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. Don't remain static. Internet - baby boomers are beginning to retire - and consumers are increasingly doing their shopping at "big-box" retailers and online






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






3. Explains rules and expectations and provides information required to complete work tasks effectively






4. 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






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






6. People are attracted to and selected by organizations that match their personalities - and they leave organizations that are not compatible with their personalities.






7. Appeal to friendship and relationship and loyalty






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






9. The degree that people value independence and personal uniqueness; prefer to act as individuals rather than as members of groups






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






11. How aware is B that A is in control of the resource?






12. The tendency to attribute others behaviors to internal factors






13. Acceptable Standards - informal rules that govern behavior and interaction- often not articulated






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






15. The relationship of a target to its background also influences perception - as does our tendency to group close things and similar things together






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






17. We tend to attribute our own successes to internal factors and but the blame for failure on external factors.






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






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






20. A theroy stating the more we interact with someone - the less predjudiced or perceptually bioased we will be against that person






21. Factors related to personal differences - e.g. personality - values/beliefs - culture - individual differences (most difficult to address and resolve)






22. The tendency to fixate on initial information and fail to adjust initial information and fail to adjust initial views based on subsequent data.






23. A motivation theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes. (REVIEW)






24. Physical (they are too close - physical layout of work) - politics






25. First impressions/most recent information dominates our perceptions.






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






27. Sets of Standards for behavior and models effective behavior






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






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






30. Adjusting to a multicultural environment. Demographic changes - immigration - and outsourcing have also transformed the nature of the workforce.






31. 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)






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






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






34. Creativity and Acceptance






35. Relate to the manner in which team members manage their relationships throughout the life cycle of the team.






36. Reflects the extent to which and individual focuses on either the task and technical concerns or people and social concerns when making decisions






37. The process through which newcomers are adopted to the organization's culture; three stages include - Prearrival - Encounter - Metamorphosis.






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






39. Management focuses on results/ outcomes vs. techniques and processes used to achieve them






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






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






42. Close relationships form - settle into a pattern- ends when everyone's on the same page






43. Associated with charisma - go along with me because of my charisma- respect the person. (Personal)






44. Speed/Efficiency






45. More about the customers needs - don't have many layers - more teams - report together - more autonomy - more creative/innovated - quicker to detect changes in environment - quicker response to change.






46. Like military - many layers - narrows span of control- STABLE AND CERTAIN ENVIRONMENT






47. Assumes that people are information processing machines without external constraints.






48. 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






49. This exists when an organization's core values are both intensely held and widely shared. The greater the number of members who accept the core values and the greater their commitment to these values - the stronger the culture is.






50. 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."