Test your basic knowledge |

Organizational Behavior

Subject : business-skills
Instructions:
  • Answer 50 questions in 15 minutes.
  • If you are not ready to take this test, you can study here.
  • Match each statement with the correct term.
  • Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.

This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. To what extent do team members believe in the collective (as a whole) ability of the team.






2. Researched the behaviors of specific leaders-can train people- provides the basis of design for training programs.






3. Activities emphasize maintaining the status quo in contrast to growth and change






4. Newcomer sees what the organization is really like. Reality shock is a mismatch of information that occurs when an employee finds that aspects of working at the company are not what the employee expected them to be.






5. Seeks to eliminate the chain of command - have limitless spans of control - and replace departments with empowered teams.






6. Concern for your goals






7. Lets work together for the best policy






8. Are groups of employees (typically 10-15) who perform highly related or interdependent jobs and take on many responsibilities of their former supervisors.






9. Illusion of invulnerability - belief in inherent morality of the group






10. Increased group performance- Improves the quality of decisions - stimulates creativity and innovation - encourages interest and curiosity among group members - provides the medium through which problems can be aired and tensions relates and foster






11. 1) Antecdents (what happened before) 2) Behavior (what is said and done) 3) Consequences (what happens after behavior) (REVIEW)


12. All about data but high tolerance for ambiguity. You don't mind waiting so you can get all the data.






13. The use of an actual behavior that causes behavioral or attitudinal changes in others. (Using power sources to change the behavior and attitudes of others)






14. A positive organizational behavior approach to coaching and feedback that focuses on building and leveraging the employee's strengths rather than trying to correct their weaknesses






15. Division of labor - describes the degree to which activities in the organization are subdivided into separate jobs. Less time is spent and the employee skills are performing a task successfully increase through repetition.






16. Higher Levels of motivation - productivity - commitment and job satisfaction: lower turnover - stress - and burnout.






17. Drawing a general impression based on a single exemplary/poor area of performance - and spreading that impression to all other aspects of that person






18. Withdraw from situation. When to do: don't think issue is important - when potential disruption out weighs the benefits of resolution.






19. Do whatever it takes to maximize your own interest and care less of the other side: if you doubt the other side's motives - or if you have the power and need a quick solution.






20. Can exist w/out dependence on an external environment






21. The tendency to falsely believe after an event has already occurred - that it could have been accurately predicted beforehand.






22. Focus on high expectations and on intrinsic higher level needs (self-actualization)






23. A person's general belief about the amount of control he or she has over personal life events.






24. Collaborating: Win-win - seeking mutually beneficial alternatives - focus on underlying interests - Perceived Compatible goals






25. Best alternative to negotiated agreement - determines the lowest value acceptable to you for a negotiated agreement






26. More complex and non-routine situations - requires problem-solving






27. A motivation theory based on the innate drives that incorporates both emotions and rationality to: 1) acquire 2) bond 3) learn 4) defend






28. The practice of moving employees from one job to another






29. Relates to how work gets done (how its organized)- OK if functional






30. Employees encouraged to be innovative and take risks






31. Means that trust is rooted in a rational assessment of the others trustworthiness - based on his or her integrity - competence - and benevolence.






32. Focuses on interpersonal relationships- almost always dysfunctional






33. A state in which members of teams develop strong emotional bonds to other members of their team and to the team itself. The tendency of the team to "stick together."






34. Planned conflict- A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.






35. Shows concern for followers well-being and success and takes time to discuss their concerns






36. Refer to specific types of feelings and thoughts that develop in the minds of team members as a consequence of their experience working together.






37. Technological challenges and opportunities






38. How I deal with it. Dynamic process of Interaction. All conflicts exist somewhere on the continuum (functional conflicts are typically confined to the lower range of the continuum)






39. Degree to which decision making is concentrated at a single point in the organization. Decisions are centrally made then spread out.






40. Capacity that A has to influence B - so that B acts in accordance with A's wishes. Power does not require goal compatibility - merely dependence.






41. Global Competitors - heightened competition






42. Task-oriented behaviors; getting things organized and focusing on achieving task outputs






43. Both give a little when: when parties have equal power - wan to settle quickly - and/or parties lack trust and openness for collaboration






44. You do this for me - I'll do this for you






45. Learning that occurs before joining the organization






46. Decreases group performance-breeds discontent - destruction of group - reduces group effectiveness.






47. People at lower level - have affect on decision making






48. Where I'd walk away






49. Stalling - unproductive arguing - or outright rejection (LEAST EFFECTIVE)






50. The process of screening out information that is contrary to our values and asumptions