Organizational Behavior Final Practice

Outgoing, talkative, sociable

Trusting, good natured, cooperative

Dependable, responsible, persistent

Not relaxed, unsecure, worried

Imaginative, curious, broadminded

Outgoing, talkative, sociable

Trusting, good natured, cooperative

Dependable, responsible, persistent

Not relaxed, unsecure, worried

Imaginative, curious, broadminded

Outgoing, talkative, sociable

Trusting, good natured, cooperative

Dependable, responsible, persistent

Not relaxed, unsecure, worried

Imaginative, curious, broadminded

Outgoing, talkative, sociable

Trusting, good natured, cooperative

Dependable, responsible, persistent

Not relaxed, unsecure, worried

Imaginative, curious, broadminded

Outgoing, talkative, sociable

Trusting, good natured, cooperative

Dependable, responsible, persistent

Not relaxed, unsecure, worried

Imaginative, curious, broadminded

External

Internal

External

Internal

External

Internal

External

Internal

External

Internal

External

Internal

External

Internal

External

Internal

External

Internal

External

Internal

True

False

General Mental Ability (IQ)

Emotional Intelligence

Conscientiousness

Job Satisfaction

Acceptance of power inequalities in institutions and organizations

Act as individuals or as members of groups

Male vs. female

Avoiding uncertainty/ambiguity

Looking to the future vs. looking to the past and present

Acceptance of power inequalities in institutions and organizations

Act as individuals or as members of groups

Male vs. female

Avoiding uncertainty/ambiguity

Looking to the future vs. looking to the past and present

Acceptance of power inequalities in institutions and organizations

Act as individuals or as members of groups

Male vs. female

Avoiding uncertainty/ambiguity

Looking to the future vs. looking to the past and present

Acceptance of power inequalities in institutions and organizations

Act as individuals or as members of groups

Male vs. female

Avoiding uncertainty/ambiguity

Looking to the future vs. looking to the past and present

Acceptance of power inequalities in institutions and organizations

Act as individuals or as members of groups

Male vs. female

Avoiding uncertainty/ambiguity

Looking to the future vs. looking to the past and present

Individualism

Collectivism

Individualism

Collectivism

High

Low

High

Low

High

Low

High

Low

Masculinity

Femininity

Masculinity

Femininity

Short-Term

Long-Term

Short-Term

Long-Term

Consulting Firm: team-oriented, people-oriented, cooperation

Engineering Firm: detail-oriented, outcome-oriented, decisiveness

Consulting Firm: team-oriented, people-oriented, cooperation

Engineering Firm: detail-oriented, outcome-oriented, decisiveness

Complex tasks

Novel, unfamiliar tasks

Division of labor is possible

Creativity and innovation are essential

Cooperation or "buy-in" are required

Relatively simple tasks

Routine, familiar tasks

No division of labor

Following traditional rules, norms, or precedents

No cooperation or "buy-in" is required

Complex tasks

Novel, unfamiliar tasks

Division of labor is possible

Creativity and innovation are essential

Cooperation or "buy-in" are required

Relatively simple tasks

Routine, familiar tasks

No division of labor

Following traditional rules, norms, or precedents

No cooperation or "buy-in" is required

Members meet face-to-face and rely on verbal and nonverbal communication

An idea-generating process designed to overcome pressure for conformity

Works by restricting discussion during the decision-making process, members are physically present but operate independently

Uses computers to hold large meetings of up to 50 people

Members meet face-to-face and rely on verbal and nonverbal communication

An idea-generating process designed to overcome pressure for conformity

Works by restricting discussion during the decision-making process, members are physically present but operate independently

Uses computers to hold large meetings of up to 50 people

Members meet face-to-face and rely on verbal and nonverbal communication

An idea-generating process designed to overcome pressure for conformity

Works by restricting discussion during the decision-making process, members are physically present but operate independently

Uses computers to hold large meetings of up to 50 people

Members meet face-to-face and rely on verbal and nonverbal communication

An idea-generating process designed to overcome pressure for conformity

Works by restricting discussion during the decision-making process, members are physically present but operate independently

Uses computers to hold large meetings of up to 50 people

True

False

Requires lowest degree of required coordination, members complete their work assignments independently, and then this work is simply “piled up” to represent the group’s output

Requires different tasks to be done in a prescribed order, interact to carry out their work, the interaction only occurs between members who perform tasks that are next to each other in the sequence

Requires specialized members to perform specific tasks. However, instead of a strict sequence of activities, members interact with a subset of other members to complete the team’s work

Requires the highest level of interaction and coordination among members

Requires lowest degree of required coordination, members complete their work assignments independently, and then this work is simply “piled up” to represent the group’s output

Requires different tasks to be done in a prescribed order, interact to carry out their work, the interaction only occurs between members who perform tasks that are next to each other in the sequence

Requires specialized members to perform specific tasks. However, instead of a strict sequence of activities, members interact with a subset of other members to complete the team’s work

Requires the highest level of interaction and coordination among members

Requires lowest degree of required coordination, members complete their work assignments independently, and then this work is simply “piled up” to represent the group’s output

Requires different tasks to be done in a prescribed order, interact to carry out their work, the interaction only occurs between members who perform tasks that are next to each other in the sequence

Requires specialized members to perform specific tasks. However, instead of a strict sequence of activities, members interact with a subset of other members to complete the team’s work

Requires the highest level of interaction and coordination among members

Requires lowest degree of required coordination, members complete their work assignments independently, and then this work is simply “piled up” to represent the group’s output

Requires different tasks to be done in a prescribed order, interact to carry out their work, the interaction only occurs between members who perform tasks that are next to each other in the sequence

Requires specialized members to perform specific tasks. However, instead of a strict sequence of activities, members interact with a subset of other members to complete the team’s work

Requires the highest level of interaction and coordination among members

True

False

True

False

When team members have a shared vision of the team’s goal and align their individual goals with that vision as a result

When team members share in the rewards or punishments that the team earns

When team members have a shared vision of the team’s goal and align their individual goals with that vision as a result

When team members share in the rewards or punishments that the team earns

True

False

True

False

Legitimate

Reward

Coercive

Expert

Referent

Legitimate

Reward

Coercive

Expert

Referent

Self-serving biases

Lack of attention

Creation of systems

Conviction

Lack of expertise and ability

Lack of sense of responsibility

Lack of expertise and ability

Lack of sense of responsibility

Believe that the system is unfair

Feelings of anger and resentment

Group energy is directed against the organization’s goals

Believe that success is impossible

Withdrawal and apathy

Group synergy is depleted

Believe that the system is unfair

Feelings of anger and resentment

Group energy is directed against the organization’s goals

Believe that success is impossible

Withdrawal and apathy

Group synergy is depleted

True

False

True

False

True

False

People are more likely to comply with a request from someone who has previously provided a favor or concession.

After committing to a position, people are more likely to comply with requests consistent with that position.

As a resource becomes more scarce, it becomes more critical and valuable in our minds, even more than it deserves.

People are more likely to comply with requests if they are consistent with what similar others do.

People are more inclined to comply with a request from someone whom they find likeable.

People are more likely to be persuaded by someone who possesses more status or expertise, regardless of the strength of their arguments.

People are more likely to comply with a request from someone who has previously provided a favor or concession.

After committing to a position, people are more likely to comply with requests consistent with that position.

As a resource becomes more scarce, it becomes more critical and valuable in our minds, even more than it deserves.

People are more likely to comply with requests if they are consistent with what similar others do.

People are more inclined to comply with a request from someone whom they find likeable.

People are more likely to be persuaded by someone who possesses more status or expertise, regardless of the strength of their arguments.

People are more likely to comply with a request from someone who has previously provided a favor or concession.

After committing to a position, people are more likely to comply with requests consistent with that position.

As a resource becomes more scarce, it becomes more critical and valuable in our minds, even more than it deserves.

People are more likely to comply with requests if they are consistent with what similar others do.

People are more inclined to comply with a request from someone whom they find likeable.

People are more likely to be persuaded by someone who possesses more status or expertise, regardless of the strength of their arguments.

People are more likely to comply with a request from someone who has previously provided a favor or concession.

After committing to a position, people are more likely to comply with requests consistent with that position.

As a resource becomes more scarce, it becomes more critical and valuable in our minds, even more than it deserves.

People are more likely to comply with requests if they are consistent with what similar others do.

People are more inclined to comply with a request from someone whom they find likeable.

People are more likely to be persuaded by someone who possesses more status or expertise, regardless of the strength of their arguments.

People are more likely to comply with a request from someone who has previously provided a favor or concession.

After committing to a position, people are more likely to comply with requests consistent with that position.

As a resource becomes more scarce, it becomes more critical and valuable in our minds, even more than it deserves.

People are more likely to comply with requests if they are consistent with what similar others do.

People are more inclined to comply with a request from someone whom they find likeable.

People are more likely to be persuaded by someone who possesses more status or expertise, regardless of the strength of their arguments.

People are more likely to comply with a request from someone who has previously provided a favor or concession.

After committing to a position, people are more likely to comply with requests consistent with that position.

As a resource becomes more scarce, it becomes more critical and valuable in our minds, even more than it deserves.

People are more likely to comply with requests if they are consistent with what similar others do.

People are more inclined to comply with a request from someone whom they find likeable.

People are more likely to be persuaded by someone who possesses more status or expertise, regardless of the strength of their arguments.

True

False

True

False

True

False

True

False

Gains respect, love, and trust through charisma.

◦ Provides a vision for the future ◦ Communicates high expectations ◦ Uses symbols to focus efforts, expresses important purposes in simple ways

Promotes intelligence, rationality and careful problem solving.

Gives personal attention, and treats each employee individually.

Gains respect, love, and trust through charisma.

◦ Provides a vision for the future ◦ Communicates high expectations ◦ Uses symbols to focus efforts, expresses important purposes in simple ways

Promotes intelligence, rationality and careful problem solving.

Gives personal attention, and treats each employee individually.

Gains respect, love, and trust through charisma.

◦ Provides a vision for the future ◦ Communicates high expectations ◦ Uses symbols to focus efforts, expresses important purposes in simple ways

Promotes intelligence, rationality and careful problem solving.

Gives personal attention, and treats each employee individually.

Gains respect, love, and trust through charisma.

◦ Provides a vision for the future ◦ Communicates high expectations ◦ Uses symbols to focus efforts, expresses important purposes in simple ways

Promotes intelligence, rationality and careful problem solving.

Gives personal attention, and treats each employee individually.

The degree to which tasks in an organization are divided into separate jobs

Answers the question of "who reports to whom?" and signifies formal authority relationships

Represents how many employees each manager in the organization has responsibility for

Refers to where decisions are formally made in organizations

The degree to which rules and procedures are used to standardize behaviors and decisions in an organization

The degree to which tasks in an organization are divided into separate jobs

Answers the question of "who reports to whom?" and signifies formal authority relationships

Represents how many employees each manager in the organization has responsibility for

Refers to where decisions are formally made in organizations

The degree to which rules and procedures are used to standardize behaviors and decisions in an organization

The degree to which tasks in an organization are divided into separate jobs

Answers the question of "who reports to whom?" and signifies formal authority relationships

Represents how many employees each manager in the organization has responsibility for

Refers to where decisions are formally made in organizations

The degree to which rules and procedures are used to standardize behaviors and decisions in an organization

The degree to which tasks in an organization are divided into separate jobs

Answers the question of "who reports to whom?" and signifies formal authority relationships

Represents how many employees each manager in the organization has responsibility for

Refers to where decisions are formally made in organizations

The degree to which rules and procedures are used to standardize behaviors and decisions in an organization

The degree to which tasks in an organization are divided into separate jobs

Answers the question of "who reports to whom?" and signifies formal authority relationships

Represents how many employees each manager in the organization has responsibility for

Refers to where decisions are formally made in organizations

The degree to which rules and procedures are used to standardize behaviors and decisions in an organization

True

False

True

False

True

False

Observable products of the culture

Specify rules of appropriate behaviors

Taken-forgranted, shared beliefs

Observable products of the culture

Specify rules of appropriate behaviors

Taken-forgranted, shared beliefs

Observable products of the culture

Specify rules of appropriate behaviors

Taken-forgranted, shared beliefs