Deck 1: What Is Organisational Behaviour

Question 1

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

Answer 1

True

Question 2

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

Answer 2

D

Question 3

Which two elements are needed for manager's 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

Answer 3

A

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

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

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

Question 6

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 7

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 8

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

Question 9

An example of Mintzberg's interpersonal management role is:

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

Question 10

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

Question 11

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 12

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 13

When managers have the mental ability to analyse and diagnose complex situations,they possess:

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

Question 14

The four management functions include all of the following except:

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

Question 15

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 16

Research shows that ________strongly relates to job satisfaction

A)work-related training
B)an individual's incentive plan
C)higher pay
D)social relationships between workers

Question 17

________ 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 18

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; HRM
D)networking; HRM

Question 19

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 20

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 21

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

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

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 24

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 25

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

Question 26

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

Question 27

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

Question 28

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

Question 29

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

Question 30

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

Question 31

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 projected sales to actual sales in his department,he is performing the ________ function.

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

Question 32

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

Question 33

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 34

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

Question 35

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

Question 36

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

Question 37

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

Question 38

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

Question 39

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

Question 40

Managers get things done through other people.

Question 41

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

Question 42

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

Question 43

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 44

OB is an applied behavioural science which 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 45

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

A)Pay and Performance
B)Power
C)Strategy
D)Supply Chain

Question 46

Discuss the four management functions described by your text.

Question 47

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

Question 48

What is 'organisational behaviour' and what does the field study?

Question 49

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 in the form of ideas 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 50

OB is an applied behavioural science which 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 51

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 52

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

Question 53

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

Question 54

OB studies:

A)the behaviour of individuals,groups and structures
B)the behaviour of groups,teams and departments
C)the behaviour of individuals,teams and organisations
D)the behaviour of groups,departments and organisations

Question 55

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 56

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

Question 57

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

Question 58

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 59

Anything learned in an unsystematic way is incorrect.

Question 60

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

Question 61

People must set aside their cultural values when they come to work.

Question 62

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

Question 63

________ means that organisations are becoming more heterogeneous in terms of gender,race,ethnicity and sexual orientation.

A)globalisation
B)workforce diversity
C)affirmative action
D)organisational culture

Question 64

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 65

An ethical dilemma is a situation in which employees are required to define right and wrong conduct.

Question 66

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

Question 67

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 group think distort human behaviour
C)Culture can bias a person's reactions
D)Manager's need time to understand the personal variables of staff before they can make sweeping statements

Question 68

Globalisation,expanded capacity and advances in technology have required organisations to be fast and flexible if they are to survive.

Question 69

Determining the ethically correct way to behave is especially difficult in a global economy,because different cultures have different perspectives on certain ethical issues.

Question 70

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

Question 71

Why is a contingency approach important to the study of 'organisational behaviour' (OB)?

Question 72

Whereas ________ focuses on differences between people from different countries,________ addresses differences among people within given countries.

A)workforce diversity; globalisation
B)globalisation; workforce diversity
C)diversity; culture
D)culturisation; workforce diversity

Question 73

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 74

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

Question 75

Workforce diversity means that organisations are becoming more homogeneous in terms of gender,race,and ethnicity.

Question 76

Since the 1980s,Australia's workforce demographics have changed considerably.

Question 77

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

Question 78

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

Question 79

One challenge for managers is to stimulate their employees' creativity and tolerance for change.

Question 80

As the world has become a global village,managers have to become capable of working with people from different cultures.