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. Occurs when more tasks are added to an existing job






2. Deconstructive forms of conflict-bad conflict- usually relationship conflict - personal - rooted in anger - personal friction - tension






3. Shared knowledge within an organization regarding the rules - norms - and values that shape the attitudes and behaviors of of its employees.






4. Tendency to consistently evaluate other people or objects in a positive/average/negative fashion.






5. The effort - planning - and control needed to express organizationally desired emotions during interpersonal transactions. E.g.: - concealing frustrtions - displaying compassion toward an ill person - hide boredom in long meeting w/sr. mgmt






6. A theory of leadership that suggests that in many situations - whatever action the leader exhibits are irrelevant. Certain individual - job - and organizational variables can act as substitutes for leadership or neutralization






7. Inspire followers in the direction of established goals by clarifying role and task requirement






8. To what extent do alternative sources of the resource or alternatives to the resource exist?






9. Let the other side do it their way: other party is more powerful - issue is less important to you - and/or can build relationship and maintain Harmony






10. Ability to control rewards others value and remove negative sanctions. (Formal)






11. Tendency to evaluate people or objects by comparing them with characteristics of recently observed people or objects.






12. Inspired people to work harder - others rally around their cause - was respected - brought masses together.






13. 5-12 hourly employees from the same from the same department who met for a few hours each week to discuss ways of improving quality - efficiency and the work environment.






14. When Competing: dividing fixed pie - win-loose - focused on power position - perceived incompatible goals.






15. A job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties. 1) Core job characteristics (skill variety - task I&S autonomy) 2) Critical psychological states (meaningfu






16. 1) Open systems (good fit w/ext environment) 2) Organizational learning 3) High performance work practices (efficient & effective) 4) Stakeholders (satisfy their needs)






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






18. Heuristics are shortcuts that people make in decision making to reduce info processing.






19. Applicants select companies based on compatible values.






20. Brown Nosing. Flatter them






21. The mental filtering of incoming stimuli to reduce it to a manageable level. The filters can be based on interests - background - experience - and attitudes-so much going on - we can't take in everything at the same time.






22. The degree to which an issue demands the application of ethical principles.






23. Comes from job description - general acceptance that people in certain roles can make requests of others. (Formal)






24. I make logical arguments. Hope the people see the logic. Lay it out. (MOST EFFECTIVE)






25. Self-censorship; direct pressure to members who disagree (e.g. scorn ridicule); protect the group from alternative views (mindguarding); illusion of unanimity






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






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






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






29. Get together with our groups - power in numbers






30. Applicants select based on values congruent with organization's culture






31. You do this or else (LEAST EFFECTIVE)






32. 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)






33. Sometimes also called the network - or modular organization; typically small - core organization that outsources major business functions.






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






35. Helps followers develop important competencies to complete work tasks - and support their efforts






36. Absolute power of the "influencer" and "influencee" isn't as important as the disparity between them.






37. Provides followers input into decision making that affects the organization






38. What a company considers to respect as worthy - excellent - useful






39. The tendency to attribute others behaviors to internal factors






40. Things that trigger conflict: Communication - Structure - and Personal Variables






41. Most frequently occurs downward (managers influencing employees) but can also be lateral (peers influencing peers) or upward (employees influencing managers.)






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






43. Occurs when employees are given more responsibility for scheduling - coordinating and planning their own work.






44. Low tolerance for ambiguity and people and social concerns: quick decisions. Talk to people then rely on intuition






45. Newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization.






46. Different Political times






47. Rationalization of group's option; discounting of conflicting ideas from inside the and outside the group.






48. A mode of thinking (blind conformity) that people engage in when they are deeply involved in a cohesive in-group - when the members' strivings for unanimity override their motivation to realistically appraise alternative courses of action.






49. Functional and dysfunctional solutions






50. Perceive that its there. When parties finally start to figure out what the conflict is - conflict usually defined in this stage. Emotions play a major role in shaping perceptions.