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Chapter 18 Organizational CultureMULTIPLE CHOICEInstitutionalization: A Forerunner of Culture1. When an organization acquires immortality, we can say that it has:a. acquired a dominant culture.b. developed subcultures.c. become institutionalized.d. become socialized.(c; Moderate; p. 524)2. Institutionalization is when:a. you become a part of your organization.b. an organization takes on a life of its own.c. you are offered a lifetime position.d. an organization employs over 1,000 people.(b; Moderate; p. 524)3. Which of the following is not true about institutionalization?a. It operates to produce common understandings about appropriate behavior.b. Acceptable modes of behavior become largely self-evident to its members.c. It does essentially the same thing organizational culture does.d. It is bound by its original mission.(d; Challenging; p. 524)What Is Organizational Culture?4. _____is a shared system of meaning held by the organization’s members that distinguishes theorganization from other organizations.a. The organizational chartb. Organizational culturec. A rituald. Formalization(b; Easy; p. 525)5. Which of the following is not a characteristic of organizational culture?a. attention to detailb. innovationc. formalizationd. team orientation(c; Moderate; p. 525)4046. The key characteristic of organizational culture which addresses the degree to which managementdecisions take into consideration the effect of outcomes on people within the organization is termed:a. innovation.b. attention to detail.c. outcome orientation.d. people orientation.(d; Easy; p. 525)7. The key characteristic of organizational culture which addresses the degree to which people arecompetitive rather than easygoing is termed:a. innovation.b. team orientation.c. aggressiveness.d. innovation and risk taking.(c; Moderate; p. 525)8. The key characteristic of organizational culture which addresses the degree to which employeesare expected to exhibit precision is termed:a. innovation.b. team orientation.c. attention to detail.d. innovation and risk taking.(c; Moderate; p. 525)9. The key characteristic of organizational culture which assesses the degree to which organizationalactivities emphasize maintaining the status quo in contrast to growth is:a. team orientation.b. aggressiveness.c. stability.d. outcome orientation.(c; Easy; p. 525)10. In contrasting organizational culture with job satisfaction, the former _____while the latter _____.a. is written; is impliedb. is implied; describesc. evaluates; describesd. describes; evaluates(d; Moderate; p. 525)11. _____expresses the core values that are shared by a majority of the organization’s members.a. Dominant cultureb. Subculturec. Strong cultured. Personal morality(a; Moderate; p. 526)40512. The macro view of culture that gives an organization its distinct personality is its:a. dominant culture.b. subculture.c. strong culture.d. personal morality.(a; Moderate; p. 526)13. Minicultures within an organization, typically defined by departmental designations andgeographical separation, are often called:a. strong cultures.b. subcultures.c. dominant cultures.d. mixed cultures.(b; Moderate; p. 526)14. Which does not define a subculture?a. minicultures within an organizationb. typically defined by department organizationsc. only those cultural values that are shared throughout the organizationd. usually defined by geographical separation(c; Moderate; p. 526)15. The dominant culture is:a. the sum of the subcultures.b. the culture of the industry leader.c. synonymous with the organization’s culture.d. the degree of sharedness.(c; Challenging; p. 526)16. The primary or dominant values that are accepted throughout the organization are:a. jargon.b. core values.c. minivalues.d. formalized culture.(b; Easy; p. 526)17. Which of the following terms is not part of the definition of a strong culture?a. great influence on members’ beh aviorb. low behavioral controlsc. widely shared valuesd. intensely held values(b; Moderate; p. 527)18. A culture where the core values are intensely held and widely shared is termed a:a. fortress.b. subculture.c. strong culture.406d. formal culture.(c; Moderate; p. 527)19. A specific result of a strong culture should be:a. lower employee turnover.b. lower employee satisfaction.c. higher employee turnover.d. higher absenteeism.(a; Moderate; p. 527)20. The unanimity of a strong culture builds all of the following except:a. cohesiveness.b. loyalty.c. quality.d. organizational commitment.(c; Easy; p. 527)21. According to your text, a strong culture can act as a substitute for:a. institutionalization.b. formalizationc. socialization.d. rewards.(b; Challenging; p. 527)22. High formalization in an organization creates all of the following except:a.predictability.b.cohesiveness.c.orderliness.d.consistency.(b; Moderate; p. 527)23. The research indicates that national culture has a _____ on employees than does theirorganization’s culture.a. greater impactb. lesser impactc. similar impactd. more negative impact(a; Moderate; p. 528)What Do Cultures Do?24. Which one of the following is not a function of culture cited in your text?a. conveys a sense of organizational identityb. controls employee behaviorc. improves the organization’s ability to hire competent employeesd. has a boundary-defining role(c; Challenging; p. 528)40725. Culture performs all the following functions except:a. shows how organizations are all basically the same.b. enhances social system stability.c. conveys a sense of identity for organization members.d. facilitates commitment to something larger than individual self-interest.(a; Moderate; p. 528)26. As organizations have widened spans of control, flattened structures, introduced teams, reducedformalization, and empowered employees, the _____ provided by a strong culture ensures that everyone is pointed in the same direction.a. rules and regulationsb. shared meaningc. material symbolsd. language(b; Challenging; p. 528)27. Culture is most likely to be a liability when:a. it increases consistency of behavior.b. the environment is dynamic.c. management is incompetent.d. it reduces ambiguity.(b; Moderate; p. 529)28. Consistency of behavior is an asset to an organization when it faces:a. a dynamic environment.b. an unknown environment.c. a stable environment.d. massive changes.(c; Moderate; p. 529)29. Culture may be a liability because it is a barrier to:a. change.b. diversity.c. mergers and acquisitions.d. all of the above(d; Moderate; pp. 529-530)Creating and Sustaining Culture30. In recent years, _____ has become the primary concern in acquisitions and mergers.a.cultural compatibilityb.financial advantagesc.product synergyd.none of the above(a; Challenging; p. 531)40831. The ultimate source of an organization’s culture is:a. top management.b. the selection process.c. the country in which the organization operates.d. its founders.(d; Moderate; p. 531)32. Culture creation occurs in all of the following ways except:a.founders only hire and keep employees who think and feel the way they do.b.founders indoctrinate and socialize employee to their way of thinking and feeling.c.founders traditionally keep their vision secret from all organizational members.d.the founders’ own behavior acts as a role model that encourages employees to identify withthem and thereby internalize their beliefs.(c; Moderate; p. 531)33. All of the following serve to sustain a culture except:a. selection.b. formalization.c. socialization.d. top management.(b; Moderate; p. 531)34. The selection process helps sustain the organization’s culture by:a. establishing norms.b. ensuring a proper match of personal and organizational values.c. socializing the applicant.d. providing training.(b; Moderate; pp. 531-532)35. The selection process helps candidates learn about the organization and if they perceive a conflictbetween their values and those of the organization, they should:a. wait until they get hired to change the organization.b. express their concerns at the time of the interview.c. enlighten the organization as to appropriate changes.d. self-select out of the applicant pool.(d; Moderate; p. 532)36. Top management has a major impact on the organization’s culture by:a. establishing norms that filter down through the organization.b. ensuring a proper match of personal and organizational values.c. socializing the applicant.d. providing training.(a; Moderate; p. 532)40937. The process that adapts employees to the organization’s culture is called:a. indoctrination.b. orientation.c. socialization.d. confirmation.(c; Moderate; p. 532)38. The Marine boot camp, where Marines “prove” their commitment is an example of:a. indoctrination.b. orientation.c. socialization.d. confirmation.(c; Moderate; p. 532)39. The stage in socialization that encompasses all the learning that occurs before a new member joinsthe organization is called:a. prearrival.b. encounter.c. metamorphosis.d. mentoring.(a; Easy; p. 533)40. Which of the following is not a stage of the socialization process?a. prearrivalb. encounterc. metamorphosisd. mentoring(d; Easy; p. 533)41. _____ is the process that adapts employees to the organization’s culture.a. Trainingb. Mentoringc. Socializationd. Communication(c; Easy; p. 533)42. The correct order for the stages of the socialization process is:a. prearrival, metamorphosis, encounter.b. encounter, prearrival, metamorphosis.c. metamorphosis, encounter, prearrival.d. prearrival, encounter, metamorphosis.(d; Challenging; Exh. 18-2; p. 533)41043. When the employee compares her expectations to organizational reality, which stage ofsocialization is she experiencing?a. prearrivalb. encounterc. metamorphosisd. mentoring(b; Easy; p. 534)44. If there is a basic conflict between the individual’s expectations and the organization’sexpectations, the employee is most likely to be disillusioned and quit during which stage?a. prearrivalb. anxietyc. encounterd. metamorphosis(c; Moderate; p. 534)45. Employee attitudes and behavior change during the _____ stage of socialization.a. prearrivalb. anxietyc. encounterd. metamorphosis(d; Moderate; pp. 534-535)46. The time when a new employee sees what the organization is really like and realizes thatexpectations and reality may diverge is called:a. encounter stage.b. exploration stage.c. establishment stage.d. metamorphosis stage.(a; Moderate; p. 534)47. The stage in entry socialization when the employee has become comfortable is the:a. encounter stage.b. exploration stage.c. establishment stage.d. metamorphosis stage.(d; Moderate; p. 535)48. Mentors are a critical element in _____ socialization.a. collectiveb. informalc. divestitured. serial(d; Moderate; Exh. 18-3; p. 534)41149. The more a new employee is segregated from the ongoing work setting and differentiated in someway to make explicit his newcomer’s role, the more _____ socialization is.a. formalb. informalc. individuald. fixed(a; Moderate; Exh. 18-3; p. 534)50. The boot camp experience of those joining the military is an example of _____ socialization.a. individualb. collectivec. informald. random(b; Moderate; Exh. 18-3; p. 534)51. A characteristic of _____ socialization is the use of role models who train and encouragenewcomers.a. investitureb. fixedc. seriald. random(c; Challenging; Exh. 18-3; p. 534)52. _____ socialization assumes the newcomer’s qualities and qualifications are the necessaryingredients for job success.a. Investitureb. Fixedc. Formald. Serial(a; Moderate; Exh. 18-3; p. 534)How Employees Learn Culture53. Which of the following is not a potent form by which culture is transmitted to employees?a.storiesb.selectionc.ritualsnguage(b; Easy; p. 535)54. Which one of the following terms is not consistent with the definition of a ritual?a. storiesb. sequence of activitiesc. repetitiond. key values(a; Challenging; p. 53641255. _____ typically contain(s) a narrative of events about the organization’s founders, rule breaking, orreactions to past mistakes.a.Storiesb.Material symbolsc.Ritualsnguage(a; Moderate; p. 535)56. According to your text, one of the most potent ways that employees learn culture is through:a. material symbols.b. role models.c. colleagues.d. mentors.(a; Challenging; p. 537)57. _____ are repetitive sequences of activities that express and reinforce the key values of theorganization, what goals are important, which people are important, and which are expendable.a. Storiesb. Ritualsc. Material symbolsd. Cultural typologies(b; Easy; p. 536)58. All of the following are examples of rituals except:a. college faculty seeking tenure.b. Mary Kay Cosmetics’ annual award meeting.c. fraternity initiation.d. the layout of Tandem’s corporate offices.(d; Moderate; pp. 536-537)59. All of the following are examples of material symbols except:a. top executives’ unlimited use of the company jet.b. a swimming pool for the employees to use.c. an annual award meeting.d. different types of cars for different executives.(c; Moderate; p. 537)Creating an Ethical Organizational Culture60. An organizational culture most likely to shape high ethical standards is one that:a.is high in risk tolerance.b.is low-to-moderate in aggressiveness.c.focuses on means as well as outcomes.d.all of the above(d; Moderate; p. 538)41361. To create a more ethical culture, management should do all of the following except:a.be a visible role model.b.ignore unethical acts.c.provide ethical training.municate ethical expectations.(b; Moderate; pp. 538-539)Creating a Customer-Responsive Culture62. Which of the following is not a variable evident in customer-responsive cultures?a.Employees are outgoing and friendly.b.There is high formalization.c.Employees have good listening skills.d.Employees exhibit organizational citizenship behavior.(b; Challenging; p. 540)63. Once a customer-responsive culture hires service-oriented employees, the organization must:a.clarify their roles.b.minimize rules and regulations.c.provide them with a wide range of decision discretion to do their job as they see fit.d.all of the above(d; Moderate; p. 540)64. The place to start in building a customer-responsive culture is:a.hiring service-contact people with the personality and attitudes consistent with a high serviceorientation.b.training and socializing employees.c.reducing rules and regulations.d.empowering employees with the discretion to make day-to-day decisions about job-relatedactivities.(a; Moderate; p. 541)Spirituality and Organizational Culture65. Organizations that promote a spiritual culture:a.have organized religious practices.b.adopt a corporate religion.c.recognize that people have both a mind and a spirit.d.all of the above(c; Moderate; p. 542)66. Which of the following is not a characteristic of a spiritual organization?a.focus on individual developmentb.employee empowermentc.censorship of employee expressiond.trust and openness414(c; Challenging; p.543)67. Which of the following is not a reason for the growing interest in spirituality?a.as a counterbalance to the pressures and stress of a turbulent pace of lifeb.Aging baby-boomers are looking for something in their life.c.Formalized religion has worked for so many people that they want to bring it to the workplace.d.the desire to integrate personal life values with one’s professional life(c; Challenging;, Exh. 18-6; p. 543)TRUE/FALSEInstitutionalization: A Forerunner of Culture68. A strong organizational culture undermines stability within an organization.(False; Moderate; p. 524)69. The idea of viewing organizations as cultures is a relatively recent phenomenon.(True; Easy; p. 524)70. When an organization has become institutionalized, its original goals become viewed as the primedirective.(False; Easy; p. 524)71. When an organization is new, acceptable modes of behavior are self-evident to its members. (False; Moderate; p. 524)What Is Organizational Culture?72. Organizational culture is a set of key characteristics that the organization values.(True; Easy; p. 525)73. The degree to which employees are encouraged to be innovative and take risks is termedaggressiveness.(False; Moderate; p. 525)74. The degree to which management decisions take into consideration the effect of outcomes onpeople within the organization is termed outcome orientation.(False; Challenging; p. 525)75. The degree to which management focuses on results rather than on techniques and processes istermed outcome orientation.(True; Moderate; p.525)76. The degree to which organizational activities emphasize maintaining the status quo in contrast togrowth is termed stability.(True; Moderate; p. 525)77. Individuals with different backgrounds or at different levels in the organization will tend to415describe the organization’s culture in similar terms.(True; Moderate; p. 525)78. The primary or dominant values that are accepted throughout the organization are the core values. (True; Moderate; p. 526)79. “Giving your best effort” is part of every organization’s culture.(False; Moderate; p. 526)80. The key element in organizational culture is that it gives meaning to the organization that differentemployees can share.(True; Moderate; p. 526)81. Dominant culture refers to the cultural attributes of the leading organizations in an industry. (False; Moderate; p. 526)82. Research demonstrates that subcultures act to undermine the dominant culture.(False; Moderate; p. 526)83. Strong cultures have a greater impact on employees’ behavior than weak cultures.(True; Easy; p. 526)84. Strong cultures are made up of values that are intensely held and widely shared.(True; Easy; p. 527)85. Strong cultures have been shown to be related to higher employee productivity.(False; Moderate; p. 527)86. One specific result of a strong culture should be lower employee turnover.(True; Challenging; p. 527)87. A strong culture can act as a substitute for rules and regulations.(True; Challenging; p. 527)88. Research indicates that organizational culture has a greater impact on employees than does theirnational culture.(False; Moderate; p. 528)What Does Culture Do?89. Culture has a boundary-defining role; it creates distinctions between one organization and others. (True; Easy; p. 528)90. Organizational culture serves to reinforce an individual’s self-interest.(False; Moderate; p. 528)91. Culture is the social glue which holds the organization together by providing appropriate standardsfor what employees should say and do.(True; Moderate; p. 528)41692. Culture defines the rules of the game.(True; Easy; p. 528)93. Culture increases ambiguity for employees.(False; Easy; p. 528)94. A strong culture can be a liability.(True; Moderate; p. 529)95. Consistency of behavior is an asset to an organization when it faces a dynamic environment. (False; Challenging; p. 529)96. A strong culture provides a supportive atmosphere for diversity.(False; Moderate; p. 529)97. Strong cultures encourage individuality.(False; Moderate; p. 529)98. While a favorable financial statement or product line may be the initial attraction of an acquisitioncandidate, whether the acquisition actually works seems to have more to do with how well the two organizations’ cultures match up.(True; Challenging; pp. 529-530)Creating and Sustaining Culture99. The founders of an organization generally have little impact on the organization’s culture sincethey are so far removed from the employees.(False; Moderate; p. 531)100. The selection process is two-way in that it allows the organization to determine how well the applicant will fit into the culture while representing the culture to the applicant in order for him/her to decide whether organization values conflict with his/her own.(True; Moderate; p. 531)101. Three forces play a particularly important part in sustaining culture: selection practices, promotion policies, and socialization methods.(False; Challenging; p. 531)102. The values within an organization’s culture tend to flow down from top management.(True; Moderate; p. 532)103. Senior executives establish norms that filter down through the organization as to whether risk taking is desirable.(True; Moderate; p. 532)104. Socialization is the process that defines group interaction patterns.(False; Moderate; p. 532)417105. The socialization process is made up of three steps: prearrival, adjustment, and stabilization. (False; Moderate; p. 533)106. The period of learning in the socialization process that occurs before a new employee joins the organization is termed the encounter stage.(False; Moderate; p. 533)107. The most critical socialization stage is the metamorphosis stage.(False; Challenging; p. 533)108. One major purpose of a business school is to socialize business students to the attitudes and behavior that business firms want.(True; Moderate; p. 533)109. The stage of socialization where an individual confronts the possible dichotomy between her expectations and reality is the encounter stage.(True; Moderate; p. 534)110. When the new member works out problems discovered during the encounter stage, he is in the metamorphosis stage of the socialization process.(True; Easy; p. 534)111. Socialization is complete when an employee completes his six-month probationary period. (False; Moderate; p. 535)112. Serial socialization is characterized by role models.(True; Challenging; Exh. 18-3; p. 534)113. Divestiture socialization assumes that the newcomer’s qualities and qualifications are the necessary ingredients for job success.(False; Moderate; Exh. 18-3; p. 534)114. Fraternity pledges go through divestiture socialization.(True; Moderate; Exh. 18-3; p. 534)115. In random socialization, role models are deliberately withheld.(True; Moderate; Exh. 18-3; p. 534)How Employees Learn Culture116. A ritual is a sequence of activities that continually express the key values of the organization. (True; Easy; p. 536)117. Rituals are repetitive sequences of activities that express and reinforce the hierarchical structure of the organization.(False; Moderate; p. 536)418118. College faculty members undergo a lengthy ritual in their quest for permanent employment –tenure.(True; Easy; pp. 536-537)119. Material symbols convey to employees the degree of egalitarianism that is desired by top management.(True; Moderate; p. 537)120. Language can serve to unite members of a given culture as new employees learn the acronyms and jargon specific to the organization.(True; Easy; p. 538)121. All organizations within an industry use the terminology designated by the industry so that their employees can move freely from organization to organization.(False; Moderate; p. 538)Creating an Ethical Organizational Culture122. A strong organizational culture will exert more influence on employees than a weak one. (True; Easy; p. 538)123. Johnson & Johnson is an example of a strong culture that supports high ethical standards. (True; Moderate; p. 538)124. Performance appraisals of managers should include a point-by-point evaluation of how his or her decisions measured against the organization’s code of ethics.(True; Moderate; p. 538)Creating a Customer-Responsive Culture125. Employees in customer-responsive cultures are willing to take the initiative even when it’s outside their normal job requirements, to satisfy a customer’s needs.(True; Moderate; p. 540)126. In almost every organization that has successfully created and maintained a strong customer-responsive culture, its CEO has played a major role in championing the message.(True; Challenging; p. 541)127. Evidence indicates that behavior-based performance evaluations are inconsistent with improved customer service.(False; Moderate; p. 542)Spirituality and Organizational Culture128. Workplace spirituality is about organized religious practices.(False; Easy; p. 542)129. Spiritually-based organizations do not stifle employee emotions.(True; Moderate; p. 543)419130. Spirituality and profits may be compatible objectives.(True; Challenging; p. 544)SCENARIO-BASED QUESTIONSApplication of Organizational CultureMasterson College is a small li beral arts women’s college in North Carolina. The founders of the college were Baptist and were committed to the idea that a liberal arts education was the best preparation for life-long learning. Within the last two decades, the business department has become one of the larger departments on campus. The faculty of the business department are committed to liberal arts education but are also committed to finding employment for their graduates.131. The belief in a liberal arts education is part of the:a. subculture of the business department.b. weak culture.c. dominant culture.d. mission statement.(c; Moderate; p. 526)132. The commitment to finding employment for graduates is part of the:a. subculture of the business department.b. weak culture.c. dominant culture.d. mission statement.(a; Moderate; p. 526)133. The business department holds some unique values in addition to the _____ of the dominant culture.a. core valuesb. weak valuesc. formalizationd. holistic values(a; Moderate; p. 526)Application of Culture as a LiabilityThe Young Woman’s Club of Williams has been operating for seventy-five years as an organization which supports women who stay at home. This group has always held classes in cooking, sewing, and child rearing. The group has always been made up of upper middle class women from the small town of Williams. As the area has grown, many people have moved to Williams and commute to Capital City, just 15 miles away.134. There is a possibility that the cultur e of the Young Woman’s Club of Williams will be:a. a barrier to change.b. helpful for meeting the needs of diverse women.c. embraced by all the newcomers.d. strengthened by the newcomers.420。

组织行为学【英文版】

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Individual Level in the OB Model
Biographical Characteristics 传记特点 Productivity Absence Motivation 激励 Learning 学习 Individual decision making Turnover Satisfaction
Robbins, Millett, Waters-Marsh, Organisational Behaviour 4e © 2004 Pearson Education Australia
Learning Objectives
1. Define organisational behaviour (OB). 2. Explain the value of the systematic study of OB. 3. Identify the three levels of analysis in this book’s OB model. 4. Explain the need for a contingency approach to the study of OB. 5. Identify the contributions made by major behavioural science disciplines to OB. 6. List the major challenges and opportunities for managers to use OB concepts. 7. Describe why managers require a knowledge of OB.
Dependent variables
1. Productivity 生产率 2. Turnover 流动率 3. Absenteeism 缺勤率

《组织行为学》双语教学英语部分练习题及答案

Chapter 1 Introduction to Organizational BehaviorTrue/False Questionsanizational behavior is the study of human attitudes, behavior, and performance inorganizations.anizational behavior is the study of values, goals and policies in an organization.3.The study of organizational behavior focuses on organizations, groups and individuals.anizational behavior draws on many different business disciplines.5.Contributions from psychology, sociology, economics and industrial engineering are appliedin organizational behavior theory.6. Practical experience is more relevant to the study of organizational behavior than research andtheory.7. Scientific management involves the study of work processes to make them more efficient.8.Efficiency and quality can be improved by studying work processes.9.Administrative management proposes that a manager’s job include the basic functions ofplanning, organizing, commanding, coordinating and controlling.anizations could reduce conflict by getting employees and managers focused on sharedgoals.Short Answer Questions1._____________ consists of the actions and interactions of individuals and groups in organizations.Answer: organizational behavior (OB)2.A social entity that is goal directed and deliberately structured is known as a(n)_____________. Answer: organization3._____________ is a school of management that involves developing a standard method for performing each job, training workers, and offering wage incentives.Answer: scientific management4.The _____________ school of management explores ways managers can influence productivity through human relations.Answer: human relationsEssay Questions1.Describe the various management schools of thought.Answer:•Scientific management—developed a standard method for performing each job, trained workers in the standard, eliminated interruptions, and offered wage incentives.•Administrative management—identified what structured would be most efficient in a given environment and advocated putting policies and procedures into writing.•Human relations school—explored way managers could influence productivity byestablishing positive relationships with employees.•Management science—applies scientific method and mathematical models to management problems.•Open systems—describes organizations as systems that interact with their environment, transforming inputs into outputs.•Sustained competitive advantage—focuses on the means organizations can create to sustain an advantage over competitors.2.Outline the assumptions about employees identified as Theory X and Theory Y.Answer:•Theory X assumes workers dislike their work and must be coerced into doing it.•Theory Y assumes that work is a natural part of employees’ lives and that employees will be industrious and creative if they are committed to their work.3.Identify and discuss five core values of Total Quality Management.Answer: There are ten core values with descriptions offered in Exhibit 1.3, page 15. Use this table to guide your grading of the question.4.Identify and discuss the four management functions. Which function is most importantand why?Answer:Planning—defines goals and determines how to achieve themOrganizing—assigns tasks, delegates responsibility, and allocates resources.Leading—use of influence to inspire and empower others to work toward the organizational goals.Controlling—measures performance to its objectives.The most important function is planning because it influences all the other functions in how each function is administrated.Chapter2Individual DifferencesTrue/False Questions1.Productivity, innovativeness, creativity, and other organizational outcomes are influenced by how employees behave.2.People are an organization’s most valuable resource and are least likely to cause problems.3.Individual differences do not influence whether a person will be able to successfully performa job.4. A psychological contract describes what an employer expects from the employee and what the employee will contribute based on these expectations.5. A psychological contract outlines what an employee expects to contribute and what the organization will provide to the employee for these contributions.6.Psychological contracts are negotiated and written down as terms of employment.7.If an organization violates the psychological contract, employee satisfaction, trust and desire to stay with the organization goes down.8.Psychological contracts in today’s work environment emphasize job security for the employee.9.Psychological contracts in today’s work environment emphasize employee career management and development.10.If an employee is struggling in a job, the manager should reshape the job.Short Answer Questions1.__________________ are an organization’s most valuable resource.Answer: People Page: 892.__________________ are characteristics that vary from one person to another.Answer: Individual differences Page: 893.What an employee expects to contribute and what the organization will provide to the employee for their contributions is known as __________________.Answer: Psychological contract Page: 904.The extent to which a person’s ability and personality match the requirements of a job is called __________________.Answer: Person-job fit Page: 935.When __________________ is poor, jobs need to be restructured or employees need to be replaced.Answer: Person-job fit Page: 946.__________________ refers to the match between an individual’s personality, goals, and values and the organization culture.Answer: Person-organization fit Page: 94Essay Questions1.Explain cognitive ability and define its three specific dimensions.Answer:•Cognitive ability refers to an individual’s capacity to think and analyze information. Threedimensions are verbal comprehension, quantitative ability, reasoning ability.•Verbal comprehension refers to a person’s capacity to understand and use written and spoken language.•Quantitative ability refers to an individual’s speed and accuracy in solving math problems.•Reasoning ability refers to an individual’s capacity to solve different types of problemsLevel: 12．What are cognitive styles and explain the four dimensions of the Myers Briggs Type Indicator.Answer:•Cognitive styles are different ways individuals perceive and process information. The four dimensions are•Energy (Introversion vs. Extroversion) determines where individuals gain interpersonal strength and stimulation. Extroverts gain energy through others while introverts focus on personal thoughts and feelings.•Information gathering relates to the action individuals take when making decisions. Sensing focus on facts and details and intuitive focus less on facts and more on the relationships between ideas.•Decision making relates to how much consideration a person gives to others’ feelings. Thinking focus on being objective while feelings are considered how the decision impacts others.•Life style relates to an individual’s tendency to be flexible and adaptive. Judging focus on goals and is less flexible while perceiving dislikes deadlines.3.What is emotional intelligence and outline and discuss three of its components.Answer:•Emotional intelligence is the ability to accurately perceive, evaluate, express, and regulate emotions and feelings. The five components are listed in exhibit 3.7, p. 102. Use the exhibit to assist with grading the five components.4.Explain the learning process. Identify and explain one type of learning style and indicate the type of likely occupations those with this learning style might have.Answer:•The learning process goes from a concrete experience to reflective observation to abstract conceptualization to active experimentation. The results of the experimentation generate new experiences and the cycle outlined above repeats itself. As for one learning style use exhibit 3.9, p. 105 to assist in grading the question.5.What are instrumental and terminal values? How do values and attitudes relate?Answer:•Instrumental values are beliefs about the types of behavior that are appropriate for reaching goals.•Terminal values are beliefs about which outcomes are worth trying to achieve.•Attitudes are considered to have three components: cognition, feelings, and behavior. The cognition component includes the beliefs and values of a person. Therefore, one’s attitude is usually grounded in one’s beliefs or values.Chapter 3Perception and AttributionTrue/False Questions1.The perception process begins with attention.2.The organization stage of perception begins when a person pays attention to a stimulus and then begins to make sense of it.3. A person who uses the closure mechanism for organizing stimuli might overhear one side ofa phone conversation and is likely to imagine the overall content of the conversation.4.When a person perceives sensory data in a continuous pattern, they are using the continuity mechanism for organizing stimuli.5. A person who uses the continuity mechanism for organizing stimuli might overhear one side of a phone conversation and is likely to imagine the overall content of the conversation.6.When a person perceives sensory data in a continuous pattern, they are using the closure mechanism for organizing stimuli.7.When people organize stimuli, they often use frames of reference called schemas.8.If managers review salaries and employee performance at the same time, employees perceive the two reviews as being in proximity.9.When employees bring their own script to a given situation, it will reduce the possibility of misunderstandings.10. A prototype is a schema that summarizes what we have learned about categories of people or objects.11. A script is a schema that summarizes what we have learned about categories of people or objects.12.In the interpretation stage of the perception process, the perceiver looks for explanations for stimuli.13.Projection is an interpretive process where you assign your own thoughts and feelings to a person being perceived.14.Attribution is an interpretive process where a person uses observations and inferences to explain people’s behavior.15.Attribution is an interpretive process where you assign your own thoughts and feelings to a person being perceived.16.Projection is an interpretive process where a person uses observations and inferences to explain people’s behavior.17.In the retrieval stage of the perception process, a person recalls information about past events.18.In the judgment stage of the perception process a person aggregates and weights information to arrive at an overall conclusion.19.The interpretation stage is the final stage in the perception process.20.All people follow the same stages of perception.Short Answer Questions1.____________________ is the process by which people notice and make sense of information from the environment.Answer: Perception2.The stage in the perception process that involves noticing some of the information available and filtering out the rest is ____________________.Answer: Attention3.The stage in the perception process that involves sorting information by using a frame of reference is ____________________.Answer: Organization4.When people use the ____________________ mechanism for organizing stimuli, they tend to perceive incomplete data in a whole, complete form.Answer: Closure5.When people perceive sensory data in a continuous pattern, they are using the ____________________ mechanism for organizing stimuli.Answer: Continuity6.____________________ is when stimuli are near each other and people perceive them as being related.Answer: Proximity7.When stimuli are alike in some way people tend to group them. This mechanism for organizing stimuli is known as ____________________.Answer: Similarity8.____________________ is a mechanism for organizing stimuli where people tend to perceive the sensory data they are most attentive to as standing out against the background of other sensory data.Answer: Figure-ground9. A cognitive structure in which related items of information are grouped together is known as ____________________.Answer: Schema10. A ____________________ is a schema that describes a sequence of actions.Answer: Script11. A ____________________ is a schema that summarizes what we have learned about categories of people or objects.Answer: PrototypesChapter 4Sources of MotivationTrue/False Questions1.Content theories emphasize the needs that motivate people.2.Basic needs create internal tension that will motivate positive behaviors to fulfill the needs.3.Basic needs create internal tension that will motive behavior to fulfill the needs.4.Intrinsic rewards are the personal satisfactions a person receives while performing a particular action.5.Extrinsic rewards are given by another person as a result of the employee’s performing a particular action such as completion of a task.6.Extrinsic rewards are the personal satisfactions a person receives while performing a particular action.7.Intrinsic rewards are given by another person as a result of the employee’s performing a particular action such as completion of a task.8. A manager might give an extrinsic reward by recommending promotion or pay increase for an employee who performs well.9.When an employee feels a sense of accomplishment for completion of a task, they are receiving an intrinsic reward.10.Scientific management is an example of the traditional approach to motivation.Short Answer Questions1.___________________ are motivation theories that emphasize the needs that motivateAnswer: Content theories2.___________________ refers to the forces either within or external to a person that energize, direct, and maintain behavior.Answer: Motivation3.___________________ are the satisfactions a person receives while performing a particular action.Answer: Intrinsic rewards4.___________________ are given by another person as a result of the employee’s performinga particular action such as completion of a task.Answer: Extrinsic rewards5.The ___________________ to motivation emphasizes increasing the efficiency of an employee’s job and providing economic rewards for high performance.Answer: Traditional approach6.The ___________________ to motivation emphasizes that noneconomic rewards are more important than money as a motivator of work behavior.Answer: Human relations approach7.The ___________________ to motivation suggests that employees are complex and motivated by many factors.Answer: Human resources approach8.___________________ are a contemporary approach to motivation and stress the analysis of underlying human needs.Answer: Content theories9. A motivation theory that proposes that humans are motivated by multiple needs and that these needs vary in importance is the ___________________.Answer: Hierarchy of needs10.___________________ needs are the most basic human needs including food water and sex.Answer: PhysiologicalEssay Questions1.Identify and explain the four foundations of motivation.•Traditional approach—emphasizes external factors on motivation where people work for the money; also known as the economic man.•Human relations approach—emphasizes the noneconomic rewards over money; the idea of the social man.•Human resource approach—combines the economic and social man and views the person as a whole.•Contemporary approach—focus is on the three different theories of motivation: content (satisfy underlying needs), process (thought processes that influence behavior) and reinforcement theories.2.Describe Maslow’s hierarchy of needs and the ERG theory. How are these two theories similar and how are they different?Answer:•Maslow has five needs that motivate individuals. Those five in order of lowest to highest are: physiological, safety, social, esteem, and self-actualization.•ERG has three categories: existence, relatedness, growth.•Maslow and ERG are similar in that an unsatisfied need motivates, existence is the combination of physiological and safety and growth are the combination of esteem and self-actualization.•Maslow and ERG differ in that with Maslow the movement on the hierarchy is more rigid than the ERG.3.What is the acquired needs theory? Which need appears to predict entrepreneurs?Answer:•Acquired needs theory proposes that certain types of needs are acquired during an individual’s lifetime. As with all content theories, an unsatisfied need motivates.•Need for achievement—the desire to accomplish something difficult, attain a high standard of success, master complex tasks, and surpass others.•Need for affiliation—the desire to form close personal relationships.•Need for power—the desire to influence or control others.•High need for achievement appears to predict entrepreneurs.4.What is the two-factor theory? How does it differ from Maslow’s hierarchy of needs?Answer:•The work characteristics associated with dissatisfaction (hygiene factors) are very different from those pertaining to satisfaction (motivators). In other words, once hygiene factors are no longer a source of dissatisfaction, the employee is still not motivated. To motivate, motivators must be added once the employee is neither dissatisfied nor satisfied.•Hygiene factors are job context factors like working conditions, pay, company policies, and•Motivators are job content factors like challenging work, recognition, and responsibility.•The difference between Maslow and two-factor is the state where an employee is neither dissatisfied nor satisfied.5.Identify and explain the four job design approaches. Which approach provides the opportunity for higher job satisfaction?Answer: The four approaches are motivational, mechanistic, biological, and perceptual-motor. Use exhibit 5.6 page 177 to assist in grading•Motivational—use job characteristics model indicating where jobs are design to increase the quality of employees’ work experience (satisfaction) and productivity.•Mechanistic—a job-design approach that emphasizes the simplest way to perform a job to maximize efficient (assembly line).•Biological—job-design that focus on individuals’ physical capabilities and limitations (ergonomics).•Perceptual-motor—focuses on the individual’s mental capabilities and limitations where the job does not exceed humans’ mental capabilities. Like air traffic controllers.•Motivational provides the opportunity for higher job satisfaction.Chapter 5Motivation ProcessesTrue/False Questions1.Process theories explain how employees are motivated.2.Content theories explain what motivates employees.3.Content theories explain how employees are motivated.4.Process theories explain what motivates employees.5.According to the equity theory, employees will be satisfied if they perceive their rewards as equal to what others receive for similar contributions.6.Inequity can be perceived both through overpayment and underpayment in comparison with others.7.The only methods for reducing perceived inequity are changing inputs and/or changing outcomes.8.Employee theft is an example of employee response to perceived unfair procedural justice.9.Expectancy theory is concerned with identifying types of needs.10.Expectancy theory is concerned with understanding the thinking process that individuals use to achieve rewards.Essay Questions1.What is equity theory? Explain four common methods for reducing perceived inequity.Answer: A process theory that focuses on the individual’s perception of how they were treated in comparison to others. The four common methods are•Change inputs—increase or decrease effort•Change outcomes—request more based on what others receive•Distort perceptions—of the input-output ratio•Leave the job2.What is the expectancy theory? Explain the three major elements of the expectancy theory.Answer: A process theory that depends on individual’s expectations about the ability to perform tasks and receive desired rewards. The major elements are the effort to performance, performance to outcome, and valence. Effort to performance is a judgment as to whether putting effort into a given task will lead to high performance. Performance to outcome involves whether successful performance of a task will lead to the desired outcomes. Valence is the value of the reward to the individual. If the individual doesn’t believe any of three will happen, the result is low motivation.3.Identify and explain the four types of reinforcement.Answer: the four types of reinforcement are:•Positive reinforcement—provide something of value increases likelihood that the behavior is repeated.•Avoidance learning (negative)—person avoids something unpleasant which increase odd that the behavior will be repeated.•Punishment—imposition of something unpleasant on an outcome therefore decreasing the odds of that behavior being repeated.•Extinction—withdraw of positive reinforcement which decreases the odds of that behavior appearing again.4.Identify and explain four characteristics of effective goals?Answer: Utilize exhibit 6.6 p. 206 to assist in your grading. The following six characteristics are listed: are specific and measurable, are accepted and endorsed, are linked to rewards, relate to a defined time period, are challenging and realistic, and are focused on key result areas.5.Identify and explain the five items along the continuum of empowerment and provide an example for each item.Answer: Utilize exhibit 6.12 p. 218 to assist your grading. The five items along the continuum with an example of each are:•Have no decision discretion (staff meetings).•Give input (suggestion box).•Participate in decisions (quality circles).•Make decisions (task force).•Are responsible for decision process and strategy (self-management).Chapter 7The Structure and Behavior of GroupsTrue/False Questions1.Passive membership in an organization such as the American Automobile Association is an example of an organizational behavior group.2.Groups have the potential to meet their individuals’ social needs.3.The reasons for establishing a group influence the form the group takes.4.Departments, teams, and divisions are examples of a formal group.5.One person in a group can have success independently of the contributions of the other group members.6. A committee established to define disaster plans in the event of an emergency is an example of a task group.rmal groups have no influence on achievement of organizational objectives.8.The phrase “keeping up with the Jones’s” describes a reference group.9.Group development occurs in stages of specific intensity or length.10.The first stage in group development is the forming stage.Essay Questions1.Identify and discuss the stages of group development.Answer: There are five stages of group development.•Forming—group begins and there is a level of uncertainty•Storming—conflict over direction•Norming—conflict resolution and generation of team spirit•Performing –collaboration and goal achievement•Adjourning—end of group2.What are task and maintenance roles and what value do they have for a group. Provide two example of each in your discussion.Answer: task roles allow the group to define and pursue a group objective. Maintenance roles involve building and sustaining positive relationships among group members. For a group to be effective, members in the group must play both task and maintenance roles. See page 241, exhibit 7.4 to assist in grading the examples of each role.3.Identify four factors that influence group performance. Be sure to offer a complete explanation about each factor.Answer: There are seven factors that influence group performance. Use exhibit 7.9 page 252 to assist in grading of this question. In general the seven factors are:a.Sizepositionc.Resourcesd.Taskse.Normsf.Cohesivenessg.Rewards4.What is social loafing and how might it be controlled?Answer: social loafing is the tendency of group members to reduce their efforts as the size of the group increases. Ways to control it are (1) keep groups small so members can be held accountable for the behavior, and (2) measure individual as well as group output.5.Discuss the influence norms and cohesiveness has on group performance.Answer: there are two types of performance norms: high and low. High performance norms means the group favors quality work and output in relationship to the organization. Low performance norms means the group is more interested in satisfying their needs over the needs of the organization. High cohesiveness is how much desire members have to remain part of the group.Chapter 9Leadership in OrganizationsTrue/False Questions1.Leadership is multidirectional and noncoercive.2.The people involved in a leadership relationship want changes and the leader dictates these changes.3.The same qualities that make an effective leader make an effective follower.4.All good leaders are managers.5. A major difference between a leader and a manager is their sources of power.6.The power of a leader comes from the formal authority granted within the organization structure.7.The power of a manager comes from the formal authority granted within the organization structure.8.The power of a manager comes from personal sources that are not invested in the organization.Multiple Choice Questions1.The scientific study of leadershipa.began early in the 19th century.b.recently began with researchers studying the success of Phil Jackson in the NBA.c.is fairly recent, beginning in the early 21st century.d.is fairly recent, beginning in the early 20th century.Answer: d Level: 12.Leadership isa. a person who thinks independently, is capable of self-management, and plays an active role in the organization.b.the distinguishing personal characteristics of a leader, such as intelligence, self-confidence, and appearance.c.an influence relationship among leaders and followers who intend real changes that reflect their shared purposes.d. a leader who tends to centralize authority and rely on formal position, use rewards, and coercion to influence subordinates.e. a leader who delegates authority to others, encourage participation, relies on subordinates’ knowledge for completion of tasks, and depends on subordinate appreciation and respect for influence.Answer: c Level: 13.An influence relationship among leaders and followers who intend real changes that reflect their shared purposes is known asa.the LPC scale.b.vision.c.consideration.d.leadership.e.the attribution theory of leadership.Answer: d Level: 14.An important aspect of leadership is thata.leaders are leaders and followers are followers, they are never the same person.b.leaders are somehow different, they are above others.c.leadership only emerges from the top of the organization.d.leaders and followers may sometimes be the same people, playing different roles at different times.e.only men make great leaders.Answer: d Level: 15.Leadership isa.something that is done to followers.b.where superiors influence subordinates but are not influence by subordinates.c.where the relationship among people is passive.d.where people involved in a leadership relationship want substantive changes.Answer: d6.One way of looking at leaders and managers isa.managers promote stability, leaders promote change.b.managers promote change, leaders promote stability.c.leaders promote both stability and change.d.neither managers nor leaders are involved with change.Answer: a Level: 157.Good management helps organizations achieve short-term results and meet the expectations of various stakeholders.Answer: True Level: 258.Effective leadership results in successful organizational change.Answer: True Level: 15Essay Questions。

组织行为学英语习题 (5)

Essentials of Organizational Behavior, 11e (Robbins/Judge)Chapter 15 Organizational Culture1) Alessio's boss doesn't care whether Alessio works at home, at the office, or from his beach house. All he cares about is that the project is completed on time, on budget, and with exemplary quality. Which characteristic of organizational culture best describes this aspect of Alessio's job?A) low risk takingB) high outcome orientationC) high attention to detailD) low aggressivenessE) high stabilityAnswer: BExplanation: B) Outcome orientation is the organizational culture characteristic that describes the degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve them. Alessio's boss has a high focus on outcome.Diff: 2 Page Ref: 219AACSB: Analytic SkillsObjective: Organizational CultureQuest. Category: ApplicationLO: 12) Which of the following is not a characteristic of organizational culture?A) attention to detailB) innovation and risk rakingC) process orientationD) team orientationE) outcome orientationAnswer: CExplanation: C) Seven primary characteristics seem to capture the essence of an organization's culture: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability.Diff: 2 Page Ref: 219Objective: Characteristics of an Organizational CultureQuest. Category: Concept/DefinitionalLO: 13) Which of the following characteristics of an organization's culture indicates the degree to which management decisions take into consideration the effect of outcomes on employees within the organization?A) attention to detailB) outcome orientationC) team orientationD) people orientationE) stabilityAnswer: DExplanation: D) People orientation indicates the degree to which management decisions take into consideration the effect of outcomes on people within the organization.Diff: 2 Page Ref: 219Objective: Attention to DetailQuest. Category: Concept/DefinitionalLO: 14) "Stability" is one of the seven primary characteristics that capture the essence of an organization's culture. It indicates the degree to which ________.A) employees are encouraged to be innovative and take risksB) management focuses on results or outcomes rather than on the techniques and processes used to achieve themC) management decisions take into consideration the effect of outcomes on people within the organizationD) work activities are organized around teams rather than individualsE) organizational activities emphasize maintaining the status quo in contrast to growth Answer: EExplanation: E) Stability indicates the degree to which organizational activities emphasize maintaining the status quo in contrast to growth.Diff: 2 Page Ref: 219Objective: People OrientationQuest. Category: Concept/DefinitionalLO: 15) The key characteristic of organizational culture that addresses the degree to which people are competitive rather than easygoing is termed ________.A) assertivenessB) team orientationC) aversivenessD) risk takingE) aggressivenessAnswer: EExplanation: E) Aggressiveness describes the degree to which people are aggressive and competitive rather than easygoing.Diff: 1 Page Ref: 219Objective: AggressivenessQuest. Category: Concept/DefinitionalLO: 16) Which of the following statements distinguish organizational culture and job satisfaction?A) Job satisfaction is descriptive, whereas organizational culture is evaluative.B) Organizational culture is static, whereas job satisfaction is dynamic.C) Job satisfaction is immeasurable, whereas organizational culture is measurable.D) Organizational culture is descriptive, whereas job satisfaction is evaluative.E) Organizational culture measures how employees feel about organization's expectations, whereas job satisfaction is concerned about how employees perceive the organization's culture. Answer: DExplanation: D) The concept of organizational culture is concerned with how employees perceive the characteristics of an organization's culture, not whether they like them, and is therefore a descriptive term. On the other hand, the concept of job satisfaction seeks to measure how employees feel about the organization's expectations, reward practices and therefore is an evaluative term.Diff: 1 Page Ref: 219Objective: Organizational Culture and Job SatisfactionQuest. Category: Concept/DefinitionalLO: 17) Which of the following statements is true regarding an organization's culture?A) Organizational culture is evaluative rather than descriptive.B) Large organizations rarely have subcultures.C) A dominant culture expresses the core values shared by a majority of the organization's members.D) A strong culture would increase employee turnover.E) Subcultures and dominant cultures do not share any common values.Answer: CExplanation: C) Organizational culture is descriptive. Most large organizations have a dominant culture and numerous subcultures. A dominant culture expresses the core va lues shared by a majority of the organization's members. A strong culture should reduce employee turnover, because it demonstrates high agreement about what the organization represents.Diff: 2 Page Ref: 219Objective: Dominant CultureQuest. Category: Concept/DefinitionalLO: 18) Cultures that tend to develop in large organizations to reflect common problems, situations, or experiences faced by groups of members in the same department or location are often called________.A) micro-culturesB) subculturesC) divisional culturesD) microcosmsE) counter culturesAnswer: BExplanation: B) Subcultures tend to develop in large organizations to reflect common problems, situations, or experiences faced by groups of members in the same department or location. The purchasing department can have a subculture that includes the core values of the dominant culture plus additional values unique to members of the purchasing department.Diff: 2 Page Ref: 219-220Objective: SubculturesQuest. Category: Concept/DefinitionalLO: 19) Which of the following statements is not true regarding subcultures?A) Subcultures includes core values of the organization.B) Subcultures typically exist within a department.C) When we talk about an organization's culture, we are referring to its subculture.D) If organizations were composed only of numerous subcultures, organizational culture as an independent variable would be significantly less powerful.E) Subcultures influence members' behavior.Answer: CExplanation: C) Subcultures tend to develop in large organizations to reflect common problems, situations, or experiences faced by groups of members in the same department or location. Subcultures include the core values of the dominant culture plus additional values unique to the respective department. If organizations were composed only of numerous subcultures, organizational culture as an independent variable would be significantly less powerful. Subcultures influence members' behavior. When we talk about an organization's culture, we are referring to its dominant culture.Diff: 2 Page Ref: 220Objective: SubculturesQuest. Category: Concept/DefinitionalLO: 110) The primary or dominant values that are accepted throughout the organization are known as ________.A) foundational valuesB) core valuesC) shared valuesD) institutional traitsE) unique valuesAnswer: BExplanation: B) The dominant culture includes the core values, the primary or dominant values that are accepted throughout the organization.Diff: 1 Page Ref: 220Objective: Core ValuesQuest. Category: Concept/DefinitionalLO: 111) Which of the following is most likely to be the indicator of a strong organizational culture?A) high employee turnoverB) narrow span of controlC) horizontal organizational chartsD) presence of several subculturesE) widely shared valuesAnswer: EExplanation: E) In a strong culture, the organization's core values are both intensely held and widely shared. narrow span of control, presence of several subcultures, and horizontal organizational charts do not indicate a strong culture. A strong culture should reduce employee turnover, because it demonstrates high agreement about what the organization represents.Diff: 2 Page Ref: 220Objective: Strong CulturesQuest. Category: Concept/DefinitionalLO: 112) Which of the following is most likely to result from a strong organizational culture?A) low employee turnoverB) low employee satisfactionC) low organizational commitmentD) high absenteeismE) low behavioral control resulting from the climate within the organizationAnswer: AExplanation: A) A strong culture should reduce employee turnover, because it demonstrates high agreement about what the organization represents. Such unanimity of purpose builds cohesiveness, loyalty, and organizational commitment. These qualities, in turn, lessen employees' propensity to leave.Diff: 2 Page Ref: 220Objective: Strong CulturesQuest. Category: Concept/DefinitionalLO: 113) A strong culture should reduce employee turnover, because it results in ________.A) a highly centralized organizationB) narrow spans of controlC) cohesiveness and organizational commitmentD) a highly formalized organizationE) an outcome-oriented organizationAnswer: CExplanation: C) A strong culture should reduce employee turnover, because it demonstrates high agreement about what the organization represents. Such unanimity of purpose builds cohesiveness, loyalty, and organizational commitment. These qualities, in turn, lessen employees' propensity to leave.Diff: 2 Page Ref: 220Objective: Strong CulturesQuest. Category: Concept/DefinitionalLO: 114) Both, ________ and strong culture, achieve the same end result of predictability, orderliness, and consistency.A) high formalizationB) low departmentalizationC) wide span of controlD) low work specializationE) people orientationAnswer: AExplanation: A) High formalization creates predictability, orderliness, and consistency. A strong culture achieves the same end without the need for written documentation. Therefore, we should view formalization and culture as two different roads to a common destination.Diff: 2 Page Ref: 220Objective: Strong Culture versus FormalizationQuest. Category: Concept/DefinitionalLO: 115) Which of the following statements is true regarding the functions of culture in an organization?A) It hinders the generation of commitment to something larger than individual self-interest among employees.B) It conveys a sense of identity for organization members.C) It reduces the stability of the social system.D) It reduces distinctions between one organization and others.E) It does not affect employees' attitudes and behavior.Answer: BExplanation: B) Culture facilitates the generation of commitment to something larger than individual self-interest. It conveys a sense of identity for organization members. Culture has a boundary-defining role: it creates distinctions between one organization and others. It is a sense-making and control mechanism that guides and shapes employees' attitudes and behavior. Diff: 3 Page Ref: 220-221Objective: Culture's FunctionsQuest. Category: Concept/DefinitionalLO: 216) In ________ organizations, the lack of frequent face-to-face contact makes establishing a common set of norms very difficult.A) highly formalizedB) boundarylessC) virtualD) matrixE) highly centralizedAnswer: CExplanation: C) In virtual organizations, the lack of frequent face-to-face contact makes establishing a common set of norms very difficult.Diff: 2 Page Ref: 221Objective: FormalizationQuest. Category: Concept/DefinitionalLO: 217) Which of the following statements is true regarding the establishment of the organizational culture and its effects on the organization?A) Today's trend toward decentralized organizations makes it is easier to establish a strong culture.B) In a virtual organization a strong culture can be established quickly and easily.C) Employees organized in teams always show greater allegiance to the values of the organization as a whole than to their team and its values.D) Culture acts as a control mechanism and guides the behavior of employees.E) Cultures reduce the stability of the social system.Answer: DExplanation: D) Today's trend toward decentralized makes establishing a strong culture more difficult. In virtual organizations, the lack of frequent face-to-face contact makes establishing a common set of norms very difficult. When formal authority and control systems are reduced, culture's shared meaning points everyone in the same direction. However, employees organized in teams may show greater allegiance to their team and its values than to the values of the organization as a whole. Culture enhances the stability of the social system and acts as a control mechanism that guides and shapes employees' attitudes and behavior.Diff: 3 Page Ref: 221Objective: Culture's FunctionsQuest. Category: Concept/DefinitionalLO: 218) Janice works for a pet store where everyone is committed to the happiness of the animals. Often employees, bosses and hourly workers alike, come into the store "off the clock" and spend time training the animals. Everyone loves the store, the animals, and their jobs. This attitude of her coworkers inspires Janice to do her best. Based on this information, we can say that Janice is experiencing the effects of ________.A) decentralizationB) organizational climateC) high departmentalizationD) low formalizationE) high work specializationAnswer: BExplanation: B) Organizational climate refers to the shared perceptions organizational members have about their organization and work environment. This aspect of culture is like team spirit at the organizational levelDiff: 2 Page Ref: 221AACSB: Analytic SkillsObjective: Culture's FunctionsQuest. Category: ApplicationLO: 219) A(n) ________ organization is an organization that takes on a life of its own, apart from its founders or members and is valued for itself and not for the goods or services it produces.A) virtualB) matrixC) boundarylessD) institutionalizedE) centralizedAnswer: DExplanation: D) An institutionalized organization is an organization that takes on a life of its own, apart from its founders or members and is valued for itself and not for the goods or services it produces.Diff: 2 Page Ref: 222Objective: Culture as a LiabilityQuest. Category: Concept/DefinitionalLO: 220) Culture is most likely to be a liability when ________.A) the employees of the organization are highly skilledB) the organization's environment is dynamicC) the organization's management is highly efficientD) the organization is highly centralizedE) the organization scores low on the degree of formalizationAnswer: BExplanation: B) Culture is a liability when the shared values are not in agreement with those that further the organization's effectiveness. This is most likely when an organization's environment is dynamic, undergoing rapid change, and its entrenched culture may no longer be appropriate.Diff: 2 Page Ref: 222Objective: Barriers to ChangeQuest. Category: Concept/DefinitionalLO: 221) Consistency of behavior is an asset to an organization when the organization ________.A) has an aggressive cultureB) encourages innovation and risk takingC) is highly departmentalizedD) has an employee oriented cultureE) operates in a stable environmentAnswer: EExplanation: E) Consistency of behavior is an asset to an organization when the organization operates in a stable environment. But in a dynamic environment, it becomes a burden and makes it difficult for the organization to respond to changes.Diff: 2 Page Ref: 222Objective: Barriers to ChangeQuest. Category: Concept/DefinitionalLO: 222) In recent years, ________ has become the primary concern in acquisitions and mergers.A) cultural compatibilityB) employee diversityC) financial advantageD) product synergyE) legal complicationAnswer: AExplanation: A) Historically, when management looked at acquisition or merger decisions, the key factors were financial advantage and product synergy. In recent years, cultural compatibility has become the primary concern. All things being equal, whether the acquisition actually works seems to have more to do with how well the two organizations' cultures match up.Diff: 2 Page Ref: 222-223Objective: Barriers to Acquisitions and MergersQuest. Category: Concept/DefinitionalLO: 223) The ultimate source of an organization's culture is ________.A) its top managementB) its environmentC) the country in which the organization operatesD) its foundersE) the sociocultural backgrounds of its employeesAnswer: DExplanation: D) An organization's customs, traditions, and general way of doing things are largely due to what it has done before and how successful it was in doing it. Because of this, the ultimate source of an organization's culture tends to be its founders.Diff: 2 Page Ref: 223Objective: Culture CreationQuest. Category: Concept/DefinitionalLO: 324) The selection process helps sustain the organization's culture by ________.A) establishing and enforcing normsB) hiring candidates who fit well within the organizationC) socializing the new employeesD) developing performance evaluation criteriaE) rewarding conformityAnswer: BExplanation: B) The selection process helps sustain the organization's culture by hiring candidates who fit well within the organization. Selection also provides information to applicants. Those who perceive a conflict between their values and those of the organization can remove themselves from the applicant pool.Diff: 2 Page Ref: 224Objective: SelectionQuest. Category: Concept/DefinitionalLO: 325) The ________ process helps candidates learn about the organization and if employees perceive a conflict between their values and those of the organization, they can remove themselves from the applicant pool.A) orientationB) trainingC) performance evaluationD) selectionE) institutionalizationAnswer: DExplanation: D) Selection is a two-way street, allowing employer or applicant to avoid a mismatch and sustaining an organization's culture by selecting out those who might attack or undermine its core values.Diff: 2 Page Ref: 224Objective: SelectionQuest. Category: Concept/DefinitionalLO: 326) ________ is a process that helps new employees adapt to the prevailing organizational culture.A) SatisficingB) Reciprocal interdependenceC) SocializationD) FormalizationE) Social loafingAnswer: CExplanation: C) No matter how good a job the organization does in recruiting and selection, new employees are not fully indoctrinated in the organization's culture and can disrupt beliefs and customs already in place. The process that helps new employees adapt to the prevailing culture is socialization.Diff: 2 Page Ref: 224Objective: Top ManagementQuest. Category: Concept/DefinitionalLO: 327) The process of socialization consists of three stages. Which of the following is one of these three stages?A) prearrivalB) preencounterC) evaluationD) post-arrivalE) post-encounterAnswer: AExplanation: A) We can think of socialization as a process with three stages: prearrival, encounter, and metamorphosis. This process has an impact on the new employee's work productivity, commitment to the organization's objectives, and eventual decision to stay with the organization.Diff: 2 Page Ref: 225Objective: SocializationQuest. Category: Concept/DefinitionalLO: 328) The ________ stage of the socialization process explicitly recognizes that each individual that the organization comes across during the selection process has a set of values, attitudes, and expectations about both the work to be done and the organization.A) post-encounterB) prearrivalC) metamorphosisD) preencounterE) post-arrivalAnswer: BExplanation: B) The prearrival stage explicitly recognizes that each individual arrives with a set of values, attitudes, and expectations about both the work to be done and the organization. Diff: 2 Page Ref: 225Objective: Stages of SocializationQuest. Category: Concept/DefinitionalLO: 329) Identify the correct order in the socialization process.A) encounter, metamorphosis, post-encounterB) prearrival, arrival, evaluationC) prearrival, arrival, post-arrivalD) prearrival, encounter, metamorphosisE) metamorphosis, preencounter, arrivalAnswer: DExplanation: D) We can think of socialization as a process with three stages: prearrival, encounter, and metamorphosis.Diff: 2 Page Ref: 225Objective: Stages of SocializationQuest. Category: Concept/DefinitionalLO: 330) Elsa joined her new law firm expecting to participate in exciting environmental law cases, and cutting edge research. After one month at the firm she still hasn't been assigned a case and spends most of her time filing standardized appeals for title disputes with insurance companies. In which stage of the socialization process is Elsa?A) prearrivalB) encounterC) metamorphosisD) post-encounterE) post-arrivalAnswer: BExplanation: B) On entry into the organization, the new member enters the encounter stage and confronts the possibility that expectations, about the job, co-workers, the boss, and the organization in general, may differ from reality. Elsa is in the encounter stage.Diff: 2 Page Ref: 226AACSB: Analytic SkillsObjective: Encounter StageQuest. Category: ApplicationLO: 331) During the ________ stage, a new employee compares her expectations with the realities in the organization.A) prearrivalB) encounterC) metamorphosisD) post-arrivalE) post-encounterAnswer: BExplanation: B) On entry into the organization, the new member enters the encounter stage and confronts the possibility that expectations, about the job, co-workers, the boss, and the organization in general, may differ from reality.Diff: 2 Page Ref: 226Objective: Encounter StageQuest. Category: Concept/DefinitionalLO: 332) 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 the ________ stage of socialization.A) prearrivalB) post-arrivalC) encounterD) metamorphosisE) post-encounterAnswer: CExplanation: C) On entry into the organization, the new member enters the encounter stage and confronts the possibility that expectations, about the job, co-workers, the boss, and the organization in general, may differ from reality. If there occurs a mismatch between the expectations of the new member and the reality then the new member may become disillusioned enough with the reality to resign.Diff: 2 Page Ref: 226Objective: Encounter StageQuest. Category: Concept/DefinitionalLO: 333) During the socialization process, to work out any problems discovered during the encounter stage, the new member changes or goes through the ________ stage.A) post-arrivalB) metamorphosisC) post-encounterD) analysisE) evaluationAnswer: BExplanation: B) During the socialization process, to work out any problems discovered during the encounter stage, the new member changes or goes through the metamorphosis stage.Diff: 2 Page Ref: 226Objective: Encounter StageQuest. Category: Concept/DefinitionalLO: 334) Which of the following statements is true regarding random socialization?A) Random socialization tries to strip away certain characteristics of the recruit.B) Random socialization is carried out as per a fixed time schedule.C) In random socialization, new employees are left on their own to figure things out.D) Random socialization involves socializing the newcomers in groups.E) Specific orientation and training programs are examples of random socialization.Answer: CExplanation: C) In random socialization, role models are deliberately withheld. New employees are left on their own to figure things out.Diff: 1 Page Ref: 226Objective: Dominant CultureQuest. Category: Concept/DefinitionalLO: 335) Which of the following types of socialization involves putting the new employee directly into the job,with little or no special attention?A) investiture socializationB) serial socializationC) collective socializationD) fixed socializationE) informal socializationAnswer: EExplanation: E) Informal socialization puts the new employee directly into the job, with little or no special attention.Diff: 1 Page Ref: 226Objective: Strong CulturesQuest. Category: Concept/DefinitionalLO: 336) ________ socialization assumes that the newcomer's qualities and qualifications are the necessary ingredients for job success, so these qualities and qualifications are confirmed and supported.A) VariableB) CollectiveC) SerialD) InvestitureE) FormalAnswer: DExplanation: D) Investiture socialization assumes that the newcomer's qualities and qualifications are the necessary ingredients for job success, so these qualities and qualifications are confirmed and supported.Diff: 3 Page Ref: 226Objective: SocializationQuest. Category: Concept/DefinitionalLO: 337) Which of the following statements is true about formal socialization?A) Formal socialization involves socializing the new members individually.B) Specific orientation and training programs are examples of formal socialization.C) Apprenticeship and mentoring programs are examples of formal socialization.D) Formal socialization lacks a fixed time schedule.E) In formal socialization, new employees are left on their own to figure things out. Answer: BExplanation: B) The more a new employee is segregated from the ongoing work setting and differentiated in some way to make explicit his or her newcomer's role, the more formal socialization is. Specific orientation and training programs are examples.Diff: 2 Page Ref: 226Objective: Culture CreationQuest. Category: Concept/DefinitionalLO: 338) ________ socialization tries to strip away certain characteristics of the recruit.A) RandomB) FixedC) CollectiveD) DivestitureE) FormalAnswer: DExplanation: D) Divestiture socialization tries to strip away certain characteristics of the recruit. Fraternity and sorority "pledges" go through divestiture socialization to shape them into the proper role.Diff: 2 Page Ref: 226Objective: Sustaining CultureQuest. Category: Concept/DefinitionalLO: 339) Apprenticeship and mentoring programs are examples of ________ socialization.A) divestitureB) variableC) serialD) informalE) investitureAnswer: CExplanation: C) Serial socialization is characterized by the use of role models who train and encourage the newcomer. Apprenticeship and mentoring programs are examples.Diff: 2 Page Ref: 226Objective: RitualsQuest. Category: Concept/DefinitionalLO: 340) New employees are usually comfortable with their organizations by the end of the ________ stage of socialization.A) encounterB) post-arrivalC) establishmentD) metamorphosisE) adaptationAnswer: DExplanation: D) To work out any problems discovered during the encounter stage, the new member changes or goes through the metamorphosis stage, by the end of which they are usually comfortable in their new position.Diff: 2 Page Ref: 227Objective: Metamorphosis StageQuest. Category: Concept/DefinitionalLO: 3。

(完整word版)组织行为学英语习题 (1)

Chapter 17 Organizational CultureMULTIPLE CHOICEInstitutionalization: A Forerunner of Culture1. When an organization takes on a life of its own, we can say that it has _____.a. acquired a cultureb. developed subculturesc. evolvedd. become immortale. become institutionalized(e; Moderate; Institutionalization; p. 551)2. Which of the following is not true about institutionalization?a. It operates to produce common understandings about appropriate behavior.b. Acceptable modes of behavior become largely self-evident to its members.c. It means the organization has acquired immortality.d. The organization’s mission becomes stable.e. The organization becomes valued for itself.(d; Challenging; Institutionalization; p. 551) {AACSB: Analytic Skills}What Is Organizational Culture?3. _____is a shared system of meaning held by the organization’s members that distinguishes theorganization from other organizations.a. Institutionalizationb. Organizational culturec. Socializationd. Formalizatione. Corporate image(b; Easy; Organizational Culture; p. 551)4. Which of the following is not a characteristic of organizational culture?a. attention to detailb. innovationc. formality orientationd. team orientatione. outcome orientation(c; Moderate; Characteristics of an Organizational Culture; pp. 551-552) {AACSB: Analytic Skills} 5. The key characteristic of organizational culture that addresses the degree to which employees areexpected to exhibit precision is termed _____.a. accuracy orientationb. accountabilityc. attention to detaild. stabilitye. reactivity(c; Easy; Attention to Detail; p. 551)3556. _____ orientation is the characteristic of organizational culture that addresses the degree to whichmanagement decisions take into consideration the effect of outcomes on people within the organization.a. Humanisticb. Communityc. Teamd. Peoplee. Relationship(d; Moderate; People Orientation; p. 552)7. The key characteristic of organizational culture that addresses the degree to which people arecompetitive rather than easygoing is termed _____.a. assertivenessb. competitivenessc. aversivenessd. risk takinge. aggressiveness(e; Moderate; Aggressiveness; p. 552)8. The key characteristic of organizational culture that assesses the degree to which organizationalactivities emphasize maintaining the status quo in contrast to growth is termed _____.a. permanenceb. aggressiveness orientationc. stabilityd. competitivenesse. reflexivity(c; Easy; Stability; p. 552)9. In contrasting organizational culture with job satisfaction, organizational culture is a(n) _____ term,while job satisfaction is a(n) _____ term.a. predictive; reactiveb. implied; statedc. reflective; affectived. descriptive; evaluativee. inductive; deductive(d; Moderate; Organizational Culture and Job Satisfaction; p. 552) {AACSB: Analytic Skills}10. The macro view of culture that gives an organization its distinct personality is its _____ culture.a. dominantb. sub-c. strongd. nationale. marginal(a; Easy; Dominant Culture; p. 553)11. A dominant culture is _____.a. the sum of an organization’s subculturesb. defined by the leader of an organizationc. synonymous with an organization’s cultured. usually a strong culturee. likely to be a weak culture(c; Moderate; Dominant Culture; p. 553)35612. Cultures within an organization that are defined by departmental designations are often called_____.a. micro-culturesb. subculturesc. divisional culturesd. microcosmse. counter cultures(b; Moderate; Subcultures; p. 554)13. Which characteristic is not reflective of subcultures?a. includes core values of the organizationb. typically defined by department designationsc. includes values shared only within the organizationd. usually defined by geographical separatione. includes values unique to members of a department or group(c; Moderate; Subcultures; pp. 553-554) {AACSB: Analytic Skills}14. The primary or dominant values that are accepted throughout the organization are known as_____.a. foundational valuesb. core valuesc. shared valuesd. institutional traitse. manifestos(b; Easy; Core Values; p. 554)15. Which of the following terms is part of the definition of a strong culture?a. little influence over members’ behaviorb. low behavioral controlsc. narrowly shared valuesd. intensely held valuese. weakly held values(d; Easy; Strong Cultures; p. 554)16. _____ are indicators of a strong organizational culture.a. High levels of dissentionb. Weak managersc. Completely horizontal organizational chartsd. Narrowly defined rolese. Widely shared values(e; Easy; Strong Cultures; p. 554)17. Which of the following is most likely to result from a strong organizational culture?a. low employee turnoverb. low employee satisfactionc. high employee turnoverd. high absenteeisme. none of the above(a; Moderate; Strong Cultures; p. 554)35718. The unanimity of a strong culture contributes to all of the following except _____.a. cohesivenessb. loyaltyc. higher product qualityd. organizational commitmente. close ties between workers within the organization(c; Moderate; Strong Cultures; p. 554) {AACSB: Analytic Skills}19. A strong culture can act as a substitute for which of the following?a. institutionalizationb. formalizationc. socializationd. organizational rulese. social support(b; Moderate; Strong Culture versus Formalization; p. 554)20. High formalization in an organization creates all of the following except _____.a. predictabilityb. cohesivenessc. orderlinessd. consistencye. none of the above(b; Moderate; Formalization; p. 554) {AACSB: Analytic Skills}What Do Cultures Do?21. Culture performs all the following functions except _____.a. displaying the dominance of particular organizationsb. enhancing social system stabilityc. conveying a sense of identity for organization membersd. facilitating commitment to something larger than individual self-intereste. defining boundaries(a; Easy; Culture’s Functions; p. 555) {AACSB: Analytic Skills}22. As organizations have widened spans of control, flattened structures, introduced teams, reducedformalization, and empowered employees, the _____ provided by a strong culture ensures that everyone is pointed in the same direction.a. rules and regulationsb. shared meaningc. ritualsd. socializatione. rigid hierarchy(b; Challenging; Culture’s Functions; p. 556)23. Culture may be a liability because it is a barrier to _____.a. changeb. diversityc. mergers and acquisitionsd. all of the abovee. none of the above(d; Moderate; Culture as a Liability; p. 557)35824. Culture is most likely to be a liability when _____.a. it increases the consistency of behaviorb. the organizatio n’s environment is dynamicc. the organization’s management is ineffectuald. it reduces ambiguitye. countercultures are integrated into the dominant cultures(b; Moderate; Barriers to Change; p. 557)25. Consistency of behavior is an asset to an organization when it faces _____.a. a dynamic environmentb. an unknown environmentc. social upheavald. massive changese. a stable environment(e; Moderate; Barriers to Change; p. 557)26. In recent years, _____ has become the primary concern in acquisitions and mergers.a. cultural compatibilityb. cultural synergyc. financial advantagesd. product synergye. value dominance(a; Moderate; Barriers to Acquisitions and Mergers; p. 557)Creating and Sustaining Culture27. The ultimate source of an organization’s cu lture is _____.a. top managementb. the environmentc. the country in which the organization operatesd. the organization’s founderse. the belief systems of it employees(d; Moderate; Culture Creation; p. 558)28. Culture creation occurs in all of the following ways except when _____.a. founders hire and keep employees who think and feel the way they dob. founders indoctrinate and socialize employees to their way of thinking and feelingc. founders develop their vision covertlyd. founders’ behavior acts as a role modele. founders refuse to be constrained by previous ideologies(c; Moderate; Culture Creation; p. 558) {AACSB: Analytic Skills}29. All of the following are factors that serve to sustain organizational cultures except _____.a. selectionb. orientationc. socializationd. top managemente. frugality(e; Moderate; Sustaining a Culture; p. 559) {AACSB: Analytic Skills}35930. The selection process helps sustain the organization’s culture by _____.a. establishing and enforcing normsb. ensuring that candidates fit well within the organizationc. socializing the applicantd. identifying individuals who have the skills to perform certain jobse. rewarding conformity(b; Moderate; Selection; p. 559)31. The selection process helps candidates learn about an organization. If employees perceive aconflict between their values and those of the organization, this gives them a chance to _____.a. work to change the organizationb. express their concernsc. inform the organization of appropriate changesd. self-select out of the applicant poole. rectify their cognitive dissonance(d; Moderate; Selection; p. 560)32. Top management has a major impact on the organization’s culture through _____.a. establishing norms that filter down through the organizationb. ensuring a proper match of personal and organizational valuesc. socializing new applicants in the pre-hiring phased. providing a framework for metamorphosis of new hirese. properly rewarding management’s initiatives(a; Moderate; Top Management; p. 560)33. The process through which employees are adapted to an organization’s culture is called _____.a. personalizationb. mentoringc. socializationd. institutionalizatione. intimidation(c; Moderate; Socialization; p. 561)34. Which of the following is not a stage of the socialization process?a. prearrivalb. encounterc. metamorphosisd. rituale. none of the above(d; Moderate; Stages of Socialization; p. 561) {AACSB: Analytic Skills}35. The correct order for the stages of the socialization process is _____.a. prearrival, metamorphosis, encounterb. prearrival, encounter, ritualc. prearrival, ritual, encounterd. prearrival, encounter, metamorphosise. prearrival, ritual, arrival(d; Moderate; Stages of Socialization; p. 561) {AACSB: Analytic Skills}36036. The socialization stage that encompasses the learning that occurs before a new member joins anorganization is known as_____ socialization.a. prearrivalb. encounterc. metamorphosisd. rituale. systemic(a; Easy; Prearrival Stage; p. 561)37. The employee compares her expectations to organizational reality in which stage of socialization?a. prearrivalb. encounterc. metamorphosisd. rituale. analysis(b; Moderate; Encounter Stage; p. 561)38. If t here is a basic conflict between the individual’s expectations and the reality of working in anorganization, the employee is most likely to be disillusioned and quit during which stage of socialization?a. prearrivalb. ritualc. encounterd. metamorphosise. reflection(c; Easy; Encounter Stage; p. 562)39. The time when a new employee sees what the organization is really like and realizes thatexpectations and reality may diverge is called the _____ stage.a. encounterb. explorationc. establishmentd. metamorphosise. mirroring(a; Moderate; Metamorphosis Stage; p. 562)40. Employee attitudes and behavior change during the _____ stage of socialization.a. establishmentb. transformationc. encounterd. metamorphosise. cocoon(d; Easy; Metamorphosis Stage; p. 562)41. New employees are usually comfortable with their organizations by the end of the _____ stage ofsocialization.a. encounterb. explorationc. establishmentd. metamorphosise. adaptation(d; Moderate; Metamorphosis Stage; p. 562)361How Employees Learn Culture42. Which of the following is not a means of transmitting culture within an organization?a. storiesb. aversion therapyc. ritualsd. languagee. material symbols(b; Easy; Transmitting Culture; p. 564)43. _____ typi cally contain(s) a narrative of events about the organization’s founders, rule breaking, orreactions to past mistakes.a. Storiesb. Material symbolsc. Ritualsd. Languagee. Reflections(a; Easy; Stories; p. 564)44. Which one of the following terms is not a component of rituals?a. material symbolsb. sequenced activitiesc. repetitiond. key valuese. reinforcement(a; Moderate; Rituals; p. 564) {AACSB: Analytic Skills}45. Rituals perform all of the following functions except that of _____.a. reinforcing the key values of the organizationb. emphasizing the organization’s goalsc. revealing the company’s bottom line in terms of net profitd. reinforcing the company’s perspective on which people are importante. revealing the company’s view of which peo ple are expendable(b; Easy; Rituals; p. 564) {AACSB: Analytic Skills}46. All of the following are examples of rituals except _____.a. anniversary parties honoring long-time employeesb. annual award meetingsc. fraternity initiationsd. the placement of offices within corporate headquarterse. singing company songs(d; Moderate; Rituals; p. 564) {AACSB: Analytic Skills}47. All of the following are examples of material symbols except _____.a. top executives’ use of the company jetb. a swimming pool for the employees to usec. new employee orientationsd. luxury cars for executivese. private parking spots(c; Moderate; Material Symbols; pp. 564-565) {AACSB: Analytic Skills}362Creating an Ethical Organizational Culture48. An organizational culture most likely to shape high ethical standards is one that _____.a. is high in risk toleranceb. is low-to-moderate in aggressivenessc. focuses on means as well as outcomesd. all of the abovee. none of the above(d; Moderate; Ethical Organizational Culture; p. 566) {AACSB: Ethical Reasoning}49. To create a more ethical culture, management should do all of the following except _____.a. serve as a visible role modelb. cover up unethical actsc. provide ethical trainingd. communicate ethical expectationse. provide protective mechanisms(b; Easy; Creating an Ethical Organizational Culture; p. 567) {AACSB: Ethical Reasoning} {AACSB: Analytic Skills}Creating a Positive Organizational Culture50. What does a positive organizational culture do?a. uses positive reinforcement instead of punishmentb. rarely uses rewardsc. emphasizes individual growthd. emphasizes building on the organization’s strengthse. emphasizes organizational vitality(c; Moderate; Creating a Positive Organizational Culture; p. 567)Spirituality and Organizational Culture51. Organizations that promote a spiritual culture _____.a. have organized religious practicesb. adopt a corporate religionc. recognize that people have both a mind and a spiritd. de-emphasize community in the work placee. tend to downplay the importance of employee satisfaction(c; Moderate; Workplace Spirituality and Organizational Culture; p. 570)Global Implications52. How might U.S, managers be culturally sensitive?a. discuss religion moreb. discuss politics frequentlyc. listen mored. speak quicklye. talk in a high tone of voice(c; Moderate; Workplace Spirituality and Organizational Culture; p. 573) {AACSB: Analytic Skills} {AACSB: Multicultural and Diversity}TRUE/FALSE53. A strong organizational culture creates volatility within an organization.(False; Moderate; Organizational Culture; p. 550)363Institutionalization: A Forerunner of Culture54. The idea of viewing organizations as cultures is a relatively recent phenomenon.(True; Easy; Organizational Culture; p. 550)55. Culture as an independent variable affecting employee’s attitudes and behavior can be tracedback more than 50 years to the notion of institutionalization.(True; Moderate; Institutionalization; p. 551)56. When an organization has become institutionalized, its original goals become ingrainedthroughout the organization.(False; Easy; Institutionalization; p. 551)What Is Organizational Culture?57. Organizational culture is a set of key characteristics that an organization values.(True; Easy; Organizational Culture; p. 551)58. The degree to which employees are encouraged to be innovative and take risks is termedaggressiveness.(False; Moderate; Innovation and Risk-Taking; p. 551)59. The degree to which management focuses on results rather than on techniques and processes istermed results orientation.(False; Moderate; Outcome Orientation; p. 552)60. Individuals with different backgrounds in an organization will tend to describe the organization’sculture in similar terms.(True; Moderate; Organizational Culture; p. 553)61. “Dominant culture” refers to cultures that value aggressive personalities.(False; Moderate; Dominant Culture; p. 553)62. Research demonstrates that subcultures act to undermine the dominant culture.(False; Moderate; Subcultures; p. 554)63. Subcultures ra rely influence the behavior of an organization’s members.(False; Easy; Subcultures; p. 554)64. Strong cultures have a greater impact on employees’ behavior than do weak cultures.(True; Easy; Strong versus Weak Cultures; p. 554)65. One specific result of a weak culture should be lower employee turnover.(False; Moderate; Weak Cultures; p. 554)66. A strong culture can act as a substitute for rules and regulations.(True; Challenging; Strong Culture versus Formalization; p. 554)What Do Cultures Do?67. Culture has a boundary-defining role; it creates distinctions between one organization and others. (True; Moderate; Culture’s Functions; p. 555)36468. Organizational culture serves to reinforce the self-interest of individual employees.(False; Moderate; Culture’s Functions; p. 555)69. Culture is the social glue that holds an organization together by providing appropriate standardsfor what employees should say and do.(True; Easy; Culture’s Functions; p. 555)70. Culture by definition is tangible and explicit.(False; Easy; Culture’s Functions; p. 556)71. Culture increases ambiguity for employees.(False; Easy; Culture as a Liability; p. 557)72. A strong culture can be a liability for an organization.(True; Moderate; Culture as a Liability; p. 557)73. An entrenched culture can be a burden to an organization when it faces a dynamic environment. (True; Moderate; Barriers to Change; p. 557)74. A strong culture provides a supportive atmosphere for diversity.(False; Moderate; Barriers to Diversity; p. 557) {AACSB: Multicultural and Diversity}75. Strong cultures encourage individuality.(False; Moderate; Barriers to Diversity; p. 557) {AACSB: Multicultural and Diversity}76. The success of a merger depends most strongly upon the example set by the top management ofthe merged organizations.(False; Challenging; Barriers to Acquisitions and Mergers; p. 557)Creating and Sustaining Culture77. The selection process involved with hiring an employee is a two-way process.(True; Easy; Selection; p. 560)78. The values within an organization’s culture tend to flow down from top management.(True; Easy; Top Management; p. 560)79. Senior executives establish norms that filter down through the organization as to whether risktaking is desirable.(True; Moderate; Top Management; p. 560)80. Socialization is the process that defines group interaction patterns.(False; Moderate; Socialization; p. 561)81. In the socialization process, the period of learning that occurs before a new employee joins anorganization is termed the encounter stage.(False; Moderate; Prearrival Stage; p. 561)82. The most critical socialization stage is the metamorphosis stage.(False; Challenging; Stages of Socialization; p. 561)36583. One major purpose of a business school is to socialize business students to the attitudes andbehaviors that business firms want.(True; Moderate; Prearrival Stage; p. 561)84. The stage of socialization where an individual confronts the possible dichotomy between herexpectations and reality is the encounter stage.(True; Moderate; Encounter Stage; p. 562)85. Socialization is complete when an employee completes his probationary period with a newcompany.(False; Easy; Socialization; p. 562)How Employees Learn Culture86. The most potent means of transmitting culture to employees are stories, rituals, related symbols,and language.(False; Moderate; Transmitting Culture; p. 564)87. Stories are a form of socialization ritual.(False; Moderate; Stories; p. 564)88. A ritual is a sequence of activities that continually expresses the key values of the organization. (True; Easy; Rituals; p. 564)89. Rituals serve to reinforce the hierarchical structure of an organization.(False; Moderate; Rituals; p. 564)90. Providing an executive with a chauffer-driven limousine is an example of a ritual.(False; Easy; Material Symbols; p. 565)91. Material symbols convey to employees the degree of egalitarianism that is desired by topmanagement.(True; Moderate; Material Symbols; p. 565)92. All organizations within an industry use the terminology designated by the industry so that theiremployees can move freely from organization to organization.(False; Moderate; Language; p. 566)93. Language can serve to unite members of a given culture as new employees learn the acronymsand jargon specific to the organization.(True; Easy; Language; p. 566)Creating an Ethical Organizational Culture94. The content and strength of an organizational culture influences the organization’s ethical climate. (True; Easy; Ethical Organizational Culture; p. 566) {AACSB: Ethical Reasoning}95. A strong organizational culture exerts more influence on employees than does a weak culture. (True; Easy; Strong versus Weak Culture; p. 566) {AACSB: Ethical Reasoning}96. A strong company that encourages pushing the limits can be a powerful force in shaping unethicalbehavior.(True; Moderate; Unethical Behavior; p. 566) {AACSB: Ethical Reasoning}36697. Management can create more ethical cultures through the following means: acting as visible rolemodels, communicating ethical expectations, providing ethical training, visibly rewarding ethical acts and punishing unethical ones, and providing protective mechanisms.(True; Moderate; Creating an Ethical Organizational Culture; p. 567) {AACSB: Ethical Reasoning} 98. Performance appraisals of managers should include a point-by-point evaluation of how themanager’s decisions measure up against the organization’s code of ethics.(True; Moderate; Creating an Ethical Organizational Culture; p. 567) {AACSB: Ethical Reasoning} Creating a Positive Organizational Culture99. Cultures value being positive.(True; Easy; Culture and Positive Organizational Culture; p. 569)Spirituality and Organizational Culture100. Workplace spirituality encourages regular religious practices within work environments. (False; Easy; Workplace Spirituality and Organizational Culture; p. 570)101. Spiritually-based organizations encourage employees to express their moods and feelings. (True; Moderate; Workplace Spirituality and Organizational Culture; p. 571)102. Evidence shows that spirituality and profits may be compatible objectives.(True; Challenging; Workplace Spirituality and Organizational Culture; p. 572)Global Implications103. Organizational cultures often reflect national cultures.(True; Moderate; National Culture and Organizational Culture; p. 573) {AACSB: Multicultural and Diversity}SCENARIO-BASED QUESTIONSApplication of What Is Organizational CultureMasterson College is a small liber al arts women’s college in North Carolina. The founders of the college were Baptist and were committed to the idea that a liberal arts education was the best preparation for life-long learning. The college has continued to support this orientation towards liberal arts education and has actually moved to strengthen that commitment recently. Within the last two decades, the business department has become one of the larger departments on campus. The faculty of the business department are also committed to finding employment for their graduates and believe that two things are critical for this to happen: 1) their students must have a solid understanding of the fundamental of their discipline; and 2) internships are an important method of establishing the connections and opportunities for employment.104. The belief in a liberal arts education is part of the _____ of the college.a. subculture of the business departmentb. management culturec. dominant cultured. mission statemente. none of the above(c; Easy; Dominant Culture; p. 553) {AACSB: Analytic Skills}367105. The commitment to finding employment for graduates is part of the _____.a. subculture of the business departmentb. management culturec. dominant cultured. mission statemente. none of the above(a; Easy; Subcultures; p. 554) {AACSB: Analytic Skills}106. The business department holds some unique values in addition to the _____ of the dominant culture.a. core valuesb. sub-valuesc. formal valuesd. holistic valuese. spiritual orientation(a; Easy; Core Values; p. 554) {AACSB: Analytic Skills}107. Which of the following represents a core value of the college?a. affordable educationb. scientific knowledgec. technological innovationd. remedial reinforcemente. life-long learning(e; Easy; Core Values; p. 554) {AACSB: Analytic Skills}Application of Strong CulturesThe Young Woman’s Club of Williams has been operating for seventy-five years as an organization that supports women who stay at home. For years it has been one of the most prestigious organizations in town with a strong membership. This group has always held classes in cooking, sewing, and child rearing. It has always been made up of upper middle class women from the small town of Williams. As the area has grown, many people have moved into Williams and now commute to Capital City, just 15 miles away. Most of the newcomers are dual-income couples, with both spouses holding full-time jobs.108. The culture of the Young Woman’s Club can be defined as _____.a. a strong cultureb. a weak culturec. an ambiguous cultured. a diverse culturee. a tolerant culture(a; Moderate; Strong Cultures; p. 554) {AACSB: Analytic Skills}368。

组织行为学英语习题（5）

组织行为学英语习题（5）Essentials of Organizational Behavior, 11e (Robbins/Judge) Chapter 15 Organizational Culture1) Alessio's boss doesn't care whether Alessio works at home, at the office, or from his beach house. All he cares about is that the project is completed on time, on budget, and with exemplary quality. Which characteristic of organizational culture best describes this aspect of Alessio's jobA) low risk takingB) high outcome orientationC) high attention to detailD) low aggressivenessE) high stabilityAnswer: BExplanation: B) Outcome orientation is the organizational culture characteristic that describes the degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve them. Alessio's boss has a high focus on outcome.Diff: 2 Page Ref: 219AACSB: Analytic SkillsObjective: Organizational CultureQuest. Category: ApplicationLO: 12) Which of the following is not a characteristic of organizational cultureA) attention to detailB) innovation and risk rakingC) process orientationD) team orientationE) outcome orientationAnswer: CExplanation: C) Seven primary characteristics seem to capture the essence of an organization's culture: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability. Diff: 2 Page Ref: 219Objective: Characteristics of an Organizational CultureQuest. Category: Concept/DefinitionalLO: 13) Which of the following characteristics of an organization's culture indicates the degree to which management decisions take into consideration the effect of outcomes on employees within the organizationA) attention to detailB) outcome orientationC) team orientationD) people orientationE) stabilityAnswer: DExplanation: D) People orientation indicates the degree to which management decisions take into consideration the effect of outcomes on people within the organization.Diff: 2 Page Ref: 219Objective: Attention to DetailQuest. Category: Concept/DefinitionalLO: 14) "Stability" is one of the seven primary characteristics that capture the essence of an organization's culture. It indicates thedegree to which ________.A) employees are encouraged to be innovative and take risksB) management focuses on results or outcomes rather than on the techniques and processes used to achieve themC) management decisions take into consideration the effect of outcomes on people within the organizationD) work activities are organized around teams rather than individualsE) organizational activities emphasize maintaining the status quo in contrast togrowthAnswer: EExplanation: E) Stability indicates the degree to which organizational activities emphasize maintaining the status quo in contrast to growth.Diff: 2 Page Ref: 219Objective: People OrientationQuest. Category: Concept/DefinitionalLO: 15) The key characteristic of organizational culture that addresses the degree to which people are competitive rather than easygoing is termed ________.A) assertivenessB) team orientationC) aversivenessD) risk takingE) aggressivenessAnswer: EExplanation: E) Aggressiveness describes the degree to which people are aggressive and competitive rather than easygoing.Diff: 1 Page Ref: 219Objective: AggressivenessQuest. Category: Concept/DefinitionalLO: 16) Which of the following statements distinguish organizational culture and job satisfactionA) Job satisfaction is descriptive, whereas organizational culture is evaluative.B) Organizational culture is static, whereas job satisfaction is dynamic.C) Job satisfaction is immeasurable, whereas organizational culture is measurable.D) Organizational culture is descriptive, whereas job satisfaction is evaluative.E) Organizational culture measures how employees feel about organization's expectations, whereas job satisfaction is concerned about how employees perceive the organization's culture.Answer: DExplanation: D) The concept of organizational culture is concerned with how employees perceive the characteristics of an organization's culture, not whether they like them, and is therefore a descriptive term. On the other hand, the concept of job satisfaction seeks to measure how employees feel about the organization's expectations, reward practices and therefore is an evaluative term.Diff: 1 Page Ref: 219Objective: Organizational Culture and Job SatisfactionQuest. Category: Concept/DefinitionalLO: 17) Which of the following statements is true regarding an organization's cultureA) Organizational culture is evaluative rather than descriptive.B) Large organizations rarely have subcultures.C) A dominant culture expresses the core values shared by a majority of the organization's members.D) A strong culture would increase employee turnover.E) Subcultures and dominant cultures do not share any common values.Answer: CExplanation: C) Organizational culture is descriptive. Most large organizationshave a dominant culture and numerous subcultures. A dominant culture expresses the core values shared by a majority of the organization's members. A strong culture should reduce employee turnover, because it demonstrates high agreement about what the organization represents.Diff: 2 Page Ref: 219Objective: Dominant CultureQuest. Category: Concept/DefinitionalLO: 18) Cultures that tend to develop in large organizations to reflect common problems, situations, or experiences faced by groups of members in the same department or location are often called ________.A) micro-culturesB) subculturesC) divisional culturesD) microcosmsE) counter culturesAnswer: BExplanation: B) Subcultures tend to develop in large organizations to reflect common problems, situations, or experiences faced by groups of members in the same department or location. The purchasing department can have a subculture that includes the core values of the dominant culture plus additional values unique to members of the purchasing department.Diff: 2 Page Ref: 219-220Objective: SubculturesQuest. Category: Concept/DefinitionalLO: 19) Which of the following statements is not true regarding subculturesA) Subcultures includes core values of the organization.B) Subcultures typically exist within a department.C) When we talk about an organization's culture, we are referring to its subculture.D) If organizations were composed only of numerous subcultures, organizational culture as an independent variable would be significantly less powerful.E) Subcultures influence members' behavior.Answer: CExplanation: C) Subcultures tend to develop in large organizations to reflect common problems, situations, or experiences faced by groups of members in the same department or location. Subcultures include the core values of the dominant culture plus additional values unique to the respective department. If organizations were composed only of numerous subcultures, organizational culture as an independentvariable would be significantly less powerful. Subcultures influence members' behavior. When we talk about an organization's culture, we are referring to its dominant culture.Diff: 2 Page Ref: 220Objective: SubculturesQuest. Category: Concept/DefinitionalLO: 110) The primary or dominant values that are accepted throughout the organization are known as ________.A) foundational valuesB) core valuesC) shared valuesD) institutional traitsE) unique valuesAnswer: BExplanation: B) The dominant culture includes the core values, the primary or dominant values that are accepted throughout the organization.Diff: 1 Page Ref: 220Objective: Core ValuesQuest. Category: Concept/DefinitionalLO: 111) Which of the following is most likely to be the indicator of a strong organizational cultureA) high employee turnoverB) narrow span of controlC) horizontal organizational chartsD) presence of several subculturesE) widely shared valuesAnswer: EExplanation: E) In a strong culture, the organization's core values are both intensely held and widely shared. narrow span of control, presence of several subcultures, and horizontal organizational charts do not indicate a strong culture.A strong culture should reduce employee turnover, because it demonstrates high agreement about what the organization represents.Diff: 2 Page Ref: 220Objective: Strong CulturesQuest. Category: Concept/DefinitionalLO: 112) Which of the following is most likely to result from a strong organizational cultureA) low employee turnoverB) low employee satisfactionC) low organizational commitmentD) high absenteeismE) low behavioral control resulting from the climate within the organization Answer: AExplanation: A) A strong culture should reduce employee turnover, because it demonstrates high agreement about what the organization represents. Such unanimity of purpose builds cohesiveness, loyalty, and organizational commitment. These qualities, in turn, lessen employees' propensity to leave.Diff: 2 Page Ref: 220Objective: Strong CulturesQuest. Category: Concept/DefinitionalLO: 113) A strong culture should reduce employee turnover, because it results in________.A) a highly centralized organizationB) narrow spans of controlC) cohesiveness and organizational commitmentD) a highly formalized organizationE) an outcome-oriented organizationAnswer: CExplanation: C) A strong culture should reduce employee turnover, because it demonstrates high agreement about what the organization represents. Such unanimity of purpose builds cohesiveness, loyalty, and organizational commitment. These qualities, in turn, lessen employees' propensity to leave.Diff: 2 Page Ref: 220Objective: Strong CulturesQuest. Category: Concept/DefinitionalLO: 114) Both, ________ and strong culture, achieve the same end result of predictability, orderliness, and consistency.A) high formalizationB) low departmentalizationC) wide span of controlD) low work specializationE) people orientationAnswer: AExplanation: A) High formalization creates predictability, orderliness, and consistency. A strong culture achieves the same end without the need for written documentation. Therefore, we should view formalization and culture as two different roads to a common destination.Diff: 2 Page Ref: 220Objective: Strong Culture versus Formalization Quest. Category: Concept/DefinitionalLO: 115) Which of the following statements is true regarding the functions of culture in an organizationA) It hinders the generation of commitment to something larger than individual self-interest among employees.B) It conveys a sense of identity for organization members.C) It reduces the stability of the social system.D) It reduces distinctions between one organization and others.E) It does not affect employees' attitudes and behavior.Answer: BExplanation: B) Culture facilitates the generation of commitment to something larger than individual self-interest. It conveys a sense of identity for organization members. Culture has a boundary-defining role: it creates distinctions between one organization and others. It is a sense-making and control mechanism that guides and shapes employees' attitudes and behavior.Diff: 3 Page Ref: 220-221Objective: Culture's FunctionsQuest. Category: Concept/DefinitionalLO: 216) In ________ organizations, the lack of frequent face-to-face contact makes establishing a common set of norms very difficult.A) highly formalizedB) boundarylessC) virtualD) matrixE) highly centralizedAnswer: CExplanation: C) In virtual organizations, the lack of frequent face-to-face contact makes establishing a common set of norms very difficult.Diff: 2 Page Ref: 221Objective: FormalizationQuest. Category: Concept/DefinitionalLO: 217) Which of the following statements is true regarding the establishment of the organizational culture and its effects on the organizationA) T oday's trend toward decentralized organizations makes it is easier to establish a strong culture.B) In a virtual organization a strong culture can be established quickly and easily.C) Employees organized in teams always show greater allegiance to the values of the organization as a whole than to their team and its values.D) Culture acts as a control mechanism and guides the behavior of employees.E) Cultures reduce the stability of the social system.Answer: DExplanation: D) T oday's trend toward decentralized makes establishing a strong culture more difficult. In virtual organizations, the lack of frequent face-to-face contact makes establishing a common set of norms very difficult. When formal authority and control systems are reduced, culture's sharedmeaning points everyone in the same direction. However, employees organized in teams may show greater allegiance to their team and its values than to the values of the organization as a whole. Culture enhances the stability of the social system and acts as a control mechanism that guides and shapes employees' attitudes and behavior.Diff: 3 Page Ref: 221Objective: Culture's FunctionsQuest. Category: Concept/DefinitionalLO: 218) Janice works for a pet store where everyone is committed to the happiness of the animals. Often employees, bosses and hourly workers alike, come into the store "off the clock" and spend time training the animals. Everyone loves the store, the animals, and their jobs. This attitude of her coworkers inspires Janice to do her best. Based on this information, we can say that Janice is experiencing the effects of ________.A) decentralizationB) organizational climateC) high departmentalizationD) low formalizationE) high work specializationAnswer: BExplanation: B) Organizational climate refers to the shared perceptions organizational members have about their organization and work environment. This aspect of culture is like team spirit at the organizational levelDiff: 2 Page Ref: 221AACSB: Analytic SkillsObjective: Culture's FunctionsQuest. Category: ApplicationLO: 219) A(n) ________ organization is an organization that takes ona life of its own, apart from its founders or members and is valued for itself and not for the goods or services it produces.A) virtualB) matrixC) boundarylessD) institutionalizedE) centralizedAnswer: DExplanation: D) An institutionalized organization is an organization that takes on a life of its own, apart from its founders or members and is valued for itself and not for the goods or services it produces.Diff: 2 Page Ref: 222Objective: Culture as a LiabilityQuest. Category: Concept/DefinitionalLO: 220) Culture is most likely to be a liability when ________.A) the employees of the organization are highly skilledB) the organization's environment is dynamicC) the organization's management is highly efficientD) the organization is highly centralizedE) the organization scores low on the degree of formalizationAnswer: BExplanation: B) Culture is a liability when the shared values are not in agreement with those that further the organization's effectiveness. This is most likely whenan organization's environment is dynamic, undergoing rapidchange, and its entrenched culture may no longer be appropriate.Diff: 2 Page Ref: 222Objective: Barriers to ChangeQuest. Category: Concept/DefinitionalLO: 221) Consistency of behavior is an asset to an organization when the organization ________.A) has an aggressive cultureB) encourages innovation and risk takingC) is highly departmentalizedD) has an employee oriented cultureE) operates in a stable environmentAnswer: EExplanation: E) Consistency of behavior is an asset to an organization when the organization operates in a stable environment. But in a dynamic environment, it becomes a burden and makes it difficult for the organization to respond to changes. Diff: 2 Page Ref: 222Objective: Barriers to ChangeQuest. Category: Concept/DefinitionalLO: 222) In recent years, ________ has become the primary concern in acquisitions and mergers.A) cultural compatibilityB) employee diversityC) financial advantageD) product synergyE) legal complicationAnswer: AExplanation: A) Historically, when management looked atacquisition or merger decisions, the key factors were financial advantage and product synergy. In recent years, cultural compatibility has become the primary concern. All things being equal, whether the acquisition actually works seems to have more to do with how well the two organizations' cultures match up.Diff: 2 Page Ref: 222-223Objective: Barriers to Acquisitions and MergersQuest. Category: Concept/DefinitionalLO: 223) The ultimate source of an organization's culture is ________.A) its top managementB) its environmentC) the country in which the organization operatesD) its foundersE) the sociocultural backgrounds of its employeesAnswer: DExplanation: D) An organization's customs, traditions, and general way of doing things are largely due to what it has done before and how successful it was in doing it. Because of this, the ultimate source of an organization's culture tends to be its founders.。

组织行为学英语习题 (5)

Essentials of Organizational Behavior, 11e (Robbins/Judge)Chapter 15 Organizational Culture1) Alessio's boss doesn't care whether Alessio works at home, at the office, or from his beach house. All he cares about is that the project is completed on time, on budget, and with exemplary quality. Which characteristic of organizational culture best describes this aspect of Alessio's jobA) low risk takingB) high outcome orientationC) high attention to detailD) low aggressivenessE) high stabilityAnswer: BExplanation: B) Outcome orientation is the organizational culture characteristic that describes the degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve them. Alessio's boss has a high focus on outcome.Diff: 2 Page Ref: 219AACSB: Analytic SkillsObjective: Organizational CultureQuest. Category: ApplicationLO: 12) Which of the following is not a characteristic of organizational cultureA) attention to detailB) innovation and risk rakingC) process orientationD) team orientationE) outcome orientationAnswer: CExplanation: C) Seven primary characteristics seem to capture the essence of an organization's culture: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability. Diff: 2 Page Ref: 219Objective: Characteristics of an Organizational CultureQuest. Category: Concept/DefinitionalLO: 13) Which of the following characteristics of an organization's culture indicates the degree to which management decisions take into consideration the effect of outcomes on employees within the organizationA) attention to detailB) outcome orientationC) team orientationD) people orientationE) stabilityAnswer: DExplanation: D) People orientation indicates the degree to which management decisions take into consideration the effect of outcomes on people within the organization.Diff: 2 Page Ref: 219Objective: Attention to DetailQuest. Category: Concept/DefinitionalLO: 14) "Stability" is one of the seven primary characteristics that capture the essence of an organization's culture. It indicates the degree to which ________.A) employees are encouraged to be innovative and take risksB) management focuses on results or outcomes rather than on the techniques and processes used to achieve themC) management decisions take into consideration the effect of outcomes on people within the organizationD) work activities are organized around teams rather than individualsE) organizational activities emphasize maintaining the status quo in contrast togrowthAnswer: EExplanation: E) Stability indicates the degree to which organizational activities emphasize maintaining the status quo in contrast to growth.Diff: 2 Page Ref: 219Objective: People OrientationQuest. Category: Concept/DefinitionalLO: 15) The key characteristic of organizational culture that addresses the degree to which people are competitive rather than easygoing is termed ________.A) assertivenessB) team orientationC) aversivenessD) risk takingE) aggressivenessAnswer: EExplanation: E) Aggressiveness describes the degree to which people are aggressive and competitive rather than easygoing.Diff: 1 Page Ref: 219Objective: AggressivenessQuest. Category: Concept/DefinitionalLO: 16) Which of the following statements distinguish organizational culture and job satisfactionA) Job satisfaction is descriptive, whereas organizational culture is evaluative.B) Organizational culture is static, whereas job satisfaction is dynamic.C) Job satisfaction is immeasurable, whereas organizational culture is measurable.D) Organizational culture is descriptive, whereas job satisfaction is evaluative.E) Organizational culture measures how employees feel about organization's expectations, whereas job satisfaction is concerned about how employees perceive the organization's culture.Answer: DExplanation: D) The concept of organizational culture is concerned with how employees perceive the characteristics of an organization's culture, not whether they like them, and is therefore a descriptive term. On the other hand, the concept of job satisfaction seeks to measure how employees feel about the organization's expectations, reward practices and therefore is an evaluative term.Diff: 1 Page Ref: 219Objective: Organizational Culture and Job SatisfactionQuest. Category: Concept/DefinitionalLO: 17) Which of the following statements is true regarding an organization's cultureA) Organizational culture is evaluative rather than descriptive.B) Large organizations rarely have subcultures.C) A dominant culture expresses the core values shared by a majority of the organization's members.D) A strong culture would increase employee turnover.E) Subcultures and dominant cultures do not share any common values.Answer: CExplanation: C) Organizational culture is descriptive. Most large organizationshave a dominant culture and numerous subcultures. A dominant culture expresses the core values shared by a majority of the organization's members. A strong culture should reduce employee turnover, because it demonstrates high agreement about what the organization represents.Diff: 2 Page Ref: 219Objective: Dominant CultureQuest. Category: Concept/DefinitionalLO: 18) Cultures that tend to develop in large organizations to reflect common problems, situations, or experiences faced by groups of members in the same department or location are often called ________.A) micro-culturesB) subculturesC) divisional culturesD) microcosmsE) counter culturesAnswer: BExplanation: B) Subcultures tend to develop in large organizations to reflect common problems, situations, or experiences faced by groups of members in the same department or location. The purchasing department can have a subculture that includes the core values of the dominant culture plus additional values unique to members of the purchasing department.Diff: 2 Page Ref: 219-220Objective: SubculturesQuest. Category: Concept/DefinitionalLO: 19) Which of the following statements is not true regarding subculturesA) Subcultures includes core values of the organization.B) Subcultures typically exist within a department.C) When we talk about an organization's culture, we are referring to its subculture.D) If organizations were composed only of numerous subcultures, organizational culture as an independent variable would be significantly less powerful.E) Subcultures influence members' behavior.Answer: CExplanation: C) Subcultures tend to develop in large organizations to reflect common problems, situations, or experiences faced by groups of members in the same department or location. Subcultures include the core values of the dominant culture plus additional values unique to the respective department. If organizations were composed only of numerous subcultures, organizational culture as an independent variable would be significantly less powerful. Subcultures influence members' behavior. When we talk about an organization's culture, we are referring to its dominant culture.Diff: 2 Page Ref: 220Objective: SubculturesQuest. Category: Concept/DefinitionalLO: 110) The primary or dominant values that are accepted throughout the organization are known as ________.A) foundational valuesB) core valuesC) shared valuesD) institutional traitsE) unique valuesAnswer: BExplanation: B) The dominant culture includes the core values, the primary or dominant values that are accepted throughout the organization.Diff: 1 Page Ref: 220Objective: Core ValuesQuest. Category: Concept/DefinitionalLO: 111) Which of the following is most likely to be the indicator of a strong organizational cultureA) high employee turnoverB) narrow span of controlC) horizontal organizational chartsD) presence of several subculturesE) widely shared valuesAnswer: EExplanation: E) In a strong culture, the organization's core values are both intensely held and widely shared. narrow span of control, presence of several subcultures, and horizontal organizational charts do not indicate a strong culture.A strong culture should reduce employee turnover, because it demonstrates high agreement about what the organization represents.Diff: 2 Page Ref: 220Objective: Strong CulturesQuest. Category: Concept/DefinitionalLO: 112) Which of the following is most likely to result from a strong organizational cultureA) low employee turnoverB) low employee satisfactionC) low organizational commitmentD) high absenteeismE) low behavioral control resulting from the climate within the organization Answer: AExplanation: A) A strong culture should reduce employee turnover, because it demonstrates high agreement about what the organization represents. Such unanimity of purpose builds cohesiveness, loyalty, and organizational commitment. These qualities, in turn, lessen employees' propensity to leave.Diff: 2 Page Ref: 220Objective: Strong CulturesQuest. Category: Concept/DefinitionalLO: 113) A strong culture should reduce employee turnover, because it results in________.A) a highly centralized organizationB) narrow spans of controlC) cohesiveness and organizational commitmentD) a highly formalized organizationE) an outcome-oriented organizationAnswer: CExplanation: C) A strong culture should reduce employee turnover, because it demonstrates high agreement about what the organization represents. Such unanimity of purpose builds cohesiveness, loyalty, and organizational commitment. These qualities, in turn, lessen employees' propensity to leave.Diff: 2 Page Ref: 220Objective: Strong CulturesQuest. Category: Concept/DefinitionalLO: 114) Both, ________ and strong culture, achieve the same end result of predictability, orderliness, and consistency.A) high formalizationB) low departmentalizationC) wide span of controlD) low work specializationE) people orientationAnswer: AExplanation: A) High formalization creates predictability, orderliness, and consistency. A strong culture achieves the same end without the need for written documentation. Therefore, we should view formalization and culture as two differentroads to a common destination.Diff: 2 Page Ref: 220Objective: Strong Culture versus Formalization Quest. Category: Concept/DefinitionalLO: 115) Which of the following statements is true regarding the functions of culture in an organizationA) It hinders the generation of commitment to something larger than individual self-interest among employees.B) It conveys a sense of identity for organization members.C) It reduces the stability of the social system.D) It reduces distinctions between one organization and others.E) It does not affect employees' attitudes and behavior.Answer: BExplanation: B) Culture facilitates the generation of commitment to something larger than individual self-interest. It conveys a sense of identity for organization members. Culture has a boundary-defining role: it creates distinctions between one organization and others. It is a sense-making and control mechanism that guides and shapes employees' attitudes and behavior.Diff: 3 Page Ref: 220-221Objective: Culture's FunctionsQuest. Category: Concept/DefinitionalLO: 216) In ________ organizations, the lack of frequent face-to-face contact makes establishing a common set of norms very difficult.A) highly formalizedB) boundarylessC) virtualD) matrixE) highly centralizedAnswer: CExplanation: C) In virtual organizations, the lack of frequent face-to-face contact makes establishing a common set of norms very difficult.Diff: 2 Page Ref: 221Objective: FormalizationQuest. Category: Concept/DefinitionalLO: 217) Which of the following statements is true regarding the establishment of the organizational culture and its effects on the organizationA) Today's trend toward decentralized organizations makes it is easier to establish a strong culture.B) In a virtual organization a strong culture can be established quickly and easily.C) Employees organized in teams always show greater allegiance to the values of the organization as a whole than to their team and its values.D) Culture acts as a control mechanism and guides the behavior of employees.E) Cultures reduce the stability of the social system.Answer: DExplanation: D) Today's trend toward decentralized makes establishing a strong culture more difficult. In virtual organizations, the lack of frequent face-to-face contact makes establishing a common set of norms very difficult. When formal authority and control systems are reduced, culture's shared meaning points everyone in the same direction. However, employees organized in teams may show greater allegiance to their team and its values than to the values of the organization as a whole. Culture enhances the stability of the social system and acts as a control mechanism that guides and shapes employees' attitudes and behavior.Diff: 3 Page Ref: 221Objective: Culture's FunctionsQuest. Category: Concept/DefinitionalLO: 218) Janice works for a pet store where everyone is committed to the happiness of the animals. Often employees, bosses and hourly workers alike, come into the store "off the clock" and spend time training the animals. Everyone loves the store, theanimals, and their jobs. This attitude of her coworkers inspires Janice to do her best. Based on this information, we can say that Janice is experiencing the effects of ________.A) decentralizationB) organizational climateC) high departmentalizationD) low formalizationE) high work specializationAnswer: BExplanation: B) Organizational climate refers to the shared perceptions organizational members have about their organization and work environment. This aspect of culture is like team spirit at the organizational levelDiff: 2 Page Ref: 221AACSB: Analytic SkillsObjective: Culture's FunctionsQuest. Category: ApplicationLO: 219) A(n) ________ organization is an organization that takes on a life of its own, apart from its founders or members and is valued for itself and not for the goods or services it produces.A) virtualB) matrixC) boundarylessD) institutionalizedE) centralizedAnswer: DExplanation: D) An institutionalized organization is an organization that takes on a life of its own, apart from its founders or members and is valued for itself and not for the goods or services it produces.Diff: 2 Page Ref: 222Objective: Culture as a LiabilityQuest. Category: Concept/DefinitionalLO: 220) Culture is most likely to be a liability when ________.A) the employees of the organization are highly skilledB) the organization's environment is dynamicC) the organization's management is highly efficientD) the organization is highly centralizedE) the organization scores low on the degree of formalizationAnswer: BExplanation: B) Culture is a liability when the shared values are not in agreement with those that further the organization's effectiveness. This is most likely whenan organization's environment is dynamic, undergoing rapid change, and its entrenched culture may no longer be appropriate.Diff: 2 Page Ref: 222Objective: Barriers to ChangeQuest. Category: Concept/DefinitionalLO: 221) Consistency of behavior is an asset to an organization when the organization ________.A) has an aggressive cultureB) encourages innovation and risk takingC) is highly departmentalizedD) has an employee oriented cultureE) operates in a stable environmentAnswer: EExplanation: E) Consistency of behavior is an asset to an organization when the organization operates in a stable environment. But in a dynamic environment, it becomes a burden and makes it difficult for the organization to respond to changes. Diff: 2 Page Ref: 222Objective: Barriers to ChangeQuest. Category: Concept/DefinitionalLO: 222) In recent years, ________ has become the primary concern in acquisitions and mergers.A) cultural compatibilityB) employee diversityC) financial advantageD) product synergyE) legal complicationAnswer: AExplanation: A) Historically, when management looked at acquisition or merger decisions, the key factors were financial advantage and product synergy. In recent years, cultural compatibility has become the primary concern. All things being equal, whether the acquisition actually works seems to have more to do with how well the two organizations' cultures match up.Diff: 2 Page Ref: 222-223Objective: Barriers to Acquisitions and MergersQuest. Category: Concept/DefinitionalLO: 223) The ultimate source of an organization's culture is ________.A) its top managementB) its environmentC) the country in which the organization operatesD) its foundersE) the sociocultural backgrounds of its employeesAnswer: DExplanation: D) An organization's customs, traditions, and general way of doing things are largely due to what it has done before and how successful it was in doing it. Because of this, the ultimate source of an organization's culture tends to be its founders.Diff: 2 Page Ref: 223Objective: Culture CreationQuest. Category: Concept/DefinitionalLO: 324) The selection process helps sustain the organization's culture by ________.A) establishing and enforcing normsB) hiring candidates who fit well within the organizationC) socializing the new employeesD) developing performance evaluation criteriaE) rewarding conformityAnswer: BExplanation: B) The selection process helps sustain the organization's culture by hiring candidates who fit well within the organization. Selection also provides information to applicants. Those who perceive a conflict between their values and those of the organization can remove themselves from the applicant pool.Diff: 2 Page Ref: 224Objective: SelectionQuest. Category: Concept/DefinitionalLO: 325) The ________ process helps candidates learn about the organization and if employees perceive a conflict between their values and those of the organization, they can remove themselves from the applicant pool.A) orientationB) trainingC) performance evaluationD) selectionE) institutionalizationAnswer: DExplanation: D) Selection is a two-way street, allowing employer or applicant to avoid a mismatch and sustaining an organization's culture by selecting out those who might attack or undermine its core values.Diff: 2 Page Ref: 224Objective: SelectionQuest. Category: Concept/DefinitionalLO: 326) ________ is a process that helps new employees adapt to the prevailing organizational culture.A) SatisficingB) Reciprocal interdependenceC) SocializationD) FormalizationE) Social loafingAnswer: CExplanation: C) No matter how good a job the organization does in recruiting and selection, new employees are not fully indoctrinated in the organization's culture and can disrupt beliefs and customs already in place. The process that helps new employees adapt to the prevailing culture is socialization.Diff: 2 Page Ref: 224Objective: Top ManagementQuest. Category: Concept/Definitional LO: 327) The process of socialization consists of three stages. Which of the following is one of these three stagesA) prearrivalB) preencounterC) evaluationD) post-arrivalE) post-encounterAnswer: AExplanation: A) We can think of socialization as a process with three stages: prearrival, encounter, and metamorphosis. This process has an impact on the new employee's work productivity, commitment to the organization's objectives, and eventual decision to stay with the organization.Diff: 2 Page Ref: 225Objective: SocializationQuest. Category: Concept/DefinitionalLO: 328) The ________ stage of the socialization process explicitly recognizes that each individual that the organization comes across during the selection process has a set of values, attitudes, and expectations about both the work to be done and the organization.A) post-encounterB) prearrivalC) metamorphosisD) preencounterE) post-arrivalAnswer: BExplanation: B) The prearrival stage explicitly recognizes that each individual arrives with a set of values, attitudes, and expectations about both the work to be done and the organization.Diff: 2 Page Ref: 225Objective: Stages of SocializationQuest. Category: Concept/DefinitionalLO: 329) Identify the correct order in the socialization process.A) encounter, metamorphosis, post-encounterB) prearrival, arrival, evaluationC) prearrival, arrival, post-arrivalD) prearrival, encounter, metamorphosisE) metamorphosis, preencounter, arrivalAnswer: DExplanation: D) We can think of socialization as a process with three stages: prearrival, encounter, and metamorphosis.Diff: 2 Page Ref: 225Objective: Stages of SocializationQuest. Category: Concept/DefinitionalLO: 330) Elsa joined her new law firm expecting to participate in exciting environmental law cases, and cutting edge research. After one month at the firm she still hasn't been assigned a case and spends most of her time filing standardized appeals fortitle disputes with insurance companies. In which stage of the socialization process is ElsaA) prearrivalB) encounterC) metamorphosisD) post-encounterE) post-arrivalAnswer: BExplanation: B) On entry into the organization, the new member enters the encounter stage and confronts the possibility that expectations, about the job, co-workers, the boss, and the organization in general, may differ from reality. Elsa is in the encounter stage.Diff: 2 Page Ref: 226AACSB: Analytic SkillsObjective: Encounter StageQuest. Category: ApplicationLO: 331) During the ________ stage, a new employee compares her expectations with the realities in the organization.A) prearrivalB) encounterC) metamorphosisD) post-arrivalE) post-encounterAnswer: BExplanation: B) On entry into the organization, the new member enters the encounter stage and confronts the possibility that expectations, about the job, co-workers, the boss, and the organization in general, may differ from reality. Diff: 2 Page Ref: 226Objective: Encounter StageQuest. Category: Concept/DefinitionalLO: 332) 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 the ________ stage of socialization.A) prearrivalB) post-arrivalC) encounterD) metamorphosisE) post-encounterAnswer: CExplanation: C) On entry into the organization, the new member enters the encounter stage and confronts the possibility that expectations, about the job, co-workers, the boss, and the organization in general, may differ from reality. If there occurs a mismatch between the expectations of the new member and the reality then the new member may become disillusioned enough with the reality to resign. Diff: 2 Page Ref: 226Objective: Encounter StageQuest. Category: Concept/DefinitionalLO: 333) During the socialization process, to work out any problems discovered during the encounter stage, the new member changes or goes through the ________ stage.A) post-arrivalB) metamorphosisC) post-encounterD) analysisE) evaluationAnswer: BExplanation: B) During the socialization process, to work out any problems discovered during the encounter stage, the new member changes or goes through the metamorphosis stage.Diff: 2 Page Ref: 226Objective: Encounter StageQuest. Category: Concept/DefinitionalLO: 334) Which of the following statements is true regarding random socializationA) Random socialization tries to strip away certain characteristics of the recruit.B) Random socialization is carried out as per a fixed time schedule.C) In random socialization, new employees are left on their own to figure things out.D) Random socialization involves socializing the newcomers in groups.E) Specific orientation and training programs are examples of random socialization. Answer: CExplanation: C) In random socialization, role models are deliberately withheld. New employees are left on their own to figure things out.Diff: 1 Page Ref: 226Objective: Dominant CultureQuest. Category: Concept/DefinitionalLO: 335) Which of the following types of socialization involves putting the new employee directly into the job,with little or no special attentionA) investiture socializationB) serial socializationC) collective socializationD) fixed socializationE) informal socializationAnswer: EExplanation: E) Informal socialization puts the new employee directly into the job, with little or no special attention.Diff: 1 Page Ref: 226Objective: Strong CulturesQuest. Category: Concept/DefinitionalLO: 336) ________ socialization assumes that the newcomer's qualities and qualifications are the necessary ingredients for job success, so these qualities and qualifications are confirmed and supported.A) VariableB) CollectiveC) SerialD) InvestitureE) FormalAnswer: DExplanation: D) Investiture socialization assumes that the newcomer's qualities and qualifications are the necessary ingredients for job success, so these qualities and qualifications are confirmed and supported.Diff: 3 Page Ref: 226Objective: SocializationQuest. Category: Concept/DefinitionalLO: 337) Which of the following statements is true about formal socializationA) Formal socialization involves socializing the new members individually.B) Specific orientation and training programs are examples of formal socialization.C) Apprenticeship and mentoring programs are examples of formal socialization.D) Formal socialization lacks a fixed time schedule.E) In formal socialization, new employees are left on their own to figure things out.Answer: BExplanation: B) The more a new employee is segregated from the ongoing work setting and differentiated in some way to make explicit his or her newcomer's role, the more formal socialization is. Specific orientation and training programs are examples.Diff: 2 Page Ref: 226Objective: Culture CreationQuest. Category: Concept/DefinitionalLO: 338) ________ socialization tries to strip away certain characteristics of the recruit.A) RandomB) FixedC) CollectiveD) DivestitureE) FormalAnswer: DExplanation: D) Divestiture socialization tries to strip away certain characteristics of the recruit. Fraternity and sorority "pledges" go through divestiture socialization to shape them into the proper role.Diff: 2 Page Ref: 226Objective: Sustaining CultureQuest. Category: Concept/DefinitionalLO: 339) Apprenticeship and mentoring programs are examples of ________ socialization.A) divestitureB) variableC) serialD) informalE) investitureAnswer: CExplanation: C) Serial socialization is characterized by the use of role models who train and encourage the newcomer. Apprenticeship and mentoring programs are examples.Diff: 2 Page Ref: 226Objective: RitualsQuest. Category: Concept/DefinitionalLO: 3。

组织行为学英语习题2

Chapter 15 Foundations of Organization StructureMULTIPLE CHOICEWhat is Orga ni zati onal Structure?1. ____ defi nes how job tasks are formally divided, grouped, and coordi nated.a. Orga nizatio nal structureb. Orga ni zati onal behaviorc. Formalizationd. Span of con trol(a; Easy; p. 425)2. Organizational structure is made up of six key elements. Which of the following is not one of theseeleme nts?a. cen tralizati onb. departme ntalizati onc. coord inationd. formalizati on(c; Moderate; Exh. 15-1; p. 426)3. Work specializati on is the same as:a. spa n of con trol.b. divisi on of labor.c. unity of comma nd.d. job group ing.(b; Easy; p. 426)4. The degree to which tasks are subdivided into separate jobs is termed:a. departme ntalizati on.b. formalizati on.c. work specialization.d. spa n of con trol.(c; Moderate; p. 426)5. In the late 1940s, most manu facturi ng jobs in in dustrialized coun tries were being done with high:a. departme ntalizati on.b. formalizati on.c. work specialization.d. spa n of con trol.(c; Moderate; p. 426)6. For much of the first half of the 20 th cen tury, man agers viewed _____ as an unending source ofin creased productivity.a. departme ntalizati onb. formalizati onc. work specializationd. spa n of con trol(c; Moderate; p. 426)7. Which one of the following components of organizational structure specifically defines wheredecisions are made?a. complexityb. formalizationc. centralizationd. technology(c; Moderate; Exh 15-1; p. 426)8. The basis by which jobs are grouped together is termed:a. departmentalization.b. formalization.c. work specialization.d. centralization.(a; Easy; Exh. 15-1; p. 426)9. Grouping jobs on the basis of function, product, geography, process, or customer is a form of:a. departmentalization.b. work specialization.c. span of control.d. chain of command.(a; Moderate; p. 427)10. One of the most popular ways to group activities is by:a. product.b. function.c. geography.d. process.(b; Challenging; p. 427)11. Proctor & Gamble departmentalizes by Tide, Pampers, Charmin, and Pringles. This is an exampleof departmentalization by:a. function.b. process.c. customer.d. product.(d; Easy; p. 428)12. A manufacturing manager who organizes the plant by separating engineering, accounting,manufacturing, personnel, and purchasing into departments is practicing ___________________ departmentalization.a. target customerb. productc. functionald. geographic(c; Moderate; p. 428)___ departmentalization achieves economies of scale by placing people with common skills and13.orientations into common units.a. Functionalb. Processc. Productd. Geographic (a; Moderate; p. 428)14. At an Alcoa aluminum tubing plant in upstate New York, production is organized into fivedepartments: casting; press; tubing; finishing; and inspecting; packing; and shipping. This is anexample of ____ departmentalization.a. Functionalb. Processc. Productd. Geographic (b; Moderate; p. 428)15. The unbroken line of authority that extends from the top of the organization to the lowest echelonand clarifies who reports to whom is termed:a. chain of command.b. authority.c. power.d. unity of command. (a; Moderate; p. 429)16. The right inherent in a managerial position to give orders and expect orders to be obeyed is termed:a. chain of command.b. authority.c. power.d. unity of command. (b; Moderate; p. 429)17. The ____ principle helps preserve the concept of an unbroken line of authority.a. span of controlb. powerc. unity of commandd. decentralization (c; Moderate; p. 429)18. The ____ principle states that a person should have one and only one superior to whom he or sheis directly responsible.a. span of controlb. chain of commandc. unity of commandd. power(c; Easy; p. 429)19. The_____ refers to the nu mber of subord in ates a man ager can efficie ntly and effectively direct.a. spa n of con trolb. unity of comma ndc. cha in of comma ndd. orga ni zati onal chart(a; Easy; p. 418)20. Which of the follow ing is a drawback of a n arrow spa n of con trol?a. It reduces effectiveness.b. It is more efficient.c. It encourages overly tight supervision and discourages employee autonomy.d. It empowers employees.(c; Challe nging; p. 430)21. Which of the following is not a drawback of a narrow span of control?a. They are expensive.b. They make vertical com muni cati on in the orga ni zati on more complex.c. They encourage employee autonomy.d. They encourage overly tight supervision.(c; Challe nging; p. 430)22. The trend in rece nt years has bee n toward:a. n arrower spa ns of con trol.b. wider spa ns of con trol.c. a span of control of five.d. an ideal span of control of eight.(b; Moderate; p. 430)23. If you have a n arrow spa n of con trol, you have a ____ o rga ni zati on.a. multi-levelb. shortc. talld. matrix(c; Moderate; p. 430)24. ____ are consistent with recent efforts by companies to reduce costs, cut overhead, speed updecisi on making, in crease flexibility, get closer to customers, and empower employees.a. Wider spa ns of con trolb. Narrower spa ns of con trolc. Flatter organizationsd. Formalization(a; Moderate; p. 430)25. The best defi niti on for cen tralizati on is:a. decision discretion is pushed down to lower level employees.b. decision making is concentrated at a single point in the organization.c. decision making depends on the situation.d. decisi on making is done in each departme nt and the n sent to the preside nt for the final decisi on. (b; Moderate; p. 431)26. The comp onent of structure which con siders where decisi on-mak ing authority lies is:a. delegati on.b. formalizati on.c. complexity.d. cen tralizati on.(d; Moderate; p. 431)27. In an orga ni zati on that has high cen tralizati on:a. the corporate headquarters is located cen trally to bra nch offices.b. all top level officials are located withi n the same geographic area.c. top managers make all the decisions and lower level managers merely carry out top man agement' s direct ions.d. action can be take n more quickly to solve problems.(c; Moderate; p. 431)28. The more that lower-level pers onnel provide in put or are actually give n the discreti on to makedecisi ons, the more ____ t here is.a. cen tralizati onb. dece ntralizati onc. work specializationd. departme ntalizati on (b; Moderate; p. 431)29. If a job is highly formalized, it would n ot include which of the follow ing?a. clearly defi ned procedures on work processesb. explicit job descripti onc. high employee job discretiond. a large nu mber of orga ni zati onal rules(c; Moderate; p. 431)30. Explicit job descripti on s, lots of rules, and clearly defi ned procedures con cer ning work processesare con siste nt with:a. high formalization.b. tech no logical inno vati on.c. high centralization.d. an orga nic model.(a; Challe nging; pp. 431-432)31. Employee discreti on is in versely related to:a. complexity.b. sta ndardizati on.c. centralization.d. tech no logy.Common Orga ni zati onal Desi gns32. Which of the followi ng is not a com mon orga ni zati onal desig n?(b; Challe nging; p. 432)a. simple structureb. bureaucracyc. centralized structured. matrix structure(c; Easy; p. 433)33. The _____ is characterized by a low degree of departme ntalizati on, wide spa ns of con trol,authority centralized in a single person, and little formalization.a. bureaucracyb. matrix organizationc. simple structured. team structure(c; Moderate; p. 433)34. Which one of the followi ng is con siste nt with a simple structure?a. high centralizationb. high horizontal differentiationc. high formalizationd. high departmentalization(a; Moderate; p. 433)35. The___ is a flat orga ni zati on.a. simple structureb. bureaucracyc. centralized structured. matrix structure(a; Moderate; p. 433)36. Simple structures are characterized by:a. shared authority.b. a n arrow spa n of con trol.c. lots of formalization.d. a low degree of departme ntalizati on.(d; Moderate; p. 433)37. The___ is most widely practiced in small bus in esses in which the man ager and owner are one andthe same.a. simple structureb. bureaucracyc. centralized structured. matrix structure(a; Moderate; p. 433)The bureaucracy is characterized by all of the followi ng except:38.a. highly routine operating tasks.b. formalized rules and regulati ons.c. tasks that are grouped into functional departments.d. dece ntralized decisi on making.(d; Moderate; p. 434)39. The key un derly ing all bureaucracies is:a. flexibility.b. sta ndardizati on.c. dual lines of authority.d. wide spa n of con trol.(b; Moderate; p. 434)40. The ___ is characterized by highly rout ine operati ng tasks achieved through specializati on.a. simple structureb. bureaucracyc. centralized structured. matrix structure(b; Moderate; p. 434)41. The strength of the simple structure lies in its:a. formalization.b. simplicity.c. centralization.d. information processing.(b; Easy; p. 433)42. Which of the following is not a weakness of the simple structure?a. It is risky.b. information overloadc. accountability is cleard. slower decision making(c; Moderate; p. 433)43. Specializati on creates sub unit con flicts in the:a. simple structure.b. bureaucracy.c. centralized structure.d. matrix structure.(b; Moderate; p. 434)44. The structure that creates dual lines of authority and combines functional and productdepartmentalization is the:a. simple structure.b. bureaucracy.c. matrix structure.d. virtual orga ni zati on.(c; Moderate; p. 435)45. The matrix structure comb ines which two forms of departme ntalizati on?a. simple and fun cti onalb. fun cti onal and productc. product and organicd. orga nic and mecha ni stic(b; Challe nging; p. 435)46. The ____ violates the unity of comma nd con cept.a. simple and fun cti onalb. fun cti onal and productc. product and organicd. orga nic and mecha ni stic(c; Challe nging; p. 435)47. Which one of the followi ng problems is most likely to occur in a matrix structure?a. decreased resp onse to en vir onmen tal cha ngeb. decreased employee motivati onc. loss of economies of scaled. employees receiv ing con flict ing directives(d; Moderate; p. 436)48. The stre ngth of the matrix structure is its:a. ability to facilitate coord in ati on.b. econo mies of scale.c. adhere nee to cha in of comma nd.d. predictability.(a; Moderate; p. 436)49. The major disadva ntage of the matrix structure is:a. the con fusi on it creates.b. its propensity to foster power struggles.c. the stress it places on individuals.d. all of the above(d; Challe nging; p. 436)New Desig n Opti ons50. The primary characteristics of the ______ s tructure are that it breaks down departmental barriersand dece ntralizes decisi on making to the level of the work team.a. virtual orga ni zati onb. teamc. boundarylessd. feminine orga ni zati on(b; Moderate; p. 436)51. In larger organizations, the team structure complements what is typically a:a. virtual organization.b. bureaucracy.c. simple structure.d. boundaryless organization. (b; Challenging; p. 437)52. A small, core organization that outsources major business functions is the ____ organization.a. teamb. virtualc. boundarylessd. matrix(b; Moderate; p. 437)53. The ____ is also called the network or modular organization.a. virtual organizationb. team structurec. pyramidd. boundaryless organization(a; Moderate; p. 437)54. The prototype of the virtual structure is today ' s:a. automobile manufacturers.b. movie-making organizations.c. fast-food restaurants.d. software companies.(b; Challenging; p. 437)55. The major advantage of the virtual organization is its:a. control.b. predictability.c. flexibility.d. empowerment.(c; Moderate; p. 438)56. The ____ organization stands in sharp contrast to the typical bureaucracy that has many verticallevels of management and where control is sought through ownership.a. virtualb. teamc. limitlessd. matrix (a; Challenging; p. 438)57. The boundaryless organization relies heavily on:a. information technology.b. vertical boundaries.c. horizontal boundaries.d. external barriers.(a; Moderate; p. 438)58. An orga ni zati on that seeks to elim in ate the cha in of comma nd, have limitless spa ns of con trol, and replacedepartme nts with empowered teams is the:a. virtual orga ni zati on.b. boundaryless organization.c. matrix organization.d. team structure.(b; Moderate; p. 438)59. The one com mon tech no logical thread that makes the boun daryless orga ni zati on possible is:a. reengineering.b. MBA s.c. networked computers.d. main frames.(c; Moderate; p. 439)Why Do Structures Differ?60. The _____ is a structure characterized by extensive departmentalization, high formalization, alimited information network, and centralization.a. mechanistic modelb. orga nic modelc. tech no logy modeld. boundaryless organization(a; Moderate; p. 440)61. Which of the following is not a characteristic of a mechanistic structure?a. exte nsive departme ntalizati onb. high formalizationc. limited information networkd. flexibility(d; Easy; p. 440)62. If there is low formalization, a comprehensive information network, and high participation in decisi on making, onewould expect a(n):a. bureaucracy.b. mechanistic structure.c. organic structure.d. stable structure.(c; Challe nging; p. 440)63. All of the followi ng are characteristics of the orga nic model except:a. cross-functional teams.b. rigid departmentalization.c. cross hierarchical teams.d. free flow of in formatio n.(b; Moderate; p. 440)64. Which of the following is not a deter minant of an organization ' s structure?a. strategyb. organization sizec. industryd. tech no logy(c; Moderate; pp. 440-444)65. Chan ges in corporate strategy precede and lead to:a. cha nges in the en vir onment.b. better com muni cati on.c. in creased productivity.d. changes in an organization ' s structure.(d; Challe nging; p. 440)66. A strategy that emphasizes the introduction of major new products and services is a(n) ________strategy.a. innovationb. cost-mi ni mizatio nc. imitationd. orga nic(a; Moderate; p. 441)67. The inno vati on strategy is characterized by:a. avoidi ng unn ecessary costs.b. a mixture of loose with tight properties.c. low specialization and low formalization.d. tight controls over current activity.(c; Challe nging; p. 441)68. ____ refers to how an orga ni zati on tra nsfers its in puts into outputs.a. Imitationb. Tech no logyc. Operationsd. Innovation(b; Moderate; p. 441)69. Which of the following is not part of the organization ' s environment?a. public pressure groupsb. customersc. tech no logyd. competitors(c; Easy; p. 443)70. The _____ o f an en vir onment refers to the degree to which it can support growth.a. capacityb. volatilityc. complexityd. nurturanee(a; Moderate; p. 443)71. ____ refers to the degree of in stability of an en vir onment.a. Capacityb. Volatilityc. Complexityd. Equilibrium(b; Easy; p. 443)72. Three key dimensions to any organization environment have been found. Which of thefollowing is not one of these key dimensions?a. volatilityb. capabilityc. complexityd. capacity(b; Moderate; p. 443)73. The ____ of an environment refers to the degree of heterogeneity and concentration amongen vir onmen tal eleme nts.a. capacityb. volatilityc. complexityd. creativity(c; Moderate; p. 443)Orga ni zati on Desig ns and Employee Behavior74. Which of the followi ng gen eralizati ons about orga ni zati onal structures and employee performa nee andsatisfacti on is most true?a. There is fairly strong evide nee lin ki ng dece ntralizati on and job satisfact ion.b. It is probably safe to say that no evide nce supports a relati on ship betwee n spa n of con trol and employeeperforma nce.c. The evide nce gen erally in dicates that work specializati on con tributes to lower employee productivity.d. No one wants work that makes mini mal in tellectual dema nds and is routi ne.(b; Challe nging; pp. 445-446)75. ____ models of organizational structure are perceptions that people hold regarding structuralvariables formed by observing things around them in an unscientific fashion.a. Explicitb. Implicitc. Strategicd. Intuitive(b; Challe nging; p. 447)TRUE/FALSE76. Orga ni zati ons have differe nt structures, but the structure has little beari ng on employee attitudesand behavior.(False; Easy; p. 425)What is Orga ni zati onal Structure?77. Specializati on defi nes how job tasks are formally defi ned, grouped, and coord in ated.(False; Moderate; p. 426)78. Man agers n eed to address six key eleme nts whe n they desig n their orga ni zati ons structure: w specializati on, departme ntalizati on, cha in of comma nd, spa n of con trol, cen tralizati on and decentralizatio n, and formalizati on.(True; Moderate; p. 426)79. The degree to which tasks in the orga ni zati on are subdivided in to separate jobs is termed departme ntalizatio n. (False; Moderate; p. 426)80. Work specializati on and divisio n of labor are the same thi ng.(True; Easy; p. 426)81. Work specialization can be carried too far and may result in employee boredom, stress, and abse nteeism. (True; Moderate; p. 427)82. For much of the first half of this century, managers viewed departmentalization as an unending source of increased productivity.(False; Moderate; p. 427)83. The stre ngth of fun cti onal departme ntalizati on is putt ing similar specialists together.(True; Moderate; p. 428)84. Orga ni zati ons may choose only one of the forms of departme ntalizati on at a time.(False; Moderate; p. 429)85. The in here nt right in a man agerial positi on to give orders and expect the orders to be obeyed is termedauthority.(True; Moderate; p. 429)86. Departmentalization answers questions for employee such as “ Towhom do I go if I have a problem? ”(False; Moderate; p. 429)87. The un broke n line of authority that exte nds from the top of the orga ni zati on to the lowest echel on is termed thecha in of comma nd.(True; Easy; p. 429)88. The pr in ciple of un ity of comma nd suggeststhat man agers should back one ano ther up whe n a directive hasbee n give n.(False; Challe nging; p. 429)89. The trend in rece nt years has bee n toward wider spa ns of con trol.(True; Easy; p. 430)90. Span of con trol determ ines the nu mber of levels and man agers an orga ni zati on has.(True; Moderate; pp. 429-430)91. All thi ngs being equal, the wider or larger the spa n, the more efficie nt the orga ni zati on.(True; Moderate; pp. 429-430)92. Flat orga ni zati onal structures result from narrow spa ns of con trol.(False; Moderate; Exh. 15-3; p. 430)93. Narrow spa ns of con trol en courage overly tight supervisi on and discourage employee aut onomy. (True; Moderate; p. 430)94. Having too many people report to you can un derm ine your effective ness.(True; Challe nging; p. 430)95. The more that lower-level pers onnel provide in put or are actually give n the discreti on to make decisions, themore centralized the organization.(False; Moderate; p. 431)96. A decentralized organization is more likely to result in a feeling of alienation by employees than a cen tralized organi zati on.(False; Challe nging; p. 431)97. There has bee n a marked trend toward dece ntralized decisi on mak ing.(True; Moderate; p. 431)98. In crease in the nu mber of rules and regulati ons results in in creased formalizati on.(True; Moderate; pp. 431-432)99. The greater the formalizati on, the less in put an employee has into how his or her work is done. (True; Moderate; p. 432)100. Autonomy and formalizati on are in versely related.(True; Moderate; p. 432)Common Orga ni zati onal Desig ns101. The simple structure is fast, flexible, inexpensive to maintain, and accountability is clear. (True; Moderate; p. 433) 102. The strength of the bureaucracy lies in its simplicity. It ' fast, flexible, and inexpensive to mai ntain.(False; Moderate; p. 433)103. One major strength of the simple structure is it ' s easy to maintain in any size.(False; Moderate; p. 433)104. The simple structure is risky since everythi ng depe nds on one pers on.(True; Easy; p. 434)105. Stan dardizati on is the key that un derlies all bureaucracies.(True; Easy; p. 434)106. The simple structure is characterized by highly routine operating tasks achieved through specializati on. (False; Moderate; p. 434)107. A major weak ness of the bureaucracy is lack of atte nti on to rules.(False; Easy; p. 434)108. The bureaucracy is efficient only as long as employees confront problems that they have previously encoun tered. (True; Easy; p. 434)109. A structure that creates dual lines of authority and combines functional and product departmentalization is the matrix structure.(True; Moderate; p. 435)110. The stre ngth of the bureaucracy is its ability to facilitate coord in ati on whe n the orga ni zati on has complex and in terdepe ndent activities.(False; Moderate; p. 436)111. The matrix structure facilitates the allocation of specialists.(True; Challe nging; p. 436)112. The major disadvantages of the matrix lie in the confusion it creates, its propensity to foster power struggles, and the stress it places on in dividuals.(True; Challe nging; p. 436)New Desig n Opti ons113. The team structure breaks dow n departme nt barriers and dece ntralizes decisi on maki ng to the level of the work team.(True; Moderate; p. 436)114. Often, particularly among larger orga ni zati ons, the team structure compleme nts what is typically a bureaucracy. (True; Moderate; p. 437)115. The primary characteristics of the virtual orga ni zati on are that it breaks dow n departme nt barriers and dece ntralizes decisi on making to the level of the work team.(False; Moderate; p. 437)116. You have decided to hire a small shop to do all your duplicating and printing. This is an example of outsourc ing. (True; Moderate; p. 437)117. The virtual organization is also called the network or modular organization.(True; Moderate; p. 437)118. The major advantage to the virtual organization is its flexibility.(True; Easy; p. 438)119. The virtual organization was created to obtain maximum stability.(False; Moderate; p. 438)120. Jack Welch coined the term boun daryless orga ni zati on.(True; Easy; p. 438)121. An orga ni zati on that seeks to elim in ate the cha in of comma nd is a boun daryless orga ni zati on. (True; Moderate; p. 438)122. Status and rank are mini mized in the boun daryless orga ni zati on.True; Moderate; p. 439)123. Globalization is more difficult in a boundaryless organization.(False; Challe nging; p. 439)124. The one com mon tech no logical thread that makes the boun daryless orga ni zati on possible is n etworked computers.(True; Moderate; p. 439)Why Do Structures Differ?125. The organic structure is characterized by extensive departmentalization, high formalization, a limited information network, and centralization.(False; Easy; p. 440)126. The boundaryless organization is an example of the organic model of organizational design.(True; Easy; p. 440)127. Mecha ni stic structures are high in formalizati on.(True; Moderate; p. 440)128. Mechanistic structures have high participation in decision making.(False; Moderate; p. 440)129. Strategy does not impact an organization ' s structure.(False; Easy; p. 440)130. An inno vati on strategy works well only for simple cha nge.(False; Moderate; p. 441)131. An organization that tightly controls costs, refrains from incurring unnecessary innovation or marketing expenses, and cuts prices in selling a basic product pursues a cost-minimization strategy.(True; Moderate; p. 441)132. An innovation strategy seeks to move into new products or new markets only after their viability has bee n prove n. (False; Moderate; p. 441)133. Size appears to have a decreas ing rate of impact on complexity of structure.(True; Challe nging; pp. 441-442)134. Adding 500 employees to an organization that has only 300 members is likely to result in a shift toward a more orga nic structure.(False; Challe nging; p. 442)135. Tech no logy refers to how an orga ni zati on tran sfers its in puts into outputs. (True; Moderate; p. 442)136. The three key dimensions to an organization 'esvironment have been found to be: capacity, complexity, and tech no logy.(False; Challe nging; p. 443)137. The environment of an organization needs to be assessed in terms of capacity, which is the degree of heteroge neity and concen trati on among en vir onmen tal eleme nts.(False; Challe nging; p. 443)138. The more scarce, dyn amic, and complex the en vir onment, the more orga nic a structure should be. (True; Moderate; p. 444)Orga ni zati onal Desig ns and Employee Behavior139. Research supports the no ti on that employees prefer an orga nic structure. (False; Moderate; p. 445)140. There is fairly str ong evide nee lin ki ng work specializati on to positive job satisfact ion.(False; Challe nging; p. 445)141. A review of the research in dicates that there is no evide nce to support a relati on ship betwee n spa n of con trol and employee performa nce.(True; Challe nging; p. 445)142. Orga ni zati ons that are less cen tralized have a greater amount of participative decisi on mak ing. (True; Easy; p. 446)SCENARIO-BASED QUESTIONSApplication of Six Key Questions That Managers Need to Answer in Designing the Proper Organizational StructureWe-Train-Em has hired you to develop training materials for their seminars. Your first assignment is to write a training manual that will assist new man agers in desig ning an appropriate structure for their part of an orga ni zati on. In cluded in the manual will be in formati on about the key questi ons that they must an swer in decidi ng about the best orga ni zati onal structure.143. One of the questi ons in cluded in the training manual is “ To what degree are tasks subdivided into separate jobs? ” This questi on addresses the issue of:a. formalizatio n.b. work specializati on.c. span of control.d. cha in of comma nd.(b; Moderate; Exh. 15-1; p. 426)。

组织行为学双语教学英语部分练习题以及复习资料

为方便答题，所有判断题目答案附在chapter9后之后Chapter 1 Introduction to Organizational BehaviorTrue/False Questions1. Organizational behavior is the study of human attitudes, behavior, and performance inorganizations.2. Organizational behavior is the study of values, goals and policies in an organization.3. The study of organizational behavior focuses on organizations, groups and individuals.4. Organizational behavior draws on many different business disciplines.5. Contributions from psychology, sociology, economics and industrial engineering are appliedin organizational behavior theory.6. Practical experience is more relevant to the study of organizational behavior than research andtheory.7. Scientific management involves the study of work processes to make them more efficient.8. Efficiency and quality can be improved by studying work processes.9. Administrative management proposes that a manager’s job include the basic functions ofplanning, organizing, commanding, coordinating and controlling.10. Organizations could reduce conflict by getting employees and managers focused on sharedgoals.Short Answer Questions1. _____________ consists of the actions and interactions of individuals and groups inorganizations.Answer: organizational behavior (OB)2. A social entity that is goal directed and deliberately structured is known as a(n)_____________.Answer: organization3. _____________ is a school of management that involves developing a standard method forperforming each job, training workers, and offering wage incentives.Answer: scientific management4. The _____________ school of management explores ways managers can influence productivitythrough human relations.Answer: human relationsEssay Questions1.Describe the various management schools of thought.Answer:?Scientific management—developed a standard method for performing each job, trained workers in the standard, eliminated interruptions, and offered wage incentives.?Administrative management—identified what structured would be most efficient in a givenenvironment and advocated putting policies and procedures into writing.?Human relations school—explored way managers could influence productivity by establishing positive relationships with employees.?Management science—applies scientific method and mathematical models to management problems.?Open systems—describes organizations as systems that interact with their environment, transforming inputs into outputs.?Sustained competitive advantage—focuses on the means organizations can create to sustain an advantage over competitors.2.Outline the assumptions about employees identified as Theory X and Theory Y.Answer:?Theory X assumes workers dislike their work and must be coerced into doing it.?Theory Y assumes that wor k is a natural part of employees’ lives and that employees will be industrious and creative if they are committed to their work.3.Identify and discuss five core values of Total Quality Management.Answer: There are ten core values with descriptions offered in Exhibit 1.3, page 15. Usethis table to guide your grading of the question.4.Identify and discuss the four management functions. Which function is most importantand why?Answer:Planning—defines goals and determines how to achieve themOrganizing—assigns tasks, delegates responsibility, and allocates resources.Leading—use of influence to inspire and empower others to work toward the organizationalgoals.Controlling—measures performance to its objectives.The most important function is planning because it influences all the other functions in howeach function is administrated.Chapter2Individual DifferencesTrue/False Questions1. Productivity, innovativeness, creativity, and other organizational outcomes are influenced byhow employees behave.2. People are an organization’s most valuable resource and are least likely to cause problems.3. Individual differences do not influence whether a person will be able to successfully performa job.4. A psychological contract describes what an employer expects from the employee and whatthe employee will contribute based on these expectations.5. A psychological contract outlines what an employee expects to contribute and what the organization will provide to the employee for these contributions.6. Psychological contracts are negotiated and written down as terms of employment.7. If an organization violates the psychological contract, employee satisfaction, trust and desireto stay with the organization goes down.8. Psychological contracts in today’s wor k environment emphasize job security for the employee.9. Psychological contracts in today’s work environment emphasize employee career management and development.10. If an employee is struggling in a job, the manager should reshape the job.Short Answer Questions1. __________________ are an organization’s most valuable resource.Answer: People Page: 892. __________________ are characteristics that vary from one person to another.Answer: Individual differences Page: 893. What an employee expects to contribute and what the organization will provide to the employee for their contributions is known as __________________.Answer: Psychological contract Page: 90ability and personality match the requirements of a job is 4. The extent to which a person’scalled __________________.Answer: Person-job fit Page: 935. When __________________ is poor, jobs need to be restructured or employees need to be replaced.Answer: Person-job fit Page: 94personality, goals, and 6. __________________ refers to the match between an individual’svalues and the organization culture.Answer: Person-organization fit Page: 94Essay Questions1. Explain cognitive ability and define its three specific dimensions.Answer:?Cognitive ability refers to an i ndividual’s capacity to think and analyze information. Three dimensions are verbal comprehension, quantitative ability, reasoning ability.?Verbal comprehension refers to a person’s capacity to understand and use written and spoken language.?Quantitati ve ability refers to an individual’s speed and accuracy in solving math problems. ?Reasoning ability refers to an individual’s capacity to solve different types of problemsLevel: 12．What are cognitive styles and explain the four dimensions of the Myers BriggsType Indicator.Answer:?Cognitive styles are different ways individuals perceive and process information. The four dimensions are?Energy (Introversion vs. Extroversion) determines where individuals gain interpersonal strength and stimulation. Extroverts gain energy through others while introverts focus on personal thoughts and feelings.?Information gathering relates to the action individuals take when making decisions. Sensingfocus on facts and details and intuitive focus less on facts and more on the relationships betweenideas.feelings.?Decision making relates to how much consideration a person gives to others’　Thinking focus on being objective while feelings are considered how the decision impacts others.?Life style relates to an individual’s tendency to be flexible and adaptive. Judging focus ongoals and is less flexible while perceiving dislikes deadlines.3. What is emotional intelligence and outline and discuss three of its components.Answer:?Emotional intelligence is the ability to accurately perceive, evaluate, express, and regulate emotions and feelings. The five components are listed in exhibit 3.7, p. 102. Use the exhibit toassist with grading the five components.4. Explain the learning process. Identify and explain one type of learning styleand indicate the type of likely occupations those with this learning style might have.Answer:?The learning process goes from a concrete experience to reflective observation to abstract conceptualization to active experimentation. The results of the experimentation generate newexperiences and the cycle outlined above repeats itself. As for one learning style use exhibit 3.9, p. 105 to assist in grading the question.5. What are instrumental and terminal values? How do values and attitudes relate?Answer:?Instrumental values are beliefs about the types of behavior that are appropriate for reaching goals.?Terminal values are beliefs about which outcomes are worth trying to achieve.?Attitudes are considered to have three components: cognition, feelings, and behavior. The cognition component includes the beliefs and values of a person. Therefore, one’s attitude is usually grounded in one’s beliefs or values.Chapter 3Perception and AttributionTrue/False Questions1. The perception process begins with attention.2. The organization stage of perception begins when a person pays attention to a stimulus and then begins to make sense of it.3. A person who uses the closure mechanism for organizing stimuli might overhear one side ofa phone conversation and is likely to imagine the overall content of the conversation.4. When a person perceives sensory data in a continuous pattern, they are using the continuity mechanism for organizing stimuli.5. A person who uses the continuity mechanism for organizing stimuli might overhear one sideof a phone conversation and is likely to imagine the overall content of the conversation.6. When a person perceives sensory data in a continuous pattern, they are using the closure mechanism for organizing stimuli.7. When people organize stimuli, they often use frames of reference called schemas.8. If managers review salaries and employee performance at the same time, employees perceive the two reviews as being in proximity.9. When employees bring their own script to a given situation, it will reduce the possibility of misunderstandings.10. A prototype is a schema that summarizes what we have learned about categories of people or objects.11. A script is a schema that summarizes what we have learned about categories of people or objects.12. In the interpretation stage of the perception process, the perceiver looks for explanations for stimuli.13. Projection is an interpretive process where you assign your own thoughts and feelings to aperson being perceived.14. Attribution is an interpretive process where a person uses observations and inferences to explain people’s behavior.15. Attribution is an interpretive process where you assign your own thoughts and feelings to a person being perceived.16. Projection is an interpretive process where a person uses observations and inferences to explain people’s behavior.17. In the retrieval stage of the perception process, a person recalls information about past events.18. In the judgment stage of the perception process a person aggregates and weights information to arrive at an overall conclusion.19. The interpretation stage is the final stage in the perception process.20. All people follow the same stages of perception.Short Answer Questions1. ____________________ is the process by which people notice and make sense of information from the environment.Answer: Perception2. The stage in the perception process that involves noticing some of the information available and filtering out the rest is ____________________.Answer: Attention3. The stage in the perception process that involves sorting information by using a frame of reference is ____________________.Answer: Organization4. When people use the ____________________ mechanism for organizing stimuli, they tendto perceive incomplete data in a whole, complete form.Answer: Closure5. When people perceive sensory data in a continuous pattern, they are using the ____________________ mechanism for organizing stimuli.Answer: Continuity6. ____________________ is when stimuli are near each other and people perceive them as being related.Answer: Proximity7. When stimuli are alike in some way people tend to group them. This mechanism fororganizing stimuli is known as ____________________.Answer: Similarity8. ____________________ is a mechanism for organizing stimuli where people tend to perceive the sensory data they are most attentive to as standing out against the background of other sensory data.Answer: Figure-ground9. A cognitive structure in which related items of information are grouped together is known as____________________.Answer: Schema10. A ____________________ is a schema that describes a sequence of actions.Answer: Script11. A ____________________ is a schema that summarizes what we have learned about categories of people or objects.Answer: PrototypesChapter 4Sources of MotivationTrue/False Questions1. Content theories emphasize the needs that motivate people.2. Basic needs create internal tension that will motivate positive behaviors to fulfill the needs.3. Basic needs create internal tension that will motive behavior to fulfill the needs.4. Intrinsic rewards are the personal satisfactions a person receives while performing a particular action.5. Extrinsic rewards are given by another person as a result of the employee’sperforming a particular action such as completion of a task.6. Extrinsic rewards are the personal satisfactions a person receives while performing a particular action.7. Intrinsic rewards are given by another person as a result of the employee’sperforming a particular action such as completion of a task.8. A manager might give an extrinsic reward by recommending promotion or pay increase foran employee who performs well.9. When an employee feels a sense of accomplishment for completion of a task, they are receiving an intrinsic reward.10. Scientific management is an example of the traditional approach to motivation.Short Answer Questions1. ___________________ are motivation theories that emphasize the needs that motivate people.Answer: Content theories2. ___________________ refers to the forces either within or external to a person that energize, direct, and maintain behavior.Answer: Motivation3. ___________________ are the satisfactions a person receives while performing a particular action.Answer: Intrinsic rewards4. ___________________ are given by another person as a result of the employ ee’s performinga particular action such as completion of a task.Answer: Extrinsic rewards5. The ___________________ to motivation emphasizes increasing the efficiency of an employee’s job and providing economic rewards for high performance.Answer: Traditional approach6. The ___________________ to motivation emphasizes that noneconomic rewards are more important than money as a motivator of work behavior.Answer: Human relations approach7. The ___________________ to motivation suggests that employees are complex and motivated by many factors.Answer: Human resources approach8. ___________________ are a contemporary approach to motivation and stress the analysis of underlying human needs.Answer: Content theories9. A motivation theory that proposes that humans are motivated by multiple needs and that these needs vary in importance is the ___________________.Answer: Hierarchy of needs10. ___________________ needs are the most basic human needs including food water and sex.Answer: PhysiologicalEssay Questions1. Identify and explain the four foundations of motivation.Answer:?Traditional approach—emphasizes external factors on motivation where people work for the money; also known as the economic man.?Human relations approach—emphasizes the noneconomic rewards over money; the idea ofthe social man.?Human resource approach—combines the economic and social man and views the person asa whole.?Contemporary approach—focus is on the three different theories of motivation: content (satisfy underlying needs), process (thought processes that influence behavior) and reinforcement theories.2. Describe Maslow’s h ierarchy of needs and the ERG theory. How are these two theories similar and how are they different?Answer:?Maslow has five needs that motivate individuals. Those five in order of lowest to highestare: physiological, safety, social, esteem, and self-actualization.?ERG has three categories: existence, relatedness, growth.?Maslow and ERG are similar in that an unsatisfied need motivates, existence is the combination of physiological and safety and growth are the combination of esteem andself-actualization.?Maslow and ERG differ in that with Maslow the movement on the hierarchy is more rigidthan the ERG.3. What is the acquired needs theory? Which need appears to predict entrepreneurs?Answer:?Acquired needs theory proposes that certain types of needs are acquired during anAs with all content theories, an unsatisfied n eed motivates.individual’s lifetime.?Need for achievement—the desire to accomplish something difficult, attain a high standardof success, master complex tasks, and surpass others.?Need for affiliation—the desire to form close personal relationships.?Need for power—the desire to influence or control others.?High need for achievement appears to predict entrepreneurs.4. What is the two-factor theory? How does it differ from Maslow’s hierarchy of needs?Answer:?The work characteristics associated with dissatisfaction (hygiene factors) are very differentfrom those pertaining to satisfaction (motivators). In other words, once hygiene factors are nolonger a source of dissatisfaction, the employee is still not motivated. To motivate, motivatorsmust be added once the employee is neither dissatisfied nor satisfied.?Hygiene factors are job context factors like working conditions, pay, company policies, and coworkers.?Motivators are job content factors like challenging work, recognition, and responsibility.?The difference between Maslow and two-factor is the state where an employee is neither dissatisfied nor satisfied.5. Identify and explain the four job design approaches. Which approach provides the opportunity for higher job satisfaction?Answer: The four approaches are motivational, mechanistic, biological, and perceptual-motor. Use exhibit 5.6 page 177 to assist in grading?Motivational—use job characteristics model indicating where jobs are design to increase thesatisfaction) and productivity.quality of employees’ work experience (?Mechanistic—a job-design approach that emphasizes the simplest way to perform a job to maximize efficient (assembly line).physical capabilities and limitations?Biological—job-design that focus on individuals’　(ergonomics).?Perceptual-motor—focuses on the individual’s mental capabilities and limitations where the job does not exceed humans’ mental capabilities. Like air traffic controllers.?Motivational provides the opportunity for higher job satisfaction.Chapter 5Motivation ProcessesTrue/False Questions1. Process theories explain how employees are motivated.2. Content theories explain what motivates employees.3. Content theories explain how employees are motivated.4. Process theories explain what motivates employees.5. According to the equity theory, employees will be satisfied if they perceive their rewards as equal to what others receive for similar contributions.6. Inequity can be perceived both through overpayment and underpayment in comparison with others.7. The only methods for reducing perceived inequity are changing inputs and/or changing outcomes.8. Employee theft is an example of employee response to perceived unfair procedural justice.9. Expectancy theory is concerned with identifying types of needs.10. Expectancy theory is concerned with understanding the thinking process that individuals use to achieve rewards.Essay Questions1. What is equity theory? Explain four common methods for reducingperceived inequity.Answer: A process theory that focuses on the individual’s perception of how they were treated in comparison to others. The four common methods are?Change inputs—increase or decrease effort?Change outcomes—request more based on what others receive?Distort perceptions—of the input-output ratio?Leave the job2. What is the expectancy theory? Explain the three major elements of the expectancy theory.Answer: A process theory that depends on individual’s expectations about the ability to perform tasks and receive desired rewards. The major elements are the effort to performance, performance to outcome, and valence. Effort to performance is a judgment as to whether puttingeffort into a given task will lead to high performance. Performance to outcome involves whethersuccessful performance of a task will lead to the desired outcomes. Valence is the value of thereward to the individual. If the individual doesn’t believe any of three will happen, the result islow motivation.3. Identify and explain the four types of reinforcement.Answer: the four types of reinforcement are:?Positive reinforcement—provide something of value increases likelihood that the behavior isrepeated.?Avoidance learning (negative)—person avoids something unpleasant which increase odd thatthe behavior will be repeated.?Punishment—imposition of something unpleasant on an outcome therefore decreasing theodds of that behavior being repeated.?Extinction—withdraw of positive reinforcement which decreases the odds of that behaviorappearing again.4. Identify and explain four characteristics of effective goals?Answer: Utilize exhibit 6.6 p. 206 to assist in your grading. The following six characteristics arelisted: are specific and measurable, are accepted and endorsed, are linked to rewards, relate to adefined time period, are challenging and realistic, and are focused on key result areas.5. Identify and explain the five items along the continuum of empowerment and provide an example for each item.Answer: Utilize exhibit 6.12 p. 218 to assist your grading. The five items along the continuum with an example of each are:?Have no decision discretion (staff meetings).?Give input (suggestion box).?Participate in decisions (quality circles).?Make decisions (task force).?Are responsible for decision process and strategy (self-management).Chapter 7The Structure and Behavior of GroupsTrue/False Questions1. Passive membership in an organization such as the American Automobile Association is an example of an organizational behavior group.2. Groups have the potential to meet their individuals’ social needs.3. The reasons for establishing a group influence the form the group takes.4. Departments, teams, and divisions are examples of a formal group.5. One person in a group can have success independently of the contributions of the other group members.6. A committee established to define disaster plans in the event of an emergency is an example of a task group.7. Informal groups have no influence on achievement of organizational objectives.8. The phrase “keeping up with the Jones’s” describes a reference group.9. Group development occurs in stages of specific intensity or length.10. The first stage in group development is the forming stage.Essay Questions1. Identify and discuss the stages of group development.Answer: There are five stages of group development.?Forming—group begins and there is a level of uncertainty?Storming—conflict over direction?Norming—conflict resolution and generation of team spirit?Performing –collaboration and goal achievement?Adjourning—end of group2. What are task and maintenance roles and what value do they have for a group. Provide two example of each in your discussion.Answer: task roles allow the group to define and pursue a group objective. Maintenance roles involve building and sustaining positive relationships among group members. For a group to be effective, members in the group must play both task and maintenance roles. See page 241, exhibit 7.4 to assist in grading the examples of each role.3. Identify four factors that influence group performance. Be sure to offer a complete explanation about each factor.Answer: There are seven factors that influence group performance. Use exhibit 7.9 page 252 to assist in grading of this question. In general the seven factors are:a. Sizeb. Compositionc. Resourcesd. Taskse. Normsf. Cohesivenessg. Rewards4. What is social loafing and how might it be controlled?Answer: social loafing is the tendency of group members to reduce their efforts as the size of the group increases. Ways to control it are (1) keep groups small so members can be held accountable for the behavior, and (2) measure individual as well as group output.5. Discuss the influence norms and cohesiveness has on group performance.Answer: there are two types of performance norms: high and low. High performance norms means the group favors quality work and output in relationship to the organization. Low performance norms means the group is more interested in satisfying their needs over the needs of the organization. High cohesiveness is how much desire members have to remain part of the group.Chapter 9Leadership in OrganizationsTrue/False Questions1. Leadership is multidirectional and noncoercive.2. The people involved in a leadership relationship want changes and the leader dictates these changes.3. The same qualities that make an effective leader make an effective follower.4. All good leaders are managers.5. A major difference between a leader and a manager is their sources of power.6. The power of a leader comes from the formal authority granted within the organization structure.7. The power of a manager comes from the formal authority granted within the organization structure.8. The power of a manager comes from personal sources that are not invested in the organization.Multiple Choice Questions1. The scientific study of leadershipa. began early in the 19th century.b. recently began with researchers studying the success of Phil Jackson in the NBA.c. is fairly recent, beginning in the early 21st century.d. is fairly recent, beginning in the early 20th century.Answer: d Level: 12. Leadership isa. a person who thinks independently, is capable of self-management, and plays an active role inthe organization.b. the distinguishing personal characteristics of a leader, such as intelligence, self-confidence,and appearance.c. an influence relationship among leaders and followers who intend real changes that reflecttheir shared purposes.d. a leader who tends to centralize authority and rely on formal position, use rewards, and coercion to influence subordinates.e. a leader who delegates authority to others, encourage participation, relies on subordinates’　knowledge for completion of tasks, and depends on subordinate appreciation and respect for influence.Answer: c Level: 13. An influence relationship among leaders and followers who intend real changes that reflect their shared purposes is known asa. the LPC scale.b. vision.c. consideration.d. leadership.e. the attribution theory of leadership.Answer: d Level: 14. An important aspect of leadership is thata. leaders are leaders and followers are followers, they are never the same person.b. leaders are somehow different, they are above others.c. leadership only emerges from the top of the organization.d. leaders and followers may sometimes be the same people, playing different roles at different times.e. only men make great leaders.Answer: d Level: 15. Leadership isa. something that is done to followers.b. where superiors influence subordinates but are not influence by subordinates.c. where the relationship among people is passive.d. where people involved in a leadership relationship want substantive changes.Answer: d6. One way of looking at leaders and managers isa. managers promote stability, leaders promote change.b. managers promote change, leaders promote stability.c. leaders promote both stability and change.d. neither managers nor leaders are involved with change.Answer: a Level: 1 57. Good management helps organizations achieve short-term results and meet the expectations of various stakeholders.Answer: True Level: 2 58. Effective leadership results in successful organizational change.Answer: True Level: 1 5Essay Questions。

组织行为学英文版习题

组织行为学英文版习题IntroductionOrganizational Behavior (OB) is a field that studies the behavior of individuals, groups, and organizations within a workplace. It examines how individuals interact with each other, how groups form and function, and how organizations are structured and operate. As an interdisciplinary field, OB incorporates concepts from psychology, sociology, and management to understand and explain human behavior in organizational settings.To gain a comprehensive understanding of OB, it is essential to engage in practice and apply the concepts and theories to real-life scenarios. This document presents a series of OB exercises and questions designed to reinforce the concepts covered in the subject. These exercises will test your knowledge and understanding, and help you apply OB concepts to practical situations.Exercise 1: Individual Behavior1.Describe the three determinants of individual behavior inorganizations.2.Explain the concept of personality in OB. How does personalityinfluence individual behavior in organizations?3.Discuss the relationship between attitudes and behavior inorganizations. Give examples of how attitudes can impact behavior.4.What is perception in OB? How does perception affect individualbehavior?Exercise 2: Group Behavior1.Define a group and discuss the importance of groups in organizations.2.Describe the stages of group development according to Tuckman’s model.3.Explain the concept of group norms. How do group norms influence individual behavior within the group?4.Discuss the advantages and disadvantages of group decision-making compared to individual decision-making.Exercise 3: Organizational Structure and Design1.Differentiate between mechanistic and organic organizational structures. What are the advantages and disadvantages of each?2.Describe the different types of organizational designs, such as functional, divisional, and matrix structures.3.Discuss the concept of organizational culture. How does organizational culture impact behavior within an organization?4.Explain the concept of organizational change. What are the major sources of resistance to organizational change?Exercise 4: Leadership and Motivation1.Define leadership and discuss the different leadership styles.2.Explain the concept of motivation in OB. What are the major theoriesof motivation?3.Discuss the relationship between leadership and motivation. How canleaders motivate their employees?4.Describe the concept of power in organizations. How can leaderseffectively use power to influence behavior and achieve goals?Exercise 5: Communication and Conflict1.Define communication and explain the components of thecommunication process.2.Discuss the different communication channels and their advantagesand disadvantages.3.Explain the concept of conflict and discuss the major sources ofconflict within organizations.4.Describe the different conflict resolution strategies and when to usethem.ConclusionEngaging in these exercises will not only reinforce your understanding of organizational behavior concepts but also enhance your critical thinking and problem-solving skills. By applying OB principles to real-life situations, you will be better equipped to navigate the complexities of the workplace and contribute to the success of organizations.Remember to reflect on the exercises and think about how the concepts can be applied in your own workplace. By doing so, you will develop a deeper understanding of organizational behavior and become a more effective and successful professional.。

(完整word版)《组织行为学》练习题库(更新)(1)

《组织行为学》练习测试题库（标红题目为更新题目）填空题1．组织行为学常见的研究方法有：_观察法；调查法；实验法；测验法；案例分析法 .2．能力差异表现为：水平差异；类型差异；早晚差异_。

3．性格形成和发展的影响因素有：社会文化因素；学校教育因素；家庭因素；个体因素。

4．动机的产生主要依赖两个条件：其一是个体因缺乏某种东西而引起的需要（驱力或欲望）；其二是个体之外能满足需要的客体、情境、条件等诱因。

5．需要层次理论认为人的需要有：生理需要；安全需要；社交的需要；尊重的需要、自我实现的需要。

6．成就需要理论认为人的高层次需要由权力需要；友谊需要和成就需要构成。

7．“生存、关系、成长”理论认为人类有三种需要：_生存需要；相互关系需要和成长需要_ 。

8．从公平理论来看，影响激励效果的不仅有__报酬的绝对值，还有报酬的相对值。

9．强化的类型有_报酬的绝对值报酬的相对_ 。

10．综合激励理论主要包括_ 波特——劳勒_的综合激励理论和_罗伯特·豪斯的综合激励理论。

11．挫折发生的三个必备条件是_个体所期望或追求的目标是重要的；个体认为该目标是有可能达成的；在目标与现实中存在难以克服的障碍。

12．影响人际知觉偏见的心理因素有第一印象（初次印象）；刻板印象（人际知觉的定型化）；光环效应（晕轮效应）。

13．归因的一般原则有共变原则；打折扣原则；非共同效果原则；非预期性原则；三度归因原则。

14．根据信息沟通时的反馈信息多少，在组织中可以把沟通分为两种：_双向沟通和单向沟通。

15．从相互作用分析的角度出发，交往的形式主要有两种，即平行的交往和交叉的交往_。

16．高绩效团队的特点有：_ 高效率、高绩效；规模较小；成员技能互补；善于变化。

17．领导行为的效果是由_领导者、被领导者以及环境变量__交互作用所决定的。

18．20世纪70年代，领导问题的研究以考虑情境因素的应变理论为主导方向。

但到20世纪80年代，一些研究者则从领导与下级的关系以及领导者是否具有远见卓识的角度研究领导行为，从而提出了各种不同的理论，主要包括_领导—成员交换理论；领导归因理论；领导魅力理论；转变型领导理论和超越型领导理论。

完整word版组织行为学全英文版复习题

OB复习题一、名词解释1、Learning: Any relatively permanent change in behavior that occurs as a result of experience.2、Attitude: Evaluate statements or judgements concerning objects,people,or events.3、Informal Group: A group that is neither formally structured nor organizationally determined; appears in response to the need for social contact.4、Communication:The transference and understanding of meaning.5、Leadership:The ability to influence a group toward the achievement of goals.6、Organization :A consciously coordinated social unit,composed of two or more people,that functions on a relatively continuous basis to achieve a common goal or set of goals.7、Motivation:The process that account for an individual's intensity,direction,and persistence of effort toward attaining a goal.8、Personality:The sum total of ways in which an individual reacts and interacts with thers.9、Negotiation:A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.二、掌握的知识点1、Attitude:①implication above;②It can be seen by looking at the three components: cognition, affect, and behavior.③Most research in OB has been concerned with three types of attitudes: job satisfaction, job involvement, and organizational commitment.④Attitude and Consistency: Research has generally concluded that people seek consistency among their attitudes and between their attitudes and their behavior.⑤Cognitive Dissonance Theory: No individual, of course, can completely avoid dissonance. If the elements creating the dissonance are relatively unimportant, the pressure to correct this imbalance will be low. The degree of influence that individuals believe that they have over the elements will have an impact on how they will react to the dissonance. High rewards accompanying high dissonance tend to reduce the tension inherent in the dissonance.⑥Measuring the A-B(attitude-behavior) relationship:A. Moderating Variables: The more specific the attitude and the more specific the behavior, the stronger the link between the two.B. Self-perception theory: Attitudes are used after the fact to make sense out of an action that has already occurred.⑦An application—Attitude Surveys: Elicit responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors(监督者), and the organization.⑧Attitude and Workforce Diversity(劳动多样性): It is increasingly concerned with changing employee attitudes to reflect shifting perspectives on racial, gender, and other diversity issues.2、Job involvement: It is a kind of the degree to which a person identifies with his or her job, actively participates in it, and considers his or her performance important to self-worth.3、The big five model:The Big-Five model includes the following five factors:①Extroversion: A personality dimension describing someone who is sociable, gregarious(协;（信任的）), and assertive作的．②Agreeableness: A personality dimension describing someone who is good-natured, cooperative, and trusting.③Conscientiousness: A personality dimension describing someone who is responsible, dependable, persistent, and organized.④Emotional stability: A personality dimension characterizing someone as calm, self-confident, secure(positive) versus nervous, depressed, and insecure(negative).⑤Openness to experience: A personality dimension characterizing someone in terms of imagination, sensitivity, and curiosity.4、Maslow's hierarchy of needs: There is a hierarchy of five needs,as each need is substantiallysatisfied, the next need become dominant. These needs are:①Physiological: as hunger, thirst, shelter, sex, and other bodily needs.②Safety: as security and protection from physical and emotional harm.③Social: as affection, belongingness, acceptance, friendship.④Esteem: internal esteem: as self-respect, autonomy(自主), achievement; external esteem: as status, recognition, attention.⑤Self-actualization: as growth, achieving one's potential, self-fulfillment.5、Two-Factor Theory: In this theory, intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction.Intrinsic factors,such as advancement, recognition, responsibility, and achievement. Respondents who feel good about their work tend to attribute these factors to themselves.Extrinsic factors, such as supervision, pay, company policies, working conditions, job security, relationship with others, will be cited when respondents dissatisfy. And these can be included in hygiene factors, while they are adequate, people will not be dissatisfied.6、ERG theory: It is a revised version of Maslow's hierarchy of needs, consisting of three groups of core needs: existence, relatedness, growth.Existence: concerned with providing our basic material, including physiological and safety.Relatedness: social and status desires require interaction with others, including social and the external component of esteem.Growth: including the intrinsic component of esteem and self-actualization.7、Group:①Defining: Two or more individuals, interacting and interdependent, who have come togetherto achieve particular objectives. People join groups because of security, status, self-esteem, affiliation, power, goal achievements.②Classifying: Formal groups: command group, task group ; Informal groups: interest group, friendship group.***Stages of Group Development refer to “掌握的知识点12”③Group structure: Roles(Role Identity, Role Perception, Role Expectations, Role conflict) ; Norms(Common Classes of Norms, Conformity(从众), Deviant(偏离) Workplace Behavior) ; Status ; Size ; Cohesiveness(零距离).***Group Decision Making refer to “简答9”8、Trait Theories: They consider personal qualities and characteristics that differentiate leadersfrom nonleaders according to the following seven traits: ambition and energy, the desire to lead, honesty and integrity, self-confident, intelligence, high self-monitoring, job-relevant knowledge.9、Double-loop learning: Learning organizations use double-loop learning.Errors are corrected by modifying the organization's objectives, policies, and standard routines.In this way, it provides opportunities for radically different solutions to problems and dramatic jumps in improvement.10、Selective perception: People selectively interpret what they see on the basis of their interests,background, experience, and attitudes,which is called selective perception.11、Methods of shaping behavior: Shaping behavior Systematically reinforces each successive step that moves an individual closer to the desired response.There are four ways to shape behavior:①through positive reinforcement,②through negative reinforcement,③punishment,④extinction(消亡).12、Five-stage group-development model:①Forming stage: the first stage in group development, characterized by much uncertainty.②Storming stage: the second stage in group development, characterized by intragroupconflict.③Norming stage: the third stage in group development, characterized by close relationshipsand cohesiveness.④Performing stage: the fourth stage in group development, when the group is fullyfunctional.⑤Adjourning stage: the final stage in group development for temporary groups,characterized by concern with wrapping up activities rather than task performance.三、简答1、List the Henri Fayol's five management functions and today's four management functions.Henri Fayol's five management functions: plan, organize, command, coordinate, control.Today's four management functions: planning, organizing, leading, controlling.2、List the 10 different , highly interrelated management roles.Interpersonal roles include: figurehead(虚君), leader, liaison（联络者）Informational roles include: monitor（监听者）, disseminator（消息发布者）, spokesperson （发言人）Decisional roles include: entrepreneur, disturbance handler（控制者）, resource allocator, negotiator3、Explain the three essential management skills that Robert Katz has identified.①Technical Skills: They encompass the ability to apply specialized knowledge or expertise.②Human Skills: They refer to the ability to work with, understand, and motivate otherpeople, both individually and in groups.③Conceptual Skills: They refer to the mental ability to analyse and diagnose complexsituations.4、List three theories of learning.①Classical Conditioning: It grew out of experiments by Russia physiologist Ivan Pavlov. It isa type of conditioning in which an individual responds to some stimulus that would not ordinarily produce such a response.②Operant Conditioning: It is a type of conditioning in which desired voluntary behavior leadsto a reward or prevents a punishments.Social Learning: That is people can learn through observation an direct experience.③5、Explain classical conditioning.Classical Conditioning grew out of experiments by Russia physiologist Ivan Pavlov. It is atype of conditioning in which an individual responds to some stimulus that would not ordinarily produce such a response.6、Briefly describe personality-job fit theory and its six typology of personality.Personality-job fit theory identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.①Realistic: He or she prefers physical activities that require skill, strength, and coordination.②Investigative: He or she prefers activities that involve thinking, organizing, and understanding.③Social: He or she prefers activities that involve helping and developing others.④Conventional: He or she prefers rule-regulated, orderly, and unambiguous activities.⑤Enterprising: He or she prefers verbal activities in which there are opportunities to influence others and attain power.⑥Artistic: He or she prefers ambiguous and unsystematic activities that allow creative expression.8、List the barriers to effective communication.①Filtering(消息走样): It refers to a sender's manipulation(操作) of information that so that itwill be seen more favorably by the receiver.②Selective Perception: The receivers in the communication process selectively see and hear based on their needs, motivations, experiences, background, and other personal characteristics.③Information Overload: It is a condition in which information inflow exceeds an individual's processing capacity.④Defensiveness: When people feel threatened, they tend to react in ways that reduce theirability to achieve mutual understanding.⑤Language: Age, education, cultural background are three of the more obvious variables that influence the language a person uses an the definitions he or she gives to words.⑥Communication Apprehension: It is another barrier that makes people suffer from undue tension and anxiety about oral communication, written communication, or both.9、Describe strengths and weaknesses of group decision making.Strengths: ①Groups generate more complete information and knowledge.②Groups offer increased diversity of views.③Groups generate higher-quality decisions.④Groups lead to increased acceptance of solutions.Weaknesses: ①Groups decision making are time consuming.②They're conformity(从众) pressures in groups.③They can be dominated by one or a few members.④They suffer from ambiguous responsibility.10、Describe the reasons why individuals and organizations may resist change.Individuals' resistance sources:①Habit;②Security;③Economic factors;④Fear of the unknown;⑤Selective information processing.Organizations' resistance sources:①Structural inertia(惯性);②Limited focus of change;③Group inertia;④Threat to expertise;⑤Threat to established power relationships;⑥Threat to established).资源配置resource allocations(11、What is stress? How does an individual manage stresses?(1)Stress is a dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what he or she desires and for which the outcome is perceived tobe both uncertain and important.(2)Individual strategies that have proven effective include implementing four approaches:①time-management techniques,②increasing physical exercise,③relaxation training, such as meditation, hypnosis, biofeedback.④expending the social support network.12、Describe the Big-Five model.The Big-Five model includes the following five factors:①Extroversion: A personality dimension describing someone who is sociable, gregarious(协作的), and assertive（信任的）;②Agreeableness: A personality dimension describing someone who is good-natured,cooperative, and trusting.③Conscientiousness: A personality dimension describing someone who is responsible, dependable, persistent, and organized.④Emotional stability: A personality dimension characterizing someone as calm,self-confident, secure(positive) versus nervous, depressed, and insecure(negative).⑤Openness to experience: A personality dimension characterizing someone in terms of imagination, sensitivity, and curiosity.四、案例1、The new schoolmaster said:”teachers' hard work and creation should not be forgotten. As teachers neither can be paid according to their amount of work nor can they carry out their jobs by individual contract like the peasant do, we have to file their merits and achievements to overcomethe abuse of qualified jobs and unqualified jobs are paid same. The file has authority and may actas the objective bases for teachers' promotion, reward and so on. It is the treasure of our schooland only merits and achievements are filed.”After the establishing of the file, every teacher startsto work hard.Try to use the motivation theory of needs to analyze and discuss the reasons why the above management methods can be effective.Request:1, the establishment of the file proves that the new schoolmaster takes teachers achievements seriously and evaluates them by their job effectiveness.2，the establishment of the file makes teachers pay more attention to the job itself and increasetheir responsibility.Key theories are:3, Maslow's theory emphasizes on the higher-order needs, especially the need of self-actualization. It also takes note of ways offering self-actualization.4, Two-factor theory pays more attention to use motivation factors, such as the work itself, achievement and so on, to stimulate teachers' enthusiasm.5, McClelland's theory of needs takes people's achievement very seriously. He believed that some people had strong motives to achieve success and what they pursued was self-achievement while not the reward of success.2、One schoolmaster uses three ways to manage his teachers. For young teachers, especially those newly-coming teachers, he arranges their jobs monthly and tells them what to do. For middle-aged teachers, he cares about their lives and often listens to their advices on teaching. For old-aged teachers, he only cares about their health and does not interfere with their daily teaching.Do you agree on the methods used by the schoolmaster? Why? Try to analyze it using theories you have learned.Answer:1), The method that the schoolmaster uses is correct.2), It is leadership theory. For young teachers, they are still immature in teaching, so the schoolmaster uses directive leader behavior to arrange jobs and teaches them what to do. For middle-aged teachers, as they are relatively more mature than young teachers, what the schoolmaster uses is participative leader behavior. That is , he often listens to their advices. For old-aged teachers, as they are already very mature in teaching, what the schoolmaster uses is authorization.3、Wang Jun is director of human resource department in a company. Recently he feels sad extremely for the resignation（辞职书）of key men in his company, because they think their income less than their contributions. The facts are quite true. However, The company believes if going out they can do nothing since their achievements depend on the support of company. The two men feel angry and sent their resignations.Request:(1)Why did the key men want to sent their resignations according to fair theory?(2)What would you do, if you were in the situation of Wang Jun?Fair Theory: Individuals compare their job inputs and outcomes with those of others and then respond to eliminate inequities.Four referent comparisons: Self- inside----An employee's experiences in a different positions inside his or her current organization. Self-outside----An employee's experiences in a situation or position outside his or her current organization. Other-inside----Another individual or group of individuals inside the employee's organization. Other-outside----Another individual or group of individuals outside the employee's organization.Give payment by time, production.4、Last month the administrative department of a large glasses factory in Shenzhen issued a document for locking toilet in working time. If employees wanted to toilet, they should be allowed to it. To this, the administration supervisor of that factory explained that slack work was very serious, such as smoking, reading newspapers, reading book for a long time in toilet, which influenced production. So, the management layer conference made up the rules, and the boss alsoagreed the performance.(1)Please explain this phenomenon according to “economic person”suppose theories.(2)Please give your opinions, if that company carries out this measure, which react is on employee's psychology and behavior.Economic person, four assumptions：Employees inherently dislike work and whenever possible, will attempt to avoid it. Since they dislike work, they must be coerced(强制), controlled, or threat-ended with punishment to achieve goals. Employees will avoid responsibilities and seek formal directions whenever possible. Most workers place security above all other factors associated with work and will display little ambition.。

(完整word版)组织行为学英语习题 (2)

Chapter 15 Foundations of Organization StructureMULTIPLE CHOICEWhat is Organizational Structure?1. _____ defines how job tasks are formally divided, grouped, and coordinated.a. Organizational structureb. Organizational behaviorc. Formalizationd. Span of control(a; Easy; p. 425)2. Organizational structure is made up of six key elements. Which of the following is not one ofthese elements?a. centralizationb. departmentalizationc. coordinationd. formalization(c; Moderate; Exh. 15-1; p. 426)3. Work specialization is the same as:a. span of control.b. division of labor.c. unity of command.d. job grouping.(b; Easy; p. 426)4. The degree to which tasks are subdivided into separate jobs is termed:a. departmentalization.b. formalization.c. work specialization.d. span of control.(c; Moderate; p. 426)5. In the late 1940s, most manufacturing jobs in industrialized countries were being done with high:a. departmentalization.b. formalization.c. work specialization.d. span of control.(c; Moderate; p. 426)6. For much of the first half of the 20th century, managers viewed _____ as an unending source ofincreased productivity.a. departmentalizationb. formalizationc. work specializationd. span of control331(c; Moderate; p. 426)7. Which one of the following components of organizational structure specifically defines wheredecisions are made?a. complexityb. formalizationc. centralizationd. technology(c; Moderate; Exh 15-1; p. 426)8. The basis by which jobs are grouped together is termed:a. departmentalization.b. formalization.c. work specialization.d. centralization.(a; Easy; Exh. 15-1; p. 426)9. Grouping jobs on the basis of function, product, geography, process, or customer is a form of:a. departmentalization.b. work specialization.c. span of control.d. chain of command.(a; Moderate; p. 427)10. One of the most popular ways to group activities is by:a. product.b. function.c. geography.d. process.(b; Challenging; p. 427)11. Proctor & Gamble departmentalizes by Tide, Pampers, Charmin, and Pringles. This is an exampleof departmentalization by:a. function.b. process.c. customer.d. product.(d; Easy; p. 428)12. A manufacturing manager who organizes the plant by separating engineering, accounting,manufacturing, personnel, and purchasing into departments is practicing _____ departmentalization.a. target customerb. productc. functionald. geographic(c; Moderate; p. 428)33213. _____ departmentalization achieves economies of scale by placing people with common skills andorientations into common units.a. Functionalb. Processc. Productd. Geographic(a; Moderate; p. 428)14. At an Alcoa aluminum tubing plant in upstate New York, production is organized into fivedepartments: casting; press; tubing; finishing; and inspecting; packing; and shipping. This is an example of _____departmentalization.a. Functionalb. Processc. Productd. Geographic(b; Moderate; p. 428)15. The unbroken line of authority that extends from the top of the organization to the lowest echelonand clarifies who reports to whom is termed:a. chain of command.b. authority.c. power.d. unity of command.(a; Moderate; p. 429)16. The right inherent in a managerial position to give orders and expect orders to be obeyed is termed:a. chain of command.b. authority.c. power.d. unity of command.(b; Moderate; p. 429)17. The _____ principle helps preserve the concept of an unbroken line of authority.a. span of controlb. powerc. unity of commandd. decentralization(c; Moderate; p. 429)18. The _____ principle states that a person should have one and only one superior to whom he or sheis directly responsible.a. span of controlb. chain of commandc. unity of commandd. power(c; Easy; p. 429)33319. The _____ refers to the number of subordinates a manager can efficiently and effectively direct.a. span of controlb. unity of commandc. chain of commandd. organizational chart(a; Easy; p. 418)20. Which of the following is a drawback of a narrow span of control?a. It reduces effectiveness.b. It is more efficient.c. It encourages overly tight supervision and discourages employee autonomy.d. It empowers employees.(c; Challenging; p. 430)21. Which of the following is not a drawback of a narrow span of control?a.They are expensive.b.They make vertical communication in the organization more complex.c.They encourage employee autonomy.d.They encourage overly tight supervision.(c; Challenging; p. 430)22. The trend in recent years has been toward:a.narrower spans of control.b.wider spans of control.c. a span of control of five.d.an ideal span of control of eight.(b; Moderate; p. 430)23. If you have a narrow span of control, you have a _____ organization.a.multi-levelb.shortc.talld.matrix(c; Moderate; p. 430)24. _____ are consistent with recent efforts by companies to reduce costs, cut overhead, speed updecision making, increase flexibility, get closer to customers, and empower employees.a.Wider spans of controlb.Narrower spans of controlc.Flatter organizationsd.Formalization(a; Moderate; p. 430)25. The best definition for centralization is:a.decision discretion is pushed down to lower level employees.b.decision making is concentrated at a single point in the organization.c.decision making depends on the situation.334d.decision making is done in each department and then sent to the president for the final decision. (b; Moderate; p. 431)26. The component of structure which considers where decision-making authority lies is:a. delegation.b. formalization.c. complexity.d. centralization.(d; Moderate; p. 431)27. 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. top managers make all the decisions and lower level managers merely carry out topmanagement’s directions.d. action can be taken more quickly to solve problems.(c; Moderate; p. 431)28. The more that lower-level personnel provide input or are actually given the discretion to makedecisions, the more _____ there is.a. centralizationb. decentralizationc. work specializationd. departmentalization(b; Moderate; p. 431)29. If a job is highly formalized, it would not include which of the following?a. clearly defined procedures on work processesb. explicit job descriptionc. high employee job discretiond. a large number of organizational rules(c; Moderate; p. 431)30. Explicit job descriptions, lots of rules, and clearly defined procedures concerning work processesare consistent with:a. high formalization.b. technological innovation.c. high centralization.d. an organic model.(a; Challenging; pp. 431-432)31. Employee discretion is inversely related to:a. complexity.b. standardization.c. centralization.d. technology.(b; Challenging; p. 432)335Common Organizational Designs32. Which of the following is not a common organizational design?a.simple structureb.bureaucracyc.centralized structured.matrix structure(c; Easy; p. 433)33. The _____ is characterized by a low degree of departmentalization, wide spans of control,authority centralized in a single person, and little formalization.a. bureaucracyb. matrix organizationc. simple structured. team structure(c; Moderate; p. 433)34. Which one of the following is consistent with a simple structure?a. high centralizationb. high horizontal differentiationc. high formalizationd. high departmentalization(a; Moderate; p. 433)35. The ____ is a flat organization.a.simple structureb.bureaucracyc.centralized structured.matrix structure(a; Moderate; p. 433)36. Simple structures are characterized by:a. shared authority.b. a narrow span of control.c. lots of formalization.d. a low degree of departmentalization.(d; Moderate; p. 433)37. The ___ is most widely practiced in small businesses in which the manager and owner are one andthe same.a.simple structureb.bureaucracyc.centralized structured.matrix structure(a; Moderate; p. 433)33638. The 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.(d; Moderate; p. 434)39. The key underlying all bureaucracies is:a. flexibility.b. standardization.c. dual lines of authority.d. wide span of control.(b; Moderate; p. 434)40. The ____ is characterized by highly routine operating tasks achieved through specialization.a.simple structureb.bureaucracyc.centralized structured.matrix structure(b; Moderate; p. 434)41. The strength of the simple structure lies in its:a.formalization.b.simplicity.c.centralization.rmation processing.(b; Easy; p. 433)42. Which of the following is not a weakness of the simple structure?a.It is risky.rmation overloadc.accountability is cleard.slower decision making(c; Moderate; p. 433)43. Specialization creates subunit conflicts in the:a.simple structure.b.bureaucracy.c.centralized structure.d.matrix structure.(b; Moderate; p. 434)44. The structure that creates dual lines of authority and combines functional and productdepartmentalization is the:a. simple structure.b. bureaucracy.c. matrix structure.337d. virtual organization.(c; Moderate; p. 435)45. The matrix structure combines which two forms of departmentalization?a. simple and functionalb. functional and productc. product and organicd. organic and mechanistic(b; Challenging; p. 435)46. The _____ violates the unity of command concept.a. simple and functionalb. functional and productc. product and organicd. organic and mechanistic(c; Challenging; p. 435)47. Which one of the following problems is most likely to occur in a matrix structure?a. decreased response to environmental changeb. decreased employee motivationc. loss of economies of scaled. employees receiving conflicting directives(d; Moderate; p. 436)48. The strength of the matrix structure is its:a. ability to facilitate coordination.b. economies of scale.c. adherence to chain of command.d. predictability.(a; Moderate; p. 436)49. 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. all of the above(d; Challenging; p. 436)New Design Options50. The primary characteristics of the _____ structure are that it breaks down departmental barriersand decentralizes decision making to the level of the work team.a. virtual organizationb. teamc. boundarylessd. feminine organization(b; Moderate; p. 436)33851. In larger organizations, the team structure complements what is typically a:a.virtual organization.b.bureaucracy.c.simple structure.d.boundaryless organization.(b; Challenging; p. 437)52. A small, core organization that outsources major business functions is the _____ organization.a. teamb. virtualc. boundarylessd. matrix(b; Moderate; p. 437)53. The ____ is also called the network or modular organization.a.virtual organizationb.team structurec.pyramidd.boundaryless organization(a; Moderate; p. 437)54. The prototype of the virtual structure is today’s:a.automobile manufacturers.b.movie-making organizations.c.fast-food restaurants.d.software companies.(b; Challenging; p. 437)55. The major advantage of the virtual organization is its:a. control.b. predictability.c. flexibility.d. empowerment.(c; Moderate; p. 438)56. The _____ organization stands in sharp contrast to the typical bureaucracy that has many verticallevels of management and where control is sought through ownership.a. virtualb. teamc. limitlessd. matrix(a; Challenging; p. 438)57. The boundaryless organization relies heavily on:rmation technology.b.vertical boundaries.c.horizontal boundaries.339d.external barriers.(a; Moderate; p. 438)58. An organization that seeks to eliminate the chain of command, have limitless spans of control, andreplace departments with empowered teams is the:a. virtual organization.b. boundaryless organization.c. matrix organization.d. team structure.(b; Moderate; p. 438)59. The one common technological thread that makes the boundaryless organization possible is:a. reengineering.b. MBA’s.c. networked computers.d. mainframes.(c; Moderate; p. 439)Why Do Structures Differ?60. The _____ is a structure characterized by extensive departmentalization, high formalization, alimited information network, and centralization.a. mechanistic modelb. organic modelc. technology modeld. boundaryless organization(a; Moderate; p. 440)61. Which of the following is not a characteristic of a mechanistic structure?a. extensive departmentalizationb. high formalizationc. limited information networkd. flexibility(d; Easy; p. 440)62. If there is low formalization, a comprehensive information network, and high participation indecision making, one would expect a(n):a. bureaucracy.b. mechanistic structure.c. organic structure.d. stable structure.(c; Challenging; p. 440)63. All of the following are characteristics of the organic model except:a. cross-functional teams.b. rigid departmentalization.c. cross hierarchical teams.d. free flow of information.340(b; Moderate; p. 440)64. Which of the following is not a deter minant of an organization’s structure?a.strategyanization sizec.industryd.technology(c; Moderate; pp. 440-444)65. Changes in corporate strategy precede and lead to:a. changes in the environment.b. better communication.c. increased productivity.d. changes in an organization’s structure.(d; Challenging; p. 440)66. A strategy that emphasizes the introduction of major new products and services is a(n) _____strategy.a. innovationb. cost-minimizationc. imitationd. organic(a; Moderate; p. 441)67. The innovation strategy is characterized by:a. avoiding unnecessary costs.b. a mixture of loose with tight properties.c. low specialization and low formalization.d. tight controls over current activity.(c; Challenging; p. 441)68. _____ refers to how an organization transfers its inputs into outputs.a.Imitationb.Technologyc.Operationsd.Innovation(b; Moderate; p. 441)69. Which of the following is not part of the organization’s environment?a.public pressure groupsb.customersc.technologypetitors(c; Easy; p. 443)70. The _____ of an environment refers to the degree to which it can support growth.a. capacityb. volatilityc. complexity341d. nurturance(a; Moderate; p. 443)71. _____ refers to the degree of instability of an environment.a. Capacityb. Volatilityc. Complexityd. Equilibrium(b; Easy; p. 443)72. Three key dimensions to any organization’s environment have been found. Which of thefollowing is not one of these key dimensions?a. volatilityb. capabilityc. complexityd. capacity(b; Moderate; p. 443)73. The _____ of an environment refers to the degree of heterogeneity and concentration amongenvironmental elements.a. capacityb. volatilityc. complexityd. creativity(c; Moderate; p. 443)Organization Designs and Employee Behavior74. Which of the following generalizations about organizational structures and employee performanceand satisfaction is most true?a. There is fairly strong evidence linking decentralization and job satisfaction.b. It is probably safe to say that no evidence supports a relationship between span of control andemployee performance.c. The evidence generally indicates that work specialization contributes to lower employeeproductivity.d. No one wants work that makes minimal intellectual demands and is routine.(b; Challenging; pp. 445-446)75. _____ models of organizational structure are perceptions that people hold regarding structuralvariables formed by observing things around them in an unscientific fashion.a. Explicitb. Implicitc. Strategicd. Intuitive(b; Challenging; p. 447)TRUE/FALSE76. Organizations have different structures, but the structure has little bearing on employee attitudes342and behavior.(False; Easy; p. 425)What is Organizational Structure?77. Specialization defines how job tasks are formally defined, grouped, and coordinated.(False; Moderate; p. 426)78. Managers need to address six key elements when they design their organization’s structure: workspecialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization.(True; Moderate; p. 426)79. The degree to which tasks in the organization are subdivided into separate jobs is termeddepartmentalization.(False; Moderate; p. 426)80. Work specialization and division of labor are the same thing.(True; Easy; p. 426)81. Work specialization can be carried too far and may result in employee boredom, stress, andabsenteeism.(True; Moderate; p. 427)82. For much of the first half of this century, managers viewed departmentalization as an unendingsource of increased productivity.(False; Moderate; p. 427)83. The strength of functional departmentalization is putting similar specialists together.(True; Moderate; p. 428)84. Organizations may choose only one of the forms of departmentalization at a time.(False; Moderate; p. 429)85. The inherent right in a managerial position to give orders and expect the orders to be obeyed istermed authority.(True; Moderate; p. 429)86. Departmental ization answers questions for employee such as “To whom do I go if I have aproblem?”(False; Moderate; p. 429)87. The unbroken line of authority that extends from the top of the organization to the lowest echelonis termed the chain of command.(True; Easy; p. 429)88. The principle of unity of command suggests that managers should back one another up when adirective has been given.(False; Challenging; p. 429)34389. The trend in recent years has been toward wider spans of control.(True; Easy; p. 430)90. Span of control determines the number of levels and managers an organization has.(True; Moderate; pp. 429-430)91. All things being equal, the wider or larger the span, the more efficient the organization.(True; Moderate; pp. 429-430)92. Flat organizational structures result from narrow spans of control.(False; Moderate; Exh. 15-3; p. 430)93. Narrow spans of control encourage overly tight supervision and discourage employee autonomy. (True; Moderate; p. 430)94. Having too many people report to you can undermine your effectiveness.(True; Challenging; p. 430)95. The more that lower-level personnel provide input or are actually given the discretion to makedecisions, the more centralized the organization.(False; Moderate; p. 431)96. A decentralized organization is more likely to result in a feeling of alienation by employees than acentralized organization.(False; Challenging; p. 431)97. There has been a marked trend toward decentralized decision making.(True; Moderate; p. 431)98. Increase in the number of rules and regulations results in increased formalization.(True; Moderate; pp. 431-432)99. The greater the formalization, the less input an employee has into how his or her work is done.(True; Moderate; p. 432)100. Autonomy and formalization are inversely related.(True; Moderate; p. 432)Common Organizational Designs101. The simple structure is fast, flexible, inexpensive to maintain, and accountability is clear. (True; Moderate; p. 433)102. The strength of the bureaucracy l ies in its simplicity. It’s fast, flexible, and inexpensive to maintain.(False; Moderate; p. 433)103. One major strength of the simple structure is it’s easy to maintain in any size.344(False; Moderate; p. 433)104. The simple structure is risky since everything depends on one person.(True; Easy; p. 434)105. Standardization is the key that underlies all bureaucracies.(True; Easy; p. 434)106. The simple structure is characterized by highly routine operating tasks achieved through specialization.(False; Moderate; p. 434)107. A major weakness of the bureaucracy is lack of attention to rules.(False; Easy; p. 434)108. The bureaucracy is efficient only as long as employees confront problems that they have previously encountered.(True; Easy; p. 434)109. A structure that creates dual lines of authority and combines functional and product departmentalization is the matrix structure.(True; Moderate; p. 435)110. The strength of the bureaucracy is its ability to facilitate coordination when the organization has complex and interdependent activities.(False; Moderate; p. 436)111. The matrix structure facilitates the allocation of specialists.(True; Challenging; p. 436)112. The major disadvantages of the matrix lie in the confusion it creates, its propensity to foster power struggles, and the stress it places on individuals.(True; Challenging; p. 436)New Design Options113. The team structure breaks down department barriers and decentralizes decision making to the level of the work team.(True; Moderate; p. 436)114. Often, particularly among larger organizations, the team structure complements what is typically a bureaucracy.(True; Moderate; p. 437)115. The primary characteristics of the virtual organization are that it breaks down department barriers and decentralizes decision making to the level of the work team.(False; Moderate; p. 437)116. You have decided to hire a small shop to do all your duplicating and printing. This is an example345of outsourcing.(True; Moderate; p. 437)117. The virtual organization is also called the network or modular organization.(True; Moderate; p. 437)118. The major advantage to the virtual organization is its flexibility.(True; Easy; p. 438)119. The virtual organization was created to obtain maximum stability.(False; Moderate; p. 438)120. Jack Welch coined the term boundaryless organization.(True; Easy; p. 438)121. An organization that seeks to eliminate the chain of command is a boundaryless organization. (True; Moderate; p. 438)122. Status and rank are minimized in the boundaryless organization.True; Moderate; p. 439)123. Globalization is more difficult in a boundaryless organization.(False; Challenging; p. 439)124. The one common technological thread that makes the boundaryless organization possible is networked computers.(True; Moderate; p. 439)Why Do Structures Differ?125. The organic structure is characterized by extensive departmentalization, high formalization, a limited information network, and centralization.(False; Easy; p. 440)126. The boundaryless organization is an example of the organic model of organizational design. (True; Easy; p. 440)127. Mechanistic structures are high in formalization.(True; Moderate; p. 440)128. Mechanistic structures have high participation in decision making.(False; Moderate; p. 440)129. Strategy does not impact an organization’s structure.(False; Easy; p. 440)130. An innovation strategy works well only for simple change.(False; Moderate; p. 441)346131. An organization that tightly controls costs, refrains from incurring unnecessary innovation or marketing expenses, and cuts prices in selling a basic product pursues a cost-minimization strategy. (True; Moderate; p. 441)132. An innovation strategy seeks to move into new products or new markets only after their viability has been proven.(False; Moderate; p. 441)133. Size appears to have a decreasing rate of impact on complexity of structure.(True; Challenging; pp. 441-442)134. Adding 500 employees to an organization that has only 300 members is likely to result in a shift toward a more organic structure.(False; Challenging; p. 442)135. Technology refers to how an organization transfers its inputs into outputs.(True; Moderate; p. 442)136. The three key dimensions to an organi zation’s environment have been found to be: capacity, complexity, and technology.(False; Challenging; p. 443)137. The environment of an organization needs to be assessed in terms of capacity, which is the degree of heterogeneity and concentration among environmental elements.(False; Challenging; p. 443)138. The more scarce, dynamic, and complex the environment, the more organic a structure should be. (True; Moderate; p. 444)Organizational Designs and Employee Behavior139. Research supports the notion that employees prefer an organic structure.(False; Moderate; p. 445)140. There is fairly strong evidence linking work specialization to positive job satisfaction.(False; Challenging; p. 445)141. A review of the research indicates that there is no evidence to support a relationship between span of control and employee performance.(True; Challenging; p. 445)142. Organizations that are less centralized have a greater amount of participative decision making. (True; Easy; p. 446)SCENARIO-BASED QUESTIONSApplication of Six Key Questions That Managers Need to Answer in Designing the Proper Organizational Structure347We-Train-Em has hired you to develop training materials for their seminars. Your first assignment is to write a training manual that will assist new managers in designing an appropriate structure for their part of an organization. Included in the manual will be information about the key questions that they must answer in deciding about the best organizational structure.143. One of the questions included in the training manual is “To what degree are tasks subdivided into separate jobs?” This question addresses the issue of:a. formalization.b. work specialization.c. span of control.d. chain of command.(b; Moderate; Exh. 15-1; p. 426)144. _____ is addressed by asking the question “On what basis will jobs be grouped together?”a. Departmentalizationb. Work specializationc. Centralization and decentralizationd. Formalization(a; Challenging; Exh. 15-1; p. 426)145. The degree of rules and regulations that direct employees and managers is termed:a. chain of command.b. formalization.c. span of control.d. departmentalization.(b; Moderate; Exh. 15-1; p. 426)Application of DepartmentalizationYou have divided the jobs done by your department through work specialization and are now trying to decide how to best group them for efficiency and service to the customer. You are considering grouping activities by function, product, process, or customer.146. You have decided that since you are a novice at departmentalization, you will go with the most popular method. You will probably choose _____ departmentalization.a. functionb. productc. processd. customer(a; Moderate; pp. 427-429)147. You are organizing into southern, midwestern, western, and eastern regions. This is termed ______ departmentalization.a. processb. customerc. geographyd. function348。

组织行为学英语习题 (4)之欧阳术创编

Chapter 1 What Is Organizational Behavior?MULTIPLE CHOICE1. Successful managers and entrepreneurs recognize that:a. technical knowledge is all that is needed for success.b. interpersonal skills are not important.c. technical skills are necessary, but insufficient, for succeedingin management.d. an understanding of human behavior does not impacteffectiveness(c; Challenging; pp. 2-3)What Managers Do2. Which one of the following is not considered an organization?a. churchb. universityc. a military unitd. all 45-year-old adults in a community(d; Easy; p. 4)3. A(n) _____ is a consciously coordinated social unit, composed oftwo or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.a. organizationb. unitc. teamd. ethnic group(a; Moderate; p. 4)4. The four management functions include all of the followingexcept:a. controlling.b. planning.c. staffing.欧阳术创编 2021.02.02 欧阳美创编 2021.02.02d. organizing.(c; Moderate; p. 4)5. _____ inclu des defining an organization’s goals and establishingan overall strategy for achieving these goals and developing a comprehensive hierarchy of plans to integrate and coordinate activities.a. Controllingb. Planningc. Leadingd. Coordinating(b; Moderate; p. 4)6. The determination of how tasks are to be grouped is part of whichmanagement function?a. planningb. leadingc. controllingd. organizing(d; Easy; p. 4)7. The organizing function includes a determination of which of thefollowing?a.what tasks are to be doneb.who is to do these tasksc.who reports to whomd.all of the above(d; Moderate; p. 4)8. Every organization contains people, and it is management’s jobto direct and coordinate these people. This is the ______ function.a.planningb.leadingc.controllinganizing(b; Moderate; p.4)9. According to Henry Mintzberg, the ten managerial roles can begrouped into three categories. Which of the following is not one of these groups?欧阳术创编 2021.02.02 欧阳美创编 2021.02.02a. concern with the interpersonal relationshipsb. the transfer of informationc. decision makingd. liaison roles(d; Challenging; Exh. 1-1; p. 6. )10. An example of Mintzberg’s interpersonal management role is:a. spokesperson.b. leader.c. negotiator.d. monitor.(b; Moderate; Exh. 1-1; p. 6)11. When a manager searches the organization and its environmentfor opportunities and initiates projects to bring about change, the manager is acting in which role?a. negotiatorb. entrepreneurc. disturbance handlerd. resource allocator(b; Challenging; Exh. 1-1; p. 6)12. Which of the following is not an essential management skillidentified by Robert Katz?a.technicalputerc.humand.conceptual(b; Moderate; p. 5)13. When managers have the mental ability to analyze and diagnosecomplex situations, they possess:a.technical skills.puter skills.c.human skills.d.conceptual skills.(d; Challenging; pp. 6-7 )14. Which one of the following would not be considered a humanskill?欧阳术创编 2021.02.02 欧阳美创编 2021.02.02a. completing accounting reportsb. communicatingc. resolving conflictsd. working as part of a team(a; Moderate; pp 5-6)15. According to Luthans and his associates, which of the followingis not considered a part of traditional management?a. interacting with outsidersb. decision makingc. controllingd. planning(a; Moderate; p. 7)16. Which of Luthan’s managerial activities involves socializing,politicking, and interacting with outsiders?a.traditional managementmunicationc.human resource managementworking(d; Challenging; p. 7 )17. According to Luthans, successful managers spent more of theirtime on _____ than on any other activity.a.traditional managementb.human resource managementworkingmunicating(c; Challenging; p. 8)18. A common thread running through the functions, roles, skills, andactivities approaches to management recognizes the importance of:a.managing technology.b.managing people.c.politicking.d.being efficient.(b; Moderate; p. 8)Enter Organizational Behavior欧阳术创编 2021.02.02 欧阳美创编 2021.02.0219. Organizational behavior is all of the following except:a. a field of study.b. an applied field.c. an intuitive analysis of human behavior.d. studying what people do in an organization.(c; Moderate; p. 8)20. ______ is a field of study that investigates the impact thatindividuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization’s effectiveness.anizational developmentb.Managementanizational behaviord.People management(c; Easy; p. 8)21. Which of the following is not a core topic of organizational behavior?a.motivationb.attitude developmentc.conflictputers(d; Easy; p. 8 )22. According to the text, the best approach for obtaining knowledgeabout human behavior isa. the common sense approach.b. an observational approach.c. a systematic approach.d. a theoretical approach.(c; Easy; p. 10)23. A major theme in your textbook is that behavior is not:a. caused.b. random.c. consistent.d. predictable.(b; Easy; p. 9)欧阳术创编 2021.02.02 欧阳美创编 2021.02.0224. If we know how a person perceives a situation and what isimportant to him/her, then behavior is generallya. predictable.b. predetermined.c. uncontrollable.d. controllable.(a; Moderate; p. 9)25. Fundamental consistencies allow _____ of behavior.a. observationb. systematizingc. researchd. predictability(d; Moderate; pp. 9-10)26. Behavior is generally _____ and the _____ of behavior is ameans to making reasonably accurate predictions.a. predetermined; observationb. predictable; systematic studyc. controllable; theoretical applicationd. uncontrollable; systematic study(b; Moderate; p. 10)27. _____ includes analyzing relationships, determining causes andeffects, and basing conclusions on scientific evidence.a. Organizational behaviorb. The observational approach to understanding organizationalbehaviorc. A theoretical approach to organizational behaviord. A systematic study of organizational behavior(d; Moderate; p. 10)28. In the study of OB, intuition is replaced by:a. systematic study.b. generalization.c. listening.d. prediction.(a; Easy; p. 10)Contributing Disciplines to the OB Field欧阳术创编 2021.02.02 欧阳美创编 2021.02.0229. Organizational behavior is built upon contributions from all ofthe following disciplines except:a. humanities.b. psychology.c. anthropology.d. political science.(a; Moderate; p. 11)30. The science that seeks to measure, explain, and sometimeschange the behavior of humans and other animals is:a. psychiatry.b. psychology.c. sociology.d. political science.(b; Moderate; p. 12)31. Which behavioral science discipline has made the mostsignificant contribution to understanding individual behavior?a. sociologyb. social psychologyc. psychologyd. anthropology(c; Moderate; p. 12)32. The OB topic of motivation has been most influenced by whichbehavioral science discipline?a. psychologyb. social psychologyc. sociologyd. political science(a; Moderate; p. 12)33. The most significant contribution to OB in the area of formalorganization theory and structure has been made by:a. psychology.b. sociology.c. anthropology.d. political science.(b; Moderate; p. 12)欧阳术创编 2021.02.02 欧阳美创编 2021.02.0234. _____ studies people in relation to their fellow human beings.a.Psychologyb.Sociologyc.Anthropologyd.Political science(b; Moderate; p. 12)35. The science that focuses on the influence of people on oneanother is:a. psychology.b. anthropology.c. political science.d. social psychology.(d; Moderate; p. 12)36. One of the major areas receiving considerable investigation from social psychologists has been:a.change.b.motivation.c.job satisfaction.d.job stress.(a; Challenging; p. 12 )37. The OB subject of “organizational culture” has been mostinfluenced by which behavioral science discipline?a. anthropologyb. psychologyc. social psychologyd. political science(a; Moderate; p. 12)38. _____ has helped us understand differences in fundamentalvalues, attitudes, and behavior between people in different countries.a.Anthropologyb.Psychologyc.Social psychologyd.Political science(a; Challenging; p. 12)欧阳术创编 2021.02.02 欧阳美创编 2021.02.0239. Topics of study in political science include all of the followingexcept:a. structuring of conflict.b. the social system in which individuals fill their roles.c. allocation of power.d. how people manipulate power for individual self interest. (b; Challenging; p. 12)There are Few Absolutes in OB40. Which of the following is the best description of OB’s currentstate?a. It is based on universal truths.b. It is based on contingencies.c. There is little disagreement among OB researchers andscholars.d. Cause-effect principles have been isolated which tend to applyto all situations.(b; Moderate; p. 13)Challenges and Opportunities for OB41. Whereas _____ focuses on differences between people fromdifferent countries, _____ addresses differences among people within given countries.a. workforce diversity; globalizationb. globalization; workforce diversityc. culture; diversityd. culturization; workforce diversity(b; Challenging; pp. 14-15)42. ______ means that organizations are becoming moreheterogeneous in terms of gender, race, and ethnicity.a.Globalizationb.Workforce diversityc.Affirmative actionanizational culture(b; Easy; p. 15)43. The ________ assumption is being replaced by one thatrecognizes and values _____.欧阳术创编 2021.02.02 欧阳美创编 2021.02.02a.melting pot; differencesb.melting pot; similaritiesc.diversity; differencesd.heterogeneous; similarities(a; Moderate; p. 15)44. Which of the following is not true?a. Currently, 46 percent of the U.S. labor force are women.b. Minorities and immigrants make up 23 percent of theworkforce.c. The male Caucasian working full time to support a non-employed wife and school-aged children is a minority.d. The proportion of minorities and women is shrinking.(d; Challenging; p. 15)45. The implications of workforce diversity include all of thefollowing except:a.managers have to shift their philosophy from treating everyonealike to recognizing differences.b.diversity training should be provided.c. revamping benefit programs is needed to accommodate thedifferent needs of different employees.d.the same perceptions are used in decision making.(d; Challenging; p. 15)46. _____ is a philosophy of management that is driven by theconstant attainment of customer satisfaction through the continuous improvement of all organizational processes.a. MBOb. Quality managementc. Reengineeringd. Organizational behavior(b; Easy; p. 16)47. Quality management requires _____ employee involvement.a. very littleb. occasionalc. extensived. no欧阳术创编 2021.02.02 欧阳美创编 2021.02.02(c; Moderate; p. 16)48. _____ asks managers to reconsider how work would be done andtheir organization structured if they were starting over.a. Process reengineeringb. MBOc. TQMd. Diversity training(a; Easy; p. 16)49. Predictions suggest there will be a labor shortage for at leastanother:a.1-2 years.b.4-5 years.c.10-15 years.d.20-25 years.(c; Moderate; p.17)50. The U.S. labor shortage is a function of:a.birth rates and labor participation rates.b.birth rates and mobility.c.brain drain.d.poor wages and benefits.(a; Moderate; p. 17)51. Many employees have been led to retire early as a result of:a.expanded Social Security benefits.b.a healthy stock market.c.improved pension plans.d.all of the above(d; Challenging; p. 17)52. The majority of employees today in developed countries work in:a.manufacturing jobs.b.service jobs.c.MNCs.ernment agencies.(b; Moderate; p. 18)53. When managers put employees in charge of what they do, theyare _____ the employees.欧阳术创编 2021.02.02 欧阳美创编 2021.02.02a.reengineeringb.empoweringc.diversifyingd.dehiring(b; Moderate; p. 19)54. Managing today can be described as long periods of ongoing_____ interrupted occasionally by short periods of _____.a.change; stabilityb.stability; changec.flexibility; rigidityd.rigidity; flexibility(a; Moderate; p. 19)55. Which of the following has not contributed to blurring the linesbetween employees’ work life and personal life?a.the creation of global organizationsmunications technology allowing employees to work anytime and from any placeanizations asking employees to put in longer hoursd.fewer dual-income couples(d; Easy; p. 20)56. Situations where an individual is required to define right andwrong conduct are termed:a. diversity issues.b. human resource problems.c. ethical dilemmas.d. loyalty oaths.(c; Easy; p. 21)Coming Attractions: Developing an OB Model57. A model is a(an):a. abstraction of reality.b. response that is affected by an independent variable.c. independent variable.d. real-world scenario.(a; Easy; p. 22)58. Primary dependent variables in OB include:欧阳术创编 2021.02.02 欧阳美创编 2021.02.02a. productivity.b. absenteeism.c. job satisfaction.d. all of the above(d; Easy; p. 23)59. _____ is achievement of goals.a. Efficiencyb. Effectivenessc. Productivityd. Motivation(b; Easy; p. 23)60. Which of the following is an example of being an efficientcompany or employee?a. operating a hospital at the lowest possible cost but still yieldinga high profitb. being the most pleasant real estate broker in the southeastc. as a telemarketer, making the required number of calls at theend of the dayd. a sales person who acquires the most clients of anyone in thecompany(a; Challenging; p. 23)61. Sears trained employees to improve the employee-customerinteraction to ultimately:a.generate additional revenue.b.decrease returns.c.improve repeat customer business.d.none of the above(a; Moderate; p. 23)62. _____ is discr etionary behavior that is not part of an employee’sformal job requirement, but that promotes the effective functioning of the organization.a.Productivityb.Motivationanizational citizenshipanizational behavior欧阳术创编 2021.02.02 欧阳美创编 2021.02.02(c; Moderate; p. 25)63. Individual-level independent variables include:a. technology.b. organizational culture.c. perception.d. human resource policy.(c; Moderate; pp. 25-26)64.________ is the voluntary and involuntary permanent withdrawalfrom an organization.a.Absenteeismb.Turnoverc.Downsizingd.Exit(b; Easy; p. 24)TRUE/FALSE65. The single biggest reason for the failure of managers is poorinterpersonal skills.(True; Easy; p. 3)66. While managers must be technically competent, technical knowledge is not enough for success.(True; Moderate; p. 3)What Managers Do67. Managers get things done through other people.(True; Easy; p. 4)68. The term organization, as used in your textbook, is meant toinclude business firms but exclude government agencies. (False; Easy; p. 4)69. Managers may be referred to as administrators in not-for-profitorganizations.(True; Moderate; p. 4)70. Henri Fayol listed five management functions: planning,organizing, commanding, coordinating, and controlling. (True; Moderate; p. 4)71. Modern theorists have cond ensed Fayol’s five managementfunctions down to four: planning, organizing, commanding, and欧阳术创编 2021.02.02 欧阳美创编 2021.02.02controlling.(False; Moderate; p. 4)72. The controlling function includes the determination of what tasksare to be done.(False; Moderate; p. 4)73. Monitoring, comparing, and potential correcting is what is meantby the controlling process.(True; Moderate; p. 4)74. Mintzberg concluded that managers perform ten different highly-interrelated roles, or sets of behaviors, attributable to their jobs. (True; Challenging; p. 5)75. The role of spokesperson is an example of an informational role. (True; Easy; p. 5)76. As resource allocators, managers are responsible for allocatinghuman, physical, and monetary resources.(True; Moderate; Exh. 1-1; p. 6)77. When managers initiate and oversee new projects that willimprove their organization’s performance, they are acting in the capacity of an entrepreneur, an example of an informational role. (False; Moderate; Exh. 1-1; p. 6)78. Robert Katz has identified three essential management skills:technical, human, and conceptual.(True; Moderate; pp. 5-6)79. According to Katz, human skills encompass the ability to applyspecialized knowledge or expertise.(False; Moderate; pp. 5-6)80. The ability to analyze and diagnose complex situations is referredto as an individual’s conceptual skills.(True; Easy; pp. 6-7)81. According to Luthans and his associates, those managers who aremost “successful” will spend more time networking than those managers who are considered most “effective.”(True; Challenging; Exh. 1-2; p. 7)82. Research conducted by Luthans supports the theory thatpromotions are based on performance.欧阳术创编 2021.02.02 欧阳美创编 2021.02.02(False; Moderate; p. 7)83. Luthans’ research indicates that among effective managers,communication made the largest relative contribution and networking the least.(True; Challenging; Exh. 1-2; pp. 7-8)84. Managers need to develop their people skills if they are going tobe effective and successful.(True; Moderate; p. 8)Enter Organizational Behavior85. Organizational behavior is a field of study that investigates theimpact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.(True; Moderate; p. 8)86. Organizational behavior is concerned with the study of what people do in an organization and how that behavior affects the performance of the organization.(True; Moderate; p. 8)87. Behavior is generally predictable, and the systematic study ofbehavior is a means to making reasonably accurate predictions. (True; Moderate; p. 10)88. Many people’s views on human behavior are based on intuition. (True; Easy; pp. 9-10)89. It is the consistencies in behavior that make prediction possible. (True; Moderate; p. 9)90. Regardless of appearances, people usually intend their behaviorto be rational.(True; Moderate; p. 9)91. Anything you learn in an unsystematic way is incorrect. (False; Moderate; p. 10)92. Intuition is gut feelings about “why I do what I do.”(True; Easy; p. 10)Contributing Disciplines to the OB Field93. OB is an applied behavioral science that is built uponcontributions from a number of behavioral disciplines.欧阳术创编 2021.02.02 欧阳美创编 2021.02.02(True; Easy; p. 11)94. Learning, perception, and personality have been OB topics whosecontributions have generally come from psychology.(True; Moderate; Exh. 1-3; p. 11)95. What psychology is to the individual, sociology is to the group. (True; Moderate; p. 12)96. Social psychology is an area within psychology, blendingconcepts from both psychology and political science.(False; Moderate; p.12)97. Anthropology has helped us understand differences in values andattitudes between people in different countries.(True; Moderate; p. 12)98. Conflict and power have been major topics of concern to politicalscientists.(True; Easy; Exh. 1-3; p. 12)There are Few Absolutes in OB99. There are many simple and universal principles that explainorganizational behavior.(False; Easy; p. 13)100. OB researchers cannot offers reasonably accurate explanations of human behavior since people act very differently in the same situation.(False; Moderate; p. 13)Challenges and Opportunities for OB101. As the world has become a global village, managers have to become capable of working with people from different cultures. (True; Moderate; p. 14)102. Workforce diversity means that organizations are becoming more homogeneous in terms of gender, race, and ethnicity.(False; Moderate; p. 15)103. People must set aside their cultural values when they come to work.(False; Moderate; p. 15)104. 46 percent of the U.S. labor force are women.(True; Challenging; p. 15)欧阳术创编 2021.02.02 欧阳美创编 2021.02.02105. Diversity, if positively managed, can increase creativity and innovation in organizations.(True; Easy; p. 15)106. A philosophy of management that is driven by the constant attainment of customer satisfaction through the continuous improvement of all organizational processes is termed “reengineering.”(False; Moderate; p. 16)107. Quality management has an intense focus on the customer and a goal of employee empowerment.(True; Easy; p. 16)108. Putting employees in charge of what they do is termed “reengineering.”(False; Easy; p. 16)109. Process reengineering asks, “How would we do things around here if we were starting over from scrat ch?”(True; Easy; p. 16)110. In tight labor markets, those managers who don’t understand human behavior risk having no one to manage.(True; Moderate; p. 17)111. An employee who is empowered is given greater opportunity to determine how she does her job.(True; Moderate; p. 19)112. There’s a blurring between the roles of managers and workers. (True; Moderate; p. 20)113. Managing today is described as long periods of ongoing change, interrupted occasionally by short periods of stability.(True; Moderate; p. 21)114. Today’s managers and employees must learn to cope with temporariness – learning to live with flexibility, spontaneity, and unpredictability.(True; Moderate; p. 19)115. OB has little to offer in stimulating employee creativity and tolerance for change.(False; Challenging; p. 20)欧阳术创编 2021.02.02 欧阳美创编 2021.02.02116. Your firm is experiencing lower than normal profits. You realize that you should write off some questionable accounts, but your supervisor suggests that you wait until next year. This is a modern example of an ethical dilemma.(True; Easy; p. 21)Coming Attractions: Developing an OB Model117. There are three levels of analysis in OB, and, as we move from the individual level to the group level to the organization systems level, we add systematically to our understanding of behavior in organizations.(True; Challenging; p.22)118. The key factors you want to explain or predict in a model are termed independent variables.(False; Moderate; p. 23)119. Typical dependent variables in organizational behavior are productivity, absenteeism, and job satisfaction.(True; Moderate; p. 23)120. Organizational behavior models generally assume job satisfaction to be an independent variable.(False; Moderate; p. 23)121. An organization is productive if it achieves its goals and does so by transferring inputs to outputs at the lowest cost.(True; Moderate; p. 23)122. The annual cost of absenteeism in the U.S. is estimated at over $40 billion.(True; Challenging; p. 24)123. A conservative estimate of the cost of recruiting, selecting, and training an employee is about $25,000.(False; Challenging; p. 24)124. Reasonable levels of employee-initiated turnover facilitate organizational flexibility and employee independence.(True; Challenging; p. 24)125. The difference between the amount of rewards workers receive and the amount they believe they should receive is termed job satisfaction.欧阳术创编 2021.02.02 欧阳美创编 2021.02.02(True; Moderate; p. 25)126. Job satisfaction represents an attitude rather than a behavior. (True; Moderate; p. 25)127. Independent group level variables studied in organizational behavior include perception, learning, and motivation. (False; Moderate; p. 25)SCENARIO-BASED QUESTIONSApplication of What Managers DoJoseph Wood is a manager at the XYZ Company. He performs all the management func tions as condensed from Henri Fayol’s work.128.When Mr. Wood estimates an overall strategy for achieving his department’s goals, he is performing the _____ function.a.planninganizingc.leadingd.controlling(a; Moderate; p. 4)129.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.planninganizingc.leadingd.controlling(b; Moderate; p. 4)130. When Mr. Wood motivates his employees and attempts to resolve conflicts among department members, he is performing the _____ function.a.planninganizingc.leadingd.controlling(c; Moderate; p. 4)131. When Mr. Wood compares projected sales to actual sales in his department, he is performing the _____ function.欧阳术创编 2021.02.02 欧阳美创编 2021.02.02a.planninganizingc.leadingd.controlling(d; Moderate; p. 4)Application of Contributing Disciplines to the OB FieldYou are bringing together faculty from different behavioral disciplines to author a new textbook in organizational behavior. You have faculty from the fields of psychology, sociology, social psychology, anthropology, and political science.132. You should expect that the faculty member from _____ will probably contribute information about intergroup behavior.a. sociologyb. psychologyc. social psychologyd. anthropology(a; Challenging; p. 12)133. Information on which of the following would probably not be a contribution from the faculty member from political science?a. conflictb. powerc. organizational changed. intraorganizational politics(c; Challenging; p. 12)134. To whom would you expect to address issues of communication?a. the psychologistb. the anthropologistc. the political scientistd. the social psychologist(d; Challenging; p. 12)135. You would expect the faculty member from _____ to furnish information about personality, learning, and motivation.a. sociologyb. psychologyc. anthropology欧阳术创编 2021.02.02 欧阳美创编 2021.02.02d. political science(b; Moderate; p. 12)Application of Quality ManagementYou are an employee of Acme, Inc. who has just been approached by your manager with a new philosophy that management wishes to institute. Your manager is stressing that he wants your involvement and that the emphasis is going to be on the customer and continual improvement.136. You would probably believe that management is trying to implement:a. quality management.b. MBO.c. process reengineering.d. organizational behavior.(a; Moderate; p. 16)137. As part of the program, you should expect to see all of the following except:a. improvement in quality.b. empowerment of employees.c. emphasis on individual achievement.d. accurate measurement.(c; Moderate; p. 16)138. You should expect your job to change in which of the following ways?a. more imposed rules from managementb. more measurement of performance variablesc. more free timed. less real employee power(b; Moderate; p. 16)Application of Developing an OB ModelAllison and Gail both are studying for a final exam. Both students have a goal of making a grade of 91 or better. Gail studied 6 hours and made a grade of 92. Allison studied for 9 hours and also made a grade of 92. 139. Which of the students was effective?a. only Gail欧阳术创编 2021.02.02 欧阳美创编 2021.02.02。

组织行为学英语习题2

Chapter 15 Foundations of Organization StructureMULTIPLE CHOICEWha( is Organizational Sliucliire?1 ・____ defines how job tasks are formally divided. grouped, and coordinated.anizational structureb・ Organizational behaviorc.Formalizationd.Span of control(a; Easy; p. 425)anizational structure is made up of six key elements・ Which of the following is not one of theseelements?a.centralizationb.dcpartmcnlalizalionc.coordinationd.formalization(c; Moderate; Exh. 15-1; p. 426)3.Work specialization is the same as:a.span of control.b.division of labor.c.unily of commaiid.d.job grouping・(b; Easy; p. 426)4.The degree to which tasks are subdivided into separate jobs is termed:a.dcpartmcnlalizalion.b.formalization.c.work specialization・d.span of control.(c; Ndoderate; p. 426)5.In the late 1940s, most manufacturing jobs in industrialized countries were being done with high:a.dcpartmcnlalizalion.b・ formalization.c. work specialization・d・ span of control.(c; Moderate; p. 426)6.For much of the first half of the 20lh century, managers viewed ________ as an unending source ofincreased productivity.a.dcpartmciilalizalionb.formalizationc.work specializationd.span of control(c; Moderate; p. 426)7・ Which one of the following components of organizational structure specifically defines where decisions are made?plexityb.formalizationc.centralizationd.technology(c; Moderate; Exh 15-1; p. 426)& The basis by which jobs are grouped together is termed:a.dcpartmcnlalizalion.b.formalization.c.work specialization・d・ centralization.(a; Easy; Exh. 15-1; p. 426)9.Grouping jobs on the basis of f unction, product, geography, process, or customer is a form of:a.dcpdrtmciilalizalion.b・ work specialization.c.span of control.d.chain of command・(a; Moderate; p. 427)10.One of the most popular ways to group activities is by:a.product.b.function.c.gcography.d.process.(b; Challenging; p. 427)11 ・ Proctor & Gamble departmentalizes by Tide, Pampers, Charmin, and Pringles・ This is an example ofdepartmentalization by:a.function.b.process.c.customer・d・ product.(d; Easy; p. 428)12. A manufacturing manager who organizes the plant by separating engineering, accounting,manufacturing, personnel, and purchasing into departments is practicing _____________________ departmentalization.a.target customerb.productc.functionald・ geographic(c; Moderate; p. 428)13. ____ departmentalization achieves economies of scale by placing people with common skills andorientations into common units・a.Functionalb.Processc.Productd・ Geographic(a; Moderate; p. 428)14.At an Alcoa aluminum tubing plant in upstate New York, production is organized into fivedepartments: casting; press; tubing; finishing; and inspecting; packing; and shipping・ This is anexample of _____ departmentalization・a.Functionalb.Processc.Productd・ Geographic(b; Moderate; p. 428)15.The unbroken line of authority that extends from the top of the organization to the lowest echelon andclarifies who reports to whom is termed:a.chain of command・b.authority.c.power.d.unily of command.(a; Moderate; p. 429)16.The right inherent in a managerial position to give orders and expect orders to be obeyed is termed:a.chain of command.b.authority.c.power.d.unily of command.(b; Moderate; p. 429)17.The _____ principle helps preserve the concept of an unbroken line of authority.a.span of controlb.powerc.unily of commandd.decenlndizalion(c; Moderate; p. 429)18.The _____ principle states that a person should have one and only one superior to whom he or sheis directly responsible・a.span of controlb.chain of commandc.unily of commandd・ power(c; Easy; p. 429)19.The _____ refers to the number of subordinates a manager can efficiently and effectively direct.a.span of controlb.unily of commandc.chain of commandd.oipmizalional chart(a; Easy; p. 418)20.Which of the following is a drawback of a narrow span of control?a.Il reduces effectiveness・b.It is more efficient.c.Il encourages overly tight supervision and discourages employee autonomy.d.Il empowers employees・(c; Challenging; p. 430)21 ・ Which of the following is not a drawback of a narrow span of control?a.They are expensive・b.They make vertical communication in the organization more complex・c.They encourage employee autonomy.d.They encourage overly tight supervision・(c; Challenging; p. 430)22.The trend in recent years has been toward:a.narrower spans of control.b.wider spans of control.c. a span of control of five・d.an ideal span of control of eight.(b; Moderate; p. 430)23.If you have a narrow span of control you have a _____ organization.a.multi-levelb.shortc.talld.matrix(c; Ndoderate; p. 430)24.____ are consistent with recent efforts by companies to reduce costs, cut overhead, speed updecision making, increase flexibility, get closer to customers, and empower employees・a.Wider spans of controlb.Narrower spans of controlc.Flatter organizationsd.Formalization(a; Moderate; p. 430)25・ The best definition for centralization is:a.decision discretion is pushed down to lower level employees・b.decision making is concentrated at a single point in the organization.c.decision making depends on the situation.d・ decision making is done in each department and then sent to the president for the final decision, (b; Moderate; p. 431)26.The component of structure which considers where decision-making authority lies is:a.dclegation.b.formalization.plexity・d.centralization.(d; Moderate; p. 431)27.In an organization that has high centralization:a.Ihc corporate headquarters is located centrally to branch offices・b.all top level officials are located within the same geographic area・c.lop managers make all the decisions and lower level managers merely carry out top management'sdirections.d・ action can be taken more quickly to solve problems・(c; Moderate; p. 431)2& The more that lower-level personnel provide input or are actually given the discretion to make decisions, the more _____________ t here is.a.centralizationb・ decemndizalionc.work specializationd.dcpartmcnlalizalion(b; Moderate; p. 431)29.If a job is highly fonnalized. il would not include which of the following?a.clearly defined procedures on work processesb.explicit job descriptionc.high employee job discretiond. a large number of organizational rules(c; Moderate; p. 431)30.Explicit job descriptions, lots of rules, and clearly defined procedures concerning work processes areconsistent with:a.high formalization.b.Icchnological innovation.c.high centralization.d.an organic model.(a; Challenging: pp. 431-432)31 ・ Employee discretion is inversely related to:plexity・b.standardization.c.centralization.d.Icchnology.(b; Challenging; p. 432)Common Organizdlional Designs32. Which of the following is not a common organizational design?a.simple structureb.biircaucracyc.centralized structured.malrix structure(c; Easy; p. 433)33・ The _______ is characterized by a low degree of departmentalization, wide spans of control authority centralized in a single person, and little formalization・a.bureaucracyb.malrix organizationc.simple structured.team structure(c; Ndoderate; p. 433)34. Which one of the following is consistent with a simple structure?a.high centralizationb.high horizontal differentiationc.high formalizationd・ high departmentalization(a; Moderate; p. 433)35・ The ______ i s a flat organization.a.simple structureb・ bureaucracyc.centralized structured.ma(rix structure(a; Moderate; p. 433)36.Simple structures are characterized by:a.shared authority.b. a narrow span of control.c.lo(s of foimalization.d・ a low degree of departmentalization.(d; Moderate; p. 433)37.The ____ i s most widely practiced in small businesses in which the manager and owner are one andthe same・a.simple structureb・ bureaucracyc. centralized structure d・ malrix structure(a; Moderate; p. 433)3& The bureaucracy is characterized by all of the following except:a.highly routine operating tasks.b.formalized rules and regulations・sks that are grouped into functional departments・d.decenlndizcd decision making.(d; Moderate; p. 434)39.The key underlying all bureaucracies is:a.flexibility.b.standardization.c.dual lines of authority・d.wide span of control.(b; Moderate; p. 434)40.The ____ i s characterized by highly routine operating tasks achieved through specialization.a.simple structureb・ bureaucracyc. centralized structured・ malrix structure(b; Moderate; p. 434)41.The strength of the simple structure lies in its:a.formalization.b・ simplicity.c. centralization.d・ informalion processing・(b; Easy; p. 433)42.Which of the following is not a weakness of the simple structure?a.It is risky.b・ informalion overloadc.accountabilily is cleard.slower decision making(c; Moderate; p. 433)43.Specialization creates subunit conflicts in the:a.simple structure・b.bureaucracy.c.centralized structure・d.malrix structure・(b; Moderate; p. 434)44.The structure that creates dual lines of authority and combines functional and productdepartmentalization is the:a.simple structure・b・ bureaucracy.c. malrix structure・d・ virtual organization・(c; Moderate; p. 435)45.The matrix structure combines which two fonns of departmentalization?a.simple and functionalb・ functional and productc.product and organicd.oipmic and mechanistic(b; Challenging; p. 435)46.The ____ v iolates the unity of command concept.a.simple and functionalb.functional and productc.product and organicd・ organic and mechanistic(c; Challenging; p. 435)47.Which one of the following problems is mosl likely to occur in a matrix structure?a.decreased response to environmental changeb・ decreased employee motivationc. loss of economies of scaled・ employees receiving conflicting directives(d; Moderate; p. 436)4& The strength of the matrix structure is its:a.ability to facilitate coordination.b・ economies of scale・c.adherence to chain of command・d.predictability.(a; Ndoderate; p. 436)49.The major disadvantage of the matrix stmeture is:a.lhe confusion it creates・b・ its propensity to foster power struggles.c. lhe stress it places on individuals・d・ all of the above(d; Challenging; p. 436)New Design Oplions50.The primary characteristics of the _______structure are that it breaks down departmental barriersand decentralizes decision making to the level of the work team・a.vinudl organizationb.teamc.boundarylcssd.feminine organization(b; Moderate; p. 436)51.In larger organizations, the team structure complements what is typically a:a.virludl organization・b.burcaucracy.c.simple structure・d・ boundaryless organization.(b： Challenging: p. 437)52. A small, core organization that outsources major business functions is the ______ organization.a.teamb・ visualc.boundarylessd.matrix(b; Moderate; p. 437)53.The____ is also called the network or modular organization.a.virludl organizationb.Icam structurec.pyramidd.boundary less organization(a; Moderate; p. 437)54.Tlie prototype of the virtual stnictiire is today's:a.automobile manufacturers・b.movic・making organizations.c.fast-food restaurants.d.software companies・(b： Challenging; p. 437)55・ The major advantage of the virtual organization is its:a.control.b.predictability.c.flexibility.d・ empowerment.(c; Ndoderate; p. 438)56.The _____ organization stands in sharp contrast to the typical bureaucracy that has many verticallevels of management and where control is sought through ownership・a.virlualb.teamc.limitlessd.matrix(a; Challenging: p. 438)57.The boundaryless organization relies heavily on:rmalion lechnology.b.verlical boundaries・c.horizontal boundaries・d.external barriers・(a; Ndoderate; p. 438)58.An organization that seeks to eliminate the chain of command, have limitless spans of control andreplace departments with empowered teams is the:a.virludl organization・b.boundaryless organization.c.malrix organization・d.team structure・(b; Moderate; p. 438)59.The one common technological thread that makes the boundaryless organization possible is:a.reengineering・b.MBA's.worked computers.d.mainframes.(c; Moderate; p. 439)Why Do Sliuclurcs Differ?60.The______ is a structure characterized by extensive departmentalization, high formalization, alimited information network, and centralization.a.mechanistic modelanic modelc.lechnology modeld・ boundaryless organization(a; Moderate; p. 440)61.Which of the following is not a characteristic of a mechanistic structure?a. extensive departmentalizationb・ high formalizationc.limited information networkd.flexibility(d; Easy; p. 440)62.If there is low formalization, a comprehensive information network, and high participation in decisionmaking, one would expect a(n):a.bureaucracy.b.mechanistic stnicture・anic structure・d.stable structure・(c; Challenging; p. 440)63・ All of the following are characteristics of the organic model except:a. cross-functional teams.b・ rigid departmentalization・c.cross hierarchical teams・d.free flow of information.(b; Moderate; p. 440)64.Which of the following is not a determinant of an organization's structure?a.strategyjmizalion sizec.industryd・ technology(c; Moderate; pp. 440-444)65.Changes in corporate strategy precede and lead to:a.changes in the environment.b.bcllcr communication.c.increased productivey.d・ changes in ail organization's structure.(d; Challenging; p. 440)66. A strategy that emphasizes the introduction of major new products and services is a(n) ___________a.innovalionb.cost-minimizationc.imitationd・ organic(a; Ndoderate; p. 441)67.The innovation strategy is characterized by:a.avoiding unnecessary costs・b. a mixture of loose with tight properties.c.low specialization and low formalization・ d・ tight controls over current activity.(c; Challenging; p. 441)68.____ refers to how an organization transfers its inputs into outputs.a. Imitationb・ Technologyc.Operationsd.Innovation(b; Moderate; p. 441)69.Which of the following is not part of the organization's environment?a.public pressure groupsb.customersc.technologypetitors(c; Easy; p. 443)70.The _____ of an environment refers to the degree to which it can support growth・a.capacityb.volatilityplexityd.nurturance(a; Moderate; p. 443)71 ・____ refers to the degree of instability of an environment.a.Capacityb.Volatilityplexityd・ Equilibrium(b; Easy; p. 443)72.Three key dimensions to any organization's environment hate been found. Which of the following isnot one of these key dimensions?a. volatilityb・ capabilityplexityd.capacity(b; Moderate; p. 443)73.The _____ of an environment refers to the degree of heterogeneity and concentration amongenvironmental elements・b.volatilityplexityd.creativity(c; Ndoderate; p. 443)Organizalion Designs and Enlploycc Behavior74.Which of the following generalizations about organizational structures and employee performanceand satisfaction is most true?a.There is fairly strong evidence linking decentralization and job satisfaction.b.Il is probably safe to say that no evidence supports a relationship between span of control andemployee performance・c.The evidence generally indicates that work specialization contributes to lower employeeproductivit y.d・ No one wants work that makes minimal intellectual demands and is routine・(b; Challenging; pp. 445-446)75.____ models of organizational structure are perceptions that people hold regarding structuralvariables formed by observing things around them in an unscientific fashion・a.Explicitb.Implicitc.Strategicd.Intuitive(b; Challenging; p. 447)TRUE/FALSEanizations have different structures, but the structure has little bearing on employee attitudes andbehavior.(False; Easy; p. 425)Whal is Oiganizalional Slniclurc?77.Specialization defines how job tasks are formally defined. grouped, and coordinated・ (False; Moderate; p. 426)78・ Managers need to address six key elements when they design their organization's stnictiire: work specialization, departmentalization, chain of command, span of control centralization anddecentralization, and formalization・(True; Moderate; p. 426)79.The degree to which tasks in the organization are subdivided into separate jobs is termeddepartmentalization.(False; Moderate; p. 426)80.Work specialization and division of labor are the same thing・(True; Easy; p. 426)81.Work specialization can be carried too far and may result in employee boredom・ stress, andabsenteeis m.(True; Moderate; p. 427)82.For much of the first half of this century, managers viewed departmentalization as an unending source of increased productivity.(False; Moderate; p. 427)83.The strength of functional departmentalization is putting similar specialists together.(True; Moderate; p. 428)anizations may choose only one of the forms of departmentalization at a time・ (False; Moderate; p. 429)85.The inherent right in a managerial position to give orders and expect the orders to be obeyed is termedauthority.(True; Moderate; p. 429)86.Departmentalization answers questions for employee such as "To whom do I go if I have a problem?^ (False; Moderate; p. 429)87.The unbroken line of authority that extends from lhe lop of the organization to the lowest echelon istermed the chain of command.(True; Easy; p. 429)8& The principle of unity of command suggests that managers should back one another up when a directive has been given.(False; Challenging; p. 429)89.The trend in recent years has been toward wider spans of control.(True; Easy; p. 430)90.Span of control detennines the number of levels and managers an organization has・(True; Moderate; pp. 429-430)91 ・ All things being equal, the wider or larger the span. lhe more efficient the organization.(True; Moderate; pp. 429-430)92.Flat organizational stnictures result from narrow spans of control.(False; Moderate; Exh. 15-3; p. 430)93.Narrow spans of control encourage overly tight supervision and discourage employee autonomy. (True; Moderate; p. 430)94.Having too many people report to you can undermine your effectiveness・(True; Challenging; p. 430)95.The more that lower-level personnel provide input or are actually given the discretion to makedecisions, the more centralized the organization.(False; Moderate; p. 431)96. A decentralized organization is more likely to result in a feeling of alienation by employees than acentralized organization.(False; Challenging; p. 431)97.There has been a marked trend toward decentralized decision making・(True; Moderate; p. 431)98.Increase in the number of rules and regulations results in increased formalization.(True; Moderate; pp. 431-432)99.The greater the formalization. lhe less input an employee has into how his or her work is done・(True; Moderate; p. 432)100.Autonomy and fonnalization are inversely related.(True; Moderate; p. 432)Common Organizdlional Designs101.The simple structure is fast, flexible, inexpensive to maintain, and accountability is clear.(True; Moderate; p. 433)102・The strength of the bureaucracy lies in its smiplicity. It s fast, flexible, and inexpensive to maintain.(False; Moderate; p. 433)103.One major strength of the simple structure is it's easy to mamtain in any size.(False; Moderate; p. 433)104.The simple structure is risky since everything depends on one person.(True; Easy; p. 434)105.Standardization is the key that underlies all bureaucracies・(True; Easy; p. 434)106.The simple stnicture is characterized by highly routine operating tasks achieved through specialization ・(False; Moderate; p. 434)107. A major weakness of the bureaucracy is lack of attention to rules・(False; Easy; p. 434)108.The bureaucracy is efficient only as long as employees confront problems that they have previously encountere d.(True; Easy; p. 434)109. A structure that creates dual lines of authority and combines functional and product departmentalization is the matrix structure・(True; Moderate; p. 435)110.The strength of the bureaucracy is its ability to facilitate coordination when the organization has complex and interdependent activities・(False; Moderate; p. 436)111.The matrix structure facilitates the allocation of specialists ・(True; Challenging: p. 436)112.The major disadvantages of the matrix lie in the confusion it creates, its propensity to foster power struggles, and the stress il places on individuals・(True; Challenging: p. 436)New Design Oplions113.The team stmeture breaks down department baiTiers and decentralizes decision making to the level of the work team・(True; Moderate; p. 436)114.Often. particularly among larger organizations, the team structure complements what is typically a bureaucrac y.(True; Moderate; p. 437)115.The primary characteristics of the virtual organization are that it breaks down department barriers and decentralizes decision making to the level of the work team・(False; Moderate; p. 437)116.You have decided to hire a small shop to do all your duplicating and printing・ This is an example of outsourcin g.(True; Moderate; p. 437)117.The virtual organization is also called the network or modular organization.(True; Moderate; p. 437)118.The major advantage to the virtual organization is its nexibility.(True; Easy; p. 438)119.The virtual organization was created to obtain maximum stability.(False; Moderate; p. 438)120.Jack Welch coined the term boundaryless organization.(True; Easy; p. 438)121 ・An organization that seeks to eliminate the chain of command is a boundarylcss organization. (True; Moderate; p. 438)122・Status and rank are minimized in the boundaryless organization.True; Moderate: p. 439)123.Globalization is more difficult in a bounda^less organization・(False; Challenging; p. 439)124.The one common technological thread that makes the boundaryless organization possible is networked computers・(True; Moderate; p. 439)Why Do Slructures Differ?125・ The organic stnicture is characterized by extensive departmentalization, high formalizatioiL a limited information network, and centralization.(False; Easy; p. 440)126.The boundaryless organization is an example of the organic model of organizational design. (True; Easy; p. 440)127.Mechanistic structures are high in fonnalization.(True; Moderate; p. 440)128.Mechanistic structures have high participation in decision making・(False; Moderate; p. 440)129.Strategy does not impact an organization's structure.(False; Easy; p. 440)130.An innovation strategy works well only for simple change・(False; Moderate; p. 441)131.An organization that tightly controls costs, refrains from incurring unnecessary innovation or marketing expenses, and cuts prices in selling a basic product pursues a cost-minimization strategy. (True; Moderate; p. 441)132.An innovation strategy seeks to move into new products or new markets only after their viability has been proven.(False; Moderate; p. 441)133.Size appears to have a decreasing rate of impact on complexity of structure.(True; Challenging; pp. 441 -442)134.Adding 500 employees to an organization that has only 300 members is likely to result in a shift toward a more organic structure・(False; Challenging; p. 442)135.Technology refers to how an organization transfers its inputs into outputs・(True; Moderate; p. 442)136.The three key dimensions to an organization's environment have been found to be: capacity, complexity, and technology.(False; Challenging; p. 443)137.The environment of an organization needs to be assessed in terms of capacity, which is the degree of heterogeneity and concentration among environmental elements・(False; Challenging; p. 443)138・ The more scarce, dynamic, and complex the environment, the more organic a structure should be. (True; Moderate; p. 444)Orgdnizalional Designs and Employee Behavior139.Research supports the notion that employees prefer an organic structure.(False; Moderate; p. 445)140.There is fairly strong evidence linking work specialization to positive job satisfaction.(False; Challenging; p. 445)141. A review of the research indicates that there is no evidence to support a relationship between span of control and employee performance・(True; Challenging; p. 445)142・Organizations that are less centralized have a greater amount of participative decision making・(True; Easy; p. 446)SCENARIO-BASED QUESTIONSApplicalion of Six Key Questions Thai Managers Need (o Answer in Designing lhe Proper Organizalional SbucluicWe-Train-Em has hired you to develop training materials for their seminars. Your first assignment is to write a training manual that will assist new managers in designing an appropriate stmeture for their part of an organization. Included in the manual will be information about the key questions that they must answer in deciding about the best organizational structure・143.One of the questions included in the training manual is "To what degree are tasks subdivided into separate j obs?^ Tins question addresses the issue of:a.formalization.b.work specialization・c.span of control.d.chain of command・(b; Moderate; Exh. 15-1; p. 426)144. ____ is addressed by asking the question "On what basis will jobs be grouped together?^a.Departmentalizationb.Work specializationc.Centralization and decentralizationd・ Formalization(a; Challenging; Exh. 15-1; p. 426)145.The degree of rules and regulations that direct employees and managers is termed:a.chain of command・b・ formalization.c.span of control.d.dcpartmciilalizalion.(b; Moderate; Exh. 15-1; p. 426)Application of DcpartmcnlalizdlionYou have divided the jobs done by your department through work specialization and are now trying to decide how to best group them for efficiency and service to the customer. You are considering grouping activities by function, product, process, or customer.146.You have decided that since you are a novice at departmentalization, you will go with the most popular method・ You will probably choose _____ departmentalization.a.functionb.productc.processd.customer(a; Moderate; pp. 427-429)147.You are organizing into southern, midwestem, western, and eastern regions. This is termed departmentalization.a.processb.customerc.geographyd・ function(c; Easy; pp. 427-429)148.You find that there seems to be a common set of problems among certain types of buyers of your product. You will probably choose:a.function departmentalization・b.product departmentalization.c.process departmentalization.d.customer departmentalization.(d; Easy; pp. 427-429)Applicalion of Spdn of ConliolMatthew is a new divisional manager. In reorganizing his department, he must make some decisions regarding the span of control.149.The question of span of control detennines:a.who reports to whom.b・ lhe number of levels and managers an organization has・c.where decisions are made.d.how jobs will be grouped.(b： Moderate; pp. 429-430)150.Wider spans are more efficient in terms of cost. However, at some point:a.employee performance soars・b.supervisors have more time to provide support.c.wider spans reduce effectiveness・d・ lhe organization becomes taller.(c; Challenging; pp. 429-430)151.By keeping the span of control to 5 or 6 employees, which of the following is not a drawback?a.Il is expensive・b.Vertical communication is more complex・c.Decision making is slowed down.d.Upper management is less isolated・(d; Challenging; pp. 429-430)。

组织行为学英语习题 (4)之欧阳美创编

Chapter 1 What Is Organizational Behavior?MULTIPLE CHOICE1. Successful managers and entrepreneurs recognize that:a. technical knowledge is all that is needed forsuccess.b. interpersonal skills are not important.c. technical skills are necessary, but insufficient,for succeeding in management.d. an understanding of human behavior does notimpact effectiveness(c; Challenging; pp. 2-3)What Managers Do2. Which one of the following is not considered anorganization?a. churchb. universityc. a military unitd. all 45-year-old adults in a community(d; Easy; p. 4)3. A(n) _____ is a consciously coordinated social unit,composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.a. organizationb. unitc. team欧阳美创编 2021.01.01 欧阳美创编 2021.01.01d. ethnic group(a; Moderate; p. 4)4. The four management functions include all of thefollowing except:a. controlling.b. planning.c. staffing.d. organizing.(c; Moderate; p. 4)5. _____ inclu des defining an organization’s goals andestablishing an overall strategy for achieving these goals and developing a comprehensive hierarchy of plans to integrate and coordinate activities.a. Controllingb. Planningc. Leadingd. Coordinating(b; Moderate; p. 4)6. The determination of how tasks are to be grouped ispart of which management function?a. planningb. leadingc. controllingd. organizing(d; Easy; p. 4)7. The organizing function includes a determination ofwhich of the following?a.what tasks are to be doneb.who is to do these tasksc.who reports to whomd.all of the above欧阳美创编 2021.01.01 欧阳美创编 2021.01.01(d; Moderate; p. 4)8. Every organization contains people, and it ismanagement’s job to direct and coordinate these people. This is the ______ function.a.planningb.leadingc.controllinganizing(b; Moderate; p.4)9. According to Henry Mintzberg, the ten managerialroles can be grouped into three categories. Which of the following is not one of these groups?a. concern with the interpersonal relationshipsb. the transfer of informationc. decision makingd. liaison roles(d; Challenging; Exh. 1-1; p. 6. )10. An example of Mintzberg’s interpersonal managementrole is:a. spokesperson.b. leader.c. negotiator.d. monitor.(b; Moderate; Exh. 1-1; p. 6)11. When a manager searches the organization and itsenvironment for opportunities and initiates projects to bring about change, the manager is acting in which role?a. negotiatorb. entrepreneurc. disturbance handler欧阳美创编 2021.01.01 欧阳美创编 2021.01.01d. resource allocator(b; Challenging; Exh. 1-1; p. 6)12. Which of the following is not an essentialmanagement skill identified by Robert Katz?a.technicalputerc.humand.conceptual(b; Moderate; p. 5)13. When managers have the mental ability to analyze anddiagnose complex situations, they possess:a.technical skills.puter skills.c.human skills.d.conceptual skills.(d; Challenging; pp. 6-7 )14. Which one of the following would not be considered ahuman skill?a. completing accounting reportsb. communicatingc. resolving conflictsd. working as part of a team(a; Moderate; pp 5-6)15. According to Luthans and his associates, which ofthe following is not considered a part of traditional management?a. interacting with outsidersb. decision makingc. controllingd. planning(a; Moderate; p. 7)欧阳美创编 2021.01.01 欧阳美创编 2021.01.0116. Which of Luthan’s managerial activities involvessocializing, politicking, and interacting with outsiders?a.traditional managementmunicationc.human resource managementworking(d; Challenging; p. 7 )17. According to Luthans, successful managers spent moreof their time on _____ than on any other activity.a.traditional managementb.human resource managementworkingmunicating(c; Challenging; p. 8)18. A common thread running through the functions, roles,skills, and activities approaches to management recognizes the importance of:a.managing technology.b.managing people.c.politicking.d.being efficient.(b; Moderate; p. 8)Enter Organizational Behavior19. Organizational behavior is all of the followingexcept:a. a field of study.b. an applied field.c. an intuitive analysis of human behavior.d. studying what people do in an organization.(c; Moderate; p. 8)欧阳美创编 2021.01.01 欧阳美创编 2021.01.0120. ______ is a field of study that investigates theimpact that individuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization’s effectiveness.anizational developmentb.Managementanizational behaviord.People management(c; Easy; p. 8)21. Which of the following is not a core topic of organizational behavior?a.motivationb.attitude developmentc.conflictputers(d; Easy; p. 8 )22. According to the text, the best approach forobtaining knowledge about human behavior isa. the common sense approach.b. an observational approach.c. a systematic approach.d. a theoretical approach.(c; Easy; p. 10)23. A major theme in your textbook is that behavior isnot:a. caused.b. random.c. consistent.d. predictable.(b; Easy; p. 9)欧阳美创编 2021.01.01 欧阳美创编 2021.01.0124. If we know how a person perceives a situation andwhat is important to him/her, then behavior is generallya. predictable.b. predetermined.c. uncontrollable.d. controllable.(a; Moderate; p. 9)25. Fundamental consistencies allow _____ of behavior.a. observationb. systematizingc. researchd. predictability(d; Moderate; pp. 9-10)26. Behavior is generally _____ and the _____ ofbehavior is a means to making reasonably accurate predictions.a. predetermined; observationb. predictable; systematic studyc. controllable; theoretical applicationd. uncontrollable; systematic study(b; Moderate; p. 10)27. _____ includes analyzing relationships, determiningcauses and effects, and basing conclusions on scientific evidence.a. Organizational behaviorb. The observational approach to understandingorganizational behaviorc. A theoretical approach to organizationalbehaviord. A systematic study of organizational behavior欧阳美创编 2021.01.01 欧阳美创编 2021.01.01(d; Moderate; p. 10)28. In the study of OB, intuition is replaced by:a. systematic study.b. generalization.c. listening.d. prediction.(a; Easy; p. 10)Contributing Disciplines to the OB Field29. Organizational behavior is built upon contributionsfrom all of the following disciplines except:a. humanities.b. psychology.c. anthropology.d. political science.(a; Moderate; p. 11)30. The science that seeks to measure, explain, andsometimes change the behavior of humans and other animals is:a. psychiatry.b. psychology.c. sociology.d. political science.(b; Moderate; p. 12)31. Which behavioral science discipline has made themost significant contribution to understanding individual behavior?a. sociologyb. social psychologyc. psychologyd. anthropology(c; Moderate; p. 12)欧阳美创编 2021.01.01 欧阳美创编 2021.01.0132. The OB topic of motivation has been most influencedby which behavioral science discipline?a. psychologyb. social psychologyc. sociologyd. political science(a; Moderate; p. 12)33. The most significant contribution to OB in the areaof formal organization theory and structure has been made by:a. psychology.b. sociology.c. anthropology.d. political science.(b; Moderate; p. 12)34. _____ studies people in relation to their fellowhuman beings.a.Psychologyb.Sociologyc.Anthropologyd.Political science(b; Moderate; p. 12)35. The science that focuses on the influence of peopleon one another is:a. psychology.b. anthropology.c. political science.d. social psychology.(d; Moderate; p. 12)36. One of the major areas receiving considerable investigation from social psychologists has been:欧阳美创编 2021.01.01 欧阳美创编 2021.01.01a.change.b.motivation.c.job satisfaction.d.job stress.(a; Challenging; p. 12 )37. The OB subject of “organizational culture” hasbeen most influenced by which behavioral science discipline?a. anthropologyb. psychologyc. social psychologyd. political science(a; Moderate; p. 12)38. _____ has helped us understand differences infundamental values, attitudes, and behavior between people in different countries.a.Anthropologyb.Psychologyc.Social psychologyd.Political science(a; Challenging; p. 12)39. Topics of study in political science include all ofthe following except:a. structuring of conflict.b. the social system in which individuals filltheir roles.c. allocation of power.d. how people manipulate power for individual selfinterest.(b; Challenging; p. 12)There are Few Absolutes in OB欧阳美创编 2021.01.01 欧阳美创编 2021.01.0140. Which of the following is the best description ofOB’s current state?a. It is based on universal truths.b. It is based on contingencies.c. There is little disagreement among OBresearchers and scholars.d. Cause-effect principles have been isolated whichtend to apply to all situations.(b; Moderate; p. 13)Challenges and Opportunities for OB41. Whereas _____ focuses on differences between peoplefrom different countries, _____ addresses differences among people within given countries.a. workforce diversity; globalizationb. globalization; workforce diversityc. culture; diversityd. culturization; workforce diversity(b; Challenging; pp. 14-15)42. ______ means that organizations are becoming moreheterogeneous in terms of gender, race, and ethnicity.a.Globalizationb.Workforce diversityc.Affirmative actionanizational culture(b; Easy; p. 15)43. The ________ assumption is being replaced by onethat recognizes and values _____.a.melting pot; differencesb.melting pot; similaritiesc.diversity; differences欧阳美创编 2021.01.01 欧阳美创编 2021.01.01d.heterogeneous; similarities(a; Moderate; p. 15)44. Which of the following is not true?a. Currently, 46 percent of the U.S. labor forceare women.b. Minorities and immigrants make up 23 percent ofthe workforce.c. The male Caucasian working full time to supporta non-employed wife and school-aged children is aminority.d. The proportion of minorities and women isshrinking.(d; Challenging; p. 15)45. The implications of workforce diversity include allof the following except:a.managers have to shift their philosophy fromtreating everyone alike to recognizing differences.b.diversity training should be provided.c. revamping benefit programs is needed toaccommodate the different needs of differentemployees.d.the same perceptions are used in decision making. (d; Challenging; p. 15)46. _____ is a philosophy of management that is drivenby the constant attainment of customer satisfactionthrough the continuous improvement of allorganizational processes.a. MBOb. Quality managementc. Reengineeringd. Organizational behavior欧阳美创编 2021.01.01 欧阳美创编 2021.01.01(b; Easy; p. 16)47. Quality management requires _____ employeeinvolvement.a. very littleb. occasionalc. extensived. no(c; Moderate; p. 16)48. _____ asks managers to reconsider how work would bedone and their organization structured if they were starting over.a. Process reengineeringb. MBOc. TQMd. Diversity training(a; Easy; p. 16)49. Predictions suggest there will be a labor shortagefor at least another:a.1-2 years.b.4-5 years.c.10-15 years.d.20-25 years.(c; Moderate; p.17)50. The U.S. labor shortage is a function of:a.birth rates and labor participation rates.b.birth rates and mobility.c.brain drain.d.poor wages and benefits.(a; Moderate; p. 17)51. Many employees have been led to retire early as aresult of:欧阳美创编 2021.01.01 欧阳美创编 2021.01.01a.expanded Social Security benefits.b.a healthy stock market.c.improved pension plans.d.all of the above(d; Challenging; p. 17)52. The majority of employees today in developedcountries work in:a.manufacturing jobs.b.service jobs.c.MNCs.ernment agencies.(b; Moderate; p. 18)53. When managers put employees in charge of what theydo, they are _____ the employees.a.reengineeringb.empoweringc.diversifyingd.dehiring(b; Moderate; p. 19)54. Managing today can be described as long periods ofongoing _____ interrupted occasionally by short periods of _____.a.change; stabilityb.stability; changec.flexibility; rigidityd.rigidity; flexibility(a; Moderate; p. 19)55. Which of the following has not contributed toblurring the lines between employees’ work life and personal life?a.the creation of global organizations欧阳美创编 2021.01.01 欧阳美创编 2021.01.01munications technology allowing employees towork any time and from any placeanizations asking employees to put in longerhoursd.fewer dual-income couples(d; Easy; p. 20)56. Situations where an individual is required to defineright and wrong conduct are termed:a. diversity issues.b. human resource problems.c. ethical dilemmas.d. loyalty oaths.(c; Easy; p. 21)Coming Attractions: Developing an OB Model57. A model is a(an):a. abstraction of reality.b. response that is affected by an independentvariable.c. independent variable.d. real-world scenario.(a; Easy; p. 22)58. Primary dependent variables in OB include:a. productivity.b. absenteeism.c. job satisfaction.d. all of the above(d; Easy; p. 23)59. _____ is achievement of goals.a. Efficiencyb. Effectivenessc. Productivity欧阳美创编 2021.01.01 欧阳美创编 2021.01.01d. Motivation(b; Easy; p. 23)60. Which of the following is an example of being anefficient company or employee?a. operating a hospital at the lowest possible costbut still yielding a high profitb. being the most pleasant real estate broker inthe southeastc. as a telemarketer, making the required number ofcalls at the end of the dayd. a sales person who acquires the most clients ofanyone in the company(a; Challenging; p. 23)61. Sears trained employees to improve the employee-customer interaction to ultimately:a.generate additional revenue.b.decrease returns.c.improve repeat customer business.d.none of the above(a; Moderate; p. 23)62. _____ is discretionary behavior that is not part ofan employee’s formal job requirement, but that promotes the effective functioning of the organization.a.Productivityb.Motivationanizational citizenshipanizational behavior(c; Moderate; p. 25)63. Individual-level independent variables include:a. technology.欧阳美创编 2021.01.01 欧阳美创编 2021.01.01b. organizational culture.c. perception.d. human resource policy.(c; Moderate; pp. 25-26)64.________ is the voluntary and involuntary permanentwithdrawal from an organization.a.Absenteeismb.Turnoverc.Downsizingd.Exit(b; Easy; p. 24)TRUE/FALSE65. The single biggest reason for the failure ofmanagers is poor interpersonal skills.(True; Easy; p. 3)66. While managers must be technically competent, technical knowledge is not enough for success.(True; Moderate; p. 3)What Managers Do67. Managers get things done through other people. (True; Easy; p. 4)68. The term organization, as used in your textbook, ismeant to include business firms but exclude government agencies.(False; Easy; p. 4)69. Managers may be referred to as administrators innot-for-profit organizations.(True; Moderate; p. 4)70. Henri Fayol listed five management functions:planning, organizing, commanding, coordinating, and controlling.欧阳美创编 2021.01.01 欧阳美创编 2021.01.01(True; Moderate; p. 4)71. Modern theorists have cond ensed Fayol’s fivemanagement functions down to four: planning, organizing, commanding, and controlling.(False; Moderate; p. 4)72. The controlling function includes the determinationof what tasks are to be done.(False; Moderate; p. 4)73. Monitoring, comparing, and potential correcting iswhat is meant by the controlling process.(True; Moderate; p. 4)74. Mintzberg concluded that managers perform tendifferent highly-interrelated roles, or sets of behaviors, attributable to their jobs.(True; Challenging; p. 5)75. The role of spokesperson is an example of aninformational role.(True; Easy; p. 5)76. As resource allocators, managers are responsible forallocating human, physical, and monetary resources. (True; Moderate; Exh. 1-1; p. 6)77. When managers initiate and oversee new projects thatwill improve their organization’s performance, they are acting in the capacity of an entrepreneur, an example of an informational role.(False; Moderate; Exh. 1-1; p. 6)78. Robert Katz has identified three essentialmanagement skills: technical, human, and conceptual. (True; Moderate; pp. 5-6)79. According to Katz, human skills encompass theability to apply specialized knowledge or expertise.欧阳美创编 2021.01.01 欧阳美创编 2021.01.01(False; Moderate; pp. 5-6)80. The ability to analyze and diagnose complexsituations is referred to as an individual’s conceptual skills.(True; Easy; pp. 6-7)81. According to Luthans and his associates, thosemanagers who are most “successful” will spend more time networking than those managers who are considered most “effective.”(True; Challenging; Exh. 1-2; p. 7)82. Research conducted by Luthans supports the theorythat promotions are based on performance.(False; Moderate; p. 7)83. Luthans’ research indicates that among effectivemanagers, communication made the largest relative contribution and networking the least.(True; Challenging; Exh. 1-2; pp. 7-8)84. Managers need to develop their people skills if theyare going to be effective and successful.(True; Moderate; p. 8)Enter Organizational Behavior85. Organizational behavior is a field of study thatinvestigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.(True; Moderate; p. 8)86. Organizational behavior is concerned with the study of what people do in an organization and how that behavior affects the performance of the organization. (True; Moderate; p. 8)欧阳美创编 2021.01.01 欧阳美创编 2021.01.0187. Behavior is generally predictable, and thesystematic study of behavior is a means to making reasonably accurate predictions.(True; Moderate; p. 10)88. Many people’s views on human behavior are based onintuition.(True; Easy; pp. 9-10)89. It is the consistencies in behavior that makeprediction possible.(True; Moderate; p. 9)90. Regardless of appearances, people usually intendtheir behavior to be rational.(True; Moderate; p. 9)91. Anything you learn in an unsystematic way isincorrect.(False; Moderate; p. 10)92. Intuition is gut feelings about “why I do what Id o.”(True; Easy; p. 10)Contributing Disciplines to the OB Field93. OB is an applied behavioral science that is builtupon contributions from a number of behavioral disciplines.(True; Easy; p. 11)94. Learning, perception, and personality have been OBtopics whose contributions have generally come from psychology.(True; Moderate; Exh. 1-3; p. 11)95. What psychology is to the individual, sociology isto the group.(True; Moderate; p. 12)欧阳美创编 2021.01.01 欧阳美创编 2021.01.0196. Social psychology is an area within psychology,blending concepts from both psychology and political science.(False; Moderate; p.12)97. Anthropology has helped us understand differences invalues and attitudes between people in different countries.(True; Moderate; p. 12)98. Conflict and power have been major topics of concernto political scientists.(True; Easy; Exh. 1-3; p. 12)There are Few Absolutes in OB99. There are many simple and universal principles thatexplain organizational behavior.(False; Easy; p. 13)100. OB researchers cannot offers reasonably accurate explanations of human behavior since people act very differently in the same situation.(False; Moderate; p. 13)Challenges and Opportunities for OB101. As the world has become a global village, managers have to become capable of working with people from different cultures.(True; Moderate; p. 14)102. Workforce diversity means that organizations are becoming more homogeneous in terms of gender, race, and ethnicity.(False; Moderate; p. 15)103. People must set aside their cultural values when they come to work.(False; Moderate; p. 15)欧阳美创编 2021.01.01 欧阳美创编 2021.01.01104. 46 percent of the U.S. labor force are women.(True; Challenging; p. 15)105. Diversity, if positively managed, can increase creativity and innovation in organizations.(True; Easy; p. 15)106. A philosophy of management that is driven by the constant attainment of customer satisfaction through the continuous improvement of all organizational processes is termed “reengineering.”(False; Moderate; p. 16)107. Quality management has an intense focus on the customer and a goal of employee empowerment.(True; Easy; p. 16)108. Putting employees in charge of what they do is termed “reengineering.”(False; Easy; p. 16)109. Process reengineering asks, “How would we do things around here if we were starting over from scrat ch?”(True; Easy; p. 16)110. In tight labor markets, those managers who don’t understand human behavior risk having no one to manage.(True; Moderate; p. 17)111. An employee who is empowered is given greater opportunity to determine how she does her job. (True; Moderate; p. 19)112. There’s a blurring between the roles of managers and workers.(True; Moderate; p. 20)113. Managing today is described as long periods of ongoing change, interrupted occasionally by short欧阳美创编 2021.01.01 欧阳美创编 2021.01.01periods of stability.(True; Moderate; p. 21)114. Today’s managers and employees must learn to cope with temporariness –learning to live with flexibility, spontaneity, and unpredictability. (True; Moderate; p. 19)115. OB has little to offer in stimulating employee creativity and tolerance for change.(False; Challenging; p. 20)116. Your firm is experiencing lower than normal profits.You realize that you should write off some questionable accounts, but your supervisor suggests that you wait until next year. This is a modern example of an ethical dilemma.(True; Easy; p. 21)Coming Attractions: Developing an OB Model117. There are three levels of analysis in OB, and, as we move from the individual level to the group level to the organization systems level, we add systematically to our understanding of behavior in organizations.(True; Challenging; p.22)118. The key factors you want to explain or predict in a model are termed independent variables.(False; Moderate; p. 23)119. Typical dependent variables in organizational behavior are productivity, absenteeism, and job satisfaction.(True; Moderate; p. 23)120. Organizational behavior models generally assume job satisfaction to be an independent variable.欧阳美创编 2021.01.01 欧阳美创编 2021.01.01(False; Moderate; p. 23)121. An organization is productive if it achieves its goals and does so by transferring inputs to outputs at the lowest cost.(True; Moderate; p. 23)122. The annual cost of absenteeism in the U.S. is estimated at over $40 billion.(True; Challenging; p. 24)123. A conservative estimate of the cost of recruiting, selecting, and training an employee is about $25,000. (False; Challenging; p. 24)124. Reasonable levels of employee-initiated turnover facilitate organizational flexibility and employee independence.(True; Challenging; p. 24)125. The difference between the amount of rewards workers receive and the amount they believe they should receive is termed job satisfaction.(True; Moderate; p. 25)126. Job satisfaction represents an attitude rather thana behavior.(True; Moderate; p. 25)127. Independent group level variables studied in organizational behavior include perception, learning, and motivation.(False; Moderate; p. 25)SCENARIO-BASED QUESTIONSApplication of What Managers DoJoseph Wood is a manager at the XYZ Company. He performs all the management functions as condensed from Henri Fayol’s work.欧阳美创编 2021.01.01 欧阳美创编 2021.01.01128.When Mr. Wood estimates an overall strategy for achieving his department’s goals, he is performing the _____ function.a.planninganizingc.leadingd.controlling(a; Moderate; p. 4)129.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.planninganizingc.leadingd.controlling(b; Moderate; p. 4)130. When Mr. Wood motivates his employees and attempts to resolve conflicts among department members, he is performing the _____ function.a.planninganizingc.leadingd.controlling(c; Moderate; p. 4)131. When Mr. Wood compares projected sales to actual sales in his department, he is performing the _____ function.a.planninganizingc.leadingd.controlling欧阳美创编 2021.01.01 欧阳美创编 2021.01.01(d; Moderate; p. 4)Application of Contributing Disciplines to the OB Field You are bringing together faculty from different behavioral disciplines to author a new textbook in organizational behavior. You have faculty from the fields of psychology, sociology, social psychology, anthropology, and political science.132. You should expect that the faculty member from _____ will probably contribute information about intergroup behavior.a. sociologyb. psychologyc. social psychologyd. anthropology(a; Challenging; p. 12)133. Information on which of the following would probably not be a contribution from the faculty member from political science?a. conflictb. powerc. organizational changed. intraorganizational politics(c; Challenging; p. 12)134. To whom would you expect to address issues of communication?a. the psychologistb. the anthropologistc. the political scientistd. the social psychologist(d; Challenging; p. 12)135. You would expect the faculty member from _____ to 欧阳美创编 2021.01.01 欧阳美创编 2021.01.01furnish information about personality, learning, and motivation.a. sociologyb. psychologyc. anthropologyd. political science(b; Moderate; p. 12)Application of Quality ManagementYou are an employee of Acme, Inc. who has just been approached by your manager with a new philosophy that management wishes to institute. Your manager is stressing that he wants your involvement and that the emphasis is going to be on the customer and continual improvement.136. You would probably believe that management is trying to implement:a. quality management.b. MBO.c. process reengineering.d. organizational behavior.(a; Moderate; p. 16)137. As part of the program, you should expect to see all of the following except:a. improvement in quality.b. empowerment of employees.c. emphasis on individual achievement.d. accurate measurement.(c; Moderate; p. 16)138. You should expect your job to change in which of the following ways?a. more imposed rules from management欧阳美创编 2021.01.01 欧阳美创编 2021.01.01。

Aimee组织行为学(双语教学)课程复习资料2.doc

组织行为学复习大纲题型说明一、名词解释job satisfaction self-efficacy leadership emotion expression norm organizational commitment group cohesiveness attitude motivation social loafing conflict organizational culturejob satisfaction：一般意义上的工作满意度，通常是指某个人在组织内进行工作的过程中，对工作本身及其有关方面(包括工作环境、工作状态、工作方式、工作压力、挑战性、工作屮的人际关系等等)有良性感受的心理状态。

比较流行和广泛使用的是美国著名人力资源管理公司Monster提出的六条价值标准：成功、独立、认同、支持、工作条件、人际关系。

综合性定义对工作满意度作一般性的解释，认为工作满意度是一个单一的概念，是对工作本身及有关环境所持的一种态度或看法，是对其工作角色的整体情感反应，不涉及工作满意度的面向、形成的原因与过程self-efficacy :门我效能(self・efficacy)指人对口己是否能够成功地进行某一成就行为的主观判断，它与自我能力感是同义的。

一般来说，成功经验会增强自我效能，反复的失败会降低自我效能。

自我效能(self-efficacy)：指一个人在特定情景小从事某种行为并取得预期结果的能力，它在很大程度上指个体自己对自我冇关能力的感觉。

自我效能也是指人们对□己实现特定领域行为冃标所需能力的信心或信念，简单來说就是个体对自己能够取得成功的信念，即“我能行”。

“自我效能”由美国斯坦福大学(Stanford University)心理学家阿尔伯特•班杜拉(Albert Bandu⑻在20世纪70年代首次提出，20世纪末已经成为教育界的一个关键理念，正在被广泛应用于医疗保健、管理、运动以及诸如发展中国家的艾滋病(AIDS)等看起来极为棘于的社会问题等领域。

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