,Organizational Behavior An Evidence-Based Approach, 14 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 ij
ij Introduction to Organizational Behavior: An Evidence-Based Approach ij ij ij ij ij ij
True ij/ ijFalse ijQuestions
1. The major challenge and critical competitive advantage for any organization is the human
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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 psychological
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capital."
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True False
3. Roger, a sales manager for Heust Pvt. Ltd., is impressed with his new sales executive, Tim.
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According to Roger, Tim is optimistic, can perform well under pressure, and is very confident
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about what he does. These qualities can be referred to as "positive psychological capital."
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True False
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4. The problems with human organizations and the solutions over the ages have undergone
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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 even
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see the changes that are occurring, and therefore, cannot analyze the changes.
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True False
download full file at http://testbankinstant.com ij ij ij ij
, 7. Reasons for considerable resistance to change and difficulty to move from the old
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management paradigm to the new can be explained by the "paradigm effect."
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True False i j i j
8. The fact that today's managers are competent in their functional specialization is sufficient
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to reiterate that most of them paid close attention to the conceptual and human dimensions of
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their jobs.
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True False i j i j
9. According to Theory X, if employees were kept happy, they would become high
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performers.
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True False i j i j
10. Theory X is the natural choice for most organizations in today's environment.
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True False
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11. Most of the practicing managers and their organizations cultures believe, fully implement,
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and consistently adhere to a full-fledged HPWPs approach to management.
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True False i j i j
12. The movement to not only recognize, but also do something about the "Knowing-Doing
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Gap" is the movement towards evidence-based management.
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True False i j i j
13. Most of the "new management practices" are essentially a readapted version of existing
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"old management truths."
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True False i j i j
download full file at http://testbankinstant.com ij ij ij ij
ij ij ij ij ij ij ij ij ij ij
Table of Content
ij ij
Chapter 1: Introduction to Organizational Behavior: An Evidence-Based Approach
ij ij ij ij ij ij ij ij
Chapter 2: Environmental Context: Globalization, Diversity, and Ethics
ij ij ij ij ij ij ij
Chapter 3: Organizational Context: Design and Culture
ij ij ij ij ij ij
Chapter 4: Organizational Context: Reward Systems
ij ij ij ij ij
Chapter 5: Personality, Perception, and Employee Attitudes
ij ij ij ij ij ij
Chapter 6: Motivational Needs, Processes, and Applications
ij ij ij ij ij ij
Chapter 7: Positive Organizational Behavior and Psychological Capital
ij ij ij ij ij ij ij
Chapter 8: Communication and Decision Making
ij ij ij ij ij
Chapter 9: Stress and Conflict
ij ij ij ij
Chapter 10: Power and Politics
ij ij ij ij
Chapter 11: Groups and Teams
ij ij ij ij
Chapter 12: Behavioral Performance Management
ij ij ij ij
Chapter 13: Effective Leadership Processes
ij ij ij ij
Chapter 14: Great Leaders: An Evidenced-Based Approach
ij ij ij ij ij ij
, Chapter 01 ij
ij Introduction to Organizational Behavior: An Evidence-Based Approach ij ij ij ij ij ij
True ij/ ijFalse ijQuestions
1. The major challenge and critical competitive advantage for any organization is the human
ij ij ij ij ij ij ij ij ij ij ij ij
resource of that company.
ij ij ij ij
True False
2. Casey, a relationship manager in a bank creates value for her organization through her
ij ij ij ij ij ij ij ij ij ij ij ij ij
networks, connections, and friends. These values can be referred to as "positive psychological
ij ij ij ij ij ij ij ij ij ij ij ij ij
capital."
ij
True False
3. Roger, a sales manager for Heust Pvt. Ltd., is impressed with his new sales executive, Tim.
ij ij ij ij ij ij ij ij ij ij ij ij ij ij ij
According to Roger, Tim is optimistic, can perform well under pressure, and is very confident
ij ij ij ij ij ij ij ij ij ij ij ij ij ij ij
about what he does. These qualities can be referred to as "positive psychological capital."
ij ij ij ij ij ij ij ij ij ij ij ij ij ij
True False
ij
4. The problems with human organizations and the solutions over the ages have undergone
ij ij ij ij ij ij ij ij ij ij ij ij
drastic changes compared to their emphasis and surrounding environmental context.
ij ij ij ij ij ij ij ij ij ij
True False
5. A paradigm establishes only written rules.
ij ij ij ij ij
True False
ij
6. ‘Paradigm shift' refers to the situation in which those in the existing paradigm may not even
ij ij ij ij ij ij ij ij ij ij ij ij ij ij ij
see the changes that are occurring, and therefore, cannot analyze the changes.
ij ij ij ij ij ij ij ij ij ij ij ij
True False
download full file at http://testbankinstant.com ij ij ij ij
, 7. Reasons for considerable resistance to change and difficulty to move from the old
ij ij ij ij ij ij ij ij ij ij ij ij
management paradigm to the new can be explained by the "paradigm effect."
ij ij ij ij ij ij ij ij ij ij ij ij
True False i j i j
8. The fact that today's managers are competent in their functional specialization is sufficient
ij ij ij ij ij ij ij ij ij ij ij ij
to reiterate that most of them paid close attention to the conceptual and human dimensions of
ij ij ij ij ij ij ij ij ij ij ij ij ij ij ij ij
their jobs.
ij ij
True False i j i j
9. According to Theory X, if employees were kept happy, they would become high
ij ij ij ij ij ij ij ij ij ij ij ij
performers.
ij
True False i j i j
10. Theory X is the natural choice for most organizations in today's environment.
ij ij ij ij ij ij ij ij ij ij ij
True False
ij
11. Most of the practicing managers and their organizations cultures believe, fully implement,
ij ij ij ij ij ij ij ij ij ij ij
and consistently adhere to a full-fledged HPWPs approach to management.
ij ij ij ij ij ij ij ij ij ij
True False i j i j
12. The movement to not only recognize, but also do something about the "Knowing-Doing
ij ij ij ij ij ij ij ij ij ij ij ij
Gap" is the movement towards evidence-based management.
ij ij ij ij ij ij ij
True False i j i j
13. Most of the "new management practices" are essentially a readapted version of existing
ij ij ij ij ij ij ij ij ij ij ij ij
"old management truths."
ij ij ij
True False i j i j
download full file at http://testbankinstant.com ij ij ij ij
