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. Organizing people and objects into preconceived categories that are stored in our long-term memory. (REVIEW)






2. 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






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






4. Global Competitors - heightened competition






5. Where I'd walk away






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






7. Process that begins when one party perceives that another party has negatively affected - or is about to negatively affect - something that the first party cares about






8. Relates to content and goals of work-OK if functional






9. Person-oriented behaviors; degree of trust - friendship - respect - and warmth that the leader extended to subordinates; attending to things that matter to people-pay and working conditions.






10. Assumes that leader style is fixed-either task motivated style or relationship style






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






12. Process of the group breaking apart






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






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






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






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






17. Technological challenges and opportunities






18. 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.






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






20. Comes from a person's unique characteristics; Expert Power - Referent Power/ Personal power sources are more effective in terms of the reaction it gets.






21. Make a leader's influence not only impossible but also unnecessary. They act as a replacement for the leader's influence.






22. Degree to which work does planning execution






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






24. People accept an unequal distribution of power in society; there is a belief that social status determines power and acceptance of hierarchical structures - "Boss is always right"






25. Get together with our groups - power in numbers






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






27. Functional and dysfunctional solutions






28. Employees quit or are forced out when their values oppose company values






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






30. Refers to the degree to which jobs incumbent has a minimum amount of discretion over what is to be done - and how it is to be done.






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






32. 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.






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






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






35. Teams made up of employees from about the same hierarchical level but from different work areas - who come together to accomplish a task- takes time to build teams with different backgrounds.






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






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






38. The process of motivating employees and clarifying their role perceptions by establishing performance objectives.






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






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






41. A person's understanding of and sensitivity to the feelings - thoughts - and situation of others.






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






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






44. 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)






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






46. Inspire followers to transcend their own self-interests






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






48. 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.






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






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