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Organizational
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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
01Introduction to Organizational Behavior: An Evidence-
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Based Approach z
Truez /z Falsez Questions
1. The major challenge and critical competitive advantage for any organization is the hu
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manresource 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 psycholo
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gicalcapital." yi
True False
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3. Roger, a sales manager for Heust Pvt. Ltd., is impressed with his new sales executive,
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Tim. According to Roger, Tim is optimistic, can perform well under pressure, and is very
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l capital." True False
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4. The problems with human organizations and the solutions over the ages have und
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ergonedrastic changes compared to their emphasis and surrounding environmental
context.
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True False
5. A paradigm establishes only written r
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ules.True False
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6. ‘Paradigm shift' refers to the situation in which those in the existing paradigm may not
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even see the changes that are occurring, and therefore, cannot analyze the changes.
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True False
, 7. Reasons for considerable resistance to change and difficulty to move from the
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old management paradigm to the new can be explained by the "paradigm effect.
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True False
8. The fact that today's managers are competent in their functional specialization is sufficient to
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oft heir jobs.
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True False
9. According to Theory X, if employees were kept happy, they would be
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come highperformers.
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True False
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10. Theory X is the natural choice for most organizations in today's en
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vironment.True False yi
11. Most of the practicing managers and their organizations cultures believe, fully imp
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lement,and consistently adhere to a full-fledged HPWPs approach to management. True
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False
12. The movement to not only recognize, but also do something about the "Kno
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wing-Doing Gap" is the movement towards evidence-based management. True
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False
13. Most of the "new management practices" are essentially a readapted version of exi
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sting "old management truths."
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True False
a g
M
Organizational
,Behavior An Evidence-Based Approach, 14 Edition Fred Luthans Test Bank
z z z z z z z z z
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
01Introduction to Organizational Behavior: An Evidence-
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Based Approach z
Truez /z Falsez Questions
1. The major challenge and critical competitive advantage for any organization is the hu
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manresource 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 psycholo
z z z z z z z z z z z z
gicalcapital." yi
True False
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3. Roger, a sales manager for Heust Pvt. Ltd., is impressed with his new sales executive,
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Tim. According to Roger, Tim is optimistic, can perform well under pressure, and is very
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zconfidentabout what he does. These qualities can be referred to as "positive psychologica
l capital." True False
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4. The problems with human organizations and the solutions over the ages have und
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ergonedrastic changes compared to their emphasis and surrounding environmental
context.
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M z z
z
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True False
5. A paradigm establishes only written r
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ules.True False
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6. ‘Paradigm shift' refers to the situation in which those in the existing paradigm may not
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even see the changes that are occurring, and therefore, cannot analyze the changes.
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True False
, 7. Reasons for considerable resistance to change and difficulty to move from the
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old management paradigm to the new can be explained by the "paradigm effect.
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"
True False
8. The fact that today's managers are competent in their functional specialization is sufficient to
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zreiterate that most of them paid close attention to the conceptual and human dimensions
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oft heir jobs.
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True False
9. According to Theory X, if employees were kept happy, they would be
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come highperformers.
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True False
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10. Theory X is the natural choice for most organizations in today's en
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vironment.True False yi
11. Most of the practicing managers and their organizations cultures believe, fully imp
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lement,and consistently adhere to a full-fledged HPWPs approach to management. True
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False
12. The movement to not only recognize, but also do something about the "Kno
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wing-Doing Gap" is the movement towards evidence-based management. True
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False
13. Most of the "new management practices" are essentially a readapted version of exi
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sting "old management truths."
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True False
