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广东外语外贸大学国际工商管理学院
〈组织行为学〉考试试卷
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Section A：True/False Questions 20%
Decide whether the following statements are true or false. Write a T for true and an
F for false in the corresponding spaces on the answer sheet.
1. Organizational Behavior is concerned with the study of what people do in an
organization and how that behavior affects the performance of the organization.
2. There are two primary dependent variables in the study of organizational
behavior and they are productivity and job satisfaction.
3. Social learning theory emphasizes that individuals learning by observing what
happens to other people and being told about something is not as effective as by
direct experiences.
4. Terminal values refer to desirable end-states of existence while instrumental
values refer to preferable means of achieving the terminal values.
5. Personality is mainly determined by two factors: heredity and environment.
6. The self-serving bias suggests that there is always a tendency for individuals to
attribute their own success to external factors such as luck while putting the
blame for failure on internal factors such as ability or effort.
7. Intuitive decision making is defined as an unconscious process created out of
distilled experience and it operates in complement with rational analysis.
8. Equity theory argues that an employee will be motivated to exert a high level of
effort when he/she believes that effort will lead to a good performance appraisal,
that a good appraisal will lead to organizational rewards and that the rewards will
satisfy his/her personal goals.
9. In the five-stage group development model, norming stage refers to a period
when clear sense of group identity and guidelines, standards, procedures, roles
and structures become formally established.
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10. Social facilitation effect refers to the tendency for performance to improve or
decline in response to the presence of others.
11. Approaches to encouraging group cohesiveness include making the group smaller,
increasing the time members spend together, reducing competition with other
groups, giving rewards to individual members rather than to the group, etc.
12. A work team is a group whose individual efforts result in a performance that is
greater than the sum of the individual inputs and the accountability is shared
individually.
13. The grapevine is an informal network in communication and is not controlled by
management. It is perceived to be less reliable and not worth noting
14. The rational model of decision making process can be well applied to both simple
and complex problems because the information-processing capability of human
beings makes it possible to optimize decisions.
15. Most of the research in organizational behavior has been concerned with three
job-related attitudes: job satisfaction, job involvement and organizational
commitment.
16. Transactional leaders, with charisma, provide individual consideration and
intellectual stimulation.
17. Impression management in the workplace probably causes employees’ fatigue
and stress, and lowers their job satisfaction.
18. A bureaucratic organization is characterized by detailed work specialization,
centralized authority, and wide spans of control.
19. Organizations and their members resist change. To reduce resistance to change,
managers can get employees involved into decision-making and provide support
for adaptation of change.
20. In the change process, a change agent can alter organizational structure,
technology, physical setting and people.
Section B: Multiple Choice Questions 50%
Choose the best answer to each of the following questions and blacken the letter
indicating the answer you have chosen on the answer sheet.
1. Which of the following variables are not the independent ones in studying
organizational behavior?
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A.
B.
C.
D.
Age and personality characteristics
values and attitudes
organizational citizenship and turnover
power and politics
2. An intermittent reinforcement can be of a ratio or interval type. The commission
received by salespeople is basically a __________.
A. fixed-interval reinforcement schedule
B. fixed-ratio reinforcement schedule
C. variable-interval reinforcement schedule
D. variable-ratio reinforcement schedule
3. Which of the following belongs to individual’s biographic characteristics?
A. tenure and gender
B. Physical abilities and intellectual abilities
C. Reinforcement and extinction
D. The ability-job fit
4. Attitudes are not the same as values, but the two are interrelated. Which of the
following three components of attitudes is primarily related to values?
A. Affective component
B. Intellectual component
C. Cognitive component
D. Behavioral component
5. Any incompatibility that an individual might perceive between two or more of
his/her attitudes, or between his/her behaviors and attitudes refers to ________.
A. perception inconsistency
B. emotional dissonance
C. aptitude inconsistency
D. cognitive dissonance
6. The Big Five Model is designed to test five dimensions of an individual’s
personality traits. The five dimensions include _________.
A. Locus of control and self-monitoring
B. Emotional stability and openness to experience
C. Sensing or intuitive
D. Extraversion and Machiavellianism
7. __________ is when an employee expresses organizationally desired emotions
during interpersonal transactions and it creates dilemmas for employees when
their job requires them to exhibit emotions incongruous with their actual feelings.
A. Displayed emotion
B. Deviant workplace behavior
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C. Emotional labor
D. Mood dissonance
8. When we draw a general impression of the person being judged on the basis of a
single characteristic, we may end up in distortions due to ___________.
A. selective perception
B. Halo effect
C. Stereotyping
D. Contrast effect
9. In order to avoid information overload, decision makers rely on heuristics or
judgmental shortcuts in decision making. Managers frequently predict the
performance of a new product by relating it to a previous product’s success. This
decision making behavior reflects _____________.
A. Escalation of commitment
B. Pygmalion effect
C. Representative heuristic
D. Availability heuristic
10. The only area of possible disagreement between MBO and goal-setting theory
relates to the issue of ____________.
A. participation
B. specification
C. feedback
D. challenge
11. __________ style of decision making refers to people who have low tolerance for
ambiguity and seek rationality while __________ managers have a high tolerance
for ambiguity and tend to use more intuitive way of thinking.
A. Analytic
directive
B. Directive
conceptual
C. Conceptual
behavioral
D. Behavioral
analytic
12. There is considerable evidence that groups can place strong pressures on
individual members to change their attitudes and behaviors to conform to the
group’s standard. One by-product of group decision-making based on this theory
of conformity is ____________.
A. groupshift
B. synergy
C. social loafing
D. groupthink
13. Quality circles were widely practiced during the 1980s and these are work teams
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of 8-10 employees and supervisors who have a shared area of responsibility, meet
regularly to discuss their quality issues, investigate causes, recommend solutions
and take corrective actions. Quality circles are __________.
A. self-managed work teams
B. cross-functional teams
C. problem-solving teams
D. virtual teams
14. Many current law enforcement officers learn their roles from reading novels and
are influenced by watching the actions of attorneys in TV series like Ally McBeal
or The Practice. This behavior can be explained by the concept of __________.
A. role identity
B. role perception
C. role expectation
D. role conflict
15. Barriers to effective communication include the following EXCEPT __________.
A. language and paralinguistics
B. overloaded information
C. defensive behaviors
D. selective perception and filtering
16. Which of the following choices of communication channel scores highest in terms
of channel richness?
A. face-to-face talk
B. telephone
C. memos and letters
D. flyers, bulletins and general reports
17. Which of the following statements concerning the Attitude-Behavior relationship
is NOT correct?
A. The more specific the attitude and the more specific the behavior, the
stronger the link between the Attitude-Behavior relationship.
B. When asked about an attitude toward some object, individuals recall
their behavior relevant to that object and then infer their attitude
from their past behavior.
C. When attitudes are vague and ambiguous, the behavior-attitude
relationship is stronger.
D. The attitude-behavior relationship is likely to be much stronger if an
attitude refers to an individual’s indirect personal experience.
18. You have decided to buy a used laptop from your cousin’s friend although the
one on a flea market is seemingly more value-for-money. Your trust in your
cousin’s friend is based on __________.
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A.
B.
C.
D.
Knowledge
Deterrence
Identification
Friendship
19. The most popular power tactic used to influence both supervisors and
subordinates is __________.
A. reason
B. friendliness
C. coalition
D. bargaining
20. The organizational factors influencing political behavior are as follows EXCEPT
__________.
A. Promotion Opportunities
B. High Mach
C. High Performance pressure
D. Role Ambiguity
21. You try to avoid getting someone angry with you as you think he/she can make
things difficult for your life. This person has __________power over you; Your
family doctor has __________power over you.
A. legitimate, referent
B. legitimate, expert
C. coercive, referent
D. coercive, expert
22. Which of the following statements on the virtual organization is FALSE?
A. Flexibility is the major advantage to the virtual organization.
B. When large organizations use the virtual structure, they frequently
use it to outsource manufacturing.
C. In structural terms, the virtual organization is highly decentralized,
with little or no departmentalization.
D. The virtual organization varies greatly from the typical bureaucratic
organization by its mean and lean structure.
23. Which is NOT the appropriate way to select employees?
A. interviews
B. background checks
C. employment tests
D. nepotism
24. The suggestions for improving performance appraisals include the following
EXCEPT __________.
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A.
B.
C.
D.
appraising selectively
using multiple evaluators
underscoring traits rather than behaviors
training assessors
25. Which of the following is NOT a force for change?
A. social trends
B. competition
C. habit
D. nature of the workforce
Section C: Case Analyses 30%
Read the following cases and answer the questions of the ONE case which interests
you.
Case 1: Same Accident, Different Perceptions
According to the police report, on July 9 at 1.27p.m., bus number 3763 was involved
in a minor noninjury accident. Upon arriving at the scene of the accident, police were
unable to locate the driver of the bus. Since the bus was barely drivable, the
passengers were transferred to a backup bus, and the damaged bus was returned to the
city bus garage for repair.
The newly hired general manager, Aaron Moore, has been going over the police
report and two additional reports. One of the additional reports was submitted by
Jennifer Tye, the transportation director for the City Transit Authority (CTA), and the
other came directly from the driver in the accident, Michael Meyer. According to Tye,
although Michael has been an above-average driver for almost eight years, his
performance has taken a drastic nosedive during the past fifteen months. Always one
to join the other drivers for an afterwork drink or two, Michael recently has been
suspected of drinking on the job. Furthermore, according to Tye’s report, Michael
was seen having a beer in a tavern located less than two blocks from the CTA
terminal around 3 p.m. on the day of the accident. Tye’s report concludes by citing
two sections of the CTA Transportation Agreement. Section 18a specifically forbids
the drinking of alcoholic beverages by any CTA employee while on duty. Section 26f
prohibits drivers from leaving their buses unattended for any reason. Violation of
either of the two sections results in automatic dismissal of the employee involved.
Tye recommends immediate dismissal.
According to the driver, Michael Meyer, however, the facts are quite different.
Michael claims that in attempting to miss a bicycle rider he swerved and struck a tree
causing minor damage to the bus. Michael had been talking with the dispatcher when
he was forced to drop his phone receiver in order to miss the bicycle. Since the
receiver broke open on impact, Michael was forced to walk four blocks to the nearest
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phone to report the accident. Michael reports that when he returned to the scene of the
accident, his bus was gone. Uncertain of what to do and a little frightened, he decided
to return to the CTA terminal. Since it was over a 5-mile walk and because his shift
had already ended at 3 p.m., Michael stopped in for a quick beer just before going
back to the terminal.
Questions:
1. Why are the two reports submitted by Jennifer and Michael so different?
2. What additional information would you need if you were in Aaron Moore’s
position? How can he clarify his own perception of the incident?
3. Given the information above, how would you recommend to resolve this problem?
Case 2: Have We Got a Communication Problem Here?
“I don’t know want to hear your excuse. Just get those planes in the air.” Jim
Tuchman was screaming at his gate manager. As head of American Airlines’
operations at the Mexico City airport, Tuchman has been consistently frustrated by
the attitude displayed by his native employees. Transferred from Dallas to Mexico
City only three months ago, Tuchman was having difficulty adjusting to the Mexican
style of work. “Am I critical of these people? You bet I am! They just don’t listen
when I talk. They think things are just fine and fight every change I suggest. And they
have no appreciation for the importance of keeping on schedule.”
If Tuchman is critical of his Mexico City staff, it’s mutual. They universally dislike
him. Here’s a few anonymous comments made about their boss: “ He’s totally
insensitive to our needs.” “He thinks if he yells and screams, that things will improve.
We don’t see it that way.” “I’ve been working here for four years. Before he came
here, this was a good place to work. Not anymore. I’m constantly in fear of being
chewed out. I feel stress all the time, even at home. My husband has started
commenting on it a lot.”
Tuchman was brought in specifically to tighten up the Mexico City operation. High
on his list of goals is improving American’s on-time record in Mexico City,
increasing productivity, and improving customer service. When Tuchman was asked
if he thought he had any problems with his staff, he replied, “Yep. We just cannot
seem to communicate.”
Questions:
1. Does Jim Tuchman have a communication problem? Explain.
2. What suggestions, if any, would you make to Jim to help him improve his
managerial effectiveness?
Case 3: The Puppet
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Rex Justice is a long-term employee of the Carfax Corporation, and for the last
several years he has been a supervisor in the financial section of the firm. He is very
loyal to Carfax and works hard to follow the company policies and procedures and
the orders of the manager above him. In fact, upper-level-management thinks very
highly of him; they can always count on Rex to meet any sort of demand that the
company places on him. He is valued and well liked by all the top managers. His
employees in the financial section have the opposite opinion of Rex. They feel that he
is too concerned with pleasing the upper-level management and not nearly concerned
enough with the needs and concerns of the employees in his department. For example,
they feel that Rex never really pushes hard enough for a more substantial slice of the
budget. Relative to other departments in the company, they feel that they are
underpaid and overworked. Also, whenever one of them goes to Rex with a new idea
or suggestion for improvement, he always seems to have five reasons why it cannot
be done. There is considerable dissatisfaction in the department, and everyone thinks
that Rex is just a puppet for management. Performance has begun to suffer because of
his style and leadership. Upper-level-management doesn’t seem to have noticed the
situation in the finance section.
Questions:
1. How would you explain Rex’s leadership style in terms of one or more of the
approaches discussed in the chapter?
2. What advice would you give Rex to improve his approach to leadership?
3. Could a leadership training program be set up to help Rex? What would it consist
of?
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