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. 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






2. Know each other - know how to do task - work well together






3. Planned conflict- A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.






4. What I want






5. Respected others - and lead by example






6. A state in which team members have a common understanding of the capabilities that members bring to the team and the best way to work together on the task.






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






8. 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






9. The ability to Influence a group toward achievement of a vision or set of goals- about a common vision - influencing - and making changes.






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






11. How much discretion does A have to make decisions regarding the resource?






12. Newcomer sees what the organization is really like. Reality shock is a mismatch of information that occurs when an employee finds that aspects of working at the company are not what the employee expected them to be.






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






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






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






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






17. Occur during the later stages of team development as team members work on the task






18. Promote a collaborative approach in which both parties needs are addressed. (Only one that solves conflict)






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

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






21. Stalling - unproductive arguing - or outright rejection (LEAST EFFECTIVE)






22. A set of expected behavior patterns for specific context-expected behavior in which individuals engage in a team.






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






24. Organizations attract - select - and retain people with values and personality characteristics consistent with the organization's character - resulting in a more homogeneous organization and a stronger culture.






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






26. Constructive forms of conflict






27. 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.






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






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






30. Like military - many layers - narrows span of control- STABLE AND CERTAIN ENVIRONMENT






31. Physical (they are too close - physical layout of work) - politics






32. 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.






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






34. 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"






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. 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.)






37. When an individual looks at a target and attempts to interpret what he or she sees - that interpretation is heavily influenced by the personal characteristics of the individual perceiver.






38. Very focused on Data - low tolerance for ambiguity - want to make decision quickly - authoritative






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






40. All about data but high tolerance for ambiguity. You don't mind waiting so you can get all the data.






41. The mental filtering of incoming stimuli to reduce it to a manageable level. The filters can be based on interests - background - experience - and attitudes-so much going on - we can't take in everything at the same time.






42. Employees are expected to exhibit precision - analysis - and attention to detail






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






44. (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






45. The result of division of labor in which each job includes a subset of the tasks required to complete the product or service.






46. The practice of moving employees from one job to another






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






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






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