B) who is to do these tasks
Test Bank For C) who reports to whom
Organizational Behavior,15th Edition by D) all of the above
Stephen P. Robbins Timothy A. Judge
Chapter 1-16 10) Motivating employees, directing their activities,
students for legal practice, with specializations that may include constitutional law,
criminal law, corporate law, human rights law, or intellectual property law.2.2. Structure selecting the most effective communication channels
of Law ExamsLaw
and resolving conflicts is the function of
Chapter 1: What is organisational behaviour management.
1. Demonstrate the importance of interpersonal A) planning
skills in the workplace. B) leading
1) Managers who develop and C) controlling
communication skills are more likely to have long-term D) organising
career success.
A) task-related 11) According to Henry Mintzberg, the 10 managerial
B) quantitative roles can be grouped into three categories. Which of
C) leadership the following is not one of these groups?
D) impersonal
A) interpersonal
B) informational
2) Which two elements are needed for managers to C) decisional
succeed? D) liaison roles
A) people skills and technical skills
B) interpersonal skills and task-related skills 12) An example of Mintzberg’s interpersonal
C) emotional intelligence and cognitive skills management role is:
D) political skills and personal power
A) spokesperson
B) leader
2. Describe the manager’s functions, roles and C) negotiator
skills. D) monitor
6) The four management functions include all of the
following EXCEPT:
13) When a manager searches the organisation and its
A) controlling. environment for opportunities and initiates projects to
B) planning. bring about change, the manager is acting in which
C) staffing. role?
D) organising.
A) negotiator
B) entrepreneur
7) includes defining an organisation’s goals, C) disturbance handler
establishing strategy for achieving those goals and D) resource allocator
developing plans to coordinate activities.
A) Controlling 14) Researchers have identified a number of skills that
B) Planning differentiate effective from ineffective managers.
C) Leading Which of the following is not one of those essential
D) Coordinating management skills?
8) The determination of what tasks are to be done and A) technical
how the tasks are to be grouped is part of which B) computer
management function? C) human
D) conceptual
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
, 21) Mr Wood estimates an overall strategy for achieving
15) When managers have the mental ability to his department’s goals. He is performing the
analyse and diagnose complex situations, they function.
possess
skills. A) planning
B) organising
A) technical C) leading
B) computer
C) human D) controlling
D) conceptual
students for legal practice, with specializations that may include constitutional law, criminal law,
corporate law, human rights law, or intellectual property law.2.2. Structure of Law ExamsLaw 22) When Mr Wood determines what tasks are to
16) Which one of the following would not be be performed by his employees and how they are
considered a human skill? to be grouped, he is performing the function.
A) completing accounting reports A) planning
B) communicating B) organising
C) managing conflicts C) leading
D) motivating others D) controlling
23) When Mr Wood motivates his employees
17) According to Luthans and his associates, which of and attempts to resolve conflicts among
the following is NOT considered a part of traditional department members, he is performing the
management? function.
A) interacting with outsiders A) planning
B) decision making B) organising
C) controlling C) leading
D) planning D) controlling
24) When Mr Wood compares projects sales to actual
18) Which of Luthans’ managerial activities involves sales in his department, he is performing the function.
socialising, politicking and interacting with outsiders?
A) planning
A) traditional management B) organising
B) communication C) leading
C) human resource management D) controlling
D) networking
3. Define organisational behaviour (OB)
19) According to Luthans, successful managers spend
more of their time on than on any other 50) OB studies the behaviour of:
activity.
A) individuals, groups and structures.
A) traditional management B) groups, teams and departments.
B) human resource management C) individuals, teams and organisations.
C) networking D) groups, departments and organisations.
D) communicating
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)
, B) group
C) team
51) Which of the following can be considered a D) organisation system
core topic of OB?
A) pay and performance 70) OB is an applied behavioural science that is based
B) power on contributions from a number of different behavioural
C) strategy disciplines. Which two disciplines is organisational
D) supply chain culture drawn from?
students for legal practice, with specializations that may include constitutional law, criminal law, A) psychology and anthropology
corporate law, human rights law, or intellectual property law.2.2. Structure of Law ExamsLaw
B) social psychology and psychology
4. Show the value to OB of systematic study.
C) sociology and social psychology
D) anthropology and sociology
58) You manage a retail outlet for Optus Mobile
Phones. Your branch specialises in smartphones,
and you pride yourself on your branch’s excellent 6. Demonstrate why there are few absolutes in OB
abilities in solving all kinds of business problems
77) When using the science of OB to make reasonably
with your range of phones and their many
accurate explanations of human behaviour, we can say x
applications (apps). Recently you have hired two
leads to y, but only under conditions specified in z. In this
new young workers who seem to have no ability
formula, what does z refer to?
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 A) contextual variables
B) contingency variables
you can improve the predictive abilities of these new C) temporal variables
staff? D) personal variables
78) Why is it difficult to make sweeping statements
A) Work-related training will increase relevant about people using the science of organisational
knowledge and then build on predictive abilities. behaviour?
B) Increasing staff incentives will increase creativity,
which will positively affect predictive abilities. A) People react differently to similar situations.
C) Increasing the emotional intelligence of staff B) Group cohesion and groupthink distort human
through training will increase predictive abilities. behaviour.
D) Predictive ability can be improved by building on C) Culture can bias a person’s reactions.
intuition with a more systematic approach. D) Managers need time to understand the personal
variables of staff before they can make sweeping
statements.
59) How can evidence-based management assist
managers to make better decisions?
7. Identify the challenges and opportunities
A) by learning from experience and basing future managers have in applying OB concepts.
decisions on successful past decisions students for legal practice, with specializations that may include
constitutional law, criminal law, corporate law, human rights law, or
B) by searching for the best available evidence to intellectual property law.2.2. Structure of Law ExamsLaw
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
, E)
82) Whereas focuses on differences
between people from different countries, addresses 108) When asked about her job as a sales rep, Carmen
differences among people within given countries. said, ‘There are too may procedures for the simplest
tasks!’ Carmen’s statement is an example of:
A) workforce diversity; globalisation A) withdrawal behaviour.
B) globalisation; workforce diversity B) stress.
C) diversity; culture C) an attitude.
D) culturisation; workforce diversity D) a survival strategy.
83) means that organisations are 109) Victoria often worries about her ability to meet
becoming more heterogeneous in terms of gender, her target production goals. Victoria’s response to the
race, ethnicity and sexual orientation. demands of her job is called:
A) task performance.
A) Globalisation B) a value.
B) Workforce diversity C) stress.
C) Affirmative action D) political behaviour.
D) Organisational culture
110) Task performance for a factory worker can be
Compare the three levels of analysis in this measured by the number:
book’s OB model. A) of products produced.
students for legal practice, with specializations that may include constitutional law, criminal law, B) of products produced per hour.
corporate law, human rights law, or intellectual property law.2.2. Structure of Law ExamsLaw C) of defective products produced.
104) represent(s) an individual-level D) and quality of products produced per hour.
input that help(s) to shape organisational
processes.
A) Culture
B) Personality
C) Team responsibilities 111) Martha is seeking your feedback on her quarterly
D) Group roles performance review about how to become a better team
player. What advice would you give Martha to help her
105) What does the statement that ‘advanced improve her citizenship behaviour?
societies should be concerned not only with the
quantity of life A) Martha should perform beyond the expectations of
… but also with its quality’ mean? her group.
B) Martha should stop tolerating petty nuisances and
A) that organisations should ensure workers occasional interruptions.
have difficult and extrinsically rewarded jobs C) Martha should be critical of her team members and
B) that organisations should ensure workers their performances.
have undemanding and intrinsically rewarded D) Martha should focus solely on completing tasks that
jobs are part of her job description.
C) that organisations should ensure workers have
easy and extrinsically rewarded jobs
112) Timothy’s work group is often in turmoil because
of infighting. To avoid the arguments that inevitably
occur during the hour-long conference call with the
D) that organisations should ensure workers have department manager, Timothy routinely shows up 20
challenging and intrinsically rewarded jobs minutes late. Timothy’s conflict avoidance is called:
106) At the organisational level, processes A) citizenship.
B) task performance.
A) influence individual emotions that affect decision C) withdrawal.
making within the organisation. D) attitude.
B) involve group communication and politics.
C) include change practices.
D) include group conflict and negotiation. 113) Group cohesion exists when employees:
A) use office politics to get their way.
107) is an example of a group level B) work to achieve their own goals at the expense of
outcome. the group.
A) Withdrawal behaviour C) work together to achieve common goals.
B) Survival D) condition their loyalty on whether or not their needs
C) Task performance are met first.
D) Cohesion
Test Bank For C) who reports to whom
Organizational Behavior,15th Edition by D) all of the above
Stephen P. Robbins Timothy A. Judge
Chapter 1-16 10) Motivating employees, directing their activities,
students for legal practice, with specializations that may include constitutional law,
criminal law, corporate law, human rights law, or intellectual property law.2.2. Structure selecting the most effective communication channels
of Law ExamsLaw
and resolving conflicts is the function of
Chapter 1: What is organisational behaviour management.
1. Demonstrate the importance of interpersonal A) planning
skills in the workplace. B) leading
1) Managers who develop and C) controlling
communication skills are more likely to have long-term D) organising
career success.
A) task-related 11) According to Henry Mintzberg, the 10 managerial
B) quantitative roles can be grouped into three categories. Which of
C) leadership the following is not one of these groups?
D) impersonal
A) interpersonal
B) informational
2) Which two elements are needed for managers to C) decisional
succeed? D) liaison roles
A) people skills and technical skills
B) interpersonal skills and task-related skills 12) An example of Mintzberg’s interpersonal
C) emotional intelligence and cognitive skills management role is:
D) political skills and personal power
A) spokesperson
B) leader
2. Describe the manager’s functions, roles and C) negotiator
skills. D) monitor
6) The four management functions include all of the
following EXCEPT:
13) When a manager searches the organisation and its
A) controlling. environment for opportunities and initiates projects to
B) planning. bring about change, the manager is acting in which
C) staffing. role?
D) organising.
A) negotiator
B) entrepreneur
7) includes defining an organisation’s goals, C) disturbance handler
establishing strategy for achieving those goals and D) resource allocator
developing plans to coordinate activities.
A) Controlling 14) Researchers have identified a number of skills that
B) Planning differentiate effective from ineffective managers.
C) Leading Which of the following is not one of those essential
D) Coordinating management skills?
8) The determination of what tasks are to be done and A) technical
how the tasks are to be grouped is part of which B) computer
management function? C) human
D) conceptual
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
, 21) Mr Wood estimates an overall strategy for achieving
15) When managers have the mental ability to his department’s goals. He is performing the
analyse and diagnose complex situations, they function.
possess
skills. A) planning
B) organising
A) technical C) leading
B) computer
C) human D) controlling
D) conceptual
students for legal practice, with specializations that may include constitutional law, criminal law,
corporate law, human rights law, or intellectual property law.2.2. Structure of Law ExamsLaw 22) When Mr Wood determines what tasks are to
16) Which one of the following would not be be performed by his employees and how they are
considered a human skill? to be grouped, he is performing the function.
A) completing accounting reports A) planning
B) communicating B) organising
C) managing conflicts C) leading
D) motivating others D) controlling
23) When Mr Wood motivates his employees
17) According to Luthans and his associates, which of and attempts to resolve conflicts among
the following is NOT considered a part of traditional department members, he is performing the
management? function.
A) interacting with outsiders A) planning
B) decision making B) organising
C) controlling C) leading
D) planning D) controlling
24) When Mr Wood compares projects sales to actual
18) Which of Luthans’ managerial activities involves sales in his department, he is performing the function.
socialising, politicking and interacting with outsiders?
A) planning
A) traditional management B) organising
B) communication C) leading
C) human resource management D) controlling
D) networking
3. Define organisational behaviour (OB)
19) According to Luthans, successful managers spend
more of their time on than on any other 50) OB studies the behaviour of:
activity.
A) individuals, groups and structures.
A) traditional management B) groups, teams and departments.
B) human resource management C) individuals, teams and organisations.
C) networking D) groups, departments and organisations.
D) communicating
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)
, B) group
C) team
51) Which of the following can be considered a D) organisation system
core topic of OB?
A) pay and performance 70) OB is an applied behavioural science that is based
B) power on contributions from a number of different behavioural
C) strategy disciplines. Which two disciplines is organisational
D) supply chain culture drawn from?
students for legal practice, with specializations that may include constitutional law, criminal law, A) psychology and anthropology
corporate law, human rights law, or intellectual property law.2.2. Structure of Law ExamsLaw
B) social psychology and psychology
4. Show the value to OB of systematic study.
C) sociology and social psychology
D) anthropology and sociology
58) You manage a retail outlet for Optus Mobile
Phones. Your branch specialises in smartphones,
and you pride yourself on your branch’s excellent 6. Demonstrate why there are few absolutes in OB
abilities in solving all kinds of business problems
77) When using the science of OB to make reasonably
with your range of phones and their many
accurate explanations of human behaviour, we can say x
applications (apps). Recently you have hired two
leads to y, but only under conditions specified in z. In this
new young workers who seem to have no ability
formula, what does z refer to?
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 A) contextual variables
B) contingency variables
you can improve the predictive abilities of these new C) temporal variables
staff? D) personal variables
78) Why is it difficult to make sweeping statements
A) Work-related training will increase relevant about people using the science of organisational
knowledge and then build on predictive abilities. behaviour?
B) Increasing staff incentives will increase creativity,
which will positively affect predictive abilities. A) People react differently to similar situations.
C) Increasing the emotional intelligence of staff B) Group cohesion and groupthink distort human
through training will increase predictive abilities. behaviour.
D) Predictive ability can be improved by building on C) Culture can bias a person’s reactions.
intuition with a more systematic approach. D) Managers need time to understand the personal
variables of staff before they can make sweeping
statements.
59) How can evidence-based management assist
managers to make better decisions?
7. Identify the challenges and opportunities
A) by learning from experience and basing future managers have in applying OB concepts.
decisions on successful past decisions students for legal practice, with specializations that may include
constitutional law, criminal law, corporate law, human rights law, or
B) by searching for the best available evidence to intellectual property law.2.2. Structure of Law ExamsLaw
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
, E)
82) Whereas focuses on differences
between people from different countries, addresses 108) When asked about her job as a sales rep, Carmen
differences among people within given countries. said, ‘There are too may procedures for the simplest
tasks!’ Carmen’s statement is an example of:
A) workforce diversity; globalisation A) withdrawal behaviour.
B) globalisation; workforce diversity B) stress.
C) diversity; culture C) an attitude.
D) culturisation; workforce diversity D) a survival strategy.
83) means that organisations are 109) Victoria often worries about her ability to meet
becoming more heterogeneous in terms of gender, her target production goals. Victoria’s response to the
race, ethnicity and sexual orientation. demands of her job is called:
A) task performance.
A) Globalisation B) a value.
B) Workforce diversity C) stress.
C) Affirmative action D) political behaviour.
D) Organisational culture
110) Task performance for a factory worker can be
Compare the three levels of analysis in this measured by the number:
book’s OB model. A) of products produced.
students for legal practice, with specializations that may include constitutional law, criminal law, B) of products produced per hour.
corporate law, human rights law, or intellectual property law.2.2. Structure of Law ExamsLaw C) of defective products produced.
104) represent(s) an individual-level D) and quality of products produced per hour.
input that help(s) to shape organisational
processes.
A) Culture
B) Personality
C) Team responsibilities 111) Martha is seeking your feedback on her quarterly
D) Group roles performance review about how to become a better team
player. What advice would you give Martha to help her
105) What does the statement that ‘advanced improve her citizenship behaviour?
societies should be concerned not only with the
quantity of life A) Martha should perform beyond the expectations of
… but also with its quality’ mean? her group.
B) Martha should stop tolerating petty nuisances and
A) that organisations should ensure workers occasional interruptions.
have difficult and extrinsically rewarded jobs C) Martha should be critical of her team members and
B) that organisations should ensure workers their performances.
have undemanding and intrinsically rewarded D) Martha should focus solely on completing tasks that
jobs are part of her job description.
C) that organisations should ensure workers have
easy and extrinsically rewarded jobs
112) Timothy’s work group is often in turmoil because
of infighting. To avoid the arguments that inevitably
occur during the hour-long conference call with the
D) that organisations should ensure workers have department manager, Timothy routinely shows up 20
challenging and intrinsically rewarded jobs minutes late. Timothy’s conflict avoidance is called:
106) At the organisational level, processes A) citizenship.
B) task performance.
A) influence individual emotions that affect decision C) withdrawal.
making within the organisation. D) attitude.
B) involve group communication and politics.
C) include change practices.
D) include group conflict and negotiation. 113) Group cohesion exists when employees:
A) use office politics to get their way.
107) is an example of a group level B) work to achieve their own goals at the expense of
outcome. the group.
A) Withdrawal behaviour C) work together to achieve common goals.
B) Survival D) condition their loyalty on whether or not their needs
C) Task performance are met first.
D) Cohesion
