TEST BANK FOR ORGANIZATIONAL BEHAVIOR AN EVIDENCE-BASED
APPROACH, 12 EDITIONS BY FRED LUTHANS 2025 ALL CHAPTERSLATEST
GUIDE
,
, 1
1. T/F: Compliance is characterized True by doing what is
required by a request - and nothing more.
2. T/F: Compliance is the most com- Legitimizing mon
outcome of this influence tactic.
3. T/F: Commitment is the most likely True consequence of
the use of an inspirational appeal.
4. T/F: The "foot-in-the-door" tech- False nique is an
example of the social influence principle of social proof.
5. T/F: Building good relationships at True work includes
regularly talking a little about your personal life.
6. T/F: Good business etiquette al- True most always
includes a good, firm handshake with people who enter
your office.
7. T/F: In introductions, when posi- True tive information
is given first, people are more likely to ignore later
information.
pg. 1
, 2
8. T/F: When introducing others, try True to state each name
several times to give each person the best chance of picking
up on the name.
9. T/F: When making introductions in False the business
world, defer to office seniority and social standing, not
gender.
10. T/F: Activity-based goals are more False important than
outcome-based goals in team performance.
11. T/F: When people are alone, they False make decisions
that have more risks than when they are in teams.
12. T/F: Groupthink is a phenomenon True found in highly
cohesive groups when team members strive to maintain
harmony at the expense of quality decision making.
13. T/F: A climate of trust, open com- True munication, and
risk taking is a critical success factor that promotes more
creativity in teams.
14. T/F: Divergent thinking empha- False sizes speed,
accuracy, and logic.
pg. 2
APPROACH, 12 EDITIONS BY FRED LUTHANS 2025 ALL CHAPTERSLATEST
GUIDE
,
, 1
1. T/F: Compliance is characterized True by doing what is
required by a request - and nothing more.
2. T/F: Compliance is the most com- Legitimizing mon
outcome of this influence tactic.
3. T/F: Commitment is the most likely True consequence of
the use of an inspirational appeal.
4. T/F: The "foot-in-the-door" tech- False nique is an
example of the social influence principle of social proof.
5. T/F: Building good relationships at True work includes
regularly talking a little about your personal life.
6. T/F: Good business etiquette al- True most always
includes a good, firm handshake with people who enter
your office.
7. T/F: In introductions, when posi- True tive information
is given first, people are more likely to ignore later
information.
pg. 1
, 2
8. T/F: When introducing others, try True to state each name
several times to give each person the best chance of picking
up on the name.
9. T/F: When making introductions in False the business
world, defer to office seniority and social standing, not
gender.
10. T/F: Activity-based goals are more False important than
outcome-based goals in team performance.
11. T/F: When people are alone, they False make decisions
that have more risks than when they are in teams.
12. T/F: Groupthink is a phenomenon True found in highly
cohesive groups when team members strive to maintain
harmony at the expense of quality decision making.
13. T/F: A climate of trust, open com- True munication, and
risk taking is a critical success factor that promotes more
creativity in teams.
14. T/F: Divergent thinking empha- False sizes speed,
accuracy, and logic.
pg. 2
