Deck 1: What Is Organisational Behaviour

Question 1

Managers who develop ________ and communication skills are more likely to have long-term career success.

A)task-related
B)quantitative
C)leadership
D)impersonal

Answer 1

C

Question 2

In order to attract and retain high-performing employees,organisations must develop managers who possess interpersonal skills.

Answer 2

True

Question 3

The determination of what tasks are to be done and how the tasks are to be grouped is part of which management function?

A)planning
B)leading
C)controlling
D)organising

Answer 3

D

Question 4

The organising function includes a determination of which of the following?

A)what tasks are to be done
B)who is to do these tasks
C)who reports to whom
D)all of the above

Question 5

When a manager searches the organisation and its environment for opportunities and initiates projects to bring about change,the manager is acting in which role?

A)negotiator
B)entrepreneur
C)disturbance handler
D)resource allocator

Question 6

An example of Mintzberg's interpersonal management role is:

A)spokesperson
B)leader
C)negotiator
D)monitor

Question 7

The major differences between successful managers and effective managers is that the former emphasises _____________,while the latter emphasises ____________.

A)traditional management; communication
B)networking; communication
C)communication; human resource management
D)networking; human resource management

Question 8

Motivating employees,directing their activities,selecting the most effective communication channels and resolving conflicts is the ________ function of management.

A)planning
B)leading
C)controlling
D)organising

Question 9

Why is it so important for managers to have good interpersonal skills?

Question 10

According to Henry Mintzberg,the 10 managerial roles can be grouped into three categories.Which of the following is not one of these groups?

A)interpersonal
B)informational
C)decisional
D)liaison roles

Question 11

Recognition of the importance of developing managers' interpersonal skills is closely tied to the need for organisations to get and keep high-performing employees.

Question 12

Which two elements are needed for managers to succeed?

A)people skills and technical skills
B)interpersonal skills and task-related skills
C)emotional intelligence and cognitive skills
D)political skills and personal power

Question 13

Which one of the following would not be considered a human skill?

A)completing accounting reports
B)communicating
C)managing conflicts
D)motivating others

Question 14

According to Luthans,successful managers spend more of their time on ________ than on any other activity.

A)traditional management
B)human resource management
C)networking
D)communicating

Question 15

According to Luthans and his associates,which of the following is NOT considered a part of traditional management?

A)interacting with outsiders
B)decision making
C)controlling
D)planning

Question 16

Researchers have identified a number of skills that differentiate effective from ineffective managers.Which of the following is not one of those essential management skills?

A)technical
B)computer
C)human
D)conceptual

Question 17

When managers have the mental ability to analyse and diagnose complex situations,they possess ________ skills.

A)technical
B)computer
C)human
D)conceptual

Question 18

________ includes defining an organisation's goals,establishing strategy for achieving those goals and developing plans to coordinate activities.

A)Controlling
B)Planning
C)Leading
D)Coordinating

Question 19

Which of Luthans' managerial activities involves socialising,politicking and interacting with outsiders?

A)traditional management
B)communication
C)human resource management
D)networking

Question 20

The four management functions include all of the following EXCEPT:

A)controlling.
B)planning.
C)staffing.
D)organising.

Question 21

Human skills are defined as 'the ability to apply specialised knowledge or expertise'.

Question 22

When managers transmit information received from outsiders or from other employees to members of the organisation,they are acting in the capacity of an entrepreneur.

Question 23

The term 'organisation',as used in the text,is meant to include business firms but exclude government agencies.

Question 24

Henri Fayol listed five management functions: planning,organising,commanding,coordinating,and controlling.

Question 25

Modern theorists have condensed Fayol's five management functions down to four: planning,organising,commanding and controlling.

Question 26

Leighton Wood is a manager at the XYZ Company.He performs all the management functions as condensed from Henri Fayol's work) Mr Wood estimates an overall strategy for achieving his department's goals.He is performing the ________ function.

A)planning
B)organising
C)leading
D)controlling

Question 27

Leighton Wood is a manager at the XYZ Company.He performs all the management functions as condensed from Henri Fayol's work. When Mr Wood motivates his employees and attempts to resolve conflicts among department members,he is performing the ________ function.

A)planning
B)organising
C)leading
D)controlling

Question 28

Managers get things done through other people.

Question 29

The mental ability to analyse and diagnose complex situations is referred to as an individual's conceptual skills.

Question 30

Leighton Wood is a manager at the XYZ Company.He performs all the management functions as condensed from Henri Fayol's work. When Mr Wood determines what tasks are to be performed by his employees and how they are to be grouped,he is performing the ________ function.

A)planning
B)organising
C)leading
D)controlling

Question 31

The role of spokesperson is an example of an informational role.

Question 32

Leighton Wood is a manager at the XYZ Company.He performs all the management functions as condensed from Henri Fayol's work. When Mr Wood compares projects sales to actual sales in his department,he is performing the ________ function.

A)planning
B)organising
C)leading
D)controlling

Question 33

Researchers have identified three essential management skills: technical,human and conceptual.

Question 34

Mintzberg concluded that managers perform 10 different highly interrelated roles,or sets of behaviours,attributable to their jobs.

Question 35

Monitoring performance and comparing it to performance goals,and addressing performance shortfalls is what is meant by the controlling function.

Question 36

While managers must be technically competent,technical knowledge is not enough for success.

Question 37

The leading function includes the determination of what tasks are to be done.

Question 38

As resource allocators,managers are responsible for making or approving significant organisational decisions.

Question 39

Managers may be referred to as 'administrators',especially in not-for-profit organisations.

Question 40

According to Luthans and his associates,those managers who are most successful will spend more time networking than those managers who are considered most effective.

Question 41

Relying strictly on intuition to understand behaviour is made worse by the fact that we tend to overestimate the accuracy of what we think we know.

Question 42

One of a spokesperson's roles is to transmit organisational policy information to outsiders.

Question 43

Organisational Behaviour is a field of study that examines how regulations impact organisational performance.

Question 44

Organisational behaviour is a field of study that investigates the impact that individuals,groups and structure have on behaviour within organisations,for the purpose of applying such knowledge toward improving an organisation's effectiveness.

Question 45

Discuss the four management functions described by the text.

Question 46

Which of the following can be considered a core topic of OB?

A)pay and performance
B)power
C)strategy
D)supply chain

Question 47

You manage a retail outlet for Optus Mobile Phones.Your branch specialises in smartphones,and you pride yourself on your branch's excellent abilities in solving all kinds of business problems with your range of phones and their many applications (apps).Recently you have hired two new young workers who seem to have no ability to read their customers or to anticipate their needs.They often fail to complete many of their sales.What can OB tell you about how you can improve the predictive abilities of these new staff?

A)Work-related training will increase relevant knowledge and then build on predictive abilities.
B)Increasing staff incentives will increase creativity,which will positively affect predictive abilities.
C)Increasing the emotional intelligence of staff through training will increase predictive abilities.
D)Predictive ability can be improved by building on intuition with a more systematic approach.

Question 48

Organisational behaviour examines how individual roles and conduct within an organisation ultimately affect the organisation's performance.

Question 49

The leading function focuses on the number and variety of tasks to be completed.

Question 50

Luthans' research indicated that among effective managers,communication made the largest relative contribution and networking the least.

Question 51

Organisational behaviour is concerned with the study of what people do in an organisation and how that behaviour affects the performance of the organisation.

Question 52

Managers need to develop their people skills if they are going to be effective and successful.

Question 53

According to Luthans' research,performance is the determining factor for workplace promotion.

Question 54

Organisational behaviour is field of study that looks at behaviour in three areas: individuals,groups and departments.

Question 55

What is organisational behaviour and what does the field study?

Question 56

How can evidence-based management assist managers to make better decisions?

A)by learning from experience and basing future decisions on successful past decisions
B)by searching for the best available evidence to support systematic study in preparing for decision making
C)by engaging with the staff,asking them to provide evidence for the decisions they make
D)by supporting decisions with evidence that the right choice was made

Question 57

Managers achieve their goals through the effective management of others.

Question 58

Research conducted by Luthans supports the theory that promotions are based on performance.

Question 59

Discuss Mintzberg's 10 different roles.Group them as being primarily concerned with interpersonal relationships,the transfer of information and decision making.

Question 60

OB studies the behaviour of:

A)individuals,groups and structures.
B)groups,teams and departments.
C)individuals,teams and organisations.
D)groups,departments and organisations.

Question 61

Consistent past behaviour makes it easier to predict future behaviour.

Question 62

OB is an applied behavioural science that is built upon contributions from a number of behavioural disciplines.

Question 63

Anthropology has helped us understand differences in values and attitudes between people in different countries.

Question 64

OB is an applied behavioural science that is based on contributions from a number of different behavioural disciplines.Which two disciplines is organisational culture drawn from?

A)psychology and anthropology
B)social psychology and psychology
C)sociology and social psychology
D)anthropology and sociology

Question 65

Anything learned in an unsystematic way is incorrect.

Question 66

Organisational behaviour is an applied behavioural science built upon contributions from a number of different disciplines.What are these disciplines and what are the contributions of each discipline? Be complete in your response and include four different behavioural science disciplines.

Question 67

Social psychology is an area within psychology,blending concepts from both psychiatry and political science.

Question 68

Intuition is not a reliable way to understand behaviour because an individual may rely on his or her gut instinct too much.

Question 69

Only information that is learned through a systematic way is scientifically sound and correct.

Question 70

While psychology focuses on the individual,sociology studies people in relation to their social environment or culture.

Question 71

Intuition is a gut feeling about what makes others (and ourselves)tick.

Question 72

Organisational behaviour is a field of study that examines how regulations impact organisational performance.

Question 73

Why is it important to replace intuition with systematic study in our attempts to understand behaviour within organisations?

Question 74

OB is an applied behavioural science that is based on contributions from a number of different behavioural disciplines.These various disciplinary contributions lead to three units of analysis.Many of these units of analysis draw from multiple disciplines.Which unit of analysis is drawn from only one discipline?

A)individual
B)group
C)team
D)organisation system

Question 75

OB researchers are unable to offer reasonably accurate generalisations of human behaviour because two people can act very differently in the same situation.

Question 76

There are many simple and universal principles that explain organisational behaviour.

Question 77

Learning,perception and personality have been OB topics whose contributions have generally come from psychology.

Question 78

Why is it difficult to make sweeping statements about people using the science of organisational behaviour?

A)People react differently to similar situations.
B)Group cohesion and groupthink distort human behaviour.
C)Culture can bias a person's reactions.
D)Managers need time to understand the personal variables of staff before they can make sweeping statements.

Question 79

When using the science of OB to make reasonably accurate explanations of human behaviour,we can say x leads to y,but only under conditions specified in z.In this formula,what does z refer to?

A)contextual variables
B)contingency variables
C)temporal variables
D)personal variables

Question 80

It is the fundamental consistencies in behaviour that make prediction possible.