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Table of Content
Chapter 1 : Introduction to Organizational Behavior: An Evidence-Based
Approach
Chapter 2: Environmental Context: Globalization, Diversity, and Ethics
Chapter 3: Organizational Context: Design and Culture
Chapter 4: Organizational Context: Reward Systems
Chapter 5: Personality, Perception, and Employee Attitudes
Chapter 6: Motivational Needs, Processes, and Applications
Chapter 7: Positive Organizational Behavior and Psychological Capital
Chapter 8: Communication and Decision Making
Chapter 9: Stress and Conflict
Chapter 1 0: Power and Politics
Chapter 1 1 : Groups and Teams
Chapter 1 2: Behavioral Performance Management
Chapter 1 3: Effective Leadership Processes
Chapter 1 4: Great Leaders: An Evidenced-Based Approach
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Chapter
01 lntroduction to Organizational Behavior: An Evidence-Based
Approach
Answers at the end of each Chapter
True / False Questions
1. The major challenge and critical competitive advantage for any organization is
the humanresource of that company.
True False
2. Casey, a relationship manager in a bank creates value for her organization
through her networks, connections, and friends. These values can be referred to as
"positive psychological capital."
True False
3. Roger, a sales manager for Heust Pvt. Ltd., is impressed with his new sales
executive, Tim. According to Roger, Tim is optimistic, can perform well under
pressure, and is very confidentabout what he does. These qualities can be referred
to as "positive psychological capital." True False
4. The problems with human organizations and the solutions over the ages have
undergonedrastic changes compared to their emphasis and surrounding
environmental context.
True False
5. A paradigm establishes only written
rules. True False
6. ‘Paradigm shift' refers to the situation in which those in the existing paradigm may
not evensee the changes that are occurring, and therefore, cannot analyze the
changes.
True False
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7. Reasons for considerable resistance to change and difficulty to move
from the oldmanagement paradigm to the new can be explained by the
"paradigm effect."
True False
8. The fact that today's managers are competent in their functional specialization is
sufficient to reiterate that most of them paid close attention to the conceptual and
human dimensions oftheir jobs.
True False
9. According to Theory X, if employees were kept happy, they would
become highperformers.
True False
10. Theory X is the natural choice for most organizations in today's
environment. True False
11. Most of the practicing managers and their organizations cultures believe, fully
implement, and consistently adhere to a full-fledged HPWPs approach to
management.
True False
12. The movement to not only recognize, but also do something about the
"Knowing-DoingGap" is the movement towards evidence-based management.
True False
13. Most of the "new management practices" are essentially a readapted version of
existing"old management truths."
True False
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Table of Content
Chapter 1 : Introduction to Organizational Behavior: An Evidence-Based
Approach
Chapter 2: Environmental Context: Globalization, Diversity, and Ethics
Chapter 3: Organizational Context: Design and Culture
Chapter 4: Organizational Context: Reward Systems
Chapter 5: Personality, Perception, and Employee Attitudes
Chapter 6: Motivational Needs, Processes, and Applications
Chapter 7: Positive Organizational Behavior and Psychological Capital
Chapter 8: Communication and Decision Making
Chapter 9: Stress and Conflict
Chapter 1 0: Power and Politics
Chapter 1 1 : Groups and Teams
Chapter 1 2: Behavioral Performance Management
Chapter 1 3: Effective Leadership Processes
Chapter 1 4: Great Leaders: An Evidenced-Based Approach
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Chapter
01 lntroduction to Organizational Behavior: An Evidence-Based
Approach
Answers at the end of each Chapter
True / False Questions
1. The major challenge and critical competitive advantage for any organization is
the humanresource of that company.
True False
2. Casey, a relationship manager in a bank creates value for her organization
through her networks, connections, and friends. These values can be referred to as
"positive psychological capital."
True False
3. Roger, a sales manager for Heust Pvt. Ltd., is impressed with his new sales
executive, Tim. According to Roger, Tim is optimistic, can perform well under
pressure, and is very confidentabout what he does. These qualities can be referred
to as "positive psychological capital." True False
4. The problems with human organizations and the solutions over the ages have
undergonedrastic changes compared to their emphasis and surrounding
environmental context.
True False
5. A paradigm establishes only written
rules. True False
6. ‘Paradigm shift' refers to the situation in which those in the existing paradigm may
not evensee the changes that are occurring, and therefore, cannot analyze the
changes.
True False
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7. Reasons for considerable resistance to change and difficulty to move
from the oldmanagement paradigm to the new can be explained by the
"paradigm effect."
True False
8. The fact that today's managers are competent in their functional specialization is
sufficient to reiterate that most of them paid close attention to the conceptual and
human dimensions oftheir jobs.
True False
9. According to Theory X, if employees were kept happy, they would
become highperformers.
True False
10. Theory X is the natural choice for most organizations in today's
environment. True False
11. Most of the practicing managers and their organizations cultures believe, fully
implement, and consistently adhere to a full-fledged HPWPs approach to
management.
True False
12. The movement to not only recognize, but also do something about the
"Knowing-DoingGap" is the movement towards evidence-based management.
True False
13. Most of the "new management practices" are essentially a readapted version of
existing"old management truths."
True False
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