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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. Best alternative to negotiated agreement - determines the lowest value acceptable to you for a negotiated agreement
Bounded Rationality
BATNA
Changing Nature of Work Force
Team Orientation
2. What a company considers to respect as worthy - excellent - useful
Target
Substitutes
confirmation bias
Values
3. The ability to monitor our own and others' feelings and emotions - to discriminate between them and to use this information to guide our thinking and actions. (REVIEW)
Smoothing
emotional intelligence (EI
exit-voice-loyalty-neglect (EVLN) model
Attraction-Selection-Attrition Theory
4. New .com businesses and low interest rates. But when these turn over = disaster
Leniency/Central Tendency/ Severity Error
Leader-Member Exchange (LMX)
Economic Shocks
Coercive Power
5. Like military - many layers - narrows span of control- STABLE AND CERTAIN ENVIRONMENT
Integrative Negotiation
Mechanistic
Contrast Error
Functional conflict
6. We tend to attribute our own successes to internal factors and but the blame for failure on external factors.
Influence
Collectivism
Competition
Self-serving Bias
7. Employees are expected to exhibit precision - analysis - and attention to detail
Informing
Attention to detail
Encounter
Decentralization
8. A model of mutual understanding that encourages disclosure and feedback to increase our own open area and reduce the blind - hidden - and unknown areas.
Johari Window
Inspirational Motivation
Individual Decision Making
Decision Making
9. 1) Antecdents (what happened before) 2) Behavior (what is said and done) 3) Consequences (what happens after behavior) (REVIEW)
10. Global Competitors - heightened competition
Person-Organization Fit
Informing
Resistance Response
Competition
11. Substantial agreement followed by initiative and persistence in pursuit of common goals (change in behavior and attitudes) BEST/MOST EFFECTIVE
Problem Solving
Informing
Process Conflict
Commitment/Engagement Response
12. The time at which we see an object or event can influence attention - as can location - light - or any number of situational factors
Performing
4 perspectives of Organizational Effectiveness
Cross-Functional Teams
Situation
13. Ability to control rewards others value and remove negative sanctions. (Formal)
job enrichment
Superordinate Goals
Tuckman's Model of Team Development
Reward Power
14. Newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization.
Cognition-Based Trust
goal setting
Negotiation
Metamorphosis
15. The tendency to fixate on initial information and fail to adjust initial information and fail to adjust initial views based on subsequent data.
Anchoring and Adjustment bias
4 perspectives of Organizational Effectiveness
Job enlargement
Expert Power
16. Very focused on Data - low tolerance for ambiguity - want to make decision quickly - authoritative
Rational Persuasion (SOFT)
Directive
Self-serving Bias
Aggressiveness
17. Associated with charisma - go along with me because of my charisma- respect the person. (Personal)
Referent Power
Inspirational Motivation
Transactional Leaders
Concern for Production
18. A person's general belief about the amount of control he or she has over personal life events.
Norming
Task Conflict
Close mindedness
locus of control
19. Decreases group performance-breeds discontent - destruction of group - reduces group effectiveness.
Programed Decision
Dysfunctional Solutions
Negotiation
Integrative Negotiation
20. 1) Open systems (good fit w/ext environment) 2) Organizational learning 3) High performance work practices (efficient & effective) 4) Stakeholders (satisfy their needs)
Collaborating (takes the Longest)
Span of Control
Smoothing
4 perspectives of Organizational Effectiveness
21. Explains rules and expectations and provides information required to complete work tasks effectively
Analytical
Norming
Informing
Pressure Toward Conformity
22. Degree to which work does planning execution
Job enlargement
Self-serving Bias
Work Specialization
Concern/Interacting with Team
23. Occur in early stages of team development and focus on preparation for future work
Planning Processes
Relationship Outcomes
Coaching
Stage 1: Potential opposition or incompatibility
24. Withdraw from the conflict; let the conflict continue
Closed systems
Organizational Structure
Avoidance
Storming
25. 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
Bounded Rationality
Tuckman's Model of Team Development
Legitimacy (HARD)
Discretion
26. The process of identifying and choosing alternative courses of action to meet the demands of a situation.
empathy
Contrast Error
Decision Making
Virtual Teams
27. Dictate a solution by virtue of your authority
Power
Job enlargement
Group Decision Making
Forcing
28. A mode of thinking (blind conformity) that people engage in when they are deeply involved in a cohesive in-group - when the members' strivings for unanimity override their motivation to realistically appraise alternative courses of action.
Planning Processes
Team Orientation
Groupthink
job enrichment
29. A term that reflects the different types of activities - and interactions that occur within teams that contribute to their ultimate goal.
Decision Making
Team Processes
Planning Processes
Stage 5: Outcomes
30. What are the different departmentalization strategies? The basis by which jobs are grouped together.
BATNA
OB (Organizational Behavior) Model
Departmentalization
Centrality
31. How critical is the resource to B? How many others are affected if the resource is not available? How quickly will that affect happen?
Legitimacy (HARD)
Centrality
Behavioral Approach
Fundamental Attribution Error
32. 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.
Legitimate Power
Strong Culture
Rationality
Transformational Leaders
33. The degree to which an issue demands the application of ethical principles.
Management
job design
moral intensity
Storming
34. Occurs when employees are given more responsibility for scheduling - coordinating and planning their own work.
Perceiver
job enrichment
Overconfidence Bias
Rationality
35. Occur during the later stages of team development as team members work on the task
Planning Processes
job characteristics model
Action Processes
Competition
36. Know each other - know how to do task - work well together
Referent Power
Performing
Situation
Influence
37. Base decisions on information that is easier to recall from memory. Judging situations based primarily on readily available data that stands out in our minds (e.g. emotional - vivid and recent events.)
Span of Control
Cooperativeness
Participative decision Making
Availability Bias
38. Judging someone on the basis of the group to which he or she belongs
Task identity
Stereotyping
Transformational Leaders
Avoidance
39. 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
Virtual Teams
Rational Persuasion (SOFT)
Rationality
Functional Solutions
40. Forming - Storming - Norming - Performing - and Adjourning
41. Don't remain static. Internet - baby boomers are beginning to retire - and consumers are increasingly doing their shopping at "big-box" retailers and online
job characteristics model
Social Trends
Distributive Negotiation
Group Decision Making
42. 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.
Informing
Stage 2: Cognition and Personalization
Individualized Consideration
Performing
43. Create a shared goal that cannot be reached without cooperation on both sides. You are not telling them how to resolve but telling them of a common goal you have.
Superordinate Goals
Q x A =E
Target point
Values
44. 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.
job enlargement
Informing
Concern for People
Work Specialization
45. Make it impossible for a leaders behavior to make any difference to followers outcomes. They negate the leaders influence.
Neutralizers
Mechanistic
Resistance Response
Pressure Toward Conformity
46. Capacity that A has to influence B - so that B acts in accordance with A's wishes. Power does not require goal compatibility - merely dependence.
moral intensity
Leniency/Central Tendency/ Severity Error
Stage 5: Outcomes
Power
47. Seeks to eliminate the chain of command - have limitless spans of control - and replace departments with empowered teams.
Results Orientation
Organic
Boundaryless Organization
Functional conflict
48. Paying attention to each follower's needs and treating each follower with respect
Exchange (HARD)
Centrality
Forming
Individualized Consideration
49. 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
Tolerance for Ambiguity
Strong Culture
Self Management Teams
Pressure Toward Conformity
50. How I feel about it - how to handle. Five different individual styles-Avoiding - Competing - Compromising - Accommodating - and Collaborating. People differ in the degree to which they generally rely on these strategies but the approach will als
Stage 3: Intentions
Adjourning
emotional intelligence (EI
Leader Impact