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






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






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






4. What I want






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






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






7. The tendency to attribute others behaviors to internal factors






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






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






10. Occur in early stages of team development and focus on preparation for future work






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






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






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






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






15. How job tasks are formally divided - grouped - and coordinated- How the work flows






16. As human beings we have limited capabilities - and wanted short cuts- People are influenced by emotions and other motivations - and are under external constraints when making decisions






17. Concern for your goals






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






19. More administrative - managing complexity of organization - structure things - have plans






20. When we make judgments about the behavior of others - we tend to underestimate external influence and overestimate internal influence- b/c I don't have insight about what going on in your personal life






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






22. How critical is the resource to B? How many others are affected if the resource is not available? How quickly will that affect happen?






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






24. 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.






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






26. Higher Levels of motivation - productivity - commitment and job satisfaction: lower turnover - stress - and burnout.






27. 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.






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






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






30. Teams the collaborate primarily using technology- mediated communication.






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






32. A model of mutual understanding that encourages disclosure and feedback to increase our own open area and reduce the blind - hidden - and unknown areas.






33. Activities are organized around teams and collaboration in teams is a critical component of how work gets done






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






35. 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.






36. Differentiate leaders from non-leaders by focusing on personal qualities and characteristics-Big 5






37. Performance Evaluation - Rewards Systems - Formal Regulations - System-imposed time constraints - Historical precedents.






38. The process of identifying and choosing alternative courses of action to meet the demands of a situation.






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






40. 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






41. 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






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






43. Forming - Storming - Norming - Performing - and Adjourning


44. Applicants select companies based on compatible values.






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


46. Emphasizes common interest and downplay points of conflict;ignore issues that may cause division or hurt feelings- put conflict aside






47. 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)






48. Uncertain about task - beginning to learn about each other - testing out the waters- ends when members think of themselves as a team.






49. Concern for the goals of others






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