Organizational
,Behavior An Evidence-Based Approach, 14 Edition Fred Luthans Test Bank
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Table of Content
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Chapter p v 1: Introduction to Organizational Behavior: An Evidence-Based Approach
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Chapter p v 2: Environmental Context: Globalization, Diversity, and Ethics
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Chapter p v 3: Organizational Context: Design and Culture
p v p v pv pv p v
Chapter pv 4: Organizational Context: Reward Systems
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Chapter p v 5: Personality, Perception, and Employee Attitudes
p v p v pv p v p v
Chapter p v 6: Motivational Needs, Processes, and Applications
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Chapter p v 7: Positive Organizational Behavior and Psychological Capital
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Chapter p v 8: Communication and Decision Making
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Chapter p v 9: Stress and Conflict
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Chapter p v 10: Power and Politics
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Chapter p v 11: Groups and Teams
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Chapter p v 12: Behavioral Performance Management
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Chapter p v 13: Effective Leadership Processes
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Chapter p v 14: Great Leaders: An Evidenced-Based Approach
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, Chapter
01Introduction to Organizational Behavior: An Evidence-
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Based Approach pv
Truep v /p v Falsep v Questions
1. The major challenge and critical competitive advantage for any organization i
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s the humanresource of that company.
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True False
2. Casey, a relationship manager in a bank creates value for her organization thr
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ough her networks, connections, and friends. These values can be referred to a
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s "positive psychologicalcapital."
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True False
3. Roger, a sales manager for Heust Pvt. Ltd., is impressed with his new sales
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vexecutive, Tim. According to Roger, Tim is optimistic, can perform well under
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pressure, and is very confidentabout what he does. These qualities can be refer
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red to as "positive psychological capital." True False
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4. The problems with human organizations and the solutions over the ages
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vhave undergonedrastic changes compared to their emphasis and surroundin
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g environmental context.
pv p v
True False
5. A paradigm establishes only writt
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en rules.True False
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6. ‘Paradigm shift' refers to the situation in which those in the existing paradig
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m may not even see the changes that are occurring, and therefore, cannot analy
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ze the changes.
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True False
, 7. Reasons for considerable resistance to change and difficulty to move f
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rom the old management paradigm to the new can be explained by the
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v "paradigm effect." pv
True False
8. The fact that today's managers are competent in their functional specialization is suffi
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cient to reiterate that most of them paid close attention to the conceptual and h
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uman dimensions oft heir jobs.
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True False
9. According to Theory X, if employees were kept happy, they
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would become highperformers.
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True False
10. Theory X is the natural choice for most organizations in t
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oday's environment.True
pv False yi
11. Most of the practicing managers and their organizations
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ve, fully implement,and consistently adhere to a full-
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fledged HPWPs approach to management. True False
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12. The movement to not only recognize, but also do something about t
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he "Knowing-Doing Gap" is the movement towards evidence-
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based management. True
p v False pv
13. Most of the "new management practices" are essentially a readapted versi
p v p v p v p v p v p v p v p v p v p v
on of existing "old management truths."
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True False
,Behavior An Evidence-Based Approach, 14 Edition Fred Luthans Test Bank
p v p v p v p v p v p v p v p v p v
Table of Content
p v p v
Chapter p v 1: Introduction to Organizational Behavior: An Evidence-Based Approach
p v pv p v p v p v pv p v
Chapter p v 2: Environmental Context: Globalization, Diversity, and Ethics
p v p v p v pv pv p v
Chapter p v 3: Organizational Context: Design and Culture
p v p v pv pv p v
Chapter pv 4: Organizational Context: Reward Systems
p v p v pv p v
Chapter p v 5: Personality, Perception, and Employee Attitudes
p v p v pv p v p v
Chapter p v 6: Motivational Needs, Processes, and Applications
p v pv pv pv p v
Chapter p v 7: Positive Organizational Behavior and Psychological Capital
p v p v p v p v p v p v
Chapter p v 8: Communication and Decision Making
p v p v pv p v
Chapter p v 9: Stress and Conflict
p v p v p v
Chapter p v 10: Power and Politics
p v p v p v
Chapter p v 11: Groups and Teams
p v p v p v
Chapter p v 12: Behavioral Performance Management
p v pv p v
Chapter p v 13: Effective Leadership Processes
p v p v p v
Chapter p v 14: Great Leaders: An Evidenced-Based Approach
p v p v p v p v p v
, Chapter
01Introduction to Organizational Behavior: An Evidence-
pv p v p v p v pv p v
Based Approach pv
Truep v /p v Falsep v Questions
1. The major challenge and critical competitive advantage for any organization i
p v p v p v p v p v p v p v p v p v p v
s the humanresource of that company.
p v pv yi p v p v p v
True False
2. Casey, a relationship manager in a bank creates value for her organization thr
p v p v p v p v p v p v p v p v p v p v p v p v
ough her networks, connections, and friends. These values can be referred to a
p v p v p v p v p v p v p v p v p v p v p v p v
s "positive psychologicalcapital."
p v pv yi
True False
3. Roger, a sales manager for Heust Pvt. Ltd., is impressed with his new sales
p v p v p v p v p v p v p v p v p v p v p v p v p v p
vexecutive, Tim. According to Roger, Tim is optimistic, can perform well under
p v yiuy p v p v pv p v p v p v p v p v p v pv
pressure, and is very confidentabout what he does. These qualities can be refer
p v p v p v p v yi p v p v p v p v p v p v p v p v
red to as "positive psychological capital." True False
p v pv p v p v p v p v p v
4. The problems with human organizations and the solutions over the ages
p v p v p v p v p v p v p v p v p v p v p
vhave undergonedrastic changes compared to their emphasis and surroundin
pv p v p v p v p v p v p v p v
g environmental context.
pv p v
True False
5. A paradigm establishes only writt
p v p v p v p v
en rules.True False
pv yi
6. ‘Paradigm shift' refers to the situation in which those in the existing paradig
p v p v p v p v p v p v p v p v p v p v p v p v
m may not even see the changes that are occurring, and therefore, cannot analy
p v pv p v yiuy p v p v p v p v p v p v p v p v p v
ze the changes.
p v pv
True False
, 7. Reasons for considerable resistance to change and difficulty to move f
p v p v p v p v p v p v p v p v p v p v
rom the old management paradigm to the new can be explained by the
pv p v yiuy p v p v p v p v p v p v p v p v p v p
v "paradigm effect." pv
True False
8. The fact that today's managers are competent in their functional specialization is suffi
pv pv pv pv pv pv pv pv pv pv pv p v
cient to reiterate that most of them paid close attention to the conceptual and h
pv p v p v p v p v p v p v p v p v p v p v p v p v pv
uman dimensions oft heir jobs.
p v p v yi p v
True False
9. According to Theory X, if employees were kept happy, they
p v pv p v p v p v p v p v p v p v p v
would become highperformers.
pv p v yi
True False
10. Theory X is the natural choice for most organizations in t
p v p v p v p v p v p v p v p v p v p v
oday's environment.True
pv False yi
11. Most of the practicing managers and their organizations
p v p v p v p v p v p v p v p v cultures p v belie
ve, fully implement,and consistently adhere to a full-
p v pv yi p v p v p v p v p v
fledged HPWPs approach to management. True False
p v p v p v p v pv
12. The movement to not only recognize, but also do something about t
p v p v p v p v p v p v p v p v p v p v p v
he "Knowing-Doing Gap" is the movement towards evidence-
p v yiuy p v p v p v p v p v
based management. True
p v False pv
13. Most of the "new management practices" are essentially a readapted versi
p v p v p v p v p v p v p v p v p v p v
on of existing "old management truths."
p v pv yiuy p v p v
True False
