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MGT502-Solved SAMPLE QUESTIONS by vuZs Team

 MGT502- Organizational Behaviour

Composed by vuZs Team

Mehreen Humayun
www.vuzs.net
 
SAMPLE QUESTIONS
 
 
            For task conflict to be productive, it should be _____.
            a.  kept high
            b.  kept low
            c.  kept at low-to-moderate levels
            d.  kept at moderate levels
            e.  subject to managerial control
 
            Which is not a type of conflict identified by the interactionist view?
a.  task
b.  organizational
c.   relationship
d.  process
e.  institutional
 
            _____ conflict focuses on interpersonal interaction.
a.  Task
b.  Job
c.  Relationship
d.  Process
e.  Communication
 
            _____ conflict relates to how the work gets done.
a.    Task
b.    Job
c.    Relationship
d.    Process
e.    Reactive
 
            _____ conflicts are almost always dysfunctional.
a.  Task
b.  Job
c.  Relationship
d.  Process
e.  Personal
 
            The most important criterion in determining whether conflict is functional or dysfunctional is _____.
            a.  overall morale
            b.  turnover rates
            c.  absenteeism levels
            d.  management’s assessment
            e.  performance
 
            The first stage of the conflict process is termed _____.
            a.  cognition and personalization
            b.  behavioral manifestation
            c.  potential opposition or incompatibility
            d.  intention
            e.  habituation
 
            Which of the following is not considered one of the potential sources of conflict?
            a.  too much communication
            b. jurisdictional ambiguity
            c.  value similarities
            d.  short job tenure
            e.  too little communication
 
            The categories of causes or sources of conflict include all of the following except _____.
            a.  communication
            b.  structure
            c.  group interaction
            d.  personal variables
            e.  all of the above are causes or sources of conflict
 
            High job specialization can lead to _____ conflict.
            a.  communication
            b. structural
            c.  personal-variable
            d.  job-related
            e.  team
 
            Research confirms that participation and conflict are _____.
            a.  positively correlated
            b.  counterproductive
            c.  negatively correlated
            d.  always present together
            e.  never present together
 
            Stage II of the conflict process deals with conflict being _____.
            a.  perceived and felt
            b.  apparent and experienced 
            c.  expressed and perceived
            d.  overt and covert
            e.  internalized
 
            In which stage are conflict issues defined?
            a.  potential opposition
            b. cognition and personalization
            c.  intuitions
            d.  behavior
            e.  reaction and transference
 
            _____ intervene(s) between people’s perceptions and their overt behavior.
a.  Intuition
b.  Intention
c.   Cognition
d.  Attributions
e.  Attitudes
 
.           The conflict-handling intention of collaborating is _____.
            a.  assertive and uncooperative
            b. assertive and cooperative
            c.  unassertive and uncooperative
            d.  unassertive and cooperative
            e.  affective and reflective
 
            The conflict-handling intention of avoiding is _____.
            a.  assertive and uncooperative
            b.  assertive and cooperative
            c.  unassertive and uncooperative
            d.  unassertive and cooperative
            e.  assertive and reflective
 
            The conflict-handling intention of accommodating is _____.
            a.  assertive and uncooperative
            b.  assertive and cooperative
            c.  unassertive and uncooperative
            d. unassertive and cooperative
            e.  reflective and emotional
 
            In assessing intentions, cooperativeness is the degree to which _____.
            a.  one party attempts to satisfy the other party’s concerns
            b.  one party attempts to resolve conflict
            c.  both parties work toward a common goal
            d.  there is an absence of conflict
            e.  one party can empathize with the other
 
            The dimension of assertiveness refers to situations _____.
            a.  in which one party attempts to satisfy his/her own concerns
            b.  in which there is an expression of competition
            c.  involving a major behavior change
            d.  that lead to conflict
            e.  in which one party behaves generously
 
            Which is not one of the five conflict-handling intentions?
a.  collaborating
b.  competing
c.   accommodating
d.  avoiding
e.  resisting
 
            Which type of conflict-handling intention results in a person seeking to suppress conflict?
            a.  competing
            b. avoiding
            c.  accommodating
            d.  compromising
            e.  collaborating
 
            Trying to make someone else accept blame for a problem is an example of _____.
            a.  competing
            b.  avoiding
            c.  accommodating
            d.  compromising
            e.  collaborating
 
            Which of the following conflict-handling orientations might involve attempting to find a win-win solution?
            a.  avoiding
            b. collaborating
            c.  accommodating
            d.  compromising
            e.  mollifying
 
.           Which of the following is not a drawback of a narrow span of control?
a.  It is expensive.
b.  It makes vertical communication in the organization more complex.
c.  Supervisors may lose control of their employees.
d.  It encourages overly tight supervision.
e.  It helps increase organizational efficiency.
 
            The trend in recent years has been toward _____.
a.  narrower spans of control
b.  wider spans of control
c.   a span of control of four
d.  an ideal span of control of six to eight
e.  eliminating spans of control in favor of team structures
 
            If you have a narrow span of control, you have a(n) _____ organization.
a.  efficient
b.  short
c.  tall
d.  matrix
e.  fat
 
            _____ are consistent with recent efforts by companies to reduce costs, cut overhead, speed up decision making, increase flexibility, get closer to customers, and empower employees.
a.  Wider spans of control
b.  Narrower spans of control
c.   Matrix structures
d.  Simple structures
e.  none of the above
 
            The best definition for centralization is a situation in which decision making _____.
a.  is pushed down to lower level employees
b.  is concentrated at a single point in the organization
c.   depends on the situation
d.  is completed in each department and then sent to the president for review
e.  is diffused among a large segment of employees
 
            In an organization that has high centralization, _____.
            a.  the corporate headquarters is located centrally to branch offices
            b.  all top level officials are located within the same geographic area
            c.  action can be taken more quickly to solve problems
            d.  new employees have a great deal of legitimate authority
            e.  top managers make all the decisions and lower level managers merely carry out directions
 
            The more that lower-level personnel provide input or are actually given the discretion to make decisions, the more _____ there is within an organization.
            a.  centralization
            b.  disempowerment
            c.  work specialization
            d.  departmentalization
            e.  decentralization
 
            If a job is highly formalized, it would not include which of the following?
            a.  clearly defined procedures on work processes
            b.  explicit job description
            c.  high employee job discretion
            d.  a large number of organizational rules
            e.  a consistent and uniform output
 
            Employee discretion is inversely related to _____.
            a.  complexity
            b. standardization
            c.  specialization
            d.  departmentalization
            e.  empowerment
 
            Which of the following is not a common organizational design?
a.  simple structure
b.  bureaucracy
c.  centralized structure
d.  matrix structure
e.  none of the above
 
            _____ is characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization.
            a.  Bureaucracy
            b.  Matrix organization
            c.  Simple structure
            d.  Team structure
            e.  Centralized structure
 
            Which one of the following is consistent with a simple structure?
            a.  high centralization
            b.  high horizontal differentiation
            c.  high employee discretion
            d.  standardization
            e.  bureaucracy
 
            A ____ is a flat organization.
a.  bureaucracy
b.  centralized structure
c.   matrix structure
d.  all of the above
e.  none of the above
           
            Simple structure is most widely practiced in small businesses in which _____.
a.  the owner also manages the company
b.  management is limited to one individual
c.   managers have a high degree of influence with the company’s owner
d.  managers are hired directly by the company’s owner
e.  training budgets are limited
 
            A bureaucracy is characterized by all of the following except _____.
            a.  highly routine operating tasks
            b.  formalized rules and regulations
            c.  tasks that are grouped into functional departments
            d. decentralized decision making
            e.  specialization
 
            The key component underlying bureaucracies is _____.
            a.  flexibility
            b. standardization
            c.  dual lines of authority
            d.  wide span of control
            e.  the organizational pyramid
 
            The strength of the simple structure lies in its _____.
a.  efficiency
b.  simplicity
c.   centralization
d.  span of control
e.  specialization
 
            Which of the following is not a weakness of the simple structure?
a.  It is risky.
b.  It is prone to information overload.
c.  There is little unity of command.
d.  It can lead to slower decision making.
e.  It is often insufficient in larger organizations.
 
            The structure that creates dual lines of authority is the _____.
            a.  organizational structure
            b.  bureaucracy
            c.  matrix structure
            d.  virtual organization
            e.  simple structure
 
            The matrix structure combines which two forms of departmentalization?
            a.  process and functional
            b. functional and product
            c.  product and process
            d.  all of the above
            e.  none of the above
 
            The _____ structure violates the unity of command concept.
            a.  simple
            b.  virtual
            c.  matrix
            d.  team
            e.  web
 
            Which one of the following problems is most likely to occur in a matrix structure?
            a.  decreased response to environmental change
            b.  decreased employee motivation
            c.  loss of economies of scale
            d.  increases in groupthink
            e.  employees receiving conflicting directives
 
            The strength of the matrix structure is its _____.
            a.  ability to facilitate coordination
            b.  economies of scale
            c.  adherence to chain of command
            d.  standardization
            e.  social empowerment
 
            The major disadvantage of the matrix structure is _____.
            a.  the confusion it creates
            b.  its propensity to foster power struggles
            c.  the stress it places on individuals
            d.  none of the above
            e.  all of the above
 
            High formalization in an organization creates all of the following except _____.
a.    predictability
b.    cohesiveness
c.    orderliness
d.    consistency
e.    none of the above
 
            a.   The impact of national culture is greater than the impact of organizational culture.
            b.   The impact of national culture is less significant than the impact of organizational culture.
            c.   The impact of national culture is similar to the impact of organizational culture in terms of its effects on employees.
            d.   The impact of national culture is marginal compared to the impact of organizational culture.
            e.   The impact of national culture is less apparent than the impact of organizational culture.
 
            Which one of the following is not a function of culture? It _____.
            a.   conveys a sense of organizational identity
            b.   shapes employee attitude and behavior
            c.   affects the organization’s ability to hire capable employees
            d.   has a boundary-defining role
            e.   facilitates the generation of commitment
 
            Culture performs all the following functions except _____.
            a.   displaying the dominance of particular organizations
            b.   enhancing social system stability
            c.   conveying a sense of identity for organization members
            d.   facilitating commitment to something larger than individual self-interest
            e.   defining boundaries
 
            As organizations have widened spans of control, flattened structures, introduced teams, reduced formalization, and empowered employees, the _____ provided by a strong culture ensures that everyone is pointed in the same direction.
            a.   rules and regulations
            b.   shared meaning
            c.   rituals
            d.   socialization
            e.   rigid hierarchy
 
            Culture is most likely to be a liability when _____.
            a.   it increases the consistency of behavior
            b.   the organization’s environment is dynamic
            c.   the organization’s management is ineffectual
            d.   it reduces ambiguity
            e.   countercultures are integrated into the dominant cultures
 
            Consistency of behavior is an asset to an organization when it faces _____.
            a.   a dynamic environment
            b.   an unknown environment
            c.   social upheaval
            d.   massive changes
            e.   a stable environment
 
            Culture may be a liability because it is a barrier to _____.
            a.   change
            b.   diversity
            c.   mergers and acquisitions
            d.   all of the above
            e.   none of the above
 
            In recent years, _____ has become the primary concern in acquisitions and mergers.
a.    cultural compatibility
b.    cultural synergy
c.    financial advantages
d.    product synergy
e.    value dominance
 
            The ultimate source of an organization’s culture is _____.
            a.   top management
            b.   the environment
            c.   the country in which the organization operates
            d.   the organization’s founders
            e.   the belief systems of it employees
 
            Culture creation occurs in all of the following ways except when _____.
a.    founders hire and keep employees who think and feel the way they do
b.    founders indoctrinate and socialize employees to their way of thinking and feeling
c.    founders develop their vision covertly
d.    founders’ behavior acts as a role model
e.    founders refuse to be constrained by previous ideologies
 
            All of the following are factors that serve to sustain organizational cultures except _____.
            a.   selection
            b.   orientation
            c.   socialization
            d.   top management
            e.   frugality
 
            The selection process helps sustain the organization’s culture by _____.
            a.   establishing and enforcing norms
            b.   ensuring that candidates fit well within the organization
            c.   socializing the applicant
            d.   identifying individuals who have the skills to perform certain jobs
            e.   rewarding conformity
 
            The selection process helps candidates learn about an organization. If employees perceive a conflict between their values and those of the organization, this gives them a chance to _____.
            a.   work to change the organization
            b.   express their concerns
            c.   inform the organization of appropriate changes
            d.   self-select out of the applicant pool
            e.   rectify their cognitive dissonance
 
            Top management has a major impact on the organization’s culture through _____.
            a.   establishing norms that filter down through the organization
            b.   ensuring a proper match of personal and organizational values
            c.   socializing new applicants in the pre-hiring phase
            d.   providing a framework for metamorphosis of new hires
            e.   properly rewarding management’s initiatives
 
.           The process through which employees are adapted to an organization’s culture is called _____.
            a.   personalization
            b.   mentoring
            c.   socialization
            d.   institutionalization
            e.   intimidation
 
            The socialization stage that encompasses the learning that occurs before a new member joins an organization is known as_____ socialization.
            a.   prearrival
            b.   encounter
            c.   metamorphosis
            d.   ritual
            e.   systemic
 
            Which of the following is not a stage of the socialization process?
            a.   prearrival
            b.   encounter
            c.   metamorphosis
            d.   ritual
            e.   none of the above
 
            The correct order for the stages of the socialization process is _____.
            a.   prearrival, metamorphosis, encounter
            b.   prearrival, encounter, ritual
            c.   prearrival, ritual, encounter
            d.   prearrival, encounter, metamorphosis
            e.   prearrival, ritual, arrival
 
            The employee compares her expectations to organizational reality in which stage of socialization?
            a.   prearrival
            b.   encounter
            c.   metamorphosis
            d.   ritual
            e.   analysis
 
            The time when a new employee sees what the organization is really like and realizes that expectations and reality may diverge is called the _____ stage.
            a.   encounter
            b.   exploration
            c.   establishment
            d.   metamorphosis
            e.   mirroring
 
            Employee attitudes and behavior change during the _____ stage of socialization.
            a.   establishment
            b.   transformation
            c.   encounter
            d.   metamorphosis
            e.   cocoon
 
            If there is a basic conflict between the individual’s expectations and the reality of working in an organization, the employee is most likely to be disillusioned and quit during which stage of socialization?
            a.   prearrival
            b.   ritual
            c.   encounter
            d.   metamorphosis
            e.   reflection
 
            New employees are usually comfortable with their organizations by the end of the _____ stage of socialization.
            a.   encounter
            b.   exploration
            c.   establishment
            d.   metamorphosis
            e.   adaptation
 
            Which of the following is not a means of transmitting culture within an organization?
a.    stories
b.    aversion therapy
c.    rituals
d.    language
e.    material symbols
 
            Which one of the following terms is not a component of socialization rituals?
            a.   material symbols
            b.   sequenced activities
            c.   repetition
            d.   key values
            e.   reinforcement
 

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