Badm 310 Exam 1 Practice

33 Questions | Total Attempts: 153

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Organization Quizzes & Trivia

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


Questions and Answers
  • 1. 
    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?
    • A. 

      Behavioral

    • B. 

      Affective

    • C. 

      Judgmental

    • D. 

      Cognitive

  • 2. 
    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:
    • A. 

      OCB

    • B. 

      Job satisfaction

    • C. 

      Organization Commitment

    • D. 

      Job Involvement

  • 3. 
    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:
    • A. 

      Cognitive dissonance

    • B. 

      Emotional intelligence

    • C. 

      Assumed similarity

    • D. 

      A halo effect

  • 4. 
    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:
    • A. 

      Low job satisfaction

    • B. 

      Misperception of his jobs' relationships

    • C. 

      Personality Problems

    • D. 

      Lack of Emotional Intelligence

  • 5. 
    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?
    • A. 

      Halo effect

    • B. 

      Stereotyping

    • C. 

      Self-monitoring

    • D. 

      Selectivity

  • 6. 
    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?
    • A. 

      Perception is shaped by Personality

    • B. 

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

    • C. 

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

    • D. 

      None of the above

  • 7. 
    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.
    • A. 

      Halo effect

    • B. 

      Stereotyping

    • C. 

      Selectivity

    • D. 

      Perception

  • 8. 
    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:
    • A. 

      External cause beyond his control

    • B. 

      None of the above

  • 9. 
    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.
    • A. 

      Instrumentality

    • B. 

      Extinction

    • C. 

      Valence

    • D. 

      Expectancy

  • 10. 
    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?
    • A. 

      Take shorter breaks.

    • B. 

      Ask her boss for a raise.

    • C. 

      Compare herself to someone else.

    • D. 

      Any of the three actions above might occur.

  • 11. 
    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 _____________________.
    • A. 

      Negative reinforcement

    • B. 

      Positive reinforcement

    • C. 

      Extinction

    • D. 

      Punishment

  • 12. 
    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?
    • A. 

      Emphasizing the reward for achieving the goal.

    • B. 

      Making the goals public.

    • C. 

      Setting difficult and specific goals.

    • D. 

      Participation in setting the goals.

  • 13. 
    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?
    • A. 

      Problem identification.

    • B. 

      Analysis of alternatives.

    • C. 

      Identifying decision criteria.

    • D. 

      Implementing the alternative.

  • 14. 
    All of the following were mentioned in class as decision-making styles EXCEPT:
    • A. 

      Conceptual.

    • B. 

      Analytic.

    • C. 

      Egotistical.

    • D. 

      Directive.

  • 15. 
    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?
    • A. 

      Because all alternatives and consequences are known

    • B. 

      Because you may not have the time/resources

    • C. 

      All of the above

    • D. 

      Because you might fall into the escalation of commitment bias

  • 16. 
    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.
    • A. 

      Satisficing.

    • B. 

      Risk.

    • C. 

      Uncertainty.

    • D. 

      Ambiguity

  • 17. 
    From the clip we saw in class from the movie Apollo 13 we concluded that:
    • A. 

      Group Decision Making ALWAYS help avoid diffusing responsibility.

    • B. 

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

    • C. 

      Individual Decision Making ALWAYS help diffusing responsibility.

    • D. 

      None of the above.

  • 18. 
    According to our discussion in class, programmed decisions are commonly overlooked in most organizations because:
    • A. 

      They are usually cheap to implement.

    • B. 

      They are never important.

    • C. 

      They are usually done through routines.

    • D. 

      All of the above.

  • 19. 
    In class we differentiated groups from teams. You could summarize one of the main insights from that discussion as:
    • A. 

      Not all teams are groups

    • B. 

      Groups are teams do not differ greatly

    • C. 

      Not all groups are teams

    • D. 

      None of the above

  • 20. 
    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?
    • A. 

      Cross-functional Team.

    • B. 

      Functional Team.

    • C. 

      Self Managed Team.

    • D. 

      An innovative team.

  • 21. 
    During our discussion of the most important issues to consider when trying to understand how teams function, we stressed that:
    • A. 

      Team processes are the ONLY issue you should monitor

    • B. 

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

    • C. 

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

    • D. 

      None of the above

  • 22. 
    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:
    • A. 

      Stronger norms always lead to efficacy.

    • B. 

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

    • C. 

      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

    • D. 

      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.

  • 23. 
    Moderate levels of relationship-oriented conflict are often conducive to high levels of group performance.
    • A. 

      True

    • B. 

      False

  • 24. 
    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:
    • A. 

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

    • B. 

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

    • C. 

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

    • D. 

      Keep your discussion as short as possible

  • 25. 
    Filtering of organizational communications occurs primarily in upward communications.
    • A. 

      True

    • B. 

      False

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