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Test your basic knowledge |
Organizational Behavior
Start Test
Study First
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
Social Trends
Virtual Teams
Attraction-Selection-Attrition Theory
empathy
2. All about data but high tolerance for ambiguity. You don't mind waiting so you can get all the data.
Contrast Error
Analytical
Centralization
Decision
3. Explains rules and expectations and provides information required to complete work tasks effectively
Organic
Informing
Fundamental Attribution Error
Stereotyping
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
Job enlargement
Programed Decision
Decision Making
job characteristics model
5. Degree to which decision making is concentrated at a single point in the organization. Decisions are centrally made then spread out.
Competing
emotional labor
Centralization
Leadership
6. People are attracted to and selected by organizations that match their personalities - and they leave organizations that are not compatible with their personalities.
Overconfidence Bias
Stereotyping
Organic
Person-Organization Fit
7. Appeal to friendship and relationship and loyalty
Attraction-Selection-Attrition Theory
Self-Managed Work Teams
Team States
Personal Appeals (SOFT)
8. Comes from job description - general acceptance that people in certain roles can make requests of others. (Formal)
Legitimate Power
Stage 4: Behavior
Planning Processes
expectancy theory
9. The degree that people value independence and personal uniqueness; prefer to act as individuals rather than as members of groups
People Orientation
Individualism
Stage 3: Intentions
Organizational Factors that influence Decision Making
10. You do this for me - I'll do this for you
Virtual Organization
Follower Outcomes
Directive
Exchange (HARD)
11. How aware is B that A is in control of the resource?
Task Conflict
empathy
Visibility
Technology
12. The tendency to attribute others behaviors to internal factors
Compromising
Personal Appeals (SOFT)
Bounded Rationality
Fundamental attribution error
13. Acceptable Standards - informal rules that govern behavior and interaction- often not articulated
Decision
Norms
Overconfidence Bias
Mechanistic
14. Are groups of employees (typically 10-15) who perform highly related or interdependent jobs and take on many responsibilities of their former supervisors.
Leniency/Central Tendency/ Severity Error
Confirmation Bias
Self-Managed Work Teams
Person-Organization Fit
15. The relationship of a target to its background also influences perception - as does our tendency to group close things and similar things together
Directional Influence
Johari Window
Groupthink
Target
16. More complex and non-routine situations - requires problem-solving
Non-Programmed Decision
Commitment/Engagement Response
Non-Programmed Decision Process
Task identity
17. We tend to attribute our own successes to internal factors and but the blame for failure on external factors.
Self-serving Bias
Overestimate the Group
Distributive Negotiation
Results Orientation
18. The practice of moving employees from one job to another
Cohesion
Work Specialization
Relationship Outcomes
job rotation
19. What a company considers to respect as worthy - excellent - useful
Departmentalization
Intellectual Stimulation
Team Orientation
Values
20. A theroy stating the more we interact with someone - the less predjudiced or perceptually bioased we will be against that person
contact hypnosis
Boundaryless Organization
Metamorphosis
Coaching
21. Factors related to personal differences - e.g. personality - values/beliefs - culture - individual differences (most difficult to address and resolve)
Differentiation Triggers
Virtual Teams
Personal Appeals (SOFT)
Environmental Triggers
22. The tendency to fixate on initial information and fail to adjust initial information and fail to adjust initial views based on subsequent data.
Group Decision Making
World Politics
Anchoring and Adjustment bias
Competition
23. A motivation theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes. (REVIEW)
expectancy theory
empathy
Changing Nature of Work Force
Target point
24. Physical (they are too close - physical layout of work) - politics
Transformational Leaders
Cooperativeness
Environmental Triggers
Conflict
25. First impressions/most recent information dominates our perceptions.
Accommodating
job enlargement
Primacy/Recency Error
Fundamental attribution error
26. I make logical arguments. Hope the people see the logic. Lay it out. (MOST EFFECTIVE)
Behavioral
Metamorphosis
Span of Control
Rational Persuasion (SOFT)
27. Sets of Standards for behavior and models effective behavior
Adjourning
Strong Culture
Leading by Example
Discretion
28. Shows concern for followers well-being and success and takes time to discuss their concerns
Attraction-Selection-Attrition Theory
Relationship Outcomes
Concern/Interacting with Team
Technology
29. Researched the behaviors of specific leaders-can train people- provides the basis of design for training programs.
Behavioral Approach
Person-Organization Fit
Perception
Negotiation
30. Adjusting to a multicultural environment. Demographic changes - immigration - and outsourcing have also transformed the nature of the workforce.
Changing Nature of Work Force
Inspirational Appeals (SOFT)
job enlargement
Coercive Power
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)
Norms
Visibility
Self-Managed Work Teams
Influence
32. The tendency to falsely believe after an event has already occurred - that it could have been accurately predicted beforehand.
empathy
emotional intelligence (EI
job design
Hindsight Bias
33. When Competing: dividing fixed pie - win-loose - focused on power position - perceived incompatible goals.
Decentralization
Problem Solving
Distributive Negotiation
Overestimate the Group
34. Creativity and Acceptance
Differentiation Triggers
Value Orientation
Perceiver
Group Decision Making
35. Relate to the manner in which team members manage their relationships throughout the life cycle of the team.
Availability Bias
Interpersonal Processes
Decision Making
Referent Power
36. Reflects the extent to which and individual focuses on either the task and technical concerns or people and social concerns when making decisions
confirmation bias
Pressure Toward Conformity
Value Orientation
Compromise
37. The process through which newcomers are adopted to the organization's culture; three stages include - Prearrival - Encounter - Metamorphosis.
Socialization
Smoothing
Selection
Concern/Interacting with Team
38. People at lower level - have affect on decision making
Directive
Compliance Response
Decentralization
Self-serving Bias
39. Management focuses on results/ outcomes vs. techniques and processes used to achieve them
Cross-Functional Teams
Results Orientation
Overconfidence Bias
Pressure (HARD)
40. To what extent do alternative sources of the resource or alternatives to the resource exist?
Substitutability
Organizational Culture
Resistance Point
Groupthink
41. Most frequently occurs downward (managers influencing employees) but can also be lateral (peers influencing peers) or upward (employees influencing managers.)
Rationality
Relationship Outcomes
Norms
Directional Influence
42. Close relationships form - settle into a pattern- ends when everyone's on the same page
Communication Triggers
Norming
Smoothing
Stage 1: Potential opposition or incompatibility
43. Associated with charisma - go along with me because of my charisma- respect the person. (Personal)
Relative Influence
Cohesion
Task Conflict
Referent Power
44. Speed/Efficiency
Selection
Substitutability
Avoidance
Individual Decision Making
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.
Anchoring and Adjustment bias
Stage 1: Potential opposition or incompatibility
Decentralization
Organic
46. Like military - many layers - narrows span of control- STABLE AND CERTAIN ENVIRONMENT
Task identity
Mechanistic
Centrality
Technology
47. Assumes that people are information processing machines without external constraints.
Referent Power
Rationality
Selective Perception
Formalization
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
Functional Solutions
Norms
Overconfidence Bias
Target
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.
Strong Culture
job design
Emotional Support
Decision Making
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."
Collaborating (takes the Longest)
Cohesion
Dysfunctional Solutions
Directional Influence