Organizational Behaviour Chapter 1

31 Questions  I  By Krista_500
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  • 1. 
    The study of what people think, feel, and do in and around organizations.
    • A. 

      Counterproductive work behaviours

    • B. 

      Organizational learning

    • C. 

      Organizational memory

    • D. 

      Organizational behaviour

    • E. 

      Corporate social responsibility


  • 2. 
    Groups of people who work interdependently toward some purpose. Employees have structured patterns of interaction, complete certain tasks in a coordinated way, and have a sense of purpose.
    • A. 

      Organizational efficiency

    • B. 

      Organizational learning system

    • C. 

      Open systems

    • D. 

      Stakeholders

    • E. 

      Organizations


  • 3. 
    A broad concept represented by several perspectives, including the organization's fit with external environment, internal subsystems are configured for a high-performance workplace, when companies are learning organizations, and when companies satisfy the needs of key stakeholders.
    • A. 

      Organizational efficiency

    • B. 

      Organizational citizenship behaviours

    • C. 

      Organizational effectiveness

    • D. 

      Open systems

    • E. 

      Organizational behaviour


  • 4. 
    A perspective that organizations take their sustenance from the environment and, in turn, affect that environment through their output.
    • A. 

      Surface-level diversity

    • B. 

      Open systems

    • C. 

      Organizational learning

    • D. 

      Counterproductive work behaviours

    • E. 

      Organizational efficiency


  • 5. 
    A perspective that organizational effectiveness depends on the organization's capacity to acquire, share, use, and store valuable knowledge.
    • A. 

      Organizational learning

    • B. 

      High-performance work practices

    • C. 

      Knowledge sharing

    • D. 

      Organizational efficiency

    • E. 

      Knowledge acquisition


  • 6. 
    The distribution of knowledge throughout the organization.
    • A. 

      Organizational learning

    • B. 

      Knowledge sharing

    • C. 

      Knowledge acquisition

    • D. 

      Organizational efficiency

    • E. 

      Organizational behaviour


  • 7. 
    When information is brought into the organization from the external environment.
    • A. 

      Knowledge acquisition

    • B. 

      Organizational learning

    • C. 

      Corporate social responsibility

    • D. 

      Knowledge sharing

    • E. 

      Intellectual capital


  • 8. 
    The company's stock of knowledge, including human capital, structural capital, and relationship capital.
    • A. 

      Organizational memory

    • B. 

      Knoweldge sharing

    • C. 

      Knowledge acquisition

    • D. 

      Intellectual capital

    • E. 

      Organizational learning


  • 9. 
    The knowledge, skills, and abilities that employees carry around in their heads. Important part of a company's stock of knowledge. The knowledge makes the company effective.
    • A. 

      Intellectual capital

    • B. 

      Human capital

    • C. 

      Relationship capital

    • D. 

      Organizational memory

    • E. 

      Structural capital


  • 10. 
    The knowledge captured and retained in an organization's structures, such as the documentation of work procedures and physical layout of the production line.
    • A. 

      Knowledge acquisition

    • B. 

      Knowledge sharing

    • C. 

      Structural capital

    • D. 

      Intelluctual capital

    • E. 

      Human capital


  • 11. 
    The value derived from an organization's rapport with customer's, suppliers, and others.
    • A. 

      Human capital

    • B. 

      Structural capital

    • C. 

      Intellectual capital

    • D. 

      Relationship capital

    • E. 

      Corporate social responsibility


  • 12. 
    The storage and preservation of human capital. Includes information that employees possess as well as knowledge embedded in the organization's systems and structures. Transfers knowledge to other emloyees and also transfers knowledge into structural capital.
    • A. 

      Organizational efficiency

    • B. 

      High-performance work practices

    • C. 

      Intellectual capital

    • D. 

      Organizational memory

    • E. 

      Unlearning


  • 13. 
    Removes knowledge that no longer adds value to the organization.
    • A. 

      Intellectual capital

    • B. 

      Unlearning

    • C. 

      Organizational memory

    • D. 

      Organizational efficiency

    • E. 

      Structural capital


  • 14. 
    Individuals, organizations, or other entities who affect or are affected by the organization's objectives and actions. Personalizes the open systems perspective. Identifies specific people and social entities in the external and internal environment. Recognizes that these types of relations are dynamic.
    • A. 

      Human capital

    • B. 

      Stakeholders

    • C. 

      Relationship captial

    • D. 

      Structural capital

    • E. 

      Intellectual capital


  • 15. 
    A perspective that effective organizations incorporate several workplace practices that leverage the potential of human capital. Human capital helps the organization realize opportunities or minimize threats in the external environment. The two most widely mentioned forms are employee involvement and job autonomy. Another key variable is employee competence. Various forms of financial and nonfinancial rewards are valued by employees.
    • A. 

      Organization efficiency

    • B. 

      High-performance work practices

    • C. 

      Relationship capital

    • D. 

      Organizational learning

    • E. 

      Organizational memory


  • 16. 
    Relatively stable, evaluative beliefs that guide a person's preferences for outcomes or courses of action in a variety of situations.
    • A. 

      Ethics

    • B. 

      Values

    • C. 

      Unlearning

    • D. 

      Knowledge acquisition

    • E. 

      Knowledge sharing


  • 17. 
    The study of moral principles or values that determine whether outcomes are right or wrong and good or bad.
    • A. 

      Unlearning

    • B. 

      Organizational behaviour

    • C. 

      Ethics

    • D. 

      Corporate social responsibility

    • E. 

      Values


  • 18. 
    Organizational activities intended to benefit society and the environment beyond the firm's immediate financial interests or legal obligations. The view that companies have a contract with society. Adopts the triple bottom line aimed to survive and be profitable in the marketplace (economic), maintaining or improving conditions for society (social), and environmental spheres of sustainability (physical environment).
    • A. 

      Corporate social responsibility

    • B. 

      Ethics

    • C. 

      Values

    • D. 

      Organizational efficiency

    • E. 

      Organizational memory


  • 19. 
    Various forms of cooperation and helpfulness to others that support the organization's social and psychological context. Companies require contextual performance along with task performance.
    • A. 

      Organizational citizenship behaviours

    • B. 

      Corporate social responsbility

    • C. 

      Relationship capital

    • D. 

      Human capital

    • E. 

      Knowledge acquisition


  • 20. 
    Goal-directed behaviours under the individual's control that support organizational obectives.
    • A. 

      High-performance work practices

    • B. 

      Task performance

    • C. 

      Organizational efficiency

    • D. 

      Unlearning

    • E. 

      Organizational behaviour


  • 21. 
    Voluntary behaviours that have the potential to directly or indirectly harm the organization.
    • A. 

      Organizational behaviour

    • B. 

      Unlearning

    • C. 

      Counterproductive work behaviours

    • D. 

      Corporate social responsibility

    • E. 

      Intellectual capital


  • 22. 
    Economic, social, and cultural connectivity with people in other parts of the world. Responsible for increasing work intensification.
    • A. 

      Stakeholders

    • B. 

      Task performance

    • C. 

      Globalization

    • D. 

      Organizational citizenship behaviours

    • E. 

      Organizational efficiency


  • 23. 
    Observable demographic and other covert differences in people, such as their race, ethnicity, gender, age, and physical abilities.
    • A. 

      Surface-level diversity

    • B. 

      Globalization

    • C. 

      Human capital

    • D. 

      Deep-level diversity

    • E. 

      Organizational learning


  • 24. 
    Difference in the psychological characteristics of employees, including personalities, beliefs, values, and attitudes.
    • A. 

      Relationship capital

    • B. 

      Work/life balance

    • C. 

      Human capital

    • D. 

      Deep-level diversity

    • E. 

      Surface-level diversity


  • 25. 
    The degree to which a person minimizes conflict between work and nonwork demands.
    • A. 

      Work/life balance

    • B. 

      High-performance work practices

    • C. 

      Organizational memory

    • D. 

      Task performance

    • E. 

      Structural capital


  • 26. 
    Work performed away from the traditional physical workplace using information technology. The most common form is called telecommuting or telworking. Reduces employee stress by offering better work/life balance and dramatically reducing time lost through commuting to the office.
    • A. 

      Globalization

    • B. 

      High-work performance practices

    • C. 

      Task performance

    • D. 

      Virtual work

    • E. 

      Work/life balance


  • 27. 
    The amount of outputs relative to inputs in the organization's transformation process.
    • A. 

      Open systems

    • B. 

      Organizational effectiveness

    • C. 

      Organizational behaviour

    • D. 

      Intellectual capital

    • E. 

      Organizational efficiency


  • 28. 
    The idea that the field should develop from knowledge in other disciplines, not just from its own isolated research base.
    • A. 

      Organizational behaviour

    • B. 

      The Systematic Research Anchor

    • C. 

      The Multidisciplinary Anchor

    • D. 

      The Contigency Anchor

    • E. 

      The Multiple Levels of Analysis Anchor


  • 29. 
    The result is evidence-based management. Leaders and other decision makers are bombarded with so many ideas. OB research is rarely described in the context of a specific problem in a specific organization. Managers therefore have the difficult task of figuring out which theories are relevant to their unique situation. Some management concepts have become popular because of heavy marketing, not because of any evidence that they are valid. People form perceptions and beliefs quickly and tend to ignore evidence that their beliefs are inaccurate.
    • A. 

      The Multidisciplinary Anchor

    • B. 

      Organizational memory

    • C. 

      The Systematic Research Anchor

    • D. 

      The Multiple Levels of Analysis Anchor

    • E. 

      The Contingency Achor


  • 30. 
    We can't rey on a particular concept or practice having the same results in every situation. We need to understand and diagnose the situation and select the strategy most appropriate under those conditions.
    • A. 

      The Contingency Anchor

    • B. 

      The Multiple Levels of Analysis Anchor

    • C. 

      Organizational efficiency

    • D. 

      The Multidisciplinary Anchor

    • E. 

      The Systematic Research Anchor


  • 31. 
    Three levels: individual, team, and organization. Although an organizational behaviour topic is typically pegged into one level, it usually relates to multiple levels.
    • A. 

      The Systematic Research Anchor

    • B. 

      The Mutliple Levels of Analysis Anchor

    • C. 

      The Multidisciplinary Anchor

    • D. 

      Organizational effectiveness

    • E. 

      The Contingency Anchor


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