,Table of Content
f f
Chapter 1: Introduction to Organizational Behavior: An Evidence-Based Approach
f f f f f f f f
Chapter 2: Environmental Context: Globalization, Diversity, and Ethics
f f f f f f f
Chapter 3: Organizational Context: Design and Culture
f f f f f f
Chapter 4: Organizational Context: Reward Systems
f f f f f
Chapter 5: Personality, Perception, and Employee Attitudes
f f f f f f
Chapter 6: Motivational Needs, Processes, and Applications
f f f f f f
Chapter 7: Positive Organizational Behavior and Psychological Capital
f f f f f f f
Chapter 8: Communication and Decision Making
f f f f f
Chapter 9: Stress and Conflict
f f f f
Chapter 10: Power and Politics
f f f f
Chapter 11: Groups and Teams
f f f f
Chapter 12: Behavioral Performance Management
f f f f
Chapter 13: Effective Leadership Processes
f f f f
Chapter 14: Great Leaders: An Evidenced-Based Approach
f f f f f f
,Full file at http://testbankinstant.CH/Test-Bank-for-Organizational-
f f f x
Chapter01 Introduc f f
tionto Organizational Behavior: AnEvidence-Based Approach
f f f f f f
Truef/fFalsefQuestions
1. The major challenge and critical competitive advantage for any organization is the human reso
f f f f f f f f f f f f f
urce of that company.
f f f
True False
2. Casey, a relationship manager in a bank creates value for her organization through her network
f f f f f f f f f f f f f f
s, connections, and friends. These values can be referred to as "positive psychological capital."
f f f f f f f f f f f f f
True False
3. Roger, a sales manager for Heust Pvt. Ltd., is impressed with his new sales executive, Tim. Acco
f f f f f f f f f f f f f f f f
rding to Roger, Tim is optimistic, can perform well under pressure, and is very confident about wha
f f f f f f f f f f f f f f f f
t he does. These qualities can be referred to as "positive psychological capital." True
f f f f False f f f f f f f f f
4. The problems with human organizations and the solutions over the ages have undergone dras
f f f f f f f f f f f f f
tic changes compared to their emphasis and surrounding environmental context.
f f f f f f f f f
True False
5. A paradigm establishes only written rules. T
f f f f f f
rue False
6. ‘Paradigm shift' refers to the situation in which those in the existing paradigm may not even see th
f f f f f f f f f f f f f f f f f
e changes that are occurring, and therefore, cannot analyze the changes.
f f f f f f f f f f
True False
download full file at http://testbankinstant.com f f f f
, Fullfileathttp://testbankinstant.CH/Test-Bank-for-Organizational-
f f f x
7. Reasons for considerable resistance to change and difficulty to move from the old man
f f f f f f f f f f f f f
agement paradigm to the new can be explained by the "paradigm effect."
f f f f f f f f f f f
True False
f f
8. The fact that today's managers are competent in their functional specialization is sufficient to re
f f f f f f f f f f f f f f
iterate that most of them paid close attention to the conceptual and human dimensions of their jobs
f f f f f f f f f f f f f f f f
.
True False
f f
9. According to Theory X, if employees were kept happy, they would become high perf
f f f f f f f f f f f f f
ormers.
True False
f f
10. Theory X is the natural choice for most organizations in today's environment. Tru
f f f f f f f f f f f f
e False
11. Most of the practicing managers and their organizations cultures believe, fully implement, and
f f f f f f f f f f f f f
consistently adhere to a full-fledged HPWPs approach to management.
f f f f f f f f
True False
f f
12. The movement to not only recognize, but also do something about the "Knowing-
f f f f f f f f f f f f
Doing Gap" is the movement towards evidence-based management.
f f f f f f f
True False
f f
13. Most of the "new management practices" are essentially a readapted version of existing "old
f f f f f f f f f f f f f
management truths."
f f
True False
f f
download full file at http://testbankinstant.com
f f f f
f f
Chapter 1: Introduction to Organizational Behavior: An Evidence-Based Approach
f f f f f f f f
Chapter 2: Environmental Context: Globalization, Diversity, and Ethics
f f f f f f f
Chapter 3: Organizational Context: Design and Culture
f f f f f f
Chapter 4: Organizational Context: Reward Systems
f f f f f
Chapter 5: Personality, Perception, and Employee Attitudes
f f f f f f
Chapter 6: Motivational Needs, Processes, and Applications
f f f f f f
Chapter 7: Positive Organizational Behavior and Psychological Capital
f f f f f f f
Chapter 8: Communication and Decision Making
f f f f f
Chapter 9: Stress and Conflict
f f f f
Chapter 10: Power and Politics
f f f f
Chapter 11: Groups and Teams
f f f f
Chapter 12: Behavioral Performance Management
f f f f
Chapter 13: Effective Leadership Processes
f f f f
Chapter 14: Great Leaders: An Evidenced-Based Approach
f f f f f f
,Full file at http://testbankinstant.CH/Test-Bank-for-Organizational-
f f f x
Chapter01 Introduc f f
tionto Organizational Behavior: AnEvidence-Based Approach
f f f f f f
Truef/fFalsefQuestions
1. The major challenge and critical competitive advantage for any organization is the human reso
f f f f f f f f f f f f f
urce of that company.
f f f
True False
2. Casey, a relationship manager in a bank creates value for her organization through her network
f f f f f f f f f f f f f f
s, connections, and friends. These values can be referred to as "positive psychological capital."
f f f f f f f f f f f f f
True False
3. Roger, a sales manager for Heust Pvt. Ltd., is impressed with his new sales executive, Tim. Acco
f f f f f f f f f f f f f f f f
rding to Roger, Tim is optimistic, can perform well under pressure, and is very confident about wha
f f f f f f f f f f f f f f f f
t he does. These qualities can be referred to as "positive psychological capital." True
f f f f False f f f f f f f f f
4. The problems with human organizations and the solutions over the ages have undergone dras
f f f f f f f f f f f f f
tic changes compared to their emphasis and surrounding environmental context.
f f f f f f f f f
True False
5. A paradigm establishes only written rules. T
f f f f f f
rue False
6. ‘Paradigm shift' refers to the situation in which those in the existing paradigm may not even see th
f f f f f f f f f f f f f f f f f
e changes that are occurring, and therefore, cannot analyze the changes.
f f f f f f f f f f
True False
download full file at http://testbankinstant.com f f f f
, Fullfileathttp://testbankinstant.CH/Test-Bank-for-Organizational-
f f f x
7. Reasons for considerable resistance to change and difficulty to move from the old man
f f f f f f f f f f f f f
agement paradigm to the new can be explained by the "paradigm effect."
f f f f f f f f f f f
True False
f f
8. The fact that today's managers are competent in their functional specialization is sufficient to re
f f f f f f f f f f f f f f
iterate that most of them paid close attention to the conceptual and human dimensions of their jobs
f f f f f f f f f f f f f f f f
.
True False
f f
9. According to Theory X, if employees were kept happy, they would become high perf
f f f f f f f f f f f f f
ormers.
True False
f f
10. Theory X is the natural choice for most organizations in today's environment. Tru
f f f f f f f f f f f f
e False
11. Most of the practicing managers and their organizations cultures believe, fully implement, and
f f f f f f f f f f f f f
consistently adhere to a full-fledged HPWPs approach to management.
f f f f f f f f
True False
f f
12. The movement to not only recognize, but also do something about the "Knowing-
f f f f f f f f f f f f
Doing Gap" is the movement towards evidence-based management.
f f f f f f f
True False
f f
13. Most of the "new management practices" are essentially a readapted version of existing "old
f f f f f f f f f f f f f
management truths."
f f
True False
f f
download full file at http://testbankinstant.com
f f f f
