Test Bank For Organizational Behavior: An Evidence-Based Approach 14th Edition by Luthans,, All 14 Chapters Covered, Verified Latest Edition

,Organizational Behavior An Evidence-Based Approach, 14 Edition red Luthans Test Bank
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Table o Content
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Chapter x@ 1: Introduction to Organizational Behavior: An Evidence-Based Approach
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Chapter x@ 2: Environmental Context: Globalization, Diversity, and Ethics
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Chapter x@ 3: Organizational Context: Design and Culture
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Chapter x@ 4: Organizational Context: Reward Systems
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Chapter x@ 5: Personality, Perception, and Employee Attitudes
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Chapter x@ 6: Motivational Needs, Processes, and Applications
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Chapter x@ 7: Positive Organizational Behavior and Psychological Capital
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Chapter x@ 8: Communication and Decision Making
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Chapter x@ 9: Stress and Con lict
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Chapter x@ 10: Power and Politics
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Chapter x@ 11: Groups and Teams
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Chapter x@ 12: Behavioral Per ormance Management
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Chapter x@ 13: E ective Leadership Processes
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Chapter x@ 14: Great Leaders: An Evidenced-Based Approach
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,x@ ull ile at http://testbankinstant.CH/Test-Bank- or-Organizational-
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x@ Behavior-An-Evidence-Based-Approach-14 th-Edition-Luthans- x@



Chapter 01 Introdu x@ x@



ction to Organizational Behavior: An Evidence-Based Approach
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Truex@/x@x@alsex@Questions



1. The major challenge and critical competitive advantage or any organization i
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s the human resource o that company.
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True alse x@




2. Casey, a relationship manager in a bank creates value or her organization through
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her networks, connections, and riends. These values can be re erred to as "positive psy
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chological capital." x@


True alse x@




3. Roger, a sales manager or Heust Pvt. Ltd., is impressed with his new sales executiv
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e, Tim. According to Roger, Tim is optimistic, can per orm well under pressure, and is
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@very con ident about what he does. These qualities can be re erred to as "positive ps
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ychological capital." True alse x@ x@ x@




4. The problems with human organizations and the solutions over the ages have unde
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rgone drastic changes compared to their emphasis and surrounding environmental c
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ontext.
True alse x@




5. A paradigm establishes only written rul
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es. True
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6. ‘Paradigm shi t' re ers to the situation in which those in the existing paradigm may n
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ot even see the changes that are occurring, and there ore, cannot analyze the changes.
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True alse x@




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Organizational- x@x@




7. Reasons or considerable resistance to change and di iculty to move rom
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the old management paradigm to the new can be explained by the "paradigm
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@e ect."
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True alse x @ x @ x@




8. The act that today's managers are competent in their unctional specialization is su
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icient to reiterate that most o them paid close attention to the conceptual and huma
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n dimensions o their jobs.
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True alsex @ x @ x@




9. According to Theory X, i employees were kept happy, they would become
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high per ormers.
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True alse x @ x @ x@




10. Theory X is the natural choice or most organizations in today's environ
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ment. True alse x@ x@




11. Most o the practicing managers and their organizations cultures believe, ully impl
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ement, and consistently adhere to a ull- ledged HPWPs approach to management.
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True alse x @ x @ x@




12. The movement to not only recognize, but also do something about the "Knowing-
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Doing Gap" is the movement towards evidence-based management.
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True alse x @ x @ x@




13. Most o the "new management practices" are essentially a readapted version o e
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xisting "old management truths."
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True alse x @ x @ x@




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