phones. Your branch specialises in smartphones, and you
pride yourself on your branch’s excellent abilities in solving all kinds of business problems with your range of
phones and their many applications (apps). Recently you have hired two new young workers who seem to have
no ability to read their customers or to anticipate their needs. They often fail to complete many of their sales.
What can OB tell you about how
you can improve the predictive abilities of these new staff?
A) Work-related training will increase relevant knowledge and then build on predictive abilities.
B) Increasing staff incentives will increase creativity, which will positively affect predictive abilities.
C) Increasing the emotional intelligence of staff through training will increase predictive abilities.
D) Predictive ability can be improved by building on intuition with a more systematic approach.
59) How can evidence-based management assist managers to make better decisions?
A) by learning from experience and basing future decisions on successful past decisions
B) by searching for the best available evidence to support systematic study in preparing for decision making
C) by engaging with the staff, asking them to provide evidence for the decisions they make
D) by supporting decisions with evidence that the right choice was made
5. Identify the major behavioural science disciplines that contribute to OB.
69) OB is an applied behavioural science that is based on contributions from a number of different behavioural
disciplines. These various disciplinary contributions lead to three units of analysis. Many of these units of analysis
draw from multiple disciplines. Which unit of analysis is drawn from only one discipline?
A) individual
B) group
C) team
D) organisation system
70) OB is an applied behavioural science that is based on contributions from a number of different behavioural
disciplines. Which two disciplines is organisational culture drawn from?
A) psychology and anthropology
B) social psychology and psychology
C) sociology and social psychology
D) anthropology and sociology
6. Demonstrate why there are few absolutes in OB
77) When using the science of OB to make reasonably accurate explanations of human behaviour, we can say x
leads to y, but only under conditions specified in z. In this formula, what does z refer to?
Organizational Behavior, 15th Edition by Stephen P. Robbins Timothy A. Judge
Chapter 1-16
Skills: Business exams may require students to present ideas clearly and concisely. Students must convey complex concepts in a way that demonstrates their understanding of business
Chapter 1: What is organisational behaviour
1. Demonstrate the importance of interpersonal skills in the workplace.
1) Managers who develop and communication skills are more likely to have long-term career success.
A) task-related
B) quantitative
C) leadership
D) impersonal
2) Which two elements are needed for managers to succeed?
A) people skills and technical skills
B) interpersonal skills and task-related skills
C) emotional intelligence and cognitive skills
D) political skills and personal power
2. Describe the manager’s functions, roles and skills.
6) The four management functions include all of the following EXCEPT:
A) controlling.
B) planning.
C) staffing.
D) organising.
7) includes defining an organisation’s goals, establishing strategy for achieving those goals and
developing plans to coordinate activities.
A) Controlling
B) Planning
C) Leading
D) Coordinating
8) The determination of what tasks are to be done and how the tasks are to be grouped is part of which
management function?
A) planning
B) leading
C) controlling
D) organising
9) The organising function includes a determination of which of the following?
A) what tasks are to be done
B) who is to do these tasks
C) who reports to whom
D) all of the above
10) Motivating employees, directing their activities, selecting the most effective communication channels and
resolving conflicts is the function of management.
A) planning
B) leading
,C) controlling
D) organising
Skills: Business exams may require students to present ideas clearly and concisely. Students must convey complex concepts in a way that demonstrates their understanding of business
11) According to Henry Mintzberg, the 10 managerial roles can be grouped into three categories. Which of the
following is not one of these groups?
A) interpersonal
B) informational
C) decisional
D) liaison roles
12) An example of Mintzberg’s interpersonal management role is:
A) spokesperson
B) leader
C) negotiator
D) monitor
13) When a manager searches the organisation and its environment for opportunities and initiates projects to
bring about change, the manager is acting in which role?
A) negotiator
B) entrepreneur
C) disturbance handler
D) resource allocator
14) Researchers have identified a number of skills that differentiate effective from ineffective managers. Which
of the following is not one of those essential management skills?
A) technical
B) computer
C) human
D) conceptual
Skills: Business exams may require students to present ideas clearly and concisely. Students must convey complex concepts in a way that demonstrates their understanding of business
15) When managers have the mental ability to analyse and diagnose complex situations, they possess
skills.
A) technical
B) computer
C) human
D) conceptual
16) Which one of the following would not be considered a human skill?
A) completing accounting reports
B) communicating
C) managing conflicts
D) motivating others
17) According to Luthans and his associates, which of the following is NOT considered a part of traditional
management?
A) interacting with outsiders
B) decision making
C) controlling
D) planning
18) Which of Luthans’ managerial activities involves socialising, politicking and interacting with outsiders?
,A) traditional management
B) communication
C) human resource management
D) networking
19) According to Luthans, successful managers spend more of their time on than on any other activity.
A) traditional management
B) human resource management
C) networking
D) communicating
Skills: Business exams may require students to present ideas clearly and concisely. Students must convey complex concepts in a way that demonstrates their understanding of business
20) The major differences between successful managers and effective managers is that the former emphasises
, while the latter emphasises .
A) traditional management; communication
B) networking; communication
C) communication; human resource management
D) networking; human resource management
21-24) Leighton Wood is a manager at the XYZ Company. He performs all the management functions as condensed
from Henri Fayol’s work)
21) Mr Wood estimates an overall strategy for achieving his department’s goals. He is performing the
function.
A) planning
B) organising
C) leading
D) controlling
22) When Mr Wood determines what tasks are to be performed by his employees and how they are to be
grouped, he is performing the function.
A) planning
B) organising
C) leading
D) controlling
23) When Mr Wood motivates his employees and attempts to resolve conflicts among department members,
he is performing the function.
A) planning
B) organising
C) leading
D) controlling
24) When Mr Wood compares projects sales to actual sales in his department, he is performing the function.
A) planning
B) organising
C) leading
D) controlling
3. Define organisational behaviour (OB)
50) OB studies the behaviour of:
, A) individuals, groups and structures.
B) groups, teams and departments.
C) individuals, teams and organisations.
D) groups, departments and organisations.
Skills: Business exams may require students to present ideas clearly and concisely. Students must convey complex concepts in a way that demonstrates their understanding of business
51) Which of the following can be considered a core topic of OB?
A) pay and performance
B) power
C) strategy
D) supply chain
4. Show the value to OB of systematic study.
58) You manage a retail outlet for Optus Mobile Phones. Your branch specialises in smartphones, and you
pride yourself on your branch’s excellent abilities in solving all kinds of business problems with your range of
phones and their many applications (apps). Recently you have hired two new young workers who seem to have
no ability to read their customers or to anticipate their needs. They often fail to complete many of their sales.
What can OB tell you about how
you can improve the predictive abilities of these new staff?
A) Work-related training will increase relevant knowledge and then build on predictive abilities.
B) Increasing staff incentives will increase creativity, which will positively affect predictive abilities.
C) Increasing the emotional intelligence of staff through training will increase predictive abilities.
D) Predictive ability can be improved by building on intuition with a more systematic approach.
59) How can evidence-based management assist managers to make better decisions?
A) by learning from experience and basing future decisions on successful past decisions
B) by searching for the best available evidence to support systematic study in preparing for decision making
C) by engaging with the staff, asking them to provide evidence for the decisions they make
D) by supporting decisions with evidence that the right choice was made
5. Identify the major behavioural science disciplines that contribute to OB.
69) OB is an applied behavioural science that is based on contributions from a number of different behavioural
disciplines. These various disciplinary contributions lead to three units of analysis. Many of these units of analysis
draw from multiple disciplines. Which unit of analysis is drawn from only one discipline?
A) individual
B) group
C) team
D) organisation system
70) OB is an applied behavioural science that is based on contributions from a number of different behavioural
disciplines. Which two disciplines is organisational culture drawn from?
A) psychology and anthropology
B) social psychology and psychology
C) sociology and social psychology
D) anthropology and sociology
6. Demonstrate why there are few absolutes in OB
77) When using the science of OB to make reasonably accurate explanations of human behaviour, we can say x
leads to y, but only under conditions specified in z. In this formula, what does z refer to?
