Organizational Behavior Trivia Quiz!

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  • 1/77 Questions

    SJCC Ltd. is a mid-sized, but growing, company that services oil rigs in the tar sands. It was originally founded by Stewart, a young engineer with five years experience in the oil service industry. The culture of SJCC Ltd. would be a result of the original ________ of the company's ________.

    • Values, clients
    • Restrictions, technology
    • Rules, managers
    • Beliefs, investors
    • Philosophy, founder
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About This Quiz

Test your knowledge with the Organizational Behavior Trivia Quiz! Explore key concepts such as cultural impact, change management, and diversity in the workplace. Ideal for enhancing understanding in organizational dynamics and preparing for professional growth.

Organizational Behavior Trivia Quiz! - Quiz

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  • 2. 

    Stabilizing a change intervention by balancing driving and restraining forces is termed

    • Sustainability.

    • Status quo.

    • Refreezing.

    • Consolidation.

    • Unfreezing.

    Correct Answer
    A. Refreezing.
    Explanation
    Refreezing is the term used to describe the process of stabilizing a change intervention by balancing driving and restraining forces. It involves solidifying the changes that have been made and ensuring that they become permanent and integrated into the organization's culture. This term is often used in the context of Kurt Lewin's change model, which suggests that change occurs in three stages: unfreezing, making the change, and refreezing. Refreezing is the final stage where the changes are reinforced and sustained.

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  • 3. 

    Kurt Lewin's model of change is built upon the premise that change is

    • Attractive.

    • Urgent.

    • Episodic.

    • Continuous.

    • Planned.

    Correct Answer
    A. Episodic.
    Explanation
    Kurt Lewin's model of change is built upon the premise that change is episodic. This means that change occurs in distinct and separate events or episodes rather than being a continuous process. According to Lewin, change involves a series of stages, including unfreezing the current state, moving to a new state, and refreezing the new state. This episodic nature of change allows for clear and defined periods of transition and adjustment, which can help individuals and organizations better manage and adapt to change.

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  • 4. 

    Sometimes it is imperative that the culture of an organization be changed in order to improve the performance of employees and the organization as a whole.

    • True

    • False

    Correct Answer
    A. True
    Explanation
    Changing the culture of an organization can be necessary to enhance employee performance and overall organizational effectiveness. Culture influences employee behavior, attitudes, and values, which in turn affect their productivity, motivation, and commitment. By reshaping the culture, organizations can promote a positive work environment, align employee behaviors with organizational goals, and foster innovation and adaptability. Therefore, it is crucial to recognize the importance of culture and its impact on organizational performance.

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  • 5. 

    If an individual believes his/her income will be affected negatively by a particular change, resistance will increase. This is an example of an economic reason for resistance.

    • True

    • False

    Correct Answer
    A. True
    Explanation
    This statement suggests that when individuals perceive that a specific change will have a negative impact on their income, they are more likely to resist that change. This aligns with economic reasoning, as people tend to prioritize their financial well-being and may resist changes that could potentially harm their income. Therefore, the statement is true.

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  • 6. 

    By trying to bring about change, senior executives may engage in political actions in order to present the change in a positive light.

    • True

    • False

    Correct Answer
    A. True
    Explanation
    Senior executives may engage in political actions to present change in a positive light because they understand that change can be met with resistance and skepticism. By engaging in political actions, such as influencing key stakeholders, building alliances, or framing the change in a way that aligns with the organization's values and goals, senior executives can increase the chances of successful implementation. This political behavior allows them to navigate the organizational landscape and overcome potential barriers to change.

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  • 7. 

    A ________ is the ________ of the organization, while the ________ is the foundation of the organization.

    • Mission, soul, structure

    • Culture, vision, structure

    • Culture, soul, structure

    • Vision, mission, structure

    • Mission, culture, structure

    Correct Answer
    A. Culture, soul, structure
    Explanation
    The culture of an organization refers to the shared values, beliefs, and behaviors that shape the way people work and interact within the organization. It represents the soul of the organization, as it defines its identity and guides its actions. On the other hand, the structure of an organization refers to its framework, including its hierarchy, roles, and processes. It provides the foundation for the organization, as it determines how tasks are divided and how communication and decision-making occur. Therefore, the correct answer is culture, soul, structure.

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  • 8. 

    Organizational culture

    • Conveys a sense of organizational identity.

    • Discourages networking.

    • Generates a stronger financial position.

    • Improves the manager's ability to hire competent employees.

    • Lowers overhead costs because employees work harder.

    Correct Answer
    A. Conveys a sense of organizational identity.
    Explanation
    Organizational culture refers to the shared values, beliefs, and behaviors that shape the identity and character of an organization. It is a system of shared meaning that conveys a sense of organizational identity. This means that it helps establish a unique and distinct identity for the organization, which can be a powerful tool for building a strong brand and attracting employees and customers who align with the organization's values and mission. By creating a sense of identity, organizational culture can also foster a sense of belonging and unity among employees, leading to increased motivation, engagement, and productivity.

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  • 9. 

    Subcultures are most likely to be defined by

    • The ability of employees to think independently.

    • Departmental designations.

    • The dominant culture.

    • The organizational structure.

    • Management values.

    Correct Answer
    A. Departmental designations.
    Explanation
    Subcultures within an organization are typically defined by departmental designations. This means that different departments or teams within the organization may develop their own unique values, norms, and ways of operating. These subcultures can arise due to the specific tasks and responsibilities of each department, as well as the different skill sets and backgrounds of the employees within them. Departmental designations provide a framework for employees to align themselves with a particular group or subculture within the larger organization.

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  • 10. 

    The Women's Entrepreneurial College (WEC) is a large 'entrepreneurial' college where students learn how to establish their own business and be entrepreneurs. The founders of the college were a group of professional women committed to the idea that a business education was the best preparation for women who wanted to become entrepreneurs. The college focuses on providing training in entrepreneurship and private ownership. Since its founding, the college has grown and is now one of the largest colleges committed to helping women own their own business. Within the last decade, the accounting department has become one of the largest departments within the college and offers additional support by finding financial investors for the graduates. The accounting department is committed to the general entrepreneurship training that the college provides, but is also committed to finding financing for its graduates. Referring to SCENARIO 10-1, the belief in providing business education and entrepreneurial training is part of the

    • Mission statement.

    • Socialization of the college.

    • Subculture of the accounting department.

    • Artifacts of the culture.

    • Dominant culture.

    Correct Answer
    A. Dominant culture.
    Explanation
    The given scenario describes the Women's Entrepreneurial College (WEC) as a large college focused on providing business education and entrepreneurial training. The founders of the college believed that a business education was the best preparation for women who wanted to become entrepreneurs. This belief in providing business education and entrepreneurial training is a central aspect of the college's culture, making it the dominant culture of the institution.

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  • 11. 

    SCENARIO 10-5 Johnson Farm Products is expanding its traditional business with farmers to now include home gardeners. You are one of the regional sales managers for Johnson Farm Products. This change has not been met with enthusiasm by the company's salespeople, who have had good long-term relationships with the farmers in the area. You know that the change will be difficult if you cannot obtain the cooperation of the salespeople and enthusiasm of the farmers.   Referring to SCENARIO 10-5, you have brought in a demographer to explain the changing nature of the area in which you live. This is overcoming resistance through the use of

    • Participation.

    • Education and communication.

    • Manipulation.

    • Co-optation.

    • Negotiation.

    Correct Answer
    A. Education and communication.
    Explanation
    The correct answer is education and communication. By bringing in a demographer to explain the changing nature of the area, the regional sales manager is providing information and knowledge to the salespeople and farmers. This helps them understand the reasons behind the expansion and the benefits it can bring. Through effective communication and education, the manager is attempting to overcome resistance and gain the cooperation and enthusiasm of the salespeople and farmers.

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  • 12. 

    Co-optation is a resistance strategy that is meant to have key executives and employees buy into the change by giving them a key role in the change decision.

    • True

    • False

    Correct Answer
    A. True
    Explanation
    Co-optation is indeed a resistance strategy that aims to gain the support and participation of key executives and employees in a change initiative. By involving them in the decision-making process, they are more likely to be invested in the change and contribute to its success. This strategy recognizes the importance of including influential individuals in the change process to mitigate resistance and increase the chances of successful implementation.

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  • 13. 

    Which of the following expresses the core values shared by a majority of the organization's members?

    • Dominant culture

    • Strong culture

    • Ethical culture

    • Sustainable culture

    • Subculture

    Correct Answer
    A. Dominant culture
    Explanation
    The dominant culture refers to the set of core values, beliefs, and behaviors that are shared by the majority of the organization's members. It represents the prevailing norms and practices within the organization and shapes the overall organizational culture. This is the best answer as it directly addresses the question by stating that the dominant culture expresses the core values shared by a majority of the organization's members.

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  • 14. 

    SCENARIO 10-3 Mighty Mintz Motor Repair (MMMR) is moving its location 200 kilometers away to a larger community within the next ten months. Mr. Mintz realizes the hardships some of the mechanics will experience if they move. He is hoping that they accept the change and are not too resistant to moving, as he would like them to all follow the business. He has authorized you to use Lewin's three-step model in order to facilitate the change and come up with a plan he can implement in the near future.   Referring to SCENARIO 10-3, the $20,000 moving bonus was refused by the mechanics and now you are counseling each mechanic in order to reduce their anxiety and worries. In Lewin's terms, this is an example of

    • Communicating the vision.

    • Unfreezing the status quo.

    • Removing the driving forces.

    • Changing a driving force.

    • Maintaining the status quo.

    Correct Answer
    A. Unfreezing the status quo.
    Explanation
    The $20,000 moving bonus being refused by the mechanics indicates that they are resistant to the change of moving to a new location. In Lewin's three-step model, unfreezing the status quo is the first step, which involves breaking down the existing mindset and beliefs of individuals in order to prepare them for change. By counseling each mechanic to reduce their anxiety and worries, the goal is to unfreeze their resistance and make them more open to accepting the change. Therefore, the mechanics refusing the moving bonus is an example of unfreezing the status quo.

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  • 15. 

    SCENARIO 10-5 Johnson Farm Products is expanding its traditional business with farmers to now include home gardeners. You are one of the regional sales managers for Johnson Farm Products. This change has not been met with enthusiasm by the company's salespeople, who have had good long-term relationships with the farmers in the area. You know that the change will be difficult if you cannot obtain the cooperation of the salespeople and enthusiasm of the farmers. Referring to SCENARIO 10-5, you have decided to involve the sales people in planning for the change and in stocking appropriate new items. This method for overcoming resistance is referred to as

    • Education and communication.

    • Manipulation and co-optation.

    • Participation.

    • Negotiation.

    • Facilitation and support.

    Correct Answer
    A. Participation.
    Explanation
    Involving the salespeople in planning for the change and stocking appropriate new items is referred to as participation. This approach aims to overcome resistance by actively involving the salespeople in the decision-making process and making them feel like they are a part of the change. By including them in the planning and decision-making, they are more likely to feel a sense of ownership and enthusiasm towards the new direction of the company. This can help to alleviate their resistance and gain their cooperation in the transition to include home gardeners as customers.

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  • 16. 

    The dominant culture of an organization conveys the core values of the organization.

    • True

    • False

    Correct Answer
    A. True
    Explanation
    The dominant culture of an organization refers to the prevailing beliefs, values, and norms that are widely accepted and practiced within the organization. This culture shapes the behavior and attitudes of employees and influences how they interact with each other and with external stakeholders. The core values of an organization are the fundamental principles and beliefs that guide its actions and decisions. Therefore, it can be inferred that the dominant culture of an organization conveys its core values, making the statement "The dominant culture of an organization conveys the core values of the organization" true.

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  • 17. 

    If you are looking for the group decision-making technique that has the highest commitment to a group solution, which type would you select?

    • Brainstorming

    • Delphi technique

    • Electronic meeting

    • Nominal group

    • Interacting

    Correct Answer
    A. Interacting
    Explanation
    The interacting group decision-making technique involves active participation and discussion among group members, leading to a higher level of commitment to the final solution. This technique allows for the exchange of ideas, opinions, and perspectives, fostering collaboration and consensus-building within the group. It encourages open communication and involvement from all members, resulting in a stronger commitment to the group solution.

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  • 18. 

    Encouraging employees to volunteer time and skills to charitable organizations is an example of ________.

    • Whistle-blowing

    • Ethical actions based on justice

    • Corporate social responsibility

    • A stage of moral development

    • An ethical code of conduct

    Correct Answer
    A. Corporate social responsibility
    Explanation
    Encouraging employees to volunteer time and skills to charitable organizations is an example of corporate social responsibility. Corporate social responsibility refers to a company's commitment to contribute positively to society by engaging in activities that benefit the community and the environment. By encouraging employees to volunteer, the company is demonstrating its commitment to social causes and making a positive impact beyond its core business operations. This aligns with the principles of corporate social responsibility, which emphasize the importance of ethical behavior and contributing to the well-being of society.

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  • 19. 

    Making decisions based on rational thought can be learned.

    • True

    • False

    Correct Answer
    A. True
    Explanation
    The statement suggests that the ability to make decisions based on rational thought is not innate but can be acquired through learning. This implies that individuals can develop their decision-making skills by understanding and applying rational thinking processes. Therefore, the correct answer is True.

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  • 20. 

    The rational decision-making model assumes the decision maker can list all possible alternatives.

    • True

    • False

    Correct Answer
    A. True
    Explanation
    The rational decision-making model assumes that the decision maker is able to identify and list all possible alternatives. This means that the decision maker is expected to be able to consider and evaluate all available options before making a decision. By assuming that all alternatives can be listed, the rational decision-making model aims to ensure a thorough and comprehensive decision-making process.

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  • 21. 

    SCENARIO 9-3 You know that the decision as to which new product to produce must have widespread acceptance and be of highest quality. Having reviewed the literature, you decide this decision needs to be made by a group of your best managers. Referring to SCENARIO 9-3, if you set up an electronic meeting, your team would be able to

    • Process ideas quickly.

    • Build group cohesiveness.

    • Maintain a high number of interpersonal actions.

    • Keep social pressures to a minimum.

    • Generate a large number of ideas.

    Correct Answer
    A. Process ideas quickly.
    Explanation
    Setting up an electronic meeting would allow the team to process ideas quickly because it eliminates the need for physical presence and allows for real-time communication and collaboration. This would enable the team members to share their ideas, discuss them, and make decisions more efficiently, without the delays and limitations of traditional face-to-face meetings.

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  • 22. 

    If the senior manager states that he makes decisions on the basis of ________, then he is basing his decisions on the principle of utilitarianism.  

    • Greatest good for the decision makers

    • Greatest good for the least privileges

    • Greatest good for the greatest number

    • Greatest god for democracy

    • Greatest good for the best performers

    Correct Answer
    A. Greatest good for the greatest number
    Explanation
    The principle of utilitarianism states that the morally right action is the one that produces the greatest overall happiness or well-being for the greatest number of people. If the senior manager states that he makes decisions on the basis of "greatest good for the greatest number," it means that he is prioritizing the well-being and happiness of the majority when making decisions. This aligns with the principle of utilitarianism.

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  • 23. 

    People with an ________ locus of control are more likely to take ________ responsibility for the consequences of their ethical decisions.  

    • Internal,less

    • External,extreme

    • Exertnal,less

    • Internal, no

    • External, more

    Correct Answer
    A. Exertnal,less
    Explanation
    People with an external locus of control believe that external factors or forces have control over their lives and the outcomes of their decisions. They are more likely to attribute the consequences of their ethical decisions to external factors rather than taking personal responsibility. Therefore, they are less likely to take responsibility for the consequences of their ethical decisions.

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  • 24. 

    Rationality assumes that decision makers are guided by logic alone.

    • True

    • False

    Correct Answer
    A. True
    Explanation
    Rationality assumes that decision makers are guided by logic alone. This means that they make decisions based on careful analysis, reasoning, and objective evaluation of available information, without being influenced by emotions, biases, or external pressures. It assumes that individuals will always choose the option that maximizes their expected utility or outcome. However, in reality, decision makers are often influenced by cognitive biases, emotions, and other factors that can deviate from pure logic. Therefore, while rationality is an ideal concept, it may not always align with actual decision-making behavior.

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  • 25. 

    Individual team members, who have participated in developing and making a decision, tend to be less inclined to accept the decision because it was not their own personal decision to which they can be held personally accountable.

    • True

    • False

    Correct Answer
    A. False
    Explanation
    Individual team members, who have participated in developing and making a decision, tend to be more inclined to accept the decision because it was their own personal decision to which they can be held personally accountable.

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  • 26. 

    Evidence suggests that organizations will benefit from the groupthink decision making technique.

    • True

    • False

    Correct Answer
    A. False
    Explanation
    The statement suggests that organizations will benefit from the groupthink decision-making technique. However, this is incorrect. Groupthink is a phenomenon where a group of individuals prioritize consensus and conformity over critical thinking and independent analysis. This can lead to flawed decision-making, as dissenting opinions and alternative perspectives are often suppressed. Organizations should encourage open dialogue, diversity of thought, and constructive criticism to make informed and effective decisions. Therefore, the correct answer is false.

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  • 27. 

    When Sophie makes decisions, she does so with incomplete information. Sophie is making  

    • Sharp decisions

    • Irrational decisions

    • Intuitive decisions

    • Bounded rationality decisions

    • Rational decisions

    Correct Answer
    A. Bounded rationality decisions
    Explanation
    Sophie's decision-making process is described as being based on incomplete information. This suggests that she is not able to gather or consider all the relevant information before making a decision. Bounded rationality is a concept in decision-making theory that acknowledges the limitations of human cognitive abilities and suggests that individuals make decisions that are rational within the constraints of their available information and cognitive resources. Therefore, Sophie's decision-making can be described as bounded rationality decisions.

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  • 28. 

    Ysanne uses intuition to make many of her decisions. Intuitive decisions are usually  

    • Respected

    • Ineffective

    • Irrational

    • "good enough"

    • Optimized

    Correct Answer
    A. Respected
    Explanation
    Ysanne's use of intuition suggests that she relies on her gut feelings and instincts when making decisions. Intuitive decisions are often respected because they are based on personal experiences and insights that may not be immediately explainable or rational. While they may not always be the most effective or optimized decisions, they are generally considered "good enough" and valued for their unique perspective and ability to consider factors beyond logical reasoning.

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  • 29. 

    The evidence indicates that, on the average, groups make  

    • Less creative solutions than individuals because of time restrictions

    • Less expensive decisions than individuals becasue of the optimum choices made

    • Faster decisions than individuals becasue of the division of labor

    • More expensive decision than individuals becasue of the lengthy time needed to make the decisions

    • Better quality decisions than individuals

    Correct Answer
    A. Better quality decisions than individuals
    Explanation
    Groups are able to make better quality decisions than individuals because they can bring together a diverse range of perspectives, knowledge, and expertise. By pooling their resources, groups can consider multiple viewpoints, generate more innovative ideas, and evaluate potential solutions more thoroughly. This collaborative process can lead to higher quality decisions that take into account a broader range of factors and considerations.

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  • 30. 

    Groupthink would most likely happen in   A) groups where members participate actively. B) heterogeneous groups. C) groups where debate is encouraged. D) groups made up of members who think "outside the box." E) groups where cohesion is paramount.

    • Groups where members participate actively.

    • Heterogeneous groups

    • Groups where debate is encouraged

    • Groups made up of members who think "outside the box"

    • Groups where cohesion is paramount

    Correct Answer
    A. Groups where cohesion is paramount
    Explanation
    Groupthink is a phenomenon where group members prioritize harmony and conformity over critical thinking and independent decision-making. In groups where cohesion is paramount, there is a strong emphasis on maintaining unity and agreement within the group. This can lead to a suppression of diverse opinions and dissenting views, as members may be hesitant to express ideas that go against the group's consensus. As a result, groupthink is more likely to occur in groups where cohesion is highly valued.

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  • 31. 

    SCENARIO 9-2 Your organization is considering the use of teams for decision making. You have read and studied the topic extensively. Now you are trying to inform your manager about the advantages and disadvantages of group decision making. Referring to SCENARIO 9-2, you should expect to find that  

    • There will be increased acceptance of the decision

    • Group decision making will be more effecient

    • Group decision making will be faster

    • Group decision making will not be viewed as legitimate

    • Group discussions will be shared equally

    Correct Answer
    A. There will be increased acceptance of the decision
    Explanation
    In the given scenario, the expectation is that there will be increased acceptance of the decision when using group decision making. This means that when decisions are made collectively, the members of the group are more likely to support and agree with the final decision. This could be due to the fact that group decision making allows for diverse perspectives and input from different team members, leading to a more well-rounded and inclusive decision-making process.

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  • 32. 

    SCENARIO 9-3 You know that the decision as to which new product to produce must have widespread acceptance and be of highest quality. Having reviewed the literature, you decide this decision needs to be made by a group of your best managers. Referring to SCENARIO 9-3, if commitment to the solution is your effectiveness criteria, the ________ group will be the most effective.    

    • Nominal

    • Interacting

    • Brainstorming

    • Electronic

    • Optimizing

    Correct Answer
    A. Interacting
    Explanation
    In order to achieve commitment to the solution, it is important for individuals to interact and engage with each other. This allows for open discussion, exchange of ideas, and the opportunity for everyone to contribute their perspectives and opinions. Therefore, an interacting group, where managers can actively communicate and collaborate with each other, would be the most effective in terms of achieving commitment to the solution.

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  • 33. 

    When evaluating group effectiveness, it is important to compare the group criteria. If you required a group that was high on both "developing group cohesiveness" and "commitment to solution" but could tolerate low levels on "number of ideas" and "quality of ideas", then which group would you consider?   A) brainstorming B) electronic C) nominal D) creativity E) interacting

    • Brainstorming

    • Electronic

    • Nominal

    • Creativity

    • Interacting

    Correct Answer
    A. Interacting
    Explanation
    If you required a group that was high on both "developing group cohesiveness" and "commitment to solution" but could tolerate low levels on "number of ideas" and "quality of ideas", then the group that would be considered is "interacting". This is because interacting groups are known for their ability to develop strong cohesiveness and commitment to finding a solution, even if they may not generate a high quantity or quality of ideas.

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  • 34. 

    Individuals tend to be more creative in their decisions than groups.

    • True

    • False

    Correct Answer
    A. False
    Explanation
    Research has shown that groups tend to be more creative than individuals in their decision-making process. When individuals work together in a group, they can bring in diverse perspectives, ideas, and experiences, leading to more innovative and creative solutions. Group brainstorming and collaboration can stimulate creativity and generate a wider range of possibilities. On the other hand, individuals may be limited by their own biases and perspectives, which can hinder their ability to think outside the box. Therefore, the statement that individuals are more creative in their decisions than groups is false.

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  • 35. 

    You have just been assigned to work in a new area, and your new boss is a woman. According to your text, when there are differences in leadership styles between men and women, you should expect your new boss to rely on a more ________ style of management than your former boss, who was a man.  

    • Directive

    • Futuristic

    • Competitive

    • Authoritive

    • Democratic

    Correct Answer
    A. Democratic
    Explanation
    According to the given information, the new boss is a woman. The text suggests that when there are differences in leadership styles between men and women, women tend to rely more on a democratic style of management. Therefore, it can be expected that the new boss, being a woman, would also have a democratic style of management.

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  • 36. 

    One study that contrasted visionary and nonvisionary companies found that visionary companies outperformed nonvisionary companies by six times.

    • True

    • False

    Correct Answer
    A. True
    Explanation
    The explanation for the given correct answer is that the study mentioned in the question found that visionary companies performed significantly better than nonvisionary companies, with a six times higher level of performance. This suggests that having a clear and inspiring vision can greatly contribute to a company's success and overall performance.

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  • 37. 

    Level 5 leaders tend to be the very outstanding, well known leaders of prominent, profitable companies.

    • True

    • False

    Correct Answer
    A. False
    Explanation
    Level 5 leaders are not necessarily the very outstanding, well-known leaders of prominent, profitable companies. In fact, according to Jim Collins in his book "Good to Great," Level 5 leaders are characterized by their humility and their focus on the success of the company rather than their own personal success or recognition. These leaders often fly under the radar and may not be as well-known or prominent as other leaders, but they are highly effective in leading their organizations to greatness.

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  • 38. 

    According to your text, empowerment of employees will usually come more naturally for women leaders than for men leaders.

    • True

    • False

    Correct Answer
    A. True
    Explanation
    The explanation for the given correct answer is that women leaders often possess qualities such as empathy, collaboration, and inclusivity, which naturally lend themselves to empowering their employees. These qualities are commonly associated with women due to societal expectations and gender roles. Additionally, women leaders may have faced similar challenges in their careers and can relate to the experiences of their employees, making them more likely to support and empower them. However, it is important to note that this is a generalization and not all women leaders will exhibit these qualities, just as not all men leaders will lack them.

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  • 39. 

    A ________ leader focuses entirely on people concerns and not on task concerns in the Leadership Grid.  

    • 1,1

    • 5,5

    • 1,9

    • 9,1

    • 9,9

    Correct Answer
    A. 1,9
    Explanation
    A leader who focuses entirely on people concerns and not on task concerns can be described as having a 1,9 leadership style. This means that they have a high concern for the needs and well-being of their team members, but a low concern for achieving specific tasks or goals. They prioritize building relationships and creating a positive work environment over meeting deadlines or achieving objectives. This leadership style may result in a harmonious and supportive work culture, but it may also lead to a lack of productivity or goal attainment.

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  • 40. 

    You have been asked by a colleague about leadership theories. Your colleague asks you "Which of the leadership theories or models is the most accepted by scholars?" After careful consideration you tell him  

    • Fiedler's contingency model

    • Path-goal theory

    • The trait theory

    • Hersey and Blanchard's situational theory

    • That not one of the theories has gained more respect then the other

    Correct Answer
    A. Path-goal theory
  • 41. 

    Elliott is a team leader who consults with employees and uses their suggestions before making a decision. According to the path-goal theory, Elliott is

    • A supportive leader

    • A participative leader

    • A charismatic leader

    • A directive leader

    • An achievment oriented leader

    Correct Answer
    A. A participative leader
    Explanation
    According to the path-goal theory, Elliott is a participative leader because he consults with employees and uses their suggestions before making a decision. This type of leadership style involves involving employees in the decision-making process, seeking their input and ideas, and valuing their opinions. Participative leaders encourage collaboration and empower their team members to contribute to the decision-making process, ultimately fostering a sense of ownership and commitment among employees.

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  • 42. 

    SCENARIO 8-2 You have been given the opportunity to share your knowledge of the path-goal theory with a group of managers. You begin by explaining that an important component of the path-goal theory of leadership is the contribution of contingency factors, which control for the effectiveness of one leadership behaviour versus another. These contingency factors are organized into two groups: subordinate and environmental. Referring to SCENARIO 8-2, some leaders show greater flexibility to subordinate and environmental contingency factors than others. Based on this premise, we could say that  

    • Participative leadership is always needed.

    • Leaders are purely directive or purely suppostive

    • All leaders are high self-monitors

    • Some leaders will be successful only in very specific situations

    • Leaders should always remain externally focused in order to be flexible

    Correct Answer
    A. Some leaders will be successful only in very specific situations
    Explanation
    Based on the premise that some leaders show greater flexibility to subordinate and environmental contingency factors than others, it can be inferred that not all leaders will be successful in all situations. This suggests that some leaders will be successful only in very specific situations where their leadership style aligns with the specific contingency factors present. Therefore, the correct answer is "some leaders will be successful only in very specific situations."

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  • 43. 

    ________ cultures can be a ________ when they effectively eliminate the unique strengths that people of different backgrounds bring to the organization.

    • Strong; liability

    • Organizational; asset

    • Dominant; asset

    • Weak; liability

    • Weak; asset

    Correct Answer
    A. Strong; liability
    Explanation
    When cultures are strong, they can become a liability when they eliminate the unique strengths that people from diverse backgrounds bring to the organization. This means that when a culture is too dominant and does not value or include different perspectives, it can hinder innovation, creativity, and collaboration within the organization. This can result in missed opportunities and a lack of adaptability to changing environments, ultimately becoming a liability for the organization.

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  • 44. 

    ________ organizational cultures place considerable pressure on employees to conform and can act as a barrier to enhancing diversity in the organization.

    • Old

    • Strong

    • Weak

    • New

    • Sustainable

    Correct Answer
    A. Strong
    Explanation
    Strong organizational cultures place considerable pressure on employees to conform and can act as a barrier to enhancing diversity in the organization. This is because in strong cultures, there is a strong emphasis on uniformity and adherence to established norms and values. This can discourage employees from expressing diverse perspectives or challenging the status quo, limiting the organization's ability to benefit from different ideas and perspectives.

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  • 45. 

    Mighty Mintz Motor Repair (MMMR) is moving its location 200 kilometers away to a larger community within the next ten months. Mr. Mintz realizes the hardships some of the mechanics will experience if they move. He is hoping that they accept the change and are not too resistant to moving, as he would like them to all follow the business. He has authorized you to use Lewin's three-step model in order to facilitate the change and come up with a plan he can implement in the near future. Referring to SCENARIO 10-3, congratulations!. You have been successful in convincing the mechanics to move to the new location. All of the mechanics have moved, so just one week after the move you decide to have a staff appreciation day where the mechanics can enter their name in a draw for an all expense paid vacation. In Lewin's terms, this is an example of

    • Empowering.

    • Refreezing the driving forces.

    • Increasing driving forces.

    • Refreezing the change.

    • Unfreezing the status quo.

    Correct Answer
    A. Refreezing the change.
    Explanation
    Refreezing the change refers to the final step in Lewin's three-step model, where the new behavior or change is reinforced and stabilized. In this scenario, the staff appreciation day with the vacation draw is a way to reward and motivate the mechanics for successfully adapting to the change and moving to the new location. It helps solidify the change and encourages the mechanics to continue embracing the new location and the changes that have been implemented.

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  • 46. 

    Weak cultures are more likely than strong cultures to have a controlling influence on employee behaviours.

    • True

    • False

    Correct Answer
    A. False
    Explanation
    The statement suggests that weak cultures have a controlling influence on employee behaviors, which is not true. In fact, strong cultures are more likely to have a controlling influence on employee behaviors. Strong cultures have well-defined values, norms, and beliefs that guide employee behavior, creating a sense of unity and shared purpose. In contrast, weak cultures lack clear direction and may result in employees having more autonomy and less control over their behaviors. Therefore, the correct answer is false.

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  • 47. 

    According to your text, research shows that cynicism during the change process often results in

    • Greater motivation and hard work by all employees in order to keep the status quo.

    • More positive critical analysis of the situation by employees.

    • Increased attention by all employees.

    • Increased job satisfaction because it forces the status quo.

    • Lower commitment on the part of employees.

    Correct Answer
    A. Lower commitment on the part of employees.
    Explanation
    The research mentioned in the text suggests that cynicism during the change process leads to lower commitment on the part of employees. This means that when employees are cynical about the change, they are less likely to be committed to it and may not put in the same level of effort or dedication.

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  • 48. 

    The built-in mechanisms that organizations have in order to produce stability are referred to as

    • Economic factors.

    • Structural inertia.

    • Personal security.

    • Selective information processing.

    • All of the above

    Correct Answer
    A. Structural inertia.
    Explanation
    Structural inertia refers to the resistance to change within an organization due to its established structures, processes, and systems. These mechanisms are put in place to maintain stability and continuity. Economic factors and personal security may be related to organizational stability but do not specifically refer to the built-in mechanisms. Selective information processing may also contribute to stability, but it is not the main concept being described in this question. Therefore, the correct answer is structural inertia.

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  • 49. 

    When an organization is faced with a true crisis, members of the organization will likely be ________ efforts to change the culture.

    • Blind to

    • Willing to negotiate

    • Resistant to

    • Involved in

    • Responsive and accepting of

    Correct Answer
    A. Responsive and accepting of
    Explanation
    When an organization is faced with a true crisis, members of the organization will likely be responsive and accepting of efforts to change the culture. This is because a crisis often creates a sense of urgency and the need for immediate action. In such situations, individuals are more likely to recognize the need for change and be open to adopting new ways of doing things in order to address the crisis effectively. Being responsive and accepting of change is crucial in order to adapt and overcome the challenges presented by the crisis.

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Quiz Review Timeline (Updated): Mar 22, 2023 +

Our quizzes are rigorously reviewed, monitored and continuously updated by our expert board to maintain accuracy, relevance, and timeliness.

  • Current Version
  • Mar 22, 2023
    Quiz Edited by
    ProProfs Editorial Team
  • Aug 15, 2018
    Quiz Created by
    Azim
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