Organizational Behavior Final Practice

87 Questions | Total Attempts: 219

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Organizational Behavior Quizzes & Trivia

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  • 1. 
    Big Five Personality Traits: Which are aspects of Extroversion?
    • A. 

      Outgoing, talkative, sociable

    • B. 

      Trusting, good natured, cooperative

    • C. 

      Dependable, responsible, persistent

    • D. 

      Not relaxed, unsecure, worried

    • E. 

      Imaginative, curious, broadminded

  • 2. 
    Big Five Personality Traits: Which are aspects of Agreeableness?
    • A. 

      Outgoing, talkative, sociable

    • B. 

      Trusting, good natured, cooperative

    • C. 

      Dependable, responsible, persistent

    • D. 

      Not relaxed, unsecure, worried

    • E. 

      Imaginative, curious, broadminded

  • 3. 
    Big Five Personality Traits: Which are aspects of Conscientiousness?
    • A. 

      Outgoing, talkative, sociable

    • B. 

      Trusting, good natured, cooperative

    • C. 

      Dependable, responsible, persistent

    • D. 

      Not relaxed, unsecure, worried

    • E. 

      Imaginative, curious, broadminded

  • 4. 
    Big Five Personality Traits: Which are aspects of Neuroticism?
    • A. 

      Outgoing, talkative, sociable

    • B. 

      Trusting, good natured, cooperative

    • C. 

      Dependable, responsible, persistent

    • D. 

      Not relaxed, unsecure, worried

    • E. 

      Imaginative, curious, broadminded

  • 5. 
    Big Five Personality Traits: Which are aspects of Openness?
    • A. 

      Outgoing, talkative, sociable

    • B. 

      Trusting, good natured, cooperative

    • C. 

      Dependable, responsible, persistent

    • D. 

      Not relaxed, unsecure, worried

    • E. 

      Imaginative, curious, broadminded

  • 6. 
    External Locus of Control vs. Internal Locus of Control: Many of the unhappy things in people's lives are partly due to bad luck.
    • A. 

      External

    • B. 

      Internal

  • 7. 
    External Locus of Control vs. Internal Locus of Control: Getting a good job depends mainly on being in the right place at the right time.
    • A. 

      External

    • B. 

      Internal

  • 8. 
    External Locus of Control vs. Internal Locus of Control: Many times exam questions tend to be so unrelated to course work that studying is really useless.
    • A. 

      External

    • B. 

      Internal

  • 9. 
    External Locus of Control vs. Internal Locus of Control: This world is run by the few people in power, and there is not much the little guy can do about it.
    • A. 

      External

    • B. 

      Internal

  • 10. 
    External Locus of Control vs. Internal Locus of Control: There's not much use in trying too hard to please people; if they like you, they like you.
    • A. 

      External

    • B. 

      Internal

  • 11. 
    External Locus of Control vs. Internal Locus of Control: People's misfortunes result from the mistakes they make.
    • A. 

      External

    • B. 

      Internal

  • 12. 
    External Locus of Control vs. Internal Locus of Control: Becoming a success is a matter of hard work; luck has little or nothing to do with it.
    • A. 

      External

    • B. 

      Internal

  • 13. 
    External Locus of Control vs. Internal Locus of Control: In the case of the well-prepared student, there is rarely if ever such a thing as an unfair test.
    • A. 

      External

    • B. 

      Internal

  • 14. 
    External Locus of Control vs. Internal Locus of Control: The average citizen can have an influence in government decisions.
    • A. 

      External

    • B. 

      Internal

  • 15. 
    External Locus of Control vs. Internal Locus of Control: People are lonely because they don't try to be friendly.
    • A. 

      External

    • B. 

      Internal

  • 16. 
    People who are high on verbal abilities also tend to be high on reasoning, quantitative, spatial, and perceptual abilities.
    • A. 

      True

    • B. 

      False

  • 17. 
    Which predictor is the most important for task performance?
    • A. 

      General Mental Ability (IQ)

    • B. 

      Emotional Intelligence

    • C. 

      Conscientiousness

    • D. 

      Job Satisfaction

  • 18. 
    Hofstede's Dimensions of Cultural Values: Which is Power Distance?
    • A. 

      Acceptance of power inequalities in institutions and organizations

    • B. 

      Act as individuals or as members of groups

    • C. 

      Male vs. female

    • D. 

      Avoiding uncertainty/ambiguity

    • E. 

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

  • 19. 
    Hofstede's Dimensions of Cultural Values: Which is Individualism vs. Collectivism?
    • A. 

      Acceptance of power inequalities in institutions and organizations

    • B. 

      Act as individuals or as members of groups

    • C. 

      Male vs. female

    • D. 

      Avoiding uncertainty/ambiguity

    • E. 

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

  • 20. 
    Hofstede's Dimensions of Cultural Values: Which is Masculinity vs. Femininity?
    • A. 

      Acceptance of power inequalities in institutions and organizations

    • B. 

      Act as individuals or as members of groups

    • C. 

      Male vs. female

    • D. 

      Avoiding uncertainty/ambiguity

    • E. 

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

  • 21. 
    Hofstede's Dimensions of Cultural Values: Which is Uncertainty Avoidance?
    • A. 

      Acceptance of power inequalities in institutions and organizations

    • B. 

      Act as individuals or as members of groups

    • C. 

      Male vs. female

    • D. 

      Avoiding uncertainty/ambiguity

    • E. 

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

  • 22. 
    Hofstede's Dimensions of Cultural Values: Which is Long-Term vs. Short-Term Orientation?
    • A. 

      Acceptance of power inequalities in institutions and organizations

    • B. 

      Act as individuals or as members of groups

    • C. 

      Male vs. female

    • D. 

      Avoiding uncertainty/ambiguity

    • E. 

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

  • 23. 
    Hofstede's Dimensions of Cultural Values: Is this Individualism or Collectivism? "The culture is a loosely knit social framework in which people take care of themselves and their immediate family."
    • A. 

      Individualism

    • B. 

      Collectivism

  • 24. 
    Hofstede's Dimensions of Cultural Values: Is this Individualism or Collectivism? "The culture is a tight knit social framework in which people take care of the members of a broader ingroup and act loyal to it."
    • A. 

      Individualism

    • B. 

      Collectivism

  • 25. 
    Hofstede's Dimensions of Cultural Values: Is Power Distance high or low? "The culture prefers that power be distributed uniformly where possible, in a more egalitarian fashion."
    • A. 

      High

    • B. 

      Low

  • 26. 
    Hofstede's Dimensions of Cultural Values: Is Power Distance high or low? "The culture accepts the fact that power is usually distributed unequally within organizations."
    • A. 

      High

    • B. 

      Low

  • 27. 
    Hofstede's Dimensions of Cultural Values: Is Uncertainty Avoidance high or low? "The culture tolerates uncertain and ambiguous situations and values unusual ideas and behaviors."
    • A. 

      High

    • B. 

      Low

  • 28. 
    Hofstede's Dimensions of Cultural Values: Is Uncertainty Avoidance high or low? "The culture feels threatened by uncertain and ambiguous situations and relies on formal rules to create stability."
    • A. 

      High

    • B. 

      Low

  • 29. 
    Hofstede's Dimensions of Cultural Values: Is this Masculinity or Femininity? "The culture values stereotypically male traits such as assertiveness and the acquistion of money and things."
    • A. 

      Masculinity

    • B. 

      Femininity

  • 30. 
    Hofstede's Dimensions of Cultural Values: Is this Masculinity or Femininity? "The culture values stereotypically female traits such as caring for others and caring about quality of life."
    • A. 

      Masculinity

    • B. 

      Femininity

  • 31. 
    Hofstede's Dimensions of Cultural Values: Is this Short-Term or Long-Term Orientation? "The culture stresses values that are more past and present orientated, such as respect for tradition and fulfilling obligations."
    • A. 

      Short-Term

    • B. 

      Long-Term

  • 32. 
    Hofstede's Dimensions of Cultural Values: Is this Short-Term or Long-Term Orientation? "The culture stresses values that are more future-orientated, such as persistene, prudence, and thrift."
    • A. 

      Short-Term

    • B. 

      Long-Term

  • 33. 
    Where would a personality with higher extraversion fit better?
    • A. 

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

    • B. 

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

  • 34. 
    Where would a personality with higher conscientiousness fit better?
    • A. 

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

    • B. 

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

  • 35. 
    Which situations are better for team decision-making?
    • A. 

      Complex tasks

    • B. 

      Novel, unfamiliar tasks

    • C. 

      Division of labor is possible

    • D. 

      Creativity and innovation are essential

    • E. 

      Cooperation or "buy-in" are required

    • F. 

      Relatively simple tasks

    • G. 

      Routine, familiar tasks

    • H. 

      No division of labor

    • I. 

      Following traditional rules, norms, or precedents

    • J. 

      No cooperation or "buy-in" is required

  • 36. 
    Which situations are better for individual decision-making?
    • A. 

      Complex tasks

    • B. 

      Novel, unfamiliar tasks

    • C. 

      Division of labor is possible

    • D. 

      Creativity and innovation are essential

    • E. 

      Cooperation or "buy-in" are required

    • F. 

      Relatively simple tasks

    • G. 

      Routine, familiar tasks

    • H. 

      No division of labor

    • I. 

      Following traditional rules, norms, or precedents

    • J. 

      No cooperation or "buy-in" is required

  • 37. 
    Team Decision-Making Techniques: Which is Interacting?
    • A. 

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

    • B. 

      An idea-generating process designed to overcome pressure for conformity

    • C. 

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

    • D. 

      Uses computers to hold large meetings of up to 50 people

  • 38. 
    Team Decision-Making Techniques: Which is Brainstorming?
    • A. 

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

    • B. 

      An idea-generating process designed to overcome pressure for conformity

    • C. 

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

    • D. 

      Uses computers to hold large meetings of up to 50 people

  • 39. 
    Team Decision-Making Techniques: Which is Nominal Group Technique (NGT)?
    • A. 

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

    • B. 

      An idea-generating process designed to overcome pressure for conformity

    • C. 

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

    • D. 

      Uses computers to hold large meetings of up to 50 people

  • 40. 
    Team Decision-Making Techniques: Which is Electronic Meeting?
    • A. 

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

    • B. 

      An idea-generating process designed to overcome pressure for conformity

    • C. 

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

    • D. 

      Uses computers to hold large meetings of up to 50 people

  • 41. 
    Task interdependence refers to the degree  to which team members interact with and rely  on other team members for the information,  materials, and resources needed to  accomplish work for the team.
    • A. 

      True

    • B. 

      False

  • 42. 
    Task Interdependence: Which is Pooled Interdependence?
    • A. 

      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

    • B. 

      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

    • C. 

      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

    • D. 

      Requires the highest level of interaction and coordination among members

  • 43. 
    Task Interdependence: Which is Sequential Interdependence?
    • A. 

      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

    • B. 

      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

    • C. 

      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

    • D. 

      Requires the highest level of interaction and coordination among members

  • 44. 
    Task Interdependence: Which is Reciprocal Interdependence?
    • A. 

      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

    • B. 

      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

    • C. 

      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

    • D. 

      Requires the highest level of interaction and coordination among members

  • 45. 
    Task Interdependence: Which is Comprehensive Interdependence?
    • A. 

      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

    • B. 

      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

    • C. 

      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

    • D. 

      Requires the highest level of interaction and coordination among members

  • 46. 
    Task Interdependence has a moderate negative effect on Team Performance.
    • A. 

      True

    • B. 

      False

  • 47. 
    Task Interdependence has a weak relationship with Team Commitment.
    • A. 

      True

    • B. 

      False

  • 48. 
    Which is Goal Interdependence?
    • A. 

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

    • B. 

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

  • 49. 
    Which is Outcome Interdependence?
    • A. 

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

    • B. 

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

  • 50. 
    Leadership can be defined as the use of power and influence to direct the activities of followers toward goal achievement.
    • A. 

      True

    • B. 

      False

  • 51. 
    Power can be defined as the ability to affect the behavior of others and resist unwanted influence in return.
    • A. 

      True

    • B. 

      False

  • 52. 
    Types of Power: Which are types of Organizational Power?
    • A. 

      Legitimate

    • B. 

      Reward

    • C. 

      Coercive

    • D. 

      Expert

    • E. 

      Referent

  • 53. 
    Types of Power: Which are types of Personal Power?
    • A. 

      Legitimate

    • B. 

      Reward

    • C. 

      Coercive

    • D. 

      Expert

    • E. 

      Referent

  • 54. 
    Which factors cause power-holders to misbehave?
    • A. 

      Self-serving biases

    • B. 

      Lack of attention

    • C. 

      Creation of systems

    • D. 

      Conviction

  • 55. 
    Powerlessness causes obedience: Which is Theory of Conformism?
    • A. 

      Lack of expertise and ability

    • B. 

      Lack of sense of responsibility

  • 56. 
    Powerlessness causes obedience: Which is Agentic State Theory?
    • A. 

      Lack of expertise and ability

    • B. 

      Lack of sense of responsibility

  • 57. 
    Consequences of Powerlessness: Which are associated with Externalization (rebellion)?
    • A. 

      Believe that the system is unfair

    • B. 

      Feelings of anger and resentment

    • C. 

      Group energy is directed against the organization’s goals

    • D. 

      Believe that success is impossible

    • E. 

      Withdrawal and apathy

    • F. 

      Group synergy is depleted

  • 58. 
    Consequences of Powerlessness: Which are associated with Internalization (lack of participation)?
    • A. 

      Believe that the system is unfair

    • B. 

      Feelings of anger and resentment

    • C. 

      Group energy is directed against the organization’s goals

    • D. 

      Believe that success is impossible

    • E. 

      Withdrawal and apathy

    • F. 

      Group synergy is depleted

  • 59. 
    Influence is the use of an actual behavior that causes behavioral or attitudinal changes in others.
    • A. 

      True

    • B. 

      False

  • 60. 
    Influence is not relative.
    • A. 

      True

    • B. 

      False

  • 61. 
    Influence can be seen as directional.
    • A. 

      True

    • B. 

      False

  • 62. 
    • A. 

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

    • B. 

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

    • C. 

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

    • D. 

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

    • E. 

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

    • F. 

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

  • 63. 
    Cialdini's 6 Principles of Influence: Which is Commitment and Consistency?
    • A. 

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

    • B. 

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

    • C. 

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

    • D. 

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

    • E. 

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

    • F. 

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

  • 64. 
    Cialdini's 6 Principles of Influence: Which is Scarcity?
    • A. 

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

    • B. 

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

    • C. 

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

    • D. 

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

    • E. 

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

    • F. 

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

  • 65. 
    Cialdini's 6 Principles of Influence: Which is Social Validation?
    • A. 

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

    • B. 

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

    • C. 

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

    • D. 

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

    • E. 

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

    • F. 

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

  • 66. 
    Cialdini's 6 Principles of Influence: Which is Liking?
    • A. 

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

    • B. 

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

    • C. 

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

    • D. 

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

    • E. 

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

    • F. 

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

  • 67. 
    Cialdini's 6 Principles of Influence: Which is Authority/Expertise?
    • A. 

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

    • B. 

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

    • C. 

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

    • D. 

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

    • E. 

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

    • F. 

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

  • 68. 
    Cialdini's 6 Principles of Influence: The 6 principles are:  Reciprocity  Commitment & Consistency  Scarcity  Social Validation  Liking  Authority/Expertise
    • A. 

      True

    • B. 

      False

  • 69. 
    Some surprising, superficial markers of authority include:  A deep, assertive voice  Graying hair   Eyeglasses  Dress/Clothes (Suit or uniform)  British accent  Attractiveness  Height
    • A. 

      True

    • B. 

      False

  • 70. 
    Leadership style is the manner and  approach of using a specific  combination of powers and  influences to achieve goals.
    • A. 

      True

    • B. 

      False

  • 71. 
    Leadership Traits and abilities: • Extraversion • Conscientiousness • Openness  • Emotional Intelligence  (empathy) • General mental ability
    • A. 

      True

    • B. 

      False

  • 72. 
    Transformational Leadership: Which is Inspirational Motivation?
    • A. 

      Gains respect, love, and trust through charisma.

    • B. 

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

    • C. 

      Promotes intelligence, rationality and careful problem solving.

    • D. 

      Gives personal attention, and treats each employee individually.

  • 73. 
    Transformational Leadership: Which is Idealized Influence?
    • A. 

      Gains respect, love, and trust through charisma.

    • B. 

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

    • C. 

      Promotes intelligence, rationality and careful problem solving.

    • D. 

      Gives personal attention, and treats each employee individually.

  • 74. 
    Transformational Leadership: Which is Intellectual Stimulation?
    • A. 

      Gains respect, love, and trust through charisma.

    • B. 

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

    • C. 

      Promotes intelligence, rationality and careful problem solving.

    • D. 

      Gives personal attention, and treats each employee individually.

  • 75. 
    Transformational Leadership: Which is Individual Consideration?
    • A. 

      Gains respect, love, and trust through charisma.

    • B. 

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

    • C. 

      Promotes intelligence, rationality and careful problem solving.

    • D. 

      Gives personal attention, and treats each employee individually.

  • 76. 
    Elements of Organizational Structure: Which is Work Specialization?
    • A. 

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

    • B. 

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

    • C. 

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

    • D. 

      Refers to where decisions are formally made in organizations

    • E. 

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

  • 77. 
    Elements of Organizational Structure: Which is Chain of Command?
    • A. 

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

    • B. 

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

    • C. 

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

    • D. 

      Refers to where decisions are formally made in organizations

    • E. 

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

  • 78. 
    • A. 

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

    • B. 

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

    • C. 

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

    • D. 

      Refers to where decisions are formally made in organizations

    • E. 

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

  • 79. 
    Elements of Organizational Structure: Which is Centralization?
    • A. 

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

    • B. 

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

    • C. 

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

    • D. 

      Refers to where decisions are formally made in organizations

    • E. 

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

  • 80. 
    Elements of Organizational Structure: Which is Formalization?
    • A. 

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

    • B. 

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

    • C. 

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

    • D. 

      Refers to where decisions are formally made in organizations

    • E. 

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

  • 81. 
    Organizational Structures: The types of structures are Functional, Product, Geographic, Client, and Matrix.
    • A. 

      True

    • B. 

      False

  • 82. 
    Organizational culture is the shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees.
    • A. 

      True

    • B. 

      False

  • 83. 
    Four major functions of organizational culture:   Boundary  Identity  Commitment  Stability
    • A. 

      True

    • B. 

      False

  • 84. 
    Layers of Organizational Culture: Which are artifacts?
    • A. 

      Observable products of the culture

    • B. 

      Specify rules of appropriate behaviors

    • C. 

      Taken-forgranted, shared beliefs

  • 85. 
    Layers of Organizational Culture: Which are values?
    • A. 

      Observable products of the culture

    • B. 

      Specify rules of appropriate behaviors

    • C. 

      Taken-forgranted, shared beliefs

  • 86. 
    Layers of Organizational Culture: Which are assumptions?
    • A. 

      Observable products of the culture

    • B. 

      Specify rules of appropriate behaviors

    • C. 

      Taken-forgranted, shared beliefs