Badm 310 Exam 1 Practice

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  • 1/33 Questions

    When discussing in class about how people tend to make attributions, we note that, in general, people tend to interpret/attribute certain situations in the same way. Let's imagine that you are a 'senior partner' in a team of accountants within a Big 4 firm. One of your junior team members, fail to deliver on time the part of the project he was responsible for. If in the past, he has shown "high consistency" of appropriate behavior, you are more likely to interpret his current failure to meet the deadline as:

    • External cause beyond his control
    • None of the above
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About This Quiz

This quiz will help students study for the first exam in Management and Organization Behavior.

Organizational Behavior Quizzes & Trivia

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  • 2. 

    In the first day of your internship in a large firm, you are informed that you will be one of the team members in a new product development team formed by an accountant (the team leader), an engineer, a marketing specialist and yourself. Which of the following would better describe this team?

    • Cross-functional Team.

    • Functional Team.

    • Self Managed Team.

    • An innovative team.

    Correct Answer
    A. Cross-functional Team.
    Explanation
    A cross-functional team is the best description for this team because it consists of members from different functional areas such as accounting, engineering, marketing, and potentially other areas. This type of team is formed to bring together individuals with diverse skills and expertise to work collaboratively on a project or task. In this case, the team is formed for new product development, which typically requires input and collaboration from multiple functional areas.

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  • 3. 

    All of the following were mentioned in class as decision-making styles EXCEPT:

    • Conceptual.

    • Analytic.

    • Egotistical.

    • Directive.

    Correct Answer
    A. Egotistical.
    Explanation
    In the given options, all the decision-making styles mentioned in class are Conceptual, Analytic, and Directive. However, Egotistical is not mentioned as one of the decision-making styles. This suggests that Egotistical is the correct answer as it is the only option that is not included in the list of decision-making styles discussed in class.

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  • 4. 

    In class we discussed the importance of considering how different people perceive the world around them differently. Why is important especially important for a manager to be aware of this and to respond to this fact?

    • Perception is shaped by Personality

    • By knowing and responding to this, managers can customize their reactions to each people with whom they interact

    • By knowing and responding to this, managers can assume how ALL employees react

    • None of the above

    Correct Answer
    A. By knowing and responding to this, managers can customize their reactions to each people with whom they interact
    Explanation
    Managers need to be aware of how different people perceive the world around them because perception is shaped by personality. By understanding this, managers can customize their reactions and responses to each individual they interact with. This allows them to effectively communicate and motivate their employees, as well as address any conflicts or issues that may arise. By acknowledging and responding to the different perspectives and perceptions of their team members, managers can create a more inclusive and productive work environment.

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  • 5. 

    According to our discussion in class, programmed decisions are commonly overlooked in most organizations because:

    • They are usually cheap to implement.

    • They are never important.

    • They are usually done through routines.

    • All of the above.

    Correct Answer
    A. They are usually done through routines.
    Explanation
    Programmed decisions are commonly overlooked in most organizations because they are usually done through routines. This means that these decisions are repetitive and can be easily automated or delegated to lower-level employees. Since they are routine and predictable, organizations may not give them much attention or consideration. Additionally, programmed decisions are often less important compared to non-programmed decisions, which require more analysis and judgment. Therefore, organizations tend to focus more on non-programmed decisions, leading to the oversight of programmed decisions.

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  • 6. 

    In class we differentiated groups from teams. You could summarize one of the main insights from that discussion as:

    • Not all teams are groups

    • Groups are teams do not differ greatly

    • Not all groups are teams

    • None of the above

    Correct Answer
    A. Not all groups are teams
    Explanation
    The main insight from the discussion is that not all groups can be considered as teams. While there may be similarities between groups and teams, they are not the same thing. This suggests that there are certain characteristics or dynamics that differentiate a team from a group. Therefore, the correct answer is "Not all groups are teams."

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  • 7. 

    During our discussion of the most important issues to consider when trying to understand how teams function, we stressed that:

    • Team processes are the ONLY issue you should monitor

    • If team design is well-crafted, you shouldn't concern about team efficacy

    • Although team processes and team design are both important, design problems may trump team's efficacy even in those teams with not process problems

    • None of the above

    Correct Answer
    A. Although team processes and team design are both important, design problems may trump team's efficacy even in those teams with not process problems
    Explanation
    Team processes and team design are both important factors to consider when trying to understand how teams function. However, design problems can have a greater impact on a team's efficacy, even in teams that do not have process problems. This means that even if a team has effective processes in place, if there are design flaws or issues, it can still hinder the team's overall effectiveness. Therefore, it is crucial to not only monitor team processes but also pay attention to team design in order to ensure optimal team performance.

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  • 8. 

    In class we discussed scientific evidence that proves without doubt that women are better managers than men:

    • True

    • False

    Correct Answer
    A. False
    Explanation
    The given answer is False. This means that the statement discussed in class, which claims that scientific evidence proves women are better managers than men, is not true. The explanation for this answer could be that while there may be studies and evidence suggesting that women possess certain qualities that make them effective managers, it is not accurate or fair to make a blanket statement that women are universally better managers than men. Management skills and abilities can vary greatly among individuals, regardless of gender.

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  • 9. 

    In class we saw a clip from the movie "Office Space". The main character of the movie was called Peter Gibbons (played by actor Ron Livingston). If you have to guess the reason behind the lack of job efficacy he seem to portray, which of the following concepts you should use:

    • Low job satisfaction

    • Misperception of his jobs' relationships

    • Personality Problems

    • Lack of Emotional Intelligence

    Correct Answer
    A. Low job satisfaction
    Explanation
    The reason behind the lack of job efficacy portrayed by Peter Gibbons in the movie "Office Space" is low job satisfaction. This can be inferred from the fact that Peter appears disengaged and unmotivated in his job, showing signs of dissatisfaction and a lack of interest in his work. This is further supported by his actions, such as his disinterest in attending work and his desire to do as little as possible. Low job satisfaction can greatly affect an individual's performance and productivity in their job.

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  • 10. 

    You are an executive who values both profits and the environment. Your company has found a way to boost profits by dumping partially processed waste in a nearby river. Dumping the waste is legal, but it is likely to harm the environment. This action creates tension for you. You are experiencing:

    • Cognitive dissonance

    • Emotional intelligence

    • Assumed similarity

    • A halo effect

    Correct Answer
    A. Cognitive dissonance
    Explanation
    Cognitive dissonance refers to the psychological discomfort that arises when an individual holds conflicting beliefs, attitudes, or values. In this scenario, the executive values both profits and the environment, but the action of dumping waste in the river goes against their environmental values. This creates a state of cognitive dissonance as the executive experiences tension and discomfort due to the conflict between their values and the action they are considering.

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  • 11. 

    We discuss in class common attribution's shortcuts most human beings use regularly. When you see that one of your teammates is choosing to pay disproportionate attention to certain parts of the information you need to use to solve a group problem, you know that he/she is likely falling into a ________ bias.

    • Halo effect

    • Stereotyping

    • Selectivity

    • Perception

    Correct Answer
    A. Selectivity
    Explanation
    When someone is paying disproportionate attention to certain parts of the information, it indicates that they are exhibiting selectivity bias. This bias refers to the tendency to focus on specific details or aspects while ignoring others, which can lead to a distorted perception or understanding of the overall situation.

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  • 12. 

    In the clip we saw in class "Who is on First?", two famous comedians took to the extreme one of the common problems people face when communicating with other people. Even when each of these next tactics make sense, the main lesson of the clip according to our discussion in class is:

    • Keep asking your interlocutor for more details until you fully understand what he is saying

    • Be aware regarding possible different perceptions/understandings that your interlocutor might have when answering your questions

    • Avoid getting emotional when you don't get the information you need

    • Keep your discussion as short as possible

    Correct Answer
    A. Be aware regarding possible different perceptions/understandings that your interlocutor might have when answering your questions
    Explanation
    The correct answer is "Be aware regarding possible different perceptions/understandings that your interlocutor might have when answering your questions." This is the main lesson of the clip because the comedy sketch highlights the confusion and misunderstandings that can arise from miscommunication. The characters in the sketch have different interpretations of the same words, leading to a humorous and exaggerated conversation. The lesson is to be aware that people may have different understandings or perceptions, and to clarify and seek further understanding to avoid miscommunication.

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  • 13. 

    We discussed in class that norms and defiance of those norms by team members can be quite consequential for the efficacy of the team. We can summarize the key insight from the interrelations between these two concepts as:

    • Stronger norms always lead to efficacy.

    • The more defiance, the more likely norms will be followed.

    • Norms and defiance are two sides of the same coin, and a mix of both of them might be necessary for the short-term efficacy of the team

    • Norms and defiance are two sides of the same coin, and a mix of both of them might be necessary for the long-term efficacy of the team.

    Correct Answer
    A. Norms and defiance are two sides of the same coin, and a mix of both of them might be necessary for the long-term efficacy of the team.
    Explanation
    The correct answer suggests that both norms and defiance are essential for the long-term efficacy of a team. Norms provide structure and guidelines for team members, while defiance challenges these norms and can lead to innovation and growth. A balance between the two is necessary to ensure that the team maintains its effectiveness over time.

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  • 14. 

    From the clip we saw in class from the movie Apollo 13 we concluded that:

    • Group Decision Making ALWAYS help avoid diffusing responsibility.

    • A strong decision maker may be needed to avoid diffusion of responsibility.

    • Individual Decision Making ALWAYS help diffusing responsibility.

    • None of the above.

    Correct Answer
    A. A strong decision maker may be needed to avoid diffusion of responsibility.
    Explanation
    The correct answer is that a strong decision maker may be needed to avoid diffusion of responsibility. This conclusion is based on the clip from the movie Apollo 13 that was shown in class. In the clip, it was evident that having a strong decision maker was necessary to ensure that responsibility was not diffused among the group. This suggests that in certain situations, group decision making may not always help avoid diffusion of responsibility, and instead, a strong decision maker is required.

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  • 15. 

    Jenny is a new employee at BW enterprises within the research and development department. Unfortunately, Jenny just found out that John, hired at the same time as her, is making more money, even when he seems to be doing the same job that she is performing. Equity theory suggests several actions that Jenny might take to reduce the negative feelings that have arisen since finding this out. Which of the following is NOT one of those actions?

    • Take shorter breaks.

    • Ask her boss for a raise.

    • Compare herself to someone else.

    • Any of the three actions above might occur.

    Correct Answer
    A. Take shorter breaks.
    Explanation
    Equity theory suggests that when individuals perceive inequity in the workplace, they are motivated to restore balance. In this case, Jenny feels unfairly treated because she found out that John, who joined at the same time as her, is earning more for the same job. To reduce her negative feelings, Jenny could ask her boss for a raise, compare herself to someone else to gain perspective, or any combination of these actions. However, taking shorter breaks is not a recommended action to address the issue of inequity in pay.

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  • 16. 

    If Bob, the regional sales manager of a public company, were purchasing computers for his sales team, and he is now considering the merits of specific computers in what stage of the RATIONAL decision-making process?

    • Problem identification.

    • Analysis of alternatives.

    • Identifying decision criteria.

    • Implementing the alternative.

    Correct Answer
    A. Analysis of alternatives.
    Explanation
    In this scenario, Bob, the regional sales manager, is already considering the merits of specific computers for his sales team. This indicates that he has already identified the problem (the need for computers) and is now in the stage of analyzing different alternatives (specific computers) to address this problem. Therefore, he is in the stage of analysis of alternatives in the rational decision-making process.

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  • 17. 

    One way of explaining why people behave differently under the same circumstances is to consider that they have certain 'preconceptions' or attitudes that control how they react to any stimulus. One of this job-related attitude defined as the identification of employees with their organization is:

    • OCB

    • Job satisfaction

    • Organization Commitment

    • Job Involvement

    Correct Answer
    A. Organization Commitment
    Explanation
    Organization commitment refers to the extent to which employees identify with and are dedicated to their organization. This attitude can greatly influence how individuals behave in the workplace, as those who are highly committed to their organization are more likely to go above and beyond their job requirements and exhibit positive behaviors that benefit the organization, known as Organizational Citizenship Behavior (OCB). Job satisfaction and job involvement are related concepts, but they do not specifically address the extent of identification with the organization.

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  • 18. 

    As we discussed in class, people use mental shortcuts to make attributions about organizational events. Which of the following are NOT shortcuts used to make attributions?

    • Halo effect

    • Stereotyping

    • Self-monitoring

    • Selectivity

    Correct Answer
    A. Self-monitoring
    Explanation
    Self-monitoring is not a shortcut used to make attributions. Self-monitoring refers to the ability of individuals to regulate and control their behavior in different social situations. It is not directly related to making attributions about organizational events. On the other hand, the halo effect, stereotyping, and selectivity are all cognitive shortcuts that individuals use to make attributions. The halo effect refers to the tendency to generalize positive or negative traits about a person or organization based on one characteristic or event. Stereotyping involves categorizing individuals or groups based on preconceived notions or assumptions. Selectivity refers to the tendency to selectively perceive and interpret information based on preexisting beliefs or biases.

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  • 19. 

    Angie is discouraged by the low productivity and motivation she sees in her employees. She tries to convince the employees that things will get better if they work harder. In talking to employees, Angie suggests that she will get raises for the employees based on their higher productivity. However, while they are confident they will be able to produce more if they work harder, the employees are skeptical that Angie can deliver on the raises if they put in the extra effort. This skepticism means that the employees' sense of __________ is not very strong.

    • Instrumentality

    • Extinction

    • Valence

    • Expectancy

    Correct Answer
    A. Instrumentality
    Explanation
    The employees' skepticism about Angie's ability to deliver on the promised raises indicates that their sense of instrumentality, or the belief that their increased effort will result in the desired outcome, is not very strong. They doubt that their higher productivity will actually lead to the raises they have been promised.

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  • 20. 

    John told me: "The highway is usually very busy at 5 P.M. and is scary to drive on, so I'll wait until 7 P.M. to go home". The phrase "The highway is usually very busy," represents which component of John's attitude toward driving home?

    • Behavioral

    • Affective

    • Judgmental

    • Cognitive

    Correct Answer
    A. Cognitive
    Explanation
    The phrase "The highway is usually very busy" represents John's cognitive component of his attitude toward driving home. This component relates to his beliefs, thoughts, and knowledge about the highway being busy at 5 P.M. It reflects his perception and understanding of the situation, which influences his decision to wait until 7 P.M. to drive home.

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  • 21. 

    Brooke is the manager of the night shift in a nursing home. She has been reading information about House's path-goal theory and would like to apply that information to becoming a better leader. Brooke should understand that the path-goal theory is a(n) ______________ model of leadership that advocates matching leadership style to characteristics of the situation the leader faces.

    • Transformational

    • Alternative

    • Fixed

    • Contingency

    Correct Answer
    A. Contingency
    Explanation
    The path-goal theory is a contingency model of leadership that advocates matching leadership style to characteristics of the situation the leader faces. This means that the effectiveness of a leader's behavior depends on the specific circumstances and the needs of their followers. By understanding and applying the path-goal theory, Brooke can adapt her leadership style to best support and motivate her team members in the night shift at the nursing home.

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  • 22. 

    Transformational leadership means guiding or motivating followers in the direction of established goals by clarifying role and task requirements.

    • True

    • False

    Correct Answer
    A. False
    Explanation
    Transformational leadership is not about simply guiding or motivating followers towards established goals. It goes beyond that by inspiring and empowering followers to achieve their full potential and surpass their own expectations. This leadership style involves creating a vision, fostering innovation and creativity, and promoting a sense of purpose and belonging among followers. Therefore, the given statement is false.

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  • 23. 

    Research suggests individual's transformational leadership ability develops with age, but otherwise is largely innate.

    • True

    • False

    Correct Answer
    A. False
    Explanation
    The research suggests that while age may play a role in the development of an individual's transformational leadership ability, it is not the sole determining factor. Instead, the research indicates that this ability is largely innate, meaning it is inherent or naturally present in individuals. Therefore, the correct answer is false, as the statement implies that age is the primary factor in the development of transformational leadership ability, which is not supported by the research.

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  • 24. 

    Your boss, who promises to remove a past written reprimand from your personal file, if you are on time for work during the next two months, is using _____________________.

    • Negative reinforcement

    • Positive reinforcement

    • Extinction

    • Punishment

    Correct Answer
    A. Negative reinforcement
    Explanation
    Negative reinforcement is the correct answer because the boss is promising to remove a past written reprimand, which is an unpleasant consequence, if the employee is on time for work. This removal of the reprimand serves as a reinforcement to encourage the desired behavior of being on time.

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  • 25. 

    Students in college are taught that the BEST way of making a decision is to follow a Rational Decision Making Process (RDMP). However, we learned that following that process is not always possible or desirable. Why wouldn't you follow the RDMP?

    • Because all alternatives and consequences are known

    • Because you may not have the time/resources

    • All of the above

    • Because you might fall into the escalation of commitment bias

    Correct Answer
    A. Because you may not have the time/resources
    Explanation
    The reason for not following the Rational Decision Making Process (RDMP) is that you may not have the time or resources required to go through the entire process. The RDMP involves gathering information, evaluating alternatives, and considering the consequences before making a decision. However, in certain situations, such as time constraints or limited resources, it may not be feasible to follow this process. In such cases, individuals may need to make decisions quickly or with limited information, deviating from the RDMP.

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  • 26. 

    When discussing the importance of leadership for any organization, we noted how different scientists have offered different opinions on what makes for effective leadership. In particular, trait arguments emphasize that:

    • Only those who have an MBA degree can be effective leaders

    • You are born a leader!

    • Leaders are not born, they are trained!

    • Only entrepreneurs can be effective leaders

    Correct Answer
    A. You are born a leader!
  • 27. 

    Filtering of organizational communications occurs primarily in upward communications.

    • True

    • False

    Correct Answer
    A. False
    Explanation
    The statement is false because filtering of organizational communications primarily occurs in downward communications, not upward communications. Filtering refers to the intentional distortion or withholding of information as it is passed through different levels of the organizational hierarchy. In upward communication, employees may filter information to present a more positive or favorable image to their superiors. However, in downward communication, managers may filter information to control the flow of information and maintain power and authority. Therefore, the correct answer is false.

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  • 28. 

    In class, Henderson (the factory manager in the full page example) was discussed as an example of:

    • A transactional leader but not a transformational leader

    • "Manager" but not a "leader"

    • Both of the above

    • None of the above

    Correct Answer
    A. Both of the above
    Explanation
    Henderson, the factory manager discussed in class, is described as both a transactional leader and a manager but not a transformational leader. This means that Henderson focuses on maintaining the status quo, ensuring tasks are completed efficiently and effectively, and providing rewards or punishments based on performance. However, he lacks the ability to inspire and motivate his team towards a shared vision or goals, which is a characteristic of transformational leaders. Therefore, the correct answer is that Henderson is a transactional leader but not a transformational leader, and he is also a manager.

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  • 29. 

    Cobra Autos Supplies has an opportunity to enter the Canadian market at low cost by purchasing Auto-Vite, a chain of auto supply stores that has just gone bankrupt. Some Cobra managers are enthusiastic because they believe the bankruptcy occurred because of poor management, so that Cobra's operations expertise might quickly restore Auto-Vite to profitability. Other Cobra managers point to Auto-Vite's bankruptcy as a sign that the Canadian market - as well as the U.S. market - is in trouble (i.e., recession) and now is not a time for acquisitions. This argument rages on with neither side being able to present truly convincing data to support their view. The disagreement highlights the __________ in MOST REAL LIFE decision-making situation.

    • Satisficing.

    • Risk.

    • Uncertainty.

    • Ambiguity

    Correct Answer
    A. Ambiguity
    Explanation
    The disagreement between the Cobra managers regarding whether to enter the Canadian market highlights the ambiguity in most real-life decision-making situations. The managers have different interpretations of Auto-Vite's bankruptcy, with some believing it was due to poor management and others seeing it as a sign of a troubled market. This lack of clear and definitive information makes it difficult for either side to present convincing data to support their view. In real-life decision-making, ambiguity often exists, and it requires careful analysis and judgment to navigate through uncertain situations.

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  • 30. 

    Goal setting theory describes how to set goals that lead to high performance. Which of the following is NOT specifically a recommendation of goal-setting theory as studied in class?

    • Emphasizing the reward for achieving the goal.

    • Making the goals public.

    • Setting difficult and specific goals.

    • Participation in setting the goals.

    Correct Answer
    A. Emphasizing the reward for achieving the goal.
    Explanation
    Goal-setting theory emphasizes the importance of setting difficult and specific goals, making the goals public, and involving individuals in the goal-setting process. However, it does not specifically recommend emphasizing the reward for achieving the goal. This is because goal-setting theory focuses more on the intrinsic motivation that comes from setting and achieving goals, rather than relying on external rewards. By setting challenging and specific goals, making them public, and involving individuals in the process, goal-setting theory aims to enhance motivation and performance.

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  • 31. 

    Which communication medium (within this incomplete list of possible media) has the lowest information richness?

    • Personally addressed written communication.

    • Face-to-face conversation.

    • Voicemail.

    • Telephone conversation.

    Correct Answer
    A. Personally addressed written communication.
    Explanation
    Personally addressed written communication has the lowest information richness because it lacks the nonverbal cues and immediate feedback that are present in face-to-face conversation and telephone conversation. In written communication, the sender cannot convey tone of voice, facial expressions, or body language, which can lead to misinterpretation or misunderstanding. Additionally, there is a delay in receiving a response, unlike in face-to-face or telephone conversation where feedback is immediate. Therefore, personally addressed written communication is less effective in conveying rich and nuanced information compared to the other options listed.

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  • 32. 

    Moderate levels of relationship-oriented conflict are often conducive to high levels of group performance.

    • True

    • False

    Correct Answer
    A. False
    Explanation
    Moderate levels of relationship-oriented conflict can actually be detrimental to group performance. While some level of conflict can stimulate creativity and innovation, too much conflict can lead to decreased trust, communication breakdowns, and decreased cooperation among group members. It is important for groups to find a balance between task-oriented conflict (which can be beneficial) and relationship-oriented conflict (which can be harmful). Therefore, the statement that moderate levels of relationship-oriented conflict are often conducive to high levels of group performance is false.

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  • 33. 

    We argued in class that being a team leader is likely to be even more challenging that leader of a larger, less structured set of people because team leaders must do more than other leaders. We stressed that among those extra activities do be handled by team leaders are:

    • Be a liaison with external constituencies and regulate conflict within the group

    • Set clear goals and make sure those objectives are met

    • Design the reward and punishment systems to avoid free-riding

    • All of the above

    Correct Answer
    A. Be a liaison with external constituencies and regulate conflict within the group
    Explanation
    Being a team leader is likely to be more challenging than being a leader of a larger, less structured set of people because team leaders have to handle additional activities. These activities include being a liaison with external constituencies and regulating conflict within the group, setting clear goals and ensuring they are met, and designing reward and punishment systems to prevent free-riding. Therefore, the correct answer is "All of the above."

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Quiz Review Timeline (Updated): Mar 21, 2023 +

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  • Current Version
  • Mar 21, 2023
    Quiz Edited by
    ProProfs Editorial Team
  • May 26, 2009
    Quiz Created by
    Vsangui2
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