Management Behavior
1._____ Behavior that is followed by positive consequences will probably be repeated. This statement is referred to as:
a. the law of consequences
b. the law of repetition
c. the law of large numbers
d. the law of effect
e. none of the above
2._____ Which of the following is NOT a key consequence of behavior associated with OB Mod?
a. punishment
b. extinction
c. need fulfillment
d. positive reinforcement
e. negative reinforcement
3._____ Expectancy is:
a. the perceived likelihood that performance will be followed by a particular outcome
b. the value that expected outcomes hold for the person contemplating them
c. Motivational Force X Sum of (Instrumentalities X Valences)
d. the perceived likelihood that employees efforts will enable them to attain their performance goals
e. indirectly correlated with motivation
4._____ The text differentiates a A??oreal team from a working group by the:
a. interpersonal interactions that are observable
b. extraordinary efficiencies realized
c. achievement of significant performance improvements
d. agreement on a common goal to be achieved
e. organizational style of structure
5._____ Which of the following describes a collection of people who work in the same area or have been drawn together to undertake a task?
a. organizational divisions
b. working team
c. working group
d. virtual team
e. parallel team
6._____ Which of the following describes a self-managed team?
a. workers are trained to do all or most of the jobs in the unit
b. workers rely on management decisions
c. workers have multiple immediate supervisors
d. workers to not report to anyone
e. workers compensation depends upon their teams profitability
7._____ Which of the following describes a project and development team?
a. the team is responsible for making goods or doing services
b. they work to solve a particular problem
c. they operate as an essential component of the main work structure of the organization
d. they work on long-term projects
e. they are relieved of their usual duties while on the team
8._____ Which of these are voluntary groups of people drawn from various production teams who make suggestions about quality but have no authority to make decisions of execute?
a. management teams
b. traditional work teams
c. quality circles
d. semi-autonomous work groups
e. none of the above
9._____ Components of the communication process include all of the following EXCEPT:
a. sender-receiver
b. volume
c. feedback
d. channel
e. message
10._____ The transmission of information and meaning from one party to another through the use of shared symbols is called:
a. motivation
b. leadership
c. management
d. communication
e. mind-melding
11._____ The process of withholding, ignoring, or distorting information is called:
a. feedback
b. perception
c. filtering
d. communication
e. channeling
12._____ Which of these is the process of receiving and interpreting information?
a. dialogue
b. perception
c. discussion
d. filtering
e. noise
13._____ Oral communication includes
a. any use of words
b. anything audible
c. face-to-face discussion
d. all non-written communication
e. non-verbal nuances
14._____ E-mail messages are private property of the:
a. systems owner
b. sender
c. receiver
d. government
e. individuals who have access to them
15._____ Control has been called one of the A??oSiamese Twins of Management. The other twin is:
a. planning
b. organizing
c. leading
d. directing
e. empowerment
16._____ A process that directs the activities of individuals toward achieving organizational goals is:
a. policies
b. control
c. directing
d. control points
e. none of the above
17._____ Bureaucratic control deals with
a. rules and regulations
b. market forces
c. economic forces
d. pricing mechanisms
e. all of the above
18._____ The last step in the control process is:
a. taking corrective action
b. setting performance standards
c. measuring performance
d. comparing performance
e. determining deviations
19._____ Which type of control takes place while plans are being carried out?
a. feedback control
b. specialist control
c. preliminary control
d. feedforward control
e. concurrent control
20._____ Which type of control is future oriented?
a. feedback control
b. specialist control
c. feedforward control
d. operator control
e. concurrent control
21._____ The systematic application of technical knowledge to a new product, process, or service is called:
a. innovation
b. entrepreneurship
c. intrapreneurship
d. technology
e. information
22._____ Changes that affect the methods of producing outputs are referred to as:
a. product innovations
b. product technologies
c. process innovations
d. process technologies
e. none of the above
23._____ Changes in the actual output of an organization are referred to as:
a. product innovations
b. product technologies
c. process innovations
d. process technologies
e. none of the above
24._____ Which of the following is an advantage of technology leadership?
a. infrastructure costs
b. possible cannibalization of existing products
c. greater risks
d. establishment of entry barriers
e. cost of technology development
25._____ All of the following are risks associated with being a technological leader EXCEPT:
a. current products or investments may be made obsolete
b. competitors may reach the market first
c. demand for the innovation is uncertain
d. the technology may have unresolved problems
e. all of the above are risks of being a technical leader
26._____ The system-wide application of behavorial science to organizational effectiveness is called:
a. organization development
b. organization strategy
c. organization systems
d. leadership
e. none of the above
27._____ All of the following are reasons for people to resist change with an organization EXCEPT:
a. inertia
b. peer pressure
c. surprise
d. misunderstanding
e. expectations
28._____ The three basic stages of implementing change within an organization are:
a. unfreezing, moving to institute the change, and refreezing
b. mobilizing, moving, and fastening
c. planning, instituting, and evaluating
d. storming, norming, and performing
e. none of the above
29._____ A performance gap is the difference between the organizations actual performance and:
a. a selected competitors performance
b. desired performance
c. international competitors performance
d. forecasted performance
e. none of the above
30._____ Which of the following is NOT a strategy to overcome resistance to change?
a. encouraging participation
b. increasing uncertainty
c. manipulation
d. open communication
e. coercion
1._____ Behavior that is followed by positive consequences will probably be repeated. This statement is referred to as:
a. the law of consequences
b. the law of repetition
c. the law of large numbers
d. the law of effect
e. none of the above
2._____ Which of the following is NOT a key consequence of behavior associated with OB Mod?
a. punishment
b. extinction
c. need fulfillment
d. positive reinforcement
e. negative reinforcement
3._____ Expectancy is:
a. the perceived likelihood that performance will be followed by a particular outcome
b. the value that expected outcomes hold for the person contemplating them
c. Motivational Force X Sum of (Instrumentalities X Valences)
d. the perceived likelihood that employees efforts will enable them to attain their performance goals
e. indirectly correlated with motivation
4._____ The text differentiates a A??oreal team from a working group by the:
a. interpersonal interactions that are observable
b. extraordinary efficiencies realized
c. achievement of significant performance improvements
d. agreement on a common goal to be achieved
e. organizational style of structure
5._____ Which of the following describes a collection of people who work in the same area or have been drawn together to undertake a task?
a. organizational divisions
b. working team
c. working group
d. virtual team
e. parallel team
6._____ Which of the following describes a self-managed team?
a. workers are trained to do all or most of the jobs in the unit
b. workers rely on management decisions
c. workers have multiple immediate supervisors
d. workers to not report to anyone
e. workers compensation depends upon their teams profitability
7._____ Which of the following describes a project and development team?
a. the team is responsible for making goods or doing services
b. they work to solve a particular problem
c. they operate as an essential component of the main work structure of the organization
d. they work on long-term projects
e. they are relieved of their usual duties while on the team
8._____ Which of these are voluntary groups of people drawn from various production teams who make suggestions about quality but have no authority to make decisions of execute?
a. management teams
b. traditional work teams
c. quality circles
d. semi-autonomous work groups
e. none of the above
9._____ Components of the communication process include all of the following EXCEPT:
a. sender-receiver
b. volume
c. feedback
d. channel
e. message
10._____ The transmission of information and meaning from one party to another through the use of shared symbols is called:
a. motivation
b. leadership
c. management
d. communication
e. mind-melding
11._____ The process of withholding, ignoring, or distorting information is called:
a. feedback
b. perception
c. filtering
d. communication
e. channeling
12._____ Which of these is the process of receiving and interpreting information?
a. dialogue
b. perception
c. discussion
d. filtering
e. noise
13._____ Oral communication includes
a. any use of words
b. anything audible
c. face-to-face discussion
d. all non-written communication
e. non-verbal nuances
14._____ E-mail messages are private property of the:
a. systems owner
b. sender
c. receiver
d. government
e. individuals who have access to them
15._____ Control has been called one of the A??oSiamese Twins of Management. The other twin is:
a. planning
b. organizing
c. leading
d. directing
e. empowerment
16._____ A process that directs the activities of individuals toward achieving organizational goals is:
a. policies
b. control
c. directing
d. control points
e. none of the above
17._____ Bureaucratic control deals with
a. rules and regulations
b. market forces
c. economic forces
d. pricing mechanisms
e. all of the above
18._____ The last step in the control process is:
a. taking corrective action
b. setting performance standards
c. measuring performance
d. comparing performance
e. determining deviations
19._____ Which type of control takes place while plans are being carried out?
a. feedback control
b. specialist control
c. preliminary control
d. feedforward control
e. concurrent control
20._____ Which type of control is future oriented?
a. feedback control
b. specialist control
c. feedforward control
d. operator control
e. concurrent control
21._____ The systematic application of technical knowledge to a new product, process, or service is called:
a. innovation
b. entrepreneurship
c. intrapreneurship
d. technology
e. information
22._____ Changes that affect the methods of producing outputs are referred to as:
a. product innovations
b. product technologies
c. process innovations
d. process technologies
e. none of the above
23._____ Changes in the actual output of an organization are referred to as:
a. product innovations
b. product technologies
c. process innovations
d. process technologies
e. none of the above
24._____ Which of the following is an advantage of technology leadership?
a. infrastructure costs
b. possible cannibalization of existing products
c. greater risks
d. establishment of entry barriers
e. cost of technology development
25._____ All of the following are risks associated with being a technological leader EXCEPT:
a. current products or investments may be made obsolete
b. competitors may reach the market first
c. demand for the innovation is uncertain
d. the technology may have unresolved problems
e. all of the above are risks of being a technical leader
26._____ The system-wide application of behavorial science to organizational effectiveness is called:
a. organization development
b. organization strategy
c. organization systems
d. leadership
e. none of the above
27._____ All of the following are reasons for people to resist change with an organization EXCEPT:
a. inertia
b. peer pressure
c. surprise
d. misunderstanding
e. expectations
28._____ The three basic stages of implementing change within an organization are:
a. unfreezing, moving to institute the change, and refreezing
b. mobilizing, moving, and fastening
c. planning, instituting, and evaluating
d. storming, norming, and performing
e. none of the above
29._____ A performance gap is the difference between the organizations actual performance and:
a. a selected competitors performance
b. desired performance
c. international competitors performance
d. forecasted performance
e. none of the above
30._____ Which of the following is NOT a strategy to overcome resistance to change?
a. encouraging participation
b. increasing uncertainty
c. manipulation
d. open communication
e. coercion
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