Test Bank - Organizational Behavior: An Evidence-Based Approach 13th Edition by Luthans, All 14 Chapters Covered|| Complete Latest Guide A+

,Organizational Behavior An Evidence-Based Approach, 13 Edition Fred Luthans Test Bank
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Table of Content
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Chapter 1: Introduction to Organizational Behavior: An Evidence-Based Approach
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Chapter 2: Environmental Context: Globalization, Diversity, and Ethics
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Chapter 3: Organizational Context: Design and Culture
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Chapter 4: Organizational Context: Reward Systems
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Chapter 5: Personality, Perception, and Employee Attitudes
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Chapter 6: Motivational Needs, Processes, and Applications
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Chapter 7: Positive Organizational Behavior and Psychological Capital
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Chapter 8: Communication and Decision Making
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Chapter 9: Stress and Conflict
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Chapter 10: Power and Politics
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Chapter 11: Groups and Teams
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Chapter 12: Behavioral Performance Management
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Chapter 13: Effective Leadership Processes
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Chapter 14: Great Leaders: An Evidenced-Based Approach
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Behavior-An-Evidence-Based-Approach-13th-Edition-Luthans-
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Chapter 01 Introdu 2p 2p



ction to Organizational Behavior: An Evidence-Based Approach
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True2p/2pFalse2pQuestions



1. The major challenge and critical competitive advantage for any organization is the huma
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n resource of that company.
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True False



2. Casey, a relationship manager in a bank creates value for her organization through her
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networks, connections, and friends. These values can be referred to as "positive psychologic
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al capital."
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True False



3. Roger, a sales manager for Heust Pvt. Ltd., is impressed with his new sales executive, Ti
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m. According to Roger, Tim is optimistic, can perform well under pressure, and is very conf
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ident about what he does. These qualities can be referred to as "positive psychological cap
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ital." True False
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4. The problems with human organizations and the solutions over the ages have undergon
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e drastic changes compared to their emphasis and surrounding environmental context.
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True False



5. A paradigm establishes only written rules
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. True False
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6. ‘Paradigm shift' refers to the situation in which those in the existing paradigm may not ev
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en see the changes that are occurring, and therefore, cannot analyze the changes.
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True False




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Behavior-An-Evidence-Based-Approach-13th-Edition-Luthans-
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7. Reasons for considerable resistance to change and difficulty to move from the ol
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d management paradigm to the new can be explained by the "paradigm effect."
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True False 2 p 2 p




8. The fact that today's managers are competent in their functional specialization is sufficie
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nt to reiterate that most of them paid close attention to the conceptual and human dimensio
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ns of their jobs.
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True False2 p 2 p




9. According to Theory X, if employees were kept happy, they would become hig
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h performers.
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True False 2 p 2 p




10. Theory X is the natural choice for most organizations in today's environmen
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t. True False
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11. Most of the practicing managers and their organizations cultures believe, fully implemen
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t, and consistently adhere to a full-fledged HPWPs approach to management.
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True False 2 p 2 p




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 False 2 p 2 p




13. Most of the "new management practices" are essentially a readapted version of existin
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g "old management truths."
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True False 2 p 2 p




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