MASTER MGMT 311 Practice Questions

What is an example of a Behavioral strain? Alcohol and drug use, Back pain, Depression, Headaches

Alcohol and drug use

What emotion describes a feeling of great pleasure? Joy, Pride, Envy, Hope

Joy

Which of the following is NOT correct according to Expectancy Theory? Effort will result in performance, Performance will result in outcomes, Outcomes will be valuable, Outcomes are solely determined by luck

Outcomes are solely determined by luck

Which theory believes motivation is fostered by specific and difficult goals? Goal Setting Theory, Expectancy Theory, Equity Theory, Psychological empowerment

Goal Setting Theory

____ is a field devoted to understanding, explaining, and improving attitudes and behaviors of individuals and groups. Organizational behavior, Strategic management, Economic research, Resource management, Financial management

Organizational behavior

Which is an example of meta-analysis? One study consistent method, One study combined samples, Two studies same samples, Several studies same method, Several studies different samples/measures

Several studies different samples/measures

_ summarize the statistical relationships between variables. Hypotheses, Correlations, Observations, Collections, Theories

Correlations

The scientific method begins with: Theory, Auditing, Paradigm, Hypotheses, Verification

Theory

According to the Rule of One-Eight, most common scenario: CEO doesn’t believe books, CEO ends plan early, CEO increases benefits, CEO makes long-lasting changes, CEO stops after 2 months

CEO ends plan early

Explicit obligations employees must fulfill to receive compensation: Job performance, Citizenship behavior, Knowledge work, Task performance, Civic virtue

Task performance

Well-known responses to normal job demands: Job performance, Adaptive task performance, Knowledge work, Routine task performance, Citizenship behavior

Routine task performance

Responses to novel or unpredictable job demands: Job performance, Adaptive task performance, Creative task performance, Routine task performance, Citizenship behavior

Adaptive task performance

Process determining job requirements: Job analysis, Forced ranking, Job evaluation, Ranking analysis, Forced analysis

Job analysis

Two categories of citizenship behavior: Social & organizational, Social & intrapersonal, Social & political, Interpersonal & political, Interpersonal & organizational

Interpersonal & organizational

Desire to remain due to emotional attachment: Continuance, Affective, Evaluative, Normative, Associative

Affective

Commitment based on cost of leaving: Continuance, Affective, Associative, Normative, Situational

Continuance

Desire to remain due to obligation: Continuance, Affective, Associative, Normative, Evaluative

Normative

One of the four responses to negative events: Looking busy, Loyalty, Volunteering, Anxiety, Commitment

Loyalty

Passive, destructive response: Exit, Loyalty, Voice, Ignorance, Neglect

Neglect

Pleasurable emotional state from job appraisal: Job development, Life satisfaction, Emotional labor, Job satisfaction, Organizational growth

Job satisfaction

Values are defined as: Things people want to seek or attain, Emotional states from job appraisal, Shared attitudes/goals, Processes sustaining behavior, Emotional/attitudinal patterns

Things people want to seek or attain

Which theory argues job satisfaction depends on job supplying valued things? Maslow’s theory, Job characteristics theory, Value-percept theory, Job withdrawal theory, Emotional contagion theory

Value-percept theory

Pay satisfaction depends on duties and: Promotions, Basic needs, Status, Pay of superiors, Pay of comparable colleagues

Pay of comparable colleagues

Freedom/independence/discretion in work: Feedback, Significance, Meaningfulness of work, Autonomy

Autonomy

Psychological response to demands with something at stake: Stressors, Type A behavior, Strains, Stress, Type B behavior

Stress

NOT true about stress: People experience same stress equally, Stress is psychological, Strains are consequences, Physical symptoms occur, Stressors cause stress

People experience same stress equally

Negative consequences when demands exceed capacity: Strains, Daily hassles, Time pressures, Type A behavior, Cognitive pressures

Strains

Transactional theory of stress: Categorizes stressors, Explains perception/appraisal, Includes primary/secondary appraisal, Differentiates duties, Lists stressors

Explains perception/appraisal

Nature of obligations toward others: Job capability, Time pressure, Work complexity, Role conflict, Work responsibility

Work responsibility

Set of energetic forces determining effort: Organizational commitment, Job satisfaction, Job performance, Motivation, Leadership

Motivation

Effective job performance is a function of: Motivation & emotions, Emotions & ability, Ability & expectations, Motivation & ability, Expectations & emotions

Motivation & ability

Expectancy theory describes: Goals drive effort, External rewards, Tasks as reward, Mental ledger of outcomes, Cognitive decision process

Cognitive decision process

Anticipated value of outcomes: Instrumentality, Valence, Equity, Expectancy, Self-efficacy

Valence

Motivation controlled by external contingencies: Control, Extrinsic, Intrinsic, Expectant, Efficacious

Extrinsic

NOT organizational citizenship behavior: Voice, Courtesy, Civic Virtue, Boosterism

Boosterism

True about organizational commitment: Not a continuum, High withdrawal = moderate commitment, Low withdrawal = moderate commitment, Low withdrawal = high commitment

Low withdrawal = high commitment

NOT a factor that fosters high motivation: Goal setting theory, Expectancy theory, Taxonomic theory, Psychological empowerment

Taxonomic theory

Emotion-focused coping (behavioral): Working harder, Venting anger, Acquiring resources, Seeking assistance

Venting anger

Proving causation requires all except: Integrative model, Correlation, Temporal precedence, Elimination of alternatives

Integrative model

How do we collect OB knowledge? Observe coworkers, Understand how we know, Follow leaders, A and C

Understand how we know

What does it take to be a good performer? Counterproductive behavior, Task performance, Citizenship behavior, All of the above

All of the above

Trend affecting commitment: Not putting effort, Becoming older, Growing more racially, B and C

B and C

Emotion of failing to live up to ideal self: Sadness, Anxiety, Shame, Fear

Shame

Example of a challenge stressor: Work complexity, Role overload, Mental health, Daily issues

Work complexity

This is a free 2.2 points: This is the answer, If you choose this you won’t get points, You will lose points, Don’t know

This is the answer

How can teams best avoid groupthink? Appoint devil’s advocate, Work independently, Ensure low potency, Limit shared understanding

Appoint devil’s advocate

Why do some teams achieve more than expected? Process gain, Production blocking, Coordination loss, Motivational loss

Process gain

Effective team composition depends on: Personalities/curiosity/age/skills, Knowledge/experience/age/curiosity, Knowledge/skills/abilities/personalities, Experience/skills/age/humor

Knowledge/skills/abilities/personalities

NOT a type of teamwork process: Interpersonal processes, Transition processes, Individual assessment processes, Action processes

Individual assessment processes

Trust in authorities depends on: Justice & power perception, Competence & legitimacy, Justice & ethics, Ethics & responsibility, Commitment & ethics

Justice & ethics

Team training where members perform teammates’ roles: Personal clarification, Positional rotation, Action learning, Transportable teamwork competencies

Positional rotation

Type of goal orientation: Performance-avoid, Performance-prove, Learning, All of the above

All of the above

Correct definition of Trust/Justice/Ethics: Dependence/Transparency/Values

Reliability/Impartiality/Legal standards

Willingness to take risks/Fairness/Conformity to norms

Vulnerability/Fairness/Adherence to moral norms

Vulnerability/Fairness/Adherence to moral norms

Cognition-based trust relates to: Creativity/flexibility/assertiveness, Intelligence/altruism/reliability, Ability/benevolence/integrity, Empathy/honesty/loyalty

Ability/benevolence/integrity

Cognitive-based trust is: Trustee attributes inspiring trust, Trust rooted in emotion, Expectation that statements can be relied upon, Behaviors aligned with moral norms

Trustee attributes inspiring trust

knowledge is hard to communicate and gained with experience: Expert, Tacit, Explicit, Reinforced

Tacit

Emotionally charged quick judgment: Programmed decision, Satisfaction, Intuition, Fear

Intuition

Which Big Five is communion-striving? Extraversion, Neuroticism, Openness to experience, Agreeableness, Conscientiousness

Agreeableness

Key characteristic of brainstorming: Focus on related ideas, Quantity over quality/no criticism, Evaluate ideas immediately, Written ideas only

Quantity over quality/no criticism

Judging based on easily recalled info: Availability bias, Stereotype, Projection bias, Selective perception

Availability bias

Permanent knowledge/skill change from experience: Heuristics, Intuition, Consistency, Expertise, Learning

Learning

NOT an ability classification: Cognitive, Physical, Emotional, Spiritual

Spiritual

Knowledge learned only from experience: Tacit, Non-programmed, Intuitive, Explicit, Heuristic

Tacit

Degree to which authority behavior follows moral norms: Morality, Trust, Justice, Ethics, Competence

Ethics

Quantitative ability significance: Important for statistics/accounting/engineering/cashiering

Quantitative ability significance: Important for statistics/accounting/engineering/cashiering, Not relevant unless math heavy, Memorizing formulas, Only complex math operations

Important for many jobs;

Memorizing formulas

Only complex math operations

Important for many jobs

Definition of emotional intelligence: Control emotions always, Read emotions by walking, Set of abilities using/understanding emotions, Cry on demand

Set of abilities related to using/understanding emotions

Distributive justice concerns fairness of outcomes: Personal time off, Treatment, Pay/promotions/assignments, Moral intent

Pay/promotions/assignments

Willingness to be vulnerable to an authority: Consensus, Proximity, Justice, Trust, Ethics

Trust

Team members most satisfied with team size: 9–10, 4–5, 2–3, 7–8

4–5

Spatial ability: Memorizing maps, Communication proficiency, Visual manipulation of objects, Complex math operations

Visual manipulation of objects

NOT a reinforcement contingency: Extinction, Negligence, Negative reinforcement, Positive reinforcement, Punishment

Negligence

General cognitive ability: Only verbal

Consistency in cognitive abilities

Not related to IQ

Physical performance ability

Consistency in cognitive abilities

A team works: Independently/common goals, Independently/individual goals, Interdependently/common goals, Interdependently/individual goals

Interdependently/common goals

Knowledge easily communicated/taught: Inherent, Implied, Tacit, Inferred, Explicit

Explicit

Three trust factors: Personality-based/perception-based/emotion-based

Behavior/thought/feeling

Disposition-based/cognition-based/affect-based

Attitude/knowledge/emotion

Disposition-based/cognition-based/affect-based

NOT observable team behavior: Nonverbal cues, Task division discussion, Feeling of cohesion, Expressing opinions

Feeling of cohesion

First stage of team development: Storming, Norming, Forming, Adjourning

Forming

Big Five factor affecting stress: Openness, Conscientiousness, Neuroticism, Extraversion, Agreeableness

Neuroticism

Highest information richness: Flowchart emailed, Text-only messaging app, Face-to-face meeting, Detailed report

Face-to-face meeting

Expectation that words/promises are reliable: Moral intensity, Moral awareness, Moral judgment, Trust propensity, Propriety

Trust propensity

NOT one of the five types of teams: Management teams, Dynamic teams, Work teams, Action teams

Dynamic teams

Big Five factor with biggest impact on job performance: Conscientiousness, Neuroticism, Extraversion, Agreeableness, Openness

Conscientiousness

Structures and propensities explaining patterns of behavior: Personality, Ethics, Cultural values, Organizational behavior, Openness

Personality

The R in RIASEC stands for: Reasonable, Responsible, Realistic, Right

Realistic

Justice-relevant behavioral evidence: Distributive/systemic/procedural/interpersonal equity

Distributive/hierarchical/procedural/interpersonal fairness

Distributive/Procedural/Interpersonal/Informational justice

Distributive/organizational/procedural/ethical justice

Distributive/Procedural/Interpersonal/Informational justice