,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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, Chapter 01 r1
Introduction to Organizational Behavior: An Evidence-Based Approach
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True r1/ r1False r1Questions
1. The major challenge and critical competitive advantage for any organization is
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the human resource of that company.
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True False r1 r1
2. Casey, a relationship manager in a bank creates value for her organization
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through her networks, connections, and friends. These values can be referred
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to as "positive psychological capital."
r1 r1 r1 r1 r1
True False r1 r1
3. Roger, a sales manager for Heust Pvt. Ltd., is impressed with his new sales executive,
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Tim. According to Roger, Tim is optimistic, can perform well under pressure, and is very
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
confident about what he does. These qualities can be referred to as "positive psychological
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
capital."
r1
True r1 r1 False
4. The problems with human organizations and the solutions over the ages have
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
undergone drastic changes compared to their emphasis and surrounding environmental
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
context.
r1
True r1 r1 False
5. A paradigm establishes only written
r1 r1 r1 r1
rules. True False
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6. ‘Paradigmshift'refers to the situation in which those in the existing paradigm may r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
not even see the changes that are occurring, and therefore, cannot analyze the
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changes. True False
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, 7. Reasons for considerable resistance to change and difficulty to move
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r1from the old management paradigm to the new can be explained by the
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
"paradigm effect." True False
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8. The fact that today's managers are competent in their functional specialization
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is sufficient to reiterate that most of them paid close attention to the conceptual
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and human dimensions of their jobs.
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True Falser1 r1
9. According to Theory X, if employees were kept happy, they
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would become high performers.
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True False r1 r1
10. Theory X is the natural choice for most organizations in today's
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environment. True False
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11. Most of the practicing managers and their organizations
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r cultures believe, fully implement, and consistently adhere to a full-fledged
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HPWPs approach to management. True False
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12. The movement to not only recognize, but also do something about the
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"Knowing- Doing Gap" is the movement towards evidence-based management.
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True False r1 r1
13. Most of the "new management practices" are essentially a readapted
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version of existing "old management truths."
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True False r1 r1
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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
r1 r1 r1 r1 r1 r1
Chapter 4: Organizational Context: Reward Systems
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Chapter 5: Personality, Perception, and Employee Attitudes
r1 r1 r1 r1 r1 r1
Chapter 6: Motivational Needs, Processes, and Applications
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Chapter 7: Positive Organizational Behavior and Psychological Capital
r1 r1 r1 r1 r1 r1 r1
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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, Chapter 01 r1
Introduction to Organizational Behavior: An Evidence-Based Approach
r1 r1 r1 r1 r1 r1 r1
True r1/ r1False r1Questions
1. The major challenge and critical competitive advantage for any organization is
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
the human resource of that company.
r1 r1 r1 r1 r1 r1
True False r1 r1
2. Casey, a relationship manager in a bank creates value for her organization
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
through her networks, connections, and friends. These values can be referred
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
to as "positive psychological capital."
r1 r1 r1 r1 r1
True False r1 r1
3. Roger, a sales manager for Heust Pvt. Ltd., is impressed with his new sales executive,
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
Tim. According to Roger, Tim is optimistic, can perform well under pressure, and is very
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
confident about what he does. These qualities can be referred to as "positive psychological
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
capital."
r1
True r1 r1 False
4. The problems with human organizations and the solutions over the ages have
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
undergone drastic changes compared to their emphasis and surrounding environmental
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
context.
r1
True r1 r1 False
5. A paradigm establishes only written
r1 r1 r1 r1
rules. True False
r1 r1 r 1
6. ‘Paradigmshift'refers to the situation in which those in the existing paradigm may r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
not even see the changes that are occurring, and therefore, cannot analyze the
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
changes. True False
r1 r1 r 1
, 7. Reasons for considerable resistance to change and difficulty to move
r1 r1 r1 r1 r1 r1 r1 r1 r1
r1from the old management paradigm to the new can be explained by the
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
"paradigm effect." True False
r1 r1 r1 r 1
8. The fact that today's managers are competent in their functional specialization
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
is sufficient to reiterate that most of them paid close attention to the conceptual
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
and human dimensions of their jobs.
r1 r1 r1 r1 r1 r1
True Falser1 r1
9. According to Theory X, if employees were kept happy, they
r 1 r 1 r 1 r 1 r 1 r 1 r 1 r 1 r 1
would become high performers.
r 1 r 1 r1 r1
True False r1 r1
10. Theory X is the natural choice for most organizations in today's
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
environment. True False
r1 r1 r 1
11. Most of the practicing managers and their organizations
r 1 r 1 r 1 r 1 r 1 r 1 r 1
r cultures believe, fully implement, and consistently adhere to a full-fledged
1 r 1 r 1 r1 r1 r1 r1 r1 r1 r1
HPWPs approach to management. True False
r1 r1 r1 r1 r1 r 1
12. The movement to not only recognize, but also do something about the
r1 r1 r1 r1 r1 r1 r1 r1 r1 r1 r1
"Knowing- Doing Gap" is the movement towards evidence-based management.
r1 r1 r1 r1 r1 r1 r1 r1 r1
True False r1 r1
13. Most of the "new management practices" are essentially a readapted
r1 r1 r1 r1 r1 r1 r1 r1 r1
version of existing "old management truths."
r1 r1 r1 r1 r1 r1
True False r1 r1
