Deck 1: A Strategic Approach to Organizational Behavior

Question 1

Individual, financial, and organizational factors influence the behavior and value of the people in an organization..

Answer 1

False

Question 2

Exercising strategic leadership is a function of one's level in the organization.

Answer 2

False

Question 3

According to the Strategic Lens Model, only senior managers (not middle or lower-level managers) can act as strategic leaders.

Answer 3

False

Question 4

Effective lower-level managers spend a great deal of their time coaching the firm's associates/workers.

Question 5

Organizational behavior involves the actions of individuals and groups in an organizational context.

Question 6

The Proctor & Gamble and Men's Wearhouse approach to managing the people who carry out the day-to-day work reveals the powerful difference that a firm's human capital can make by implementing the strategy of unleashing the potential of their people.

Question 7

Proctor & Gamble empowers its work teams by allowing the teams to allocate tasks among team members, establish their own work schedules, and recruit new members.

Question 8

The culture and policies of an organization have little effect on the abilities of employees to use their talents effectively.

Question 9

The strategic approach to OB involves organizing and managing the people's knowledge and skills effectively to implement the organization's strategy and gain a competitive advantage.

Question 10

The Men's Wearhouse core set of work beliefs includes the following: work should be fulfilling and leaders should serve their followers:

Question 11

Middle managers spend time processing data and information for use by individuals at all levels of the firm.

Question 12

Managing organizational behavior focuses on developing and applying the knowledge of upper management.

Question 13

Exercising strategic leadership is a function of focus and behavior.

Question 14

Effective middle managers spend much of their time championing strategic ideas with senior managers and helping the firm to remain adaptive.

Question 15

Interpersonal factors of a strategic approach to organizational behavior include leadership, communication, and conflict.

Question 16

When delivering the strategic initiatives to lower-level managers, skills in communicating, motivating, understanding values, and managing stress are among the most important for senior managers.

Question 17

Managers who rely on good common sense about organizational behavior are likely to be very successful.

Question 18

Organizational success is both a cause and a result of the
productivity and satisfaction of individuals and groups within the organization.

Question 19

Much of the training of human capital at Proctor & Gamble is done by human resource management or training specialists.

Question 20

One of the goals of the strategic approach to organizational behavior is to de-emphasize the reliance on human capital.

Question 21

An organization is a collection of individuals whose members may change over time and who form a coordinated system of specialized activities for the purpose of achieving certain goals.

Question 22

Human capital includes basic values, beliefs and attitudes.

Question 23

An organization is characterized by a network of individuals, a division of labor and goal orientation.

Question 24

Like basic social science disciplines, the goal of the organizational behavior approach is to understand human and group behavior.

Question 25

The reputation of an organization and trust between managers are intangible resources in an organization.

Question 26

Apple's success can be attributed to factors such as its passion for innovation and the power of its human capital.

Question 27

A company has a competitive advantage when competitors are able to duplicate the work it does.

Question 28

The study of strategic organizational behavior emphasizes the application of knowledge from such social sciences as psychology, sociology, economics, and cultural anthropology.

Question 29

Apple's success is mostly the result of the amount of money it spends on research and development.

Question 30

"Associates" are termed as customers or clients of the organization.

Question 31

The strategic approach to organizational behavior is more applicable to business organizations than to public sector and not-for-profit organizations.

Question 32

Lower-level managers expend efforts to design jobs, team structures and reward systems as part of their daily routine.

Question 33

The skills, knowledge, and capabilities of managers and associates for learning, communicating, motivating, building trust, and effectively working on teams are components of human capital.

Question 34

Strategic managers must always seek simple answers to resolve organizational issues.

Question 35

The goal of the strategic OB approach is to improve the performance of organizations.

Question 36

An organization's critical intangible resource is its human capital.

Question 37

Lower-level managers who do not take a strategic approach to their work are likely to focus on short-term problems, and may emphasize resolving problems without examining how they can prevent them in the future.

Question 38

Brand names and organizational culture are tangible resources in an organization.

Question 39

Human capital is the sum of the skills, knowledge, and general attributes of the people in an organization.

Question 40

Equipment and inventory are examples of intangible resources.

Question 41

Employees who display emotional intelligence have little self-awareness.

Question 42

Human capital that is valuable, rare, and difficult to imitate is useful in creating true competitive advantage.

Question 43

For organizations to have a long-term advantage through its people, they need to have human capital that is valuable, rare and easy to imitate.

Question 44

The first characteristic of high-involvement management involves sound selection/hiring systems.

Question 45

Incentive compensation has been found to be an ineffective component of high-involvement management.

Question 46

Gain-sharing and profit sharing are examples of incentive compensation systems used in high-involvement management organizations.

Question 47

Persons with strong emotional intelligence need the oversight of others to regulate their own behavior.

Question 48

High-involvement managers constantly seek to identify situations in which responsibility can be delegated.

Question 49

The passage on Pixar's core strengths indicates that Pixar empowers associates with significant control over their work and environment, but not their work schedules.

Question 50

Giving associates significant decision-making power within the organization is likely to increase their job satisfaction and productivity.

Question 51

Training and mentoring programs assist in developing human capital rareness.

Question 52

Leaders who use emotional intelligence build trusting relationships with their employees and empower them to complete their own tasks.

Question 53

BMW car designers who cannot articulate how they came up with the design for the car, are illustrating tacit knowledge.

Question 54

High-involvement management involves managing through encouragement and commitment rather than fear and threats.

Question 55

The philosophy behind the high-involvement management approach includes the belief that the most valuable knowledge about the organization resides with senior managers.

Question 56

Research has shown that trust between associates results in a positive effect on the organization's financial performance.

Question 57

Studies have found that empowering associates leads to decreased knowledge sharing among the associates.

Question 58

One of the primary goals of high-involvement management is to move the decision making to the lowest level in the organization.

Question 59

Tacit knowledge is a type of knowledge that people have and can articulate.

Question 60

Providing leadership that encourages and nurtures positive emotions often requires the application of emotional intelligence.

Question 61

Senior managers need skills in _____________, communicating, and understanding the perspective of others to be able to make strategic decisions for the firm.

Question 62

Much of the training of human capital at Proctor & Gamble is done by company _________ instead of the human resources department or training specialists.

Question 63

The examples of Proctor & Gamble and The Men's Wearhouse illustrate the importance of effectively utilizing the organization's _________ to achieve success.

Question 64

High-involvement management organizations implement a rigorous evaluation process for job candidates.

Question 65

Research has shown that training in high-involvement management organizations significantly affects productivity and competitiveness.

Question 66

In the discussion of the philosophy of The Men's Wearhouse, one of the core beliefs is that employees should be treated like _______________. This statement emphasizes the belief that the company's people should be valued.

Question 67

Culture, work environments, and adaptability are among the _________ factors that impact the value of the organization's people.

Question 68

Trust between managers and associates is not necessary in a high- involvement organization.

Question 69

An employee's lack of fit with the organizational culture of an organization was found to cause employees dissatisfaction and lower commitment to their jobs.

Question 70

An important form of training in high-involvement management organizations is socialization into the norms of the organization.

Question 71

Proctor & Gamble __________ its work teams by allowing the teams to allocate tasks among team members, establish their own work schedules, and recruit new members.

Question 72

A component of high-involvement management is limited information sharing.

Question 73

Quality of leadership, communication, and conflict are among the _________ factors that influence the degree to which the capabilities of the organization's people are unleashed.

Question 74

An organization is a collection of ________________.

Question 75

An alternative name for an organization's employees or workers is____________

Question 76

The majority of the time high-involvement management organizations select their employees solely on their technical skills.

Question 77

High-involvement management organizations that use selective hiring primarily build small pools of applicants using advertising.

Question 78

Associates in high-involvement management organizations are closer to the day-to-day activities than are other employees in the organization.

Question 79

The ability to learn, technical skills, and personality characteristics are among the _________ factors that represent the capability of the organization's people.

Question 80

The strategic approach to organizational behavior is based on the belief that people are the foundation of the organization's _______________.