,Organizational Behavior An Evidence-Based Approach, 13 Edition Fred Luthans Test Bank
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Table of Content
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Chapter t1 1: Introduction to Organizational Behavior: An Evidence-Based Approach
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Chapter t1 2: Environmental Context: Globalization, Diversity, and Ethics
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Chapter t1 3: Organizational Context: Design and Culture
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Chapter t1 4: Organizational Context: Reward Systems
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Chapter t1 5: Personality, Perception, and Employee Attitudes
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Chapter t1 6: Motivational Needs, Processes, and Applications
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Chapter t1 7: Positive Organizational Behavior and Psychological Capital
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Chapter t1 8: Communication and Decision Making
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Chapter t1 9: Stress and Conflict
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Chapter t1 10: Power and Politics
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Chapter t1 11: Groups and Teams
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Chapter t1 12: Behavioral Performance Management
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Chapter t1 13: Effective Leadership Processes
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Chapter t1 14: Great Leaders: An Evidenced-Based Approach
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, Chapter 01 t1
t1 Introduction to Organizational Behavior: An Evidence-Based Approach t1 t1 t1 t1 t1 t1
True t1/ t1False t1Questions
1. The major challenge and critical competitive advantage for any organization
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is the human resource of that company.
t1 t1 t1 t1 t1 t1 t1
True False t1 t 1
2. Casey, a relationship manager in a bank creates value for her organization
t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
through her networks, connections, and friends. These values can be referred
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to as "positive psychological capital."
t1 t1 t1 t1 t1
True False t1 t 1
3. Roger, a sales manager for Heust Pvt. Ltd., is impressed with his new sales
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executive, Tim. According to Roger, Tim is optimistic, can perform well under pressure, and is
t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
very confident about what he does. These qualities can be referred to as "positive
t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
psychological capital."
t1 t1
True t1 t 1 False
4. The problems with human organizations and the solutions over the ages have
t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
undergone drastic changes compared to their emphasis and surrounding
t1 t1 t1 t1 t1 t1 t1 t1 t1
environmental context.
t1 t1
True t1 t 1 False
5. A paradigm establishes only written
t1 t1 t1 t1
rules. True False
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6. ‘Paradigmshift'refers to the situation in which those in the existing paradigm may t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
not even see the changes that are occurring, and therefore, cannot analyze the
t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
changes. True False
t1 t1 t 1
, 7. Reasons for considerable resistance to change and difficulty to
t1 t1 t1 t1 t1 t1 t1 t1
move from the old management paradigm to the new can be explained
t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
by the "paradigm effect." True
t1 t1 t1 False t1 t1 t 1
8. The fact that today's managers are competent in their functional
t1 t1 t1 t1 t1 t1 t1 t1 t1
specialization is sufficient to reiterate that most of them paid close attention to
t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
the conceptual and human dimensions of their jobs.
t1 t1 t1 t1 t1 t1 t1 t1
True False t1 t 1
9. According to Theory X, if employees t 1 t 1 t 1 t 1 t 1 t 1 were t 1 kept t 1 happy,
they would become high performers.
t 1 t 1 t 1 t1 t1
True False t1 t 1
10. Theory X is the natural choice for most organizations in today's
t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
environment. True False
t1 t1 t 1
11. Most of the practicing tmanagers
1 and their torganizations
1 t 1 t 1 t 1 t 1 t 1
cultures
t 1 believe, fully implement, and consistently adhere to a full-fledged
t 1 t 1 t1 t1 t1 t1 t1 t1 t1
HPWPs approach to management. True
t1 t1 False t1 t1 t1 t 1
12. The movement to not only recognize, but also do something about the
t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
"Knowing- Doing Gap" is the movement towards evidence-based
t1 t1 t1 t1 t1 t1 t1 t1
management.
t1
True False t1 t 1
13. Most of the "new management practices" are essentially a readapted
t1 t1 t1 t1 t1 t1 t1 t1 t1
version of existing "old management truths."
t1 t1 t1 t1 t1 t1
True False t1 t 1
t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
Table of Content
t1 t1
Chapter t1 1: Introduction to Organizational Behavior: An Evidence-Based Approach
t1 t1 t1 t1 t1 t1 t1
Chapter t1 2: Environmental Context: Globalization, Diversity, and Ethics
t1 t1 t1 t1 t1 t1
Chapter t1 3: Organizational Context: Design and Culture
t1 t1 t1 t1 t1
Chapter t1 4: Organizational Context: Reward Systems
t1 t1 t1 t1
Chapter t1 5: Personality, Perception, and Employee Attitudes
t1 t1 t1 t1 t1
Chapter t1 6: Motivational Needs, Processes, and Applications
t1 t1 t1 t1 t1
Chapter t1 7: Positive Organizational Behavior and Psychological Capital
t1 t1 t1 t1 t1 t1
Chapter t1 8: Communication and Decision Making
t1 t1 t1 t1
Chapter t1 9: Stress and Conflict
t1 t1 t1
Chapter t1 10: Power and Politics
t1 t1 t1
Chapter t1 11: Groups and Teams
t1 t1 t1
Chapter t1 12: Behavioral Performance Management
t1 t1 t1
Chapter t1 13: Effective Leadership Processes
t1 t1 t1
Chapter t1 14: Great Leaders: An Evidenced-Based Approach
t1 t1 t1 t1 t1
, Chapter 01 t1
t1 Introduction to Organizational Behavior: An Evidence-Based Approach t1 t1 t1 t1 t1 t1
True t1/ t1False t1Questions
1. The major challenge and critical competitive advantage for any organization
t1 t1 t1 t1 t1 t1 t1 t1 t1
is the human resource of that company.
t1 t1 t1 t1 t1 t1 t1
True False t1 t 1
2. Casey, a relationship manager in a bank creates value for her organization
t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
through her networks, connections, and friends. These values can be referred
t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
to as "positive psychological capital."
t1 t1 t1 t1 t1
True False t1 t 1
3. Roger, a sales manager for Heust Pvt. Ltd., is impressed with his new sales
t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
executive, Tim. According to Roger, Tim is optimistic, can perform well under pressure, and is
t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
very confident about what he does. These qualities can be referred to as "positive
t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
psychological capital."
t1 t1
True t1 t 1 False
4. The problems with human organizations and the solutions over the ages have
t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
undergone drastic changes compared to their emphasis and surrounding
t1 t1 t1 t1 t1 t1 t1 t1 t1
environmental context.
t1 t1
True t1 t 1 False
5. A paradigm establishes only written
t1 t1 t1 t1
rules. True False
t1 t1 t 1
6. ‘Paradigmshift'refers to the situation in which those in the existing paradigm may t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
not even see the changes that are occurring, and therefore, cannot analyze the
t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
changes. True False
t1 t1 t 1
, 7. Reasons for considerable resistance to change and difficulty to
t1 t1 t1 t1 t1 t1 t1 t1
move from the old management paradigm to the new can be explained
t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
by the "paradigm effect." True
t1 t1 t1 False t1 t1 t 1
8. The fact that today's managers are competent in their functional
t1 t1 t1 t1 t1 t1 t1 t1 t1
specialization is sufficient to reiterate that most of them paid close attention to
t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
the conceptual and human dimensions of their jobs.
t1 t1 t1 t1 t1 t1 t1 t1
True False t1 t 1
9. According to Theory X, if employees t 1 t 1 t 1 t 1 t 1 t 1 were t 1 kept t 1 happy,
they would become high performers.
t 1 t 1 t 1 t1 t1
True False t1 t 1
10. Theory X is the natural choice for most organizations in today's
t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
environment. True False
t1 t1 t 1
11. Most of the practicing tmanagers
1 and their torganizations
1 t 1 t 1 t 1 t 1 t 1
cultures
t 1 believe, fully implement, and consistently adhere to a full-fledged
t 1 t 1 t1 t1 t1 t1 t1 t1 t1
HPWPs approach to management. True
t1 t1 False t1 t1 t1 t 1
12. The movement to not only recognize, but also do something about the
t1 t1 t1 t1 t1 t1 t1 t1 t1 t1 t1
"Knowing- Doing Gap" is the movement towards evidence-based
t1 t1 t1 t1 t1 t1 t1 t1
management.
t1
True False t1 t 1
13. Most of the "new management practices" are essentially a readapted
t1 t1 t1 t1 t1 t1 t1 t1 t1
version of existing "old management truths."
t1 t1 t1 t1 t1 t1
True False t1 t 1
