Organisational behaviour: True or False questions (0)

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True or Falls

A psychological contract represents a contingency plan that serves the needs of the individual worker.
False

An example of a virtual organization is an office located in a high-rise building .
False

As open systems, organizations transform material resources to produce goods.
True

Organizational behavior is characterized by its emphasis on rigorous inquiry .
True

Organizational behavior is the study of individuals and groups in profit - making organizations.
False

Organizational behavior is the subject of psychology applied to the world of work .
False

Quality of work life refers to the overall quality of human experience in the workplace.
True

Synergy is the creation of a whole that is greater than the sum of its parts.
True

The purpose of any organization is to make a profit.
False

Work-life balance refers to workers who seek balance between their paid work and unpaid work.
False

Workforce diversity refers to differences in people’s aptitude for various jobs.
False

A felt negative equity exists when an individual feels he or she has received relatively more rewards than others for equal inputs.
False

According to equity theory, individuals compare their rewards and inputs at work to the rewards and inputs of others.
True

Base salary is a motivator in Herzberg ’s theory.
False

Empowerment is the process of handing over reward-granting power to low-level employees.
False

Extrinsic rewards are work outcomes that are received by the individual directly as a result of task performance .
False

Hygiene factors are dissatisfies that are associated with aspects of a person ’s personal life.
False

Managers should recognize that an equity comparison will likely be made by their subordinates whenever especially visible rewards, such as pay, are being allocated.
True

Motivation to work refers to forces within an individual that account for extrinsic and intrinsic rewards.
False

Motivators are satisfiers that are associated with what people do in their work.
True

The esteem needs are the highest level of needs in Maslow’s Hierarchy of Needs.
False

The work preferences of individuals high in need for achievement are likely to include individual responsibility and feedback on performance.
True

A collaborator is one who pursues their own concerns somewhat ruthlessly and generally at the expense of other members of the group.
False

An information source is a person or group of persons with a reason to communicate with the receiver.
True

Arbitration occurs when a neutral third party acts as a judge and issues a non-binding decision affecting parties at a negotiation impasse.
False

Decoupling involves reducing contact between conflicting groups.
True

Effective communication is the same as efficient communication.
False

Effective communication should be a manager ’s goal in any communication situation.
True

Hierarchical referral pushes conflict right down the chain of command.
False

Informal communications do not reflect an organization’s hierarchy.
True

Interpersonal conflicts are substantive, emotional or both .
True

Manifest conflict occurs when conflict is openly expressed in behavior.
True

Noise is anything which interferes with the communication process.
True

Organizational interpersonal communication is the process of exchanging information and establishing a common understanding .
True

Pausing for feedback signals is an example of good communication.
True

Quasi - formal communication channels are unplanned and spontaneous communications between two parties.
False

Substantive conflict is conflict that involves interpersonal difficulties that arise over feelings of anger etc.
False

The most common sources of noise are physical distractions and cultural differences.
True

The process of translating an idea or thought into meaningful symbols is called feedback.
False

Two-party, group, intergroup and constituency negotiation are four types of negotiation situations.
True

Vertical conflict occurs between people or groups at the same hierarchical level.
False

A group is simply a collection of people doing the same thing.
False

A quality circle is a small group of people who meet periodically to discuss well-defined tasks.
False

A virtual team is one whose members work interdependently towards the achievement of a common goal across space and time.
True

All self-managed teams require technical and interpersonal skills.
False

As group size increases. So do communication requirements.
True

Belbin argues that the most effective teams are heterogeneous.
True

Disruptive behaviors in groups include social loafing and synergy.
False

Effective groups are those that achieve high levels of task performance.
False

Emergent behaviors are what group members do in addition to, or in place of, what is formally asked of them by the organization.
True

Groups can help organizations to foster creativity and make better decisions than individuals.
True

If a company sponsored a local junior swimming team, that team is an example of a formal group since it is company sanctioned.
False

Informal groups often have the potential to speed up the work flow.
True

Norms are rules or standards about the behavior that group members are expected to display.
True

Organizational culture and structure can affect group effectiveness.
True

Role ambiguity is the expectation that one has of others in the group.
False

Role conflict can be caused by overload.
True

Self-managing teams operate with more layers of management than do traditional organizational structures .
False

Team building is a collaborative process.
True

Team cohesiveness is the extent to which team members are attracted to, but not motivated to remain a part of the team.
False

Teamwork happens naturally.
False

The Storming stage is the first stage of group formation.
False

A supply manager who bases inventory re- orders on quantities of each item ordered in the past could be using an heuristic.
True

Coalition tactics involve seeking the aid of others to help persuade a target person to do what you request.
True

Empowerment is the process by, which managers help others acquire and use the power needed to make decisions in their work.
True

Ethical dilemmas seldom involve risk or personal considerations.
False

Expert power is derived from knowledge or experience.
True

Generating trust in relationships involves taking an ethical stance.
True

Groupthink is the tendency of members in highly cohesive groups to lose their critical, evaluative capabilities.
True

Judgement is using intuition to make decisions.
False

Legitimate power and formal authority are one and the same.
True

Organizational politics is the process by which managers help others to acquire and use the power needed to make decisions.
False

Pleasant personality characteristics, agreeable behavior patterns and attractive personal appearance are examples of referent power.
True

Pretending the action is not really unethical is one of the common rationalizations for unethical behavior.
True

Reason is one way of exercising influence .
True

Referent power is the ability to control another ’s behavior because the individual wants to identify with the power source.
True

Reward power is the extent to which a manager can use extrinsic and intrinsic rewards to control other people.
True

Risk environments exist when managers are able to assign probabilities of an event’s occurrence.
True

Satisficing occurs when a good enough choice is made.
True

The two basic types of managerial decisions are routine and programmed.
False

When resources are scarce and differences endure, politics and power become central features of organizational life.
True

A Machiavellian is someone who views and manipulates others purely for personal gain.
True

Cognitive dissonance is not a state of perceived inconsistency between a person’s expressed attitude and his or her actual behavior.
False

Cultural values and norms do not play a substantial role in the development of an individual’s personality and behaviors.
False

Dogmatism is a personality trait that focuses on a rigidity of a person’s beliefs .
False

Examples of individual attributes are demography, personality and competency.
True

In order to deal effectively with people from other cultures it is necessary to understand the influence of one’s own culture.
True

Locus of control measures the internal -external orientation of a person.
True

No one perception is ‘right’ in any objective sense and the ways in which we view the world can be influenced by our cultural background.
True

Older people tend to be inflexible.
False

One of the components of the individual performance equation is organizational support .
True

People with an internal orientation believe that they control their own fate or destiny.
True

People’s values develop as a product of the learning and experiences they encounter in the cultural setting in which they live .
True

People’s values develop as a product of the learning and experiences they encounter in the cultural setting in which they live.
True

Personality is the overall profile or combination of traits that characterize the unique nature of a person.
True

Psychodynamic theories of personality believe that it is composed of thoughts and drives emanating from the unconscious.
True

Situational constraints refer to the forces within an individual that account for the level, direction and persistence of effort expended at work.
False

The affective component of an attitude is a specific feeling regarding personal impact.
True

The cognitive component of an attitude consists of the beliefs, opinions, knowledge and information a person possesses.
True

Among the guidelines for punishment is the advice to avoid telling the individual being punished what he or she has done wrong.
False

Burnout is a psychological concept associated with the experience of long term exhaustion or diminished interest usually within the workplace.
True

Classical conditioning has largely replaced operant conditioning for managerial use.
False

Classical conditioning is a form of learning through association.
True

Cognitive learning is achieved by thinking about the perceived relationship between events and individual goals and expectations .
True

Operant conditioning is the view that learning is achieved when the consequences of a behavior lead to changes in the probability of its occurrence.
True

People with high efficacy believe that they lack self-control.
False

People with high self-efficacy believe that they have the necessary ability for a given job.
True

Punishment is the same as negative reinforcement.
False

Reinforcement theory is usually acclaimed for its positive contributions; it is very difficult to find critics of the theory.
False

Self-management strategies are closely related to social learning theory.
True

Social learning is achieved through reciprocal interactions among people, behaviour and environment.
True

The manager who administers punishment to a subordinate may end up being viewed negatively by that subordinate.
True

The process of controlling behavior by manipulating its consequences is called operant conditioning.
True

When behavior is rewarded each time it occurs, the reinforcement schedule is said to be continuous.
True

When reinforcement consequences for a behavior are withdrawn and the behavior weakens or decreases in frequency, negative reinforcement has occurred.
False

A felt negative equity exists when an individual feels he or she has received relatively more rewards than others for equal inputs.
False

According to equity theory, individuals compare their rewards and inputs at work to the rewards and inputs of others.
True

Base salary is a motivator in Herzberg’s theory.
False

Empowerment is the process of handing over reward-granting power to low-level employees.
False

Extrinsic rewards are work outcomes that are received by the individual directly as a result of task performance.
False

Hygiene factors are dissatisfies that are associated with aspects of a person’s personal life.
False

Managers should recognize that an equity comparison will likely be made by their subordinates whenever especially visible rewards, such as pay, are being allocated.
True

Motivation to work refers to forces within an individual that account for extrinsic and intrinsic rewards.
False

Motivators are satisfiers that are associated with what people do in their work.
True

The esteem needs are the highest level of needs in Maslow’s Hierarchy of Needs.
False

The work preferences of individuals high in need for achievement are likely to include individual responsibility and feedback on performance.
True

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