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. Constructive forms of conflict






2. Appeals to their values - needs - needs and goals.






3. 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.






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






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

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6. Judging someone on the basis of the group to which he or she belongs






7. Misunderstandings - insufficient exchange of information - don't communicate enough - sometimes we'd rather not communicate (easiest to resolve)






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






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






10. Both concerns are covered and looked at: issues are complex - time to share info - interests are not perfectly opposing - and/or parties have trust/openness






11. People and social concerns and high tolerance for ambiguity. Talk to everyone. Idea that takes everyone's concerns






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






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






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






15. Paying attention to each follower's needs and treating each follower with respect






16. The degree that people value their duty to groups to which they belong and to group harmony; expect others in their group to look after and protect themselves.






17. 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






18. Personal Compatibility - Subordinate competence - and/or extroverted personality






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






20. Intra-team conflict - conflict of who's in control - ends when their is a relative hierarchy and team knows who does what






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






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






23. 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.






24. 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






25. Make it impossible for a leaders behavior to make any difference to followers outcomes. They negate the leaders influence.






26. To what extent do team members believe in the collective (as a whole) ability of the team.






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






28. Global Competitors - heightened competition






29. Withdraw from the conflict; let the conflict continue






30. When an individual makes choices from among two or more alternatives






31. 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.






32. Creativity and Acceptance






33. Higher Quality products - Faster to market - higher profits






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






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






36. Means that it depends on feelings toward the authority that go beyond any rational assessment.






37. Comes from position relative to the person being influenced; Legitimate power - Reward Power - Coercive Power






38. A specific case of selective perception: decision makers seek to affirm data that confirms their solution but ignore and criticize data that contradicts their solution.






39. Repetitive and routine - use decision and rules






40. Focuses on interpersonal relationships- almost always dysfunctional






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






42. Higher quality - marked by especially strong levels of mutual respect/obligation and followers trust in leaders






43. The time at which we see an object or event can influence attention - as can location - light - or any number of situational factors






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






45. A process by which individuals organize and interpret their impressions to give meaning to their environments






46. 1) Preparation and Planning 2) Definition of Ground Rules- where - when - etc. parties exchange mutual demand on bids 3) Clarification and Justification 4) Bargaining and problem solving- both parties will have to make concessions 5) Closure and Im






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






48. (Quality of the change) x (Change management strategy to gain acceptance of the change) = (Effectiveness of the change effort) ; so if either is 0 - you can not have effectiveness






49. Incompatible goals/rewards - task - competition for shared resources - unclear roles/responsibilities - not sure where jobs overlap - way to set up our own work






50. New .com businesses and low interest rates. But when these turn over = disaster