Organization-Behavior-各章練習(xí)題17頁

1、MULTIPLE CHOICECHP1:4.The four management functions include all of the following except:anizing.(c; Moderate; p. 4)1.Successful managers and entrepreneurs recognize that:a.technical knowledge is all that is needed for erpersonal skills are not im

2、portant.c.technical skills are necessary, but insufficient, for succeeding in management.d.an understanding of human behavior does not impact effectiveness(c; Challenging; pp. 2-3)11.When a manager searches the organization and its environment for opportunities and initiates projects to bring about

3、change, the manager is acting in which role?a.negotiatorb.entrepreneurc.disturbance handlerd.resource allocator(b; Challenging; Exh. 1-1; p. 6)13.When managers have the mental ability to analyze and diagnose complex situations, they possess:a. technical skills.b. computer skills.c. human skills.d. c

4、onceptual skills.(d; Challenging; pp. 6-7 )14.Which one of the following would not be considered a human skill?pleting accounting municatingc.resolving conflictsd.working as part of a team(a; Moderate; pp 5-6)18. A common thread running through the functions, roles, skills, and acti

5、vities approaches to management recognizes the importance of:a. managing technology.b. managing people.c. politicking.d. being efficient.(b; Moderate; p. 8)20._ is a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations for the purp

6、ose of applying such knowledge toward improving an organizations effectiveness.a. Organizational developmentb. Managementc. Organizational behaviord. People management(c; Easy; p. 8)58.Primary dependent variables in OB include:ductivity.b.absenteeism.c.job satisfaction.d.all of the above(d; Eas

7、y; p. 23)63.Individual-level independent variables include:anizational culture.c.perception.d.human resource policy.(c; Moderate; pp. 25-26)64. _ is the voluntary and involuntary permanent withdrawal from an organization.a. Absenteeismb. Turnoverc. Downsizingd. Exit(b; Easy; p. 24)

8、CHP22.An individuals personality is determined by:a.heredity.b.environment.c.situational factors.d.all of the above(d; Easy; p. 94)4. Which of the following personality shaping forces is not environmental?a.parents heightb.experiencec.Protestant ethicd.culture(a; Moderate; p. 95)5.Factors that are c

9、onsidered environmental influences on our personality include all the following except:a.birth order.b.heredity.c.culture.d.family norms.(b; Moderate; p. 95)7. “Bob is easy-going at home, but at work he becomes very tense and anxious.” This statement attributes Bobs personality more to which of the

10、following?a.heredityb.environmentc.situationd.locus of control(c; Moderate; p. 95)13.Which of the following is not included in the Big Five model?a. agreeablenessb. conscientiousnessc. gregariousnessd. emotional stability(c; Easy; p. 97)14.Which dimension of the Big Five model refers to an individua

11、ls propensity to defer to others?a. extraversionb. agreeablenessc. emotional stabilityd. openness to experience(b; Moderate; p. 97)17.Individuals who rate high in externality (external locus of control): a.are less satisfied with their jobs.b.have lower absenteeism rates.c.are less alienated from th

12、e work setting.d.are more involved on their jobs.(a; Challenging; p. 97)19.People with an internal locus of control tend to: a.quit their jobs more often than those with an external locus of control.b.quit their jobs less often than those with an external locus of control.c.perform better on their j

13、obs.d.start their own businesses.(c; Moderate; p. 98)23._ is the degree to which people like or dislike themselves.a. Self-esteemb. Authoritarianismc. Locus of controld. Machiavellianism(a; Moderate; p. 100)24.People high in the trait self-esteem:a.are less likely to take unpopular stands than low S

14、Es.b.tend to be more satisfied with their jobs than low SEs.c.tend to be less satisfied with their jobs than low SEs.d.tend to be more concerned with pleasing others than low SEs.(b; Challenging; p. 100)29.An individual who is aggressively involved in a chronic incessant struggle to achieve more and

15、 more in less and less time is a(n):a.Type A.b.Type B.c.Type AB.d.extrovert.(a; Easy; p. 101)30.Which of the following is true of the Type A personality?a.The Type A is more successful than the Type B.b.Type As can play for fun and relaxation, rather than to exhibit superiority.c.Type As are obsesse

16、d with numbers and measure their success in terms of how much of everything they acquire.d.Type As feel no need to discuss their achievements.(c; Moderate; p. 101)32.A Type A personality would be most likely to:a.be easy going.b.enjoy leisure and quiet time.c.eat his meals quickly.d.concentrate on o

17、nly one task at a time.(c; Easy; p. 101)33.Which of the following is not a characteristic of the Type B personality?a. never suffers from a sense of time urgency with its accompanying impatienceb. plays for fun and relaxationc. strives to think or do two or more things at onced. can relax without gu

18、ilt(c; Moderate; p. 101 )1.Motivation is:a.a component of ability.b.situational.c.a personal trait.d.a constant intensity for each individual.(b; Moderate; p. 155)2.Motivation is best defined as:a.high performance.b.efficient cesses that account for an individuals intensity, direction,

19、 and persistence toward attaining a goal.d.being told to exert high levels of effort.(c; Easy; p. 155)4.The drive to become what one is capable of becoming is which level of Maslows hierarchy of needs?a.socialb.self-actualizationc.physiologicald.esteem(b; Easy; p. 156)10.Growth and achieving ones po

20、tential are examples of Maslows:a. self-actualization factors.b. physiological factors.c. social factors.d. esteem factors.(a; Moderate; p. 156)14.Which of the following were considered higher-order needs by Maslow?a.physiological, safety, socialb.safety, social, esteemc.esteem, self-actualizationd.

21、social, esteem, self-actualization(d; Moderate; p. 157)17.A Theory X manager would view employees as:a.seeking responsibility.b.needing to be coerced to achieve goals.c.viewing work as a normal daily activity.d.exercising self control.(b; Easy; p. 157)23.Who proposed a two-factor theory?a.Maslowb.Mc

22、Clellandc.Herzbergd.Alderfer(c; Challenging; p. 159)24.The two-factor theory is also referred to as:a. Theories X and Y.b. Motivator-Hygiene Theory.c. Hierarchy of Needs Theory.d. Satisfaction/Dissatisfaction Theory.(b; Moderate; p. 159)25.Two-factor theory suggests that extrinsic factors such as _

23、cause dissatisfaction.a.advancementb.working conditionsc.achievementd.recognition(b; Moderate; p. 160)26.Which of the following is not true about the two-factor theory?a.Working conditions are characterized as hygiene factors.b.Intrinsic factors are motivators.c.A job becomes satisfying when the dis

24、satisfying characteristics are removed.d.Responsibility is a satisfier.(c; Moderate; pp. 159-160)28.Which one of the following would be considered a motivator in the two-factor theory?a.salaryb.supervisionc.working conditionsd.recognition(d; Moderate; p. 160)44.According to McClelland, the need for

25、_ is the need to make others behave in a way that they would not have behaved otherwise.a. powerb. achievementc. affiliationd. effectiveness(a; Moderate; p. 162)45.Individuals who have a desire to excel and to succeed are high in:a.nPow.b.nAch.c.nMot.d.nAff.(b; Moderate; p. 162)50.Individuals with a

26、 high need to achieve prefer all of the following except:a.job situations with personal responsibility.b.a high degree of risk.c.overcoming obstacles.d.feedback.(b; Moderate; p. 163)73.Which of the following is not a predictable choice when employees perceive an inequity?a. change their inputsb. cha

27、nge their outcomesc. choose a different referentd. acquire more tenure(d; Moderate; p. 171)74.If a salaried employee is overpaid, equity theory would predict that:a.quantity will decrease.b.quality will decrease.c.quantity and/or quality will increase.d.there will be no effect.(c; Challenging; p. 17

28、2)76.Equity theory focused on:erpersonal justice.b.distributive cedural justice.(b; Challenging; p. 172)77.There are several types of justice. Which one is the term for “fairness of the process?”erpersonal justiceb.distributive cedural justice(d; M

29、oderate; p. 172)83.The degree to which an individual believes that performing at a particular level will generate a desired outcome is defined by expectancy theory as:a.performance-reward relationship.b.effort-performance relationship.c.rewards-personal goals relationship.d.effort-satisfaction relat

30、ionship.(a; Moderate; p. 173)14.Which of the following is not a reason people join groups?a.securityb.statusc.equityd.power(c; Moderate; Exh. 8-1, p. 221)39.A _ is a set of expected behavior patterns associated with a particular position in a social unit.a.roleb.normc.stereotyped.status hierarchy(a;

31、 Easy; p. 226)43.The _ defines mutual expectations along with behavioral expectations that go with every role.a.group normb.role expectationc.role stereotyped.psychological contract(d; Moderate; p. 227)71.Which of the following is an example of negative synergy?a.research teams working together, mak

32、ing use of diverse member skillsb.social cess gaind.2 + 2 = 5(b; Moderate; p. 238)72._ refers to the tendency for performance to improve or decline in response to the presence of others.a.Social loafing effectb.Synergyc.Social facilitation effectd.Negative synergy(c; Moderate; pp. 238-23

33、9)78._ is a phenomenon in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views.a.Group conformityb.Groupshiftc.Groupthinkd.Compromise(c; Easy; p. 242)47. Hersey and Blanchards situational leadership theory differs from other leadership

34、 theories most clearly because it:a.identifies specific leadership styles.b.focuses on the followers.c.makes leadership contingent on the situation.d.uses the leadership dimensions of task and relationship behaviors.(b; Challenging; p. 323)TRUE/FALSECHP165.The single biggest reason for the failure o

35、f managers 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)85.Organizational behavior is a field of s

36、tudy that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organizations effectiveness.(True; Moderate; p. 8)86.Organizational behavior is concerned with the study of what people do i

37、n 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 of behavior is a means to making reasonably accurate predictions.(True; Moderate; p. 10)88.Many peoples views on human behavior are

38、 based on intuition.(True; Easy; pp. 9-10)89.It is the consistencies in behavior that make prediction possible.(True; Moderate; p. 9)CHP262.All our behavior is somewhat shaped by our personalities.(True; Easy; p. 94)63. Personality is the sum total of the way in which an individual reacts to and int

39、eracts with others.(True; Easy; p. 94)65. An adults personality is now generally considered to be made up of both hereditary and environmental factors, moderated by situational conditions.(True; Moderate; pp. 94-95)68. A trait can be described as a characteristic or behavior that is consistently exh

40、ibited in a large number of situations.(True; Moderate; p. 96)77. An impressive body of research supports that five basic personality dimensions underlie all others.(True; Moderate; p. 97)78.The Big Five Model factor termed “extroversion” is probably a good predictor of job performance in most profe

41、ssions.(False; Challenging; p. 97)79.Conscientiousness refers to an individuals propensity to defer to others.(False; Moderate; p. 97)80. Individuals with an internal locus of control believe that they are masters of their own fate.(True; Easy; p. 98)81.Individuals who rate high in external locus of

42、 control are more satisfied with their jobs and have lower absenteeism rates.(False; Moderate; pp. 98-99)82. Individuals who have an internal locus of control tend to have lower absence rates.(True; Challenging; p. 99)83. Overall evidence is that employees with an internal locus of control tend to p

43、erform better on their jobs.(True; Challenging; p. 99)84.Externals should do well in jobs that are well structured and routine and in which success depends heavily on complying with the direction of others.(True; Challenging; p. 99)96. Individuals with Type A personalities exhibit those characterist

44、ics highly prized by the North American culture.(True; Moderate; p. 101)97. Zack is always moving and is impatient. He prefers work to leisure and seems obsessed with numbers. Zack is probably a Type B.(False; Easy; p. 101)98.Type A personalities are never concerned with time.(False; Easy; p. 101)99

45、.Type B personalities feel no need to display or discuss their achievements unless such exposure is demanded by the situation.(True; Moderate; p. 101)100. Type Bs tend to operate under more stress than Type As.(False; Easy; p. 101)101Type As tend to be creative.(False; Challenging; p. 102)102.The fi

46、ve personality factors identified in the Big Five Model appear in almost all cross-cultural studies.(True; Challenging; p. 102)103.Each country has a common personality type.(False; Moderate; p. 102)104.It is estimated that about 50 percent of the North American population is Type A.(True, Moderate,

47、 p. 102)CHP693.Motivation is a personality trait.(False; Moderate; p. 156)94.Motivation is the result of the interaction of the individual and the situation.(True; Easy; p. 156)95.Leadership is the processes that account for an individuals intensity, direction, and persistence of effort toward attai

48、ning a goal.(False; Moderate; p. 156)97.The early theories of motivation are widely used by practitioners to explain employee motivation.(True; Moderate; p. 156)98.According to Maslow, a need that is essentially satisfied no longer motivates.(True; Moderate; p. 156)99.Esteem is considered a lower or

49、der need.(False; Moderate; p. 157)100.Higher-order needs are satisfied internally, whereas lower-order needs are predominantly satisfied externally.(True; Challenging; p. 157)105.Maslow proposed a two-factor theory, suggesting that intrinsic job factors motivate, whereas extrinsic factors only maint

50、ain and placate employees.(False; Moderate; p. 159)106.According to Herzberg, the opposite of “satisfaction” is “dissatisfaction.”(False; Moderate; p. 160)107.According to Herzberg, some factors lead to satisfaction, but if you remove the factors you create dissatisfaction.(False; Moderate; p. 160)1

51、08.According to Herzberg, pay is a motivation factor.(False; Moderate; p. 160)109.Hygiene factors usually lead to job satisfaction when present in a job.(False; Moderate; p. 160)112.The core needs in ERG theory are reconcilable with Maslows five need categories.(True; Moderate; p. 161)118.The needs

52、for affiliation and power tend to be closely related to managerial success.(True; Moderate; p. 163)132.The statement that “behavior is a function of its consequences” is consistent with reinforcement theory.(True; Moderate; p. 168) 133.According to reinforcement theory, behavior is environmentally d

53、etermined.(True; Moderate; p. 168)137.Equity theory proposed that equity tension is the negative tension state which provides the motivation to do something to correct it.(True; Moderate; p. 171)138.In equity theory, if perceived outcomes and inputs are not balanced, an individual will make certain

54、adjustments to correct imbalance.(True; Moderate; p. 171)140.If you pay an individual an hourly rate, according to the equity theory, overpaying this individual will result in more output.(True; Moderate; p. 172)141.Underpayment and overpayment, according to equity theory, tend to produce similar re

55、actions to correct the inequities.(False; Moderate; p. 172)Chp11100.Hersey and Blanchard argue that leadership success is contingent on the age of the leader.(False; Easy; p. 323)101.Readiness was defined by Hersey and Blanchard as the extent to which people have the ability and willingness to accomplish a specific task.(True; Moderate; p. 324)SHORT ESSAY13