Test Bank Ch1

Download as pdf or txt
Download as pdf or txt
You are on page 1of 44
At a glance
Powered by AI
The key takeaways are that organizational behavior is the study of how individuals and groups act within organizations and how organizations manage their employees. It also discusses McGregor's Theory X and Theory Y assumptions about employees.

The seven general ethical principles are dignity of human life, autonomy, honesty, loyalty, fairness, humaneness, and the common good.

An organization can improve its ethical climate by behaving ethically, screening employees, developing a meaningful code of ethics, providing ethics training, reinforcing ethical behavior, creating positions to deal with ethics issues, and creating a climate where whistleblowing is unnecessary.

Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.

eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

Chapter 01 Organizational Behavior: The Quest for People- 2. Power can be provided to employees via centralization.
(p. 4)
Centered Organizations and Ethical Conduct Answer Key
FALSE

Power can be provided to employees via decentralization and self-

directed teams.

True / False Questions


AACSB: Analytic

Blooms: Remember

Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory

1. People-centered practices are associated with higher profits and lower Y assumptions about employees.

(p. 4) Level of Difficulty: 2 Medium


employee turnover.
Topic: Introduction

TRUE 3. Providing training for employees leads to lower employee turnover.


(p. 4)

Research evidence from companies in both the United States and


TRUE
Germany shows that people-centered practices are strongly associated

with much higher profits and significantly lower employee turnover. Providing training is one of the people-centered practices. This leads to

lower employee turnover.

AACSB: Analytic

Blooms: Remember
AACSB: Analytic
Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory
Blooms: Understand
Y assumptions about employees.
Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory
Level of Difficulty: 1 Easy
Y assumptions about employees.
Topic: Introduction
Level of Difficulty: 1 Easy

Topic: Introduction

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

Topic: Welcome to the World of OB


4. Trust can be built in organizations through the sharing of critical
(p. 4)
information.
6. OB is an interdisciplinary field dedicated to better understanding and
(p. 6)
managing people at work.
TRUE

TRUE
Trust can be built in organizations through the sharing of critical

information.
OB is an interdisciplinary field dedicated to better understanding and

managing people at work.


AACSB: Analytic

Blooms: Remember

Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory AACSB: Analytic

Y assumptions about employees. Blooms: Remember

Level of Difficulty: 1 Easy Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory

Topic: Introduction Y assumptions about employees.

Level of Difficulty: 1 Easy

Topic: Organizational Behavior: An Interdisciplinary Field


5. Organizations are a social invention helping us to achieve things
(p. 5)
collectively that we could not achieve alone.
7. The three levels of OB analysis are individual, business, and strategic.
(p. 6)

TRUE
FALSE

Organizations are a social invention helping us to achieve things


The three basic levels of analysis in organizational behavior are
collectively that we could not achieve alone.
individual, group, and organizational.

AACSB: Analytic
AACSB: Analytic
Blooms: Remember
Blooms: Remember
Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory
Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory
Y assumptions about employees.
Y assumptions about employees.
Level of Difficulty: 1 Easy

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

Level of Difficulty: 1 Easy


9. Organizational behavior is a vertical discipline functioning in the human
Topic: Organizational Behavior: An Interdisciplinary Field
(p. 7)
resource realm.

8. OB knowledge is derived exclusively from organization theory.


(p. 6)
FALSE

FALSE
OB is a horizontal discipline cutting across virtually every job category,

OB draws upon a diverse array of disciplines, including psychology, business function, and professional specialty.

management, sociology, organization theory, social psychology,

statistics, anthropology, general systems theory, economics, AACSB: Analytic

Blooms: Remember
information technology, political science, vocational counseling, human
Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory
stress management, psychometrics, ergonomics, decision theory, and Y assumptions about employees.

Level of Difficulty: 1 Easy


ethics.
Topic: Some FAQs about Studying OB

AACSB: Analytic

Blooms: Remember

Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory

Y assumptions about employees.

Level of Difficulty: 1 Easy

Topic: Organizational Behavior: An Interdisciplinary Field

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

10. Organizational behavior is a specific job category in most 11. Legalization of union-management collective bargaining helped foster
(p. 7) (p. 8)
organizations. the human relations movement.

FALSE TRUE

Organizational behavior is an academic designation. With the A unique combination of factors during the 1930s fostered the human

exception of teaching/research positions, OB is not an everyday job relations movement. First, following legalization of union-management

category such as accounting, marketing, information technology, or collective bargaining in the United States in 1935, management began

finance. Students of OB typically do not get jobs in organizational looking for new ways of handling employees. Second, behavioral

behavior, per se. scientists conducting on-the-job research started calling for more

attention to the "human" factor.

AACSB: Analytic

Blooms: Remember
AACSB: Analytic
Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory
Blooms: Remember
Y assumptions about employees.
Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory
Level of Difficulty: 1 Easy
Y assumptions about employees.
Topic: Some FAQs about Studying OB
Level of Difficulty: 1 Easy

Topic: The Human Relations Movement

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

12. Reanalysis of the original Hawthorne data explained that high-quality 13. Writer Elton Mayo advised managers to attend to employees'
(p. 8) (p. 8)
raw materials were responsible for high output in the relay assembly emotional needs in his 1933 classic The Human Problems of an

test room experiments. Industrial Civilization.

TRUE TRUE

Reanalysis of the original Hawthorne data explained that money, fear Writer Elton Mayo advised managers to attend to employees'

of unemployment during the Great Depression, managerial discipline, emotional needs in his 1933 classic The Human Problems of an

and high-quality raw materials not supportive supervision turned Industrial Civilization.

out to be responsible for high output in the relay assembly test room

experiments. AACSB: Analytic

Blooms: Remember

Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory

AACSB: Analytic Y assumptions about employees.

Blooms: Remember Level of Difficulty: 1 Easy

Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory Topic: The Human Relations Movement

Y assumptions about employees.

Level of Difficulty: 1 Easy


14. Mary Parker Follett urged managers to demand job performance from
Topic: The Human Relations Movement
(p. 8)
employees instead of merely attempting to motivate them.

FALSE

Mary Parker Follett urged managers to motivate job performance

instead of merely demanding it, a "pull" rather than "push" strategy.

AACSB: Analytic

Blooms: Remember

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory
16. According to McGregor's Theory X, people tend to procrastinate and
Y assumptions about employees.
(p. 9)
Level of Difficulty: 2 Medium loaf whenever they can.
Topic: The Human Relations Movement

TRUE
15. According to McGregor's Theory Y, managers could accomplish more
(p. 9)
by believing that employees require close direction when they are
One of the assumptions of McGregor's Theory X is that most people
working.
must be coerced and threatened with punishment before they will

work. It assumed that most people actually prefer to be directed. They


FALSE
tend to avoid responsibility and exhibit little ambition.

Refer: Table 1-1


McGregor believed managers could accomplish more through others by

viewing them as self-energized, committed, responsible, and creative


AACSB: Analytic
beings.
Blooms: Understand

Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory

Y assumptions about employees.


AACSB: Analytic
Level of Difficulty: 2 Medium
Blooms: Remember
Topic: The Human Relations Movement
Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory

Y assumptions about employees.

Level of Difficulty: 2 Medium

Topic: The Human Relations Movement

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory
17. Confidence, self-control, self-direction, imagination, and creativity are
Y assumptions about employees.
(p. 9)
the key dimensions of McGregor's Theory X. Level of Difficulty: 2 Medium

Topic: The Human Relations Movement

FALSE
19. According to McGregor's Theory X, employees must be coerced and
(p. 9)
threatened with punishment before they will work.
Close direction, coercion, punishment, irresponsibility, and employee

security are the key dimensions of McGregor's Theory X.


TRUE
Refer: Table 1-1

According to McGregor's Theory X, employees must be coerced and


AACSB: Analytic
threatened with punishment before they will work.
Blooms: Understand

Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory
Refer: Table 1-1
Y assumptions about employees.

Level of Difficulty: 2 Medium

Topic: The Human Relations Movement AACSB: Analytic

Blooms: Remember

Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory
18. According to McGregor's Theory Y, the typical employee can learn to
Y assumptions about employees.
(p. 9)
accept and seek responsibility. Level of Difficulty: 2 Medium

Topic: The Human Relations Movement

TRUE

According to McGregor's Theory Y, the typical employee can learn to

accept and seek responsibility.

Refer: Table 1-1

AACSB: Analytic

Blooms: Remember

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

20. The ultimate goal of Six Sigma is to come within six standard 21. Total quality management (TQM) is defined as continuous, customer-
(p. 10) (p. 11)
deviations of perfection. centered, employee-driven improvement.

TRUE TRUE

Six Sigma expresses a way of thinking about business a problem that Total quality management (TQM) is defined as continuous, customer-

encourages precision and predictability. The "sigma" refers to the centered, employee-driven improvement.

Greek letter, which in statistics is used to measure how far something

deviates from perfection. The "six" comes from the goal to be no more AACSB: Analytic

Blooms: Remember
than six standard deviations away from that perfect measure.
Learning Objective: 01-02 Identify the four principles of total quality management (TQM).

Level of Difficulty: 2 Medium

Topic: The Quality Movement


AACSB: Analytic

Blooms: Understand

Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory 22. Total quality management is in the corporate DNA today thanks in
Y assumptions about employees. (p. 11)
large part to the pioneering work of Douglas McGregor.
Level of Difficulty: 2 Medium

Topic: The Quality Movement

FALSE

Total quality management is in the corporate DNA today thanks in

large part to the pioneering work of W Edwards Deming.

AACSB: Analytic

Blooms: Remember

Learning Objective: 01-02 Identify the four principles of total quality management (TQM).

Level of Difficulty: 2 Medium

Topic: The Quality Movement

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

23. Total quality management need not be necessarily employee driven. 25. According to W. Edwards Deming, when things go wrong, there is
(p. 11) (p. 11)
roughly a 40% chance that the system is at fault and about a 60%

FALSE chance that the individual employee is at fault.

TQM is necessarily employee driven because product or service quality


FALSE
cannot be continuously improved without the active learning and

participation of every employee. According to W. Edwards Deming, when things go wrong, there is

roughly an 85% chance the system (including management,

AACSB: Analytic
machinery, and rules) is at fault and about 15% chance that the
Blooms: Remember
individual employee at fault.
Learning Objective: 01-02 Identify the four principles of total quality management (TQM).

Level of Difficulty: 2 Medium

Topic: The Quality Movement


AACSB: Analytic

Blooms: Remember
24. In successful improvement programs, total quality management Learning Objective: 01-02 Identify the four principles of total quality management (TQM).

(p. 11) Level of Difficulty: 2 Medium


principles are embedded in the organization's culture.
Topic: The Quality Movement

TRUE 26. W. Edwards Deming believed that statistical analysis is required to


(p. 11)
uncover system failures.
In successful improvement programs, total quality management

principles are embedded in the organization's culture.


TRUE

AACSB: Analytic
W. Edwards Deming believed that statistical analysis is required to
Blooms: Remember
uncover system failures.
Learning Objective: 01-02 Identify the four principles of total quality management (TQM).

Level of Difficulty: 2 Medium

Topic: The Quality Movement


AACSB: Analytic

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

Blooms: Remember
28. Social media innovations have enabled the growing importance of
Learning Objective: 01-02 Identify the four principles of total quality management (TQM).
(p. 12)
Level of Difficulty: 2 Medium usergenerated content.
Topic: The Quality Movement

TRUE
27. Deming called for emphasis on numerical quotas rather than on
(p. 11)
continuous process improvements.
Social media innovations such as Facebook, LinkedIn, and Twitter have

enabled the growing importance of usergenerated content. Passive


FALSE
consumers of mass content have become creators and distributors of

individualized content who blog, Facebook, and tweet whatever they


Deming called for emphasis on continuous process improvements
like to whomever they like whenever they like.
rather than on numerical quotas.

AACSB: Analytic
AACSB: Analytic
Blooms: Remember
Blooms: Remember
Learning Objective: 01-03 Define the term e-business; and describe the Net Generation.
Learning Objective: 01-02 Identify the four principles of total quality management (TQM).
Level of Difficulty: 2 Medium
Level of Difficulty: 2 Medium
Topic: The Internet and Social Media Revolution
Topic: The Quality Movement

29. E-commerce involves buying and selling goods and services over the
(p. 12)
internet.

TRUE

E-business involves using the Internet to facilitate every aspect of

running a business, including the management of virtual teams.

AACSB: Analytic

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

Blooms: Remember
31. Human capital is the productive potential of an individual's knowledge
Learning Objective: 01-03 Define the term e-business; and describe the Net Generation.
(p. 15)
Level of Difficulty: 2 Medium and actions.
Topic: The Internet and Social Media Revolution

TRUE
30. E-business has evolved into e-commerce i.e. using the Internet to
(p. 12)
facilitate every aspect of running a business, including the
Human capital is the productive potential of an individual's knowledge
management of virtual teams.
and actions.

FALSE
AACSB: Analytic

Blooms: Remember
E-commerce (buying and selling goods and services over the Internet) Learning Objective: 01-04 Contrast human and social capital; and explain why we need to build both.

Level of Difficulty: 2 Medium


has evolved into e-business i.e. using the Internet to facilitate every
Topic: The Need to Build Human and Social Capital
aspect of running a business, including the management of virtual

teams. 32. Social capital is productive potential resulting from strong


(p. 15)
relationships, goodwill, trust, and cooperative effort.

AACSB: Analytic

Blooms: Remember
TRUE
Learning Objective: 01-03 Define the term e-business; and describe the Net Generation.

Level of Difficulty: 2 Medium

Topic: The Internet and Social Media Revolution


Social capital is productive potential resulting from strong

relationships, goodwill, trust, and cooperative effort.

AACSB: Analytic

Blooms: Remember

Learning Objective: 01-04 Contrast human and social capital; and explain why we need to build both.

Level of Difficulty: 2 Medium

Topic: The Need to Build Human and Social Capital

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

Topic: The Need to Build Human and Social Capital


33. Trust, mutual respect, teamwork, and cooperative effort are
(p. 15)
dimensions of human capital.
35. Good management requires a clear purpose and a bias toward action.
(p. 16)

FALSE
TRUE

Trust, mutual respect, teamwork, and cooperative effort are


A recent review of 30 years of business literature led to this conclusion
dimensions of social capital. It is a productive potential resulting from
about what good management involves: "Find a clear purpose. Be
strong relationships, goodwill, trust, and cooperative effort.
aware that past experience and a mass of information can interfere

with wise decisions. Maintain a bias toward action. Be open to change.


AACSB: Analytic
Seek feedback."
Blooms: Remember

Learning Objective: 01-04 Contrast human and social capital; and explain why we need to build both.

Level of Difficulty: 2 Medium


AACSB: Analytic
Topic: The Need to Build Human and Social Capital
Blooms: Remember

Learning Objective: 01-05 Define the term management; and identify at least five of the eleven managerial skills
34. Positive social interactions can have favorable impacts on in Wilson's profile of effective managers.

(p. 15) Level of Difficulty: 2 Medium


cardiovascular health and the immune system.
Topic: The Managerial Context: Getting Things Done with and through Others

TRUE

Research indicates that positive social interactions can have favorable

impacts on cardiovascular health and the immune system.

AACSB: Analytic

Blooms: Remember

Learning Objective: 01-04 Contrast human and social capital; and explain why we need to build both.

Level of Difficulty: 2 Medium

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

36. Henry Mintzberg observed that managers typically devote large blocks 37. According to Wilson's managerial skills research, an effective manager
(p. 16) (p. 17)
of time to planning. controls details by being overbearing.

FALSE FALSE

Observational studies by Henry Mintzberg and others have found the According to Wilson's managerial skills research, an effective manager

typical manager's day to be a fragmented collection of brief episodes. controls details without being overbearing.

Interruptions are commonplace, while large blocks of time for planning Refer: Table 1-2

and reflective thinking are not.

AACSB: Analytic

Blooms: Remember
AACSB: Analytic
Learning Objective: 01-05 Define the term management; and identify at least five of the eleven managerial skills
Blooms: Remember
in Wilson's profile of effective managers.
Learning Objective: 01-05 Define the term management; and identify at least five of the eleven managerial skills
Level of Difficulty: 2 Medium
in Wilson's profile of effective managers.
Topic: What Do Managers Do? A Skills Profile
Level of Difficulty: 2 Medium

Topic: What Do Managers Do? A Skills Profile

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

38. The Wilson managerial skills research yields the lesson that dealing 39. Managers with high levels of skill mastery tend to have better subunit
(p. 18) (p. 18)
effectively with people is what management is all about. performance and employee morale than managers with lower levels of

skill mastery.

TRUE

TRUE
The Wilson managerial skills research yields that dealing effectively

with people is what management is all about. The eleven managerial The Wilson managerial skills research yields that, managers with high

skills given by Wilson constitute a goal levels of skill mastery tend to have better subunit performance and

creation/commitment/feedback/reward/accomplishment cycle with employee morale than managers with lower levels of skill mastery.

human interaction at every turn.

AACSB: Analytic

Blooms: Remember
AACSB: Analytic
Learning Objective: 01-05 Define the term management; and identify at least five of the eleven managerial skills
Blooms: Remember
in Wilson's profile of effective managers.
Learning Objective: 01-05 Define the term management; and identify at least five of the eleven managerial skills
Level of Difficulty: 2 Medium
in Wilson's profile of effective managers.
Topic: What Do Managers Do? A Skills Profile
Level of Difficulty: 2 Medium

Topic: What Do Managers Do? A Skills Profile

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

Learning Objective: 01-06 Characterize 21st-century managers.


40. According to the Wilson managerial skills research, effective female
Level of Difficulty: 2 Medium
(p. 18)
and male managers have significantly different skill profiles. Topic: 21st-Century Managers

42. A successful 21st century manager uses formal authority as the


FALSE
(p. 19)
primary source of influence.

According to the Wilson managerial skills research, effective female

and male managers do not have significantly different skill profiles, FALSE

contrary to claims in the popular business press in recent years.


A successful 21st century manager uses knowledge (technical and

interpersonal) as the primary source of influence.


AACSB: Analytic

Blooms: Remember
Refer: Table 1-3
Learning Objective: 01-05 Define the term management; and identify at least five of the eleven managerial skills

in Wilson's profile of effective managers.

Level of Difficulty: 2 Medium AACSB: Analytic

Topic: What Do Managers Do? A Skills Profile Blooms: Remember

Learning Objective: 01-06 Characterize 21st-century managers.

st Level of Difficulty: 2 Medium


41. The successful 21 century manager shares access to power and key
Topic: 21st-Century Managers
(p. 19)
information.

TRUE

The successful 21st century manager shares access to power and key

information.

Refer: Table 1-3

AACSB: Analytic

Blooms: Remember

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

43. The primary role of a 21st century manager is to give orders and 45. Managers of the future will be compensated based on time, effort, and
(p. 19) (p. 19)
control action. rank.

FALSE FALSE

The primary role of a 21st century manager is to facilitate, teach, Managers of the future will be compensated based on skills and

advocate, sponsor, and coach. results.

Refer: Table 1-3 Refer: Table 1-3

AACSB: Analytic AACSB: Analytic

Blooms: Remember Blooms: Remember

Learning Objective: 01-06 Characterize 21st-century managers. Learning Objective: 01-06 Characterize 21st-century managers.

Level of Difficulty: 2 Medium Level of Difficulty: 2 Medium

Topic: 21st-Century Managers Topic: 21st-Century Managers

44. A successful 21st century manager seeks to facilitate change. 46. Corporate officers in the U.S. became subject to high accountability
(p. 19) (p. 20)
standards and harsh criminal penalties under the Sarbanes-Oxley Act

TRUE of 2002.

A successful 21st century manager seeks to facilitate change.


TRUE
Refer: Table 1-3

Corporate officers in the U.S. became subject to high accountability

AACSB: Analytic
standards and harsh criminal penalties under the Sarbanes-Oxley Act
Blooms: Remember
of 2002.
Learning Objective: 01-06 Characterize 21st-century managers.

Level of Difficulty: 2 Medium

Topic: 21st-Century Managers


AACSB: Analytic

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

Blooms: Remember
48. In Carroll's global corporate social responsibility pyramid, legal
Learning Objective: 01-07 Describe Carroll's global corporate social responsibility pyramid; and discuss the
(p. 21)
problem of moral erosion. responsibility states that one should do what is expected by global
Level of Difficulty: 2 Medium
stakeholders.
Topic: The Ethics Challenge

47. The highest level of Carroll's global social responsibility pyramid is FALSE
(p. 20)
occupied by ethical responsibility.
In Carroll's global corporate social responsibility pyramid, legal

responsibility states that one should do what is required by global


FALSE
stakeholders.

The highest level of Carroll's global social responsibility pyramid is Refer: Figure 1-3

occupied by philanthropic responsibility.

AACSB: Analytic

Blooms: Remember
AACSB: Analytic
Learning Objective: 01-07 Describe Carroll's global corporate social responsibility pyramid; and discuss the
Blooms: Remember
problem of moral erosion.
Learning Objective: 01-07 Describe Carroll's global corporate social responsibility pyramid; and discuss the
Level of Difficulty: 2 Medium
problem of moral erosion.
Topic: The Ethics Challenge
Level of Difficulty: 2 Medium

Topic: The Ethics Challenge

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

49. In Carroll's global corporate social responsibility pyramid, philanthropic 50. Employers are generally lax when it comes to checking references,
(p. 21) (p. 24)
responsibility states that one should do what is desired by global creden ial , ran crip , and o her informa ion on applican r m .

stakeholders.

TRUE

TRUE
Employers are generally lax when it comes to checking references,

In Carroll's global corporate social responsibility pyramid, philanthropic creden ial , ran crip , and o her informa ion on applican r m .

responsibility states that one should do what is desired by global More diligent action in this area can screen out those given to fraud

stakeholders. and misrepresentation.

Refer: Figure 1-3

AACSB: Analytic

Blooms: Remember
AACSB: Analytic
Learning Objective: 01-08 Identify four of the seven general ethical principles; and explain how to improve an
Blooms: Remember
organization's ethical climate.
Learning Objective: 01-07 Describe Carroll's global corporate social responsibility pyramid; and discuss the
Level of Difficulty: 2 Medium
problem of moral erosion.
Topic: How to Improve the Organization's Ethical Climate
Level of Difficulty: 2 Medium

Topic: The Ethics Challenge


51. An organization's ethical climate can be improved by developing a
(p. 25)
meaningful code of ethics.

TRUE

An organization's ethical climate can be improved by developing a

meaningful code of ethics.

AACSB: Analytic

Blooms: Remember

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

Learning Objective: 01-08 Identify four of the seven general ethical principles; and explain how to improve an
53. A field study is a statistical pooling technique allowing behavioral
organization's ethical climate.
(p. 26)
Level of Difficulty: 2 Medium scientists to draw general conclusions about certain variables from
Topic: How to Improve the Organization's Ethical Climate
many different studies.

52. Codes of ethics will have a positive impact if they are not enforced with
(p. 25) FALSE
strict penalties for noncompliance.

A meta-analysis is a statistical pooling technique allowing behavioral


FALSE
scientists to draw general conclusions about certain variables from

many different studies.


Codes of ethics will have a positive impact if they are evenly enforced

with rewards for compliance and strict penalties for noncompliance.


AACSB: Analytic

Blooms: Remember

AACSB: Analytic Learning Objective: 01-09 Describe the sources of organizational behavior research evidence.

Blooms: Remember Level of Difficulty: 2 Medium

Learning Objective: 01-08 Identify four of the seven general ethical principles; and explain how to improve an Topic: Five Sources of OB Research Insights

organization's ethical climate.

Level of Difficulty: 2 Medium


54. Due to the highly controlled nature of laboratory studies, generalizing
Topic: How to Improve the Organization's Ethical Climate
(p. 27)
the results to organizational management requires caution.

TRUE

The highly controlled nature of laboratory studies enhances research

precision. But generalizing the results to organizational management

requires caution.

AACSB: Analytic

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

Blooms: Remember
56. People-centered management practices are associated with:
Learning Objective: 01-09 Describe the sources of organizational behavior research evidence.
(p. 4)
Level of Difficulty: 2 Medium

Topic: Five Sources of OB Research Insights

A. higher profits.
55. Case studies yield very generalizable results.
B. higher turnover.
(p. 27)
C. increased centralized decision making.
FALSE
D. increased layoffs.

As case studies have limited scope, they yield realistic but not very E. increased emphasis on hierarchical status.

generalizable results.
Research evidence from companies in both the United States and

Germany shows that people-centered practices are strongly associated


AACSB: Analytic
with much higher profits and significantly lower employee turnover.
Blooms: Remember

Learning Objective: 01-09 Describe the sources of organizational behavior research evidence.

Level of Difficulty: 2 Medium


AACSB: Analytic
Topic: Five Sources of OB Research Insights
Blooms: Remember

Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory

Y assumptions about employees.

Level of Difficulty: 1 Easy

Multiple Choice Questions Topic: Introduction

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

57. Which of the following people-centered practices is carried out to build 58. Which of the following people-centered practices is achieved through
(p. 4) (p. 4)
a "we" feeling? the sharing of critical information?

A. Job security A. Job security

B. Careful hiring B. Trust building

C. Less emphasis on status C. Less emphasis on status

D. Lots of training D. Lots of training

E. Generous pay for performance E. Generous pay for performance

Less emphasis is given on status in order to build a "we" feeling. Trust building is achieved through the sharing of critical information.

AACSB: Analytic AACSB: Analytic

Blooms: Remember Blooms: Remember

Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory

Y assumptions about employees. Y assumptions about employees.

Level of Difficulty: 1 Easy Level of Difficulty: 1 Easy

Topic: Introduction Topic: Introduction

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

59. The three basic levels of analysis in organizational behavior are: 60. Which of the following is true about organizational behavior (OB)?
(p. 6) (p. 6)

A. psychological, sociological, and statistical. A. Accounting and finance students need not study OB.

B. emotional, physical, and cognitive. B. OB teaches employees how to survive in an organization, but not

C. functional, business, and strategic. how to thrive in it.

D. individual, group, and organizational. C. The three basic levels of analysis in organizational behavior are

E. group, business, and environmental. functional, business, and strategic.

D. OB deals with how people react outside organizations.


The three basic levels of analysis in organizational behavior are
E. OB is both research and application oriented.
individual, group, and organizational.

Organizational behavior, commonly referred to as OB, is an

AACSB: Analytic
interdisciplinary field dedicated to better understanding and managing
Blooms: Remember
people at work. By definition, organizational behavior is both research
Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory

Y assumptions about employees.


and application oriented.
Level of Difficulty: 1 Easy

Topic: Organizational Behavior: An Interdisciplinary Field

AACSB: Analytic

Blooms: Remember

Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory

Y assumptions about employees.

Level of Difficulty: 1 Easy

Topic: Organizational Behavior: An Interdisciplinary Field

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

61. According to academics and managers, which of the following had a 62. As early as the 1920s, Mary Parker Follett:
(p. 8) (p. 8)
powerful effect on job performance that helped the human relations

movement gather momentum through the 1950s?


A. argued for using the one-best way to perform tasks.

B. suggested that managers could accomplish more through others by

A. Fear of unemployment during the Great Depression viewing them as self-energized, committed, responsible, and

B. Individual needs creative beings.

C. High-quality raw materials C. advocated a "push" rather than "pull" strategy to improve employee

D. Scientific principles performance.

E. Managerial discipline D. focused on the importance of using high-quality raw material to

increase productivity.
The human relations movement gathered momentum through the
E. advised managers to motivate job performance instead of merely
1950s, as academics and managers alike made stirring claims about
demanding it.
the powerful effect that individual needs, supportive supervision, and

group dynamics apparently had on job performance. Mary Parker Follett was ahead of her time in telling managers to

motivate job performance instead of merely demanding it, a "pull"

AACSB: Analytic
rather than "push" strategy.
Blooms: Remember

Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory

Y assumptions about employees. AACSB: Analytic

Level of Difficulty: 3 Hard Blooms: Remember

Topic: The Human Relations Movement Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory

Y assumptions about employees.

Level of Difficulty: 3 Hard

Topic: The Human Relations Movement

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

63. The book, The Human Problems of an Industrial Civilization, that 64. Which of the following is an assumption of McGregor's Theory X?
(p. 8) (p. 9)
advised managers to attend to employees' emotional needs, was

written by _____.
A. People generally become committed to organizational objectives if

they are rewarded for doing so.

A. Douglas McGregor B. Work is a natural activity, like play or rest.

B. Elton Mayo C. People are capable of self-direction and self-control if they are

C. W. Edwards Deming committed to objectives.

D. Henry Mintzberg D. Most people dislike work and they avoid it when they can.

E. Mary Parker Follett E. The typical employee can learn to accept and seek responsibility.

Elton Mayo, who headed the Harvard researchers at Hawthorne, One of the assumptions of McGregor's Theory X is that most people

advised managers to attend to employees' emotional needs in his dislike work and they avoid it when they can.

1933 classic, The Human Problems of an Industrial Civilization. Refer: Table 1-1

AACSB: Analytic AACSB: Analytic

Blooms: Remember Blooms: Remember

Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory

Y assumptions about employees. Y assumptions about employees.

Level of Difficulty: 2 Medium Level of Difficulty: 2 Medium

Topic: The Human Relations Movement Topic: The Human Relations Movement

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

65. Which of the following is an assumption of McGregor's Theory Y? 66. _____ is based on pessimistic and negative assumptions about human
(p. 9) (p. 9)
nature.

A. The typical person has imagination and creativity.

B. Most people dislike work. A. Theory A

C. Most people must be coerced and threatened with punishment B. Theory W

before they will work. C. Theory X

D. Most people actually prefer to be directed. D. Theory Y

E. People require close direction when they are working. E. Theory Z

One of the assumptions of McGregor's Theory Y is that the typical McGregor's Theory X assumptions were pessimistic and negative and,

member of the general population has imagination, ingenuity, and according to McGregor's interpretation, typical of how managers

creativity. traditionally perceived employees.

Refer: Table 1-1

AACSB: Analytic

Blooms: Remember
AACSB: Analytic
Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory
Blooms: Remember
Y assumptions about employees.
Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory
Level of Difficulty: 2 Medium
Y assumptions about employees.
Topic: The Human Relations Movement
Level of Difficulty: 2 Medium

Topic: The Human Relations Movement

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

67. Which of the following theories was formulated to help managers 68. According to the principles of total quality management (TQM),
(p. 9) (p. 11)
break with the negative tradition of how they perceived employees? improvement is _____ driven.

A. Theory A A. stakeholder

B. Theory W B. management

C. Theory X C. leader

D. Theory Y D. employee

E. Theory Z E. industry

McGregor's Theory X assumptions were pessimistic and negative and, TQM is employee driven because product or service quality cannot be

according to Mc Gregor's interpretation, typical of how managers continuously improved without the active learning and participation of

traditionally perceived employees. To help managers break with this every employee.

negative tradition, McGregor formulated his Theory Y, a modern and

positive set of assumptions about people. McGregor believed managers AACSB: Analytic

Blooms: Remember
could accomplish more through others by viewing them as self-
Learning Objective: 01-02 Identify the four principles of total quality management (TQM).
energized, committed, responsible, and creative beings. Level of Difficulty: 2 Medium

Topic: The Quality Movement

AACSB: Analytic

Blooms: Remember

Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory

Y assumptions about employees.

Level of Difficulty: 2 Medium

Topic: The Human Relations Movement

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

69. Which of the following is defined as, "continuous, customer-centered, 70. Which of the following did W. Edwards Deming call for, regarding the
(p. 11) (p. 11)
employee-driven improvement?" human side of development?

A. Total quality management A. Emphasis on individual responsibility

B. Contingency approach B. Elimination of freedom to ask questions

C. Open-systems perspective C. Elimination of barriers to good workmanship

D. Refreezing process D. Emphasis on numerical quotas

E. Organizational subculture E. Order giving and punishment

Quality consultant Richard J Schonberger sums up total quality Regarding the human side of quality improvement, one of the things

management as "continuous, customer-centered, employee-driven Deming called for was the elimination of barriers to good

improvement." workmanship.

AACSB: Analytic AACSB: Analytic

Blooms: Remember Blooms: Remember

Learning Objective: 01-02 Identify the four principles of total quality management (TQM). Learning Objective: 01-02 Identify the four principles of total quality management (TQM).

Level of Difficulty: 2 Medium Level of Difficulty: 2 Medium

Topic: The Quality Movement Topic: The Quality Movement

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

71. According to W. Edwards Deming, _____ is required to uncover 72. According to W. Edwards Deming, when things go wrong, there is
(p. 11) (p. 11)
system failures. roughly a(n) ______ % chance the system (e.g., management,

machinery, or rules) is at fault and about a(n) _____ % chance the

individual employee is at fault.


A. a fearful work environment

B. new leadership

C. an interview with the attending supervisor A. 80, 20

D. an interview with the employee responsible B. 15, 85

E. statistical analysis C. 75, 25

D. 85, 15
As Deming observed, the typical manager spends most of her time
E. 95, 05
wrongly blaming and punishing individuals for system failures.

Statistical analysis is required to uncover system failures. When things go wrong, there is roughly an 85% chance the system

(including management, machinery, and rules) is at fault. Only about

AACSB: Analytic
15% of the time is the individual employee at fault.
Blooms: Remember

Learning Objective: 01-02 Identify the four principles of total quality management (TQM).

Level of Difficulty: 2 Medium AACSB: Analytic

Topic: The Quality Movement Blooms: Remember

Learning Objective: 01-02 Identify the four principles of total quality management (TQM).

Level of Difficulty: 2 Medium

Topic: The Quality Movement

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

73. A common principle underlying various total quality management 74. _____ refers to using the Internet to facilitate every aspect of running
(p. 12) (p. 12)
(TQM) programs is that one should: a business.

A. trace defective items back to the individual responsible. A. Virtual organization

B. maintain a strong distinction between labor and management. B. E-business

C. listen and learn from competitors. C. E-mail

D. not learn from customers. D. Virtual team

E. do it right the first time to eliminate costly rework. E. E-commerce

One of four common TQM principles is, to do it right the first time to What was once e-commerce (buying and selling goods and services

eliminate costly rework and product recalls. over the Internet), has evolved into e-business, using the Internet to

facilitate every aspect of running a business.

AACSB: Analytic

Blooms: Remember
AACSB: Analytic
Learning Objective: 01-02 Identify the four principles of total quality management (TQM).
Blooms: Remember
Level of Difficulty: 2 Medium
Learning Objective: 01-03 Define the term e-business; and describe the Net Generation.
Topic: The Quality Movement
Level of Difficulty: 2 Medium

Topic: The Internet and Social Media Revolution

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

75. _____ capital represents the productive potential of an individual's 76. _____ capital represents the productive potential resulting from strong
(p. 15) (p. 15)
knowledge and actions. relationships, goodwill, trust, and cooperative effort.

A. Organizational A. Organizational

B. Relationship B. Relationship

C. Human C. Human

D. Structural D. Structural

E. Social E. Social

Human capital is the productive potential of an individual's knowledge Social capital is the productive potential of strong, trusting, and

and actions. cooperative relationships.

AACSB: Analytic AACSB: Analytic

Blooms: Remember Blooms: Remember

Learning Objective: 01-04 Contrast human and social capital; and explain why we need to build both. Learning Objective: 01-04 Contrast human and social capital; and explain why we need to build both.

Level of Difficulty: 1 Easy Level of Difficulty: 1 Easy

Topic: The Need to Build Human and Social Capital Topic: The Need to Build Human and Social Capital

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

77. Intel spends millions of dollars each year to encourage education in 78. _____ is the process of working with and through others to achieve
(p. 15) (p. 16)
math and science by holding tough contests with scholarships. This organizational objectives in an efficient and ethical manner.

policy:

A. Performance appraisal

A. builds human capital. B. Management

B. improves the productive potential of strong, trusting, and C. Human relations movement

cooperative relationships. D. Surface-level diversity

C. increases employee turnover. E. Globalization

D. reflects a Theory X view of human nature.


Management is the process of working with and through others to
E. aims to promote philanthropy.
achieve organizational objectives, efficiently and ethically, amid

Human capital is the productive potential of an individual's knowledge constant change.

and actions. Intel encourages youngsters to study math and science

and sponsors rigorous science competitions with scholarships up to AACSB: Analytic

Blooms: Remember
$100,000 for the winners. The aim of Intel is to build the world's
Learning Objective: 01-05 Define the term management; and identify at least five of the eleven managerial skills
human capital. in Wilson's profile of effective managers.

Level of Difficulty: 1 Easy

Topic: The Managerial Context: Getting Things Done with and through Others

AACSB: Analytic

Blooms: Understand

Learning Objective: 01-04 Contrast human and social capital; and explain why we need to build both.

Level of Difficulty: 2 Medium

Topic: The Need to Build Human and Social Capital

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

79. According to Clark Wilson, an effective manager: 80. Which of the following calls for using management techniques in a
(p. 17) (p. 18)
situationally appropriate manner instead of relying on "one best way"?

A. does not rely on schedules and deadlines to keep things moving.

B. makes unilateral decisions to ensure objectives are met. A. Theory Y

C. controls details by being overbearing. B. Six Sigma approach

D. assigns duties to others while maintaining goal clarity and C. Human relations movement

commitment. D. Contingency approach

E. applies intense pressure for goal accomplishment. E. Total quality management

According to Clark Wilson, an effective manager empowers and The contingency approach calls for using management techniques in a

delegates key duties to others while maintaining goal clarity and situationally appropriate manner, instead of trying to rely on "one best

commitment. way" or "one size fits all."

Refer: Table 1-2

AACSB: Analytic

Blooms: Remember
AACSB: Analytic
Learning Objective: 01-06 Characterize 21st-century managers.
Blooms: Remember
Level of Difficulty: 2 Medium
Learning Objective: 01-05 Define the term management; and identify at least five of the eleven managerial skills
Topic: The Contingency Approach to Management
in Wilson's profile of effective managers.

Level of Difficulty: 2 Medium

Topic: The Managerial Context: Getting Things Done with and through Others

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

81. Which of the following is a characteristic of a 21st century manager? 82. Which of the following is a characteristic of a 21st-century manager?
(p. 19) (p. 19)

A. Vertical communication patterns A. Compensation based on time, effort, and rank

B. Compensation based on time and effort B. Viewing people as a primary resource

C. Periodic learning C. A monocultural, monolingual orientation

D. Afterthought ethical consideration D. Afterthought ethical consideration

E. Multicultural orientation E. Hoarding power and key information

Multicultural orientation is a characteristic of a 21st manager. A 21st-century manager views people as a primary resource.

Refer: Table 1-2

AACSB: Analytic

Blooms: Remember
AACSB: Analytic
Learning Objective: 01-06 Characterize 21st-century managers.
Blooms: Remember
Level of Difficulty: 2 Medium
Learning Objective: 01-06 Characterize 21st-century managers.
Topic: 21st-Century Managers
Level of Difficulty: 2 Medium

Topic: 21st-Century Managers

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

83. Corporate officers in the United States are subject to high 84. The base of Carroll's global corporate social responsibility pyramid is
(p. 20) (p. 21)
accountability standards and harsh penalties under the _____ Act. _____ responsibility.

A. Swart-Surber A. economic

B. Hayes-Rachel B. legal

C. Gambino C. ethical

D. Sarbabes-Oxley D. philanthropic

E. Brown E. egoistic

Corporate officers in the United States are subject to high The base of Carroll's global corporate social responsibility pyramid is

accountability standards and harsh penalties under the Sarbabes-Oxley economic responsibility.

Act. The act was instituted to promote ethical behavior in business. Refer: Figure 1-3

AACSB: Analytic AACSB: Analytic

Blooms: Remember Blooms: Remember

Learning Objective: 01-06 Characterize 21st-century managers. Learning Objective: 01-07 Describe Carroll's global corporate social responsibility pyramid; and discuss the

Level of Difficulty: 2 Medium problem of moral erosion.

Topic: The Ethics Challenge Level of Difficulty: 2 Medium

Topic: A Model of Global Corporate Social Responsibility and Ethics

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

85. In Carroll's global corporate social responsibility pyramid, _____ 86. Which of the following moral principles of Hodgson states that all have
(p. 21) (p. 24)
responsibility states that one should do what is required by the right be treated equitably, and the right to the necessities of life,

stakeholders. especially those in deep need and the helpless?

A. economic A. Dignity of human life

B. legal B. Autonomy

C. ethical C. Honesty

D. philanthropic D. Loyalty

E. egoistic E. Fairness

The legal responsibility states that that one should do what is required The moral principle of fairness states that people should be treated

by stakeholders. justly. One has the right to be treated fairly, impartially, and equitably.

Refer: Figure 1-3 One has the obligation to treat others fairly and justly. All have the

right to the necessities of life, especially those in deep need and the

AACSB: Analytic
helpless.
Blooms: Remember
Refer: Table 1-4
Learning Objective: 01-07 Describe Carroll's global corporate social responsibility pyramid; and discuss the

problem of moral erosion.

Level of Difficulty: 2 Medium


AACSB: Analytic
Topic: A Model of Global Corporate Social Responsibility and Ethics
Blooms: Remember

Learning Objective: 01-08 Identify four of the seven general ethical principles; and explain how to improve an

organization's ethical climate.

Level of Difficulty: 2 Medium

Topic: General Moral Principles

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

87. In Hodgson's seven moral principles, the notion of self-determination 88. Which of the following is true about organizational ethics?
(p. 24) (p. 25)
is captured by _____.

A. Ethical behavior is a bottom-to-top proposition.

A. dignity of human life B. Ethics will have a positive impact if they are not enforced with strict

B. autonomy penalties for noncompliance.

C. honesty C. Ethical conduct is often ignored.

D. loyalty D. Ethical behavior that is reinforced tends to disappear.

E. humaneness E. Managers ensure that unethical behavior is punished.

The principle of autonomy states that all persons are intrinsically Ethical conduct too often is ignored or even punished while unethical

valuable and have the right to self-determination. We should act in behavior is rewarded.

ways that demonstrate each person's worth, dignity, and right to free

choice. AACSB: Analytic

Blooms: Remember
Refer: Table 1-4
Learning Objective: 01-08 Identify four of the seven general ethical principles; and explain how to improve an

organization's ethical climate.

Level of Difficulty: 2 Medium


AACSB: Analytic
Topic: How to Improve the Organization's Ethical Climate
Blooms: Remember

Learning Objective: 01-08 Identify four of the seven general ethical principles; and explain how to improve an

organization's ethical climate.

Level of Difficulty: 2 Medium

Topic: General Moral Principles

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

89. _____ occurs when an employee reports a perceived unethical and/or 90. A _____ is a statistical pooling technique that allows behavioral
(p. 26) (p. 26)
illegal activity to a third party such as government agencies, news scientists to draw conclusions about certain variables from many

media, or public-interest groups. different studies.

A. Blind trust A. case study

B. Collusion B. meta-analysis

C. Embezzlement C. sample survey

D. Whistle-blowing D. field analysis

E. Lapping E. laboratory study

Whistle-blowing occurs when an employee reports a perceived A meta-analysis is a statistical pooling technique that allows behavioral

unethical and/or illegal activity to a third party such as government scientists to draw conclusions about certain variables from many

agencies, news media, or public-interest groups. different studies.

AACSB: Analytic AACSB: Analytic

Blooms: Remember Blooms: Remember

Learning Objective: 01-08 Identify four of the seven general ethical principles; and explain how to improve an Learning Objective: 01-09 Describe the sources of organizational behavior research evidence.

organization's ethical climate. Level of Difficulty: 1 Easy

Level of Difficulty: 2 Medium Topic: Five Sources of OB Research Insights

Topic: How to Improve the Organization's Ethical Climate

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

91. Which of the following is true about a field study? 92. In a _____, variables are manipulated and measured in controlled
(p. 27) (p. 27)
situations.

A. A field study is an in-depth analysis of a single individual, group, or

organization. A. case study

B. A field study is a statistical pooling technique that permits B. meta-analysis

behavioral scientists to draw general conclusions about certain C. sample survey

variables from many different studies. D. field study

C. In a field study, samples of people from specified populations E. laboratory study

respond to questionnaires.
Laboratory studies manipulate and measurement variables of interest
D. A field study probes individual or group processes in an
in contrived situations.
organizational setting, involving real-life situations.

E. In a field study, variables are manipulated and measured in


AACSB: Analytic
contrived situations.
Blooms: Remember

Learning Objective: 01-09 Describe the sources of organizational behavior research evidence.
In OB, a field study probes individual or group processes in an Level of Difficulty: 1 Easy

Topic: Five Sources of OB Research Insights


organizational setting. Because field studies involve real-life situations,

their results often have immediate and practical relevance for

managers.

AACSB: Analytic

Blooms: Remember

Learning Objective: 01-09 Describe the sources of organizational behavior research evidence.

Level of Difficulty: 1 Easy

Topic: Five Sources of OB Research Insights

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

93. The highly controlled nature of _____ enhances research precision. 94. A _____ is an in-depth analysis of a single individual, group, or
(p. 27) (p. 27)
organization.

A. field studies

B. sample surveys A. case study

C. laboratory studies B. meta-analysis

D. case studies C. sample survey

E. meta-analyses D. field study

E. laboratory study
In a laboratory study, variables are manipulated and measured in

contrived situations. The highly controlled nature of laboratory studies A case study is an in-depth analysis of a single individual, group, or

enhances research precision. organization.

AACSB: Analytic AACSB: Analytic

Blooms: Remember Blooms: Remember

Learning Objective: 01-09 Describe the sources of organizational behavior research evidence. Learning Objective: 01-09 Describe the sources of organizational behavior research evidence.

Level of Difficulty: 1 Easy Level of Difficulty: 1 Easy

Topic: Five Sources of OB Research Insights Topic: Five Sources of OB Research Insights

Essay Questions

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

95. List the seven people-centered practices that are strongly associated 96. Describe McGregor's Theory X and Theory Y assumptions about people
(p. 4)
with higher profits and lower employee turnover. (p. 9)
at work.

The following seven people-centered practices are strongly associated Theory X assumptions are pessimistic and negative in nature. It is

with much higher profits and significantly lower employee turnover: assumed that people dislike work and will avoid it when possible, that

they must be coerced and threatened and that they prefer to be


(1) Job security (to eliminate fear of layoffs).
directed. Theory X assumes that people avoid responsibility and exhibit
(2) Careful hiring (emphasizing a good fit with the company culture).
little ambition and that they are interested only in security. Theory Y
(3) Power to the people (via decentralization and self-managed
assumptions are positive in nature. In this case, it is assumed that
teams).
people are capable of self-direction and self-control, that they will be
(4) Generous pay for performance.
committed to organizational objectives if they are rewarded for doing
(5) Lots of training.
so, and the typical employee will seek responsibility and has
(6) Less emphasis on status (to build a "we" feeling).
imagination, ingenuity and creativity. McGregor believed managers
(7) Trust building (through the sharing of critical information).
could accomplish more through others by viewing them as self-

energized, committed, responsible, and creative beings.


AACSB: Analytic

Blooms: Remember
Feedback: Refer: Table 1-1
Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory

Y assumptions about employees.

Level of Difficulty: 1 Easy


AACSB: Analytic
Topic: Introduction
Blooms: Remember

Learning Objective: 01-01 Define the term organizational behavior; and contrast McGregor's Theory X and Theory

Y assumptions about employees.

Level of Difficulty: 2 Medium

Topic: The Human Relations Movement

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

97. Mention the four common TQM principles. 98. What is the difference between e-commerce and e-business? Describe
(p. 12) (p. 12)
the E-business implications for organizational behavior.

The four common TQM principles are:

E-commerce refers to the buying and selling of goods and services


(1) Do it right the first time to eliminate costly rework and product
over the Internet. E-commerce has evolved into e-business, which is
recalls.
much broader in scope and refers to the use of the Internet to
(2) Listen to and learn from customers and employees.
facilitate every aspect of running a business, including the
(3) Make continuous improvement an everyday matter.
management of virtual teams. E-business can radically alter any
(4) Build teamwork, trust, and mutual respect.
activity that depends significantly on the flow of information. This

might include everything from customer needs and product design to


AACSB: Analytic
prices, schedules, finances, employee performance data, and
Blooms: Remember

Learning Objective: 01-02 Identify the four principles of total quality management (TQM). corporate strategy. Managers and employees have access to greater
Level of Difficulty: 1 Easy
quantities of information because communication crosses traditional
Topic: The Quality Movement
organizational boundaries.

AACSB: Analytic

Blooms: Remember

Learning Objective: 01-03 Define the term e-business; and describe the Net Generation.

Level of Difficulty: 2 Medium

Topic: The Internet and Social Media Revolution

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

99. Define human capital. Describe the qualities and characteristics of 100. Compare and contrast the characteristics of past managers and 21st
(p. 15) (p. 19)
individual human capital. century managers.

Human capital is the productive potential of an individual's knowledge Past managers saw themselves as order-givers who relied on formal

and actions. Characteristics of human capital include individual authority as a source of influence. Communication patterns were

intelligence, aspirations, technical and social skills, self-esteem, typically vertical in nature and information was restricted. Employees

initiative, adaptability, readiness to learn, creativity, enthusiasm, were often viewed as a source of problems and competitive

motivation and commitment, persistence, ethical standards, honesty interpersonal relationships. 21st century managers see themselves as

and emotional maturity. facilitators and coaches. They rely on technical and interpersonal

knowledge as a power base. Communication flows in multiple

AACSB: Analytic
directions and information is shared. Employees are viewed as a
Blooms: Remember
valued resource and partners in cooperative interpersonal
Learning Objective: 01-04 Contrast human and social capital; and explain why we need to build both.

Level of Difficulty: 2 Medium


relationships.
Topic: The Need to Build Human and Social Capital

Feedback: Refer: Table 1-3

AACSB: Analytic

Blooms: Remember

Learning Objective: 01-06 Characterize 21st-century managers.

Level of Difficulty: 2 Medium

Topic: 21st-Century Managers

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

Level of Difficulty: 2 Medium


101. Identify the seven general ethical principles and briefly describe each.
Topic: General Moral Principles
(p. 24)

102. Mention the actions for improving on-the-job ethics to improve the
(p. 24-
The seven general ethical principles include dignity of human life, organization's ethical climate.
26)

autonomy, honesty, loyalty, fairness, humaneness, and the common

good. Dignity of human life means that humans have a right to live

and to be treated with respect. Autonomy means that all persons are Actions for improving on-the-job ethics include:

intrinsically valuable and thus have rights to self-determination and


(1) Behave ethically yourself.
equal human liberty. Honesty means that the reality of the situation
(2) Screen potential employees.
should be told to those who have a right to know it. One should speak
(3) Develop a meaningful code of ethics.
and act so as to reflect the reality of the situation. Loyalty means that
(4) Provide ethics training.
promises, contracts, and commitments should be honored. Fairness
(5) Reinforce ethical behavior.
means that one has a right to be treated fairly, impartially, and
(6) Create positions, units, and other structural mechanisms to deal
equitably, and has the obligation to treat others fairly and justly.
with ethics.
Humaneness means that our actions ought to do good to ourselves
(7) Create a climate in which whistle-blowing becomes unnecessary.
and others and we should avoid doing evil. The common good means

that actions should benefit the welfare of the largest number of people
AACSB: Analytic
while trying to protect the rights of individuals.
Blooms: Remember

Learning Objective: 01-08 Identify four of the seven general ethical principles; and explain how to improve an
Feedback: Refer: Table 1-4 organization's ethical climate.

Level of Difficulty: 2 Medium

Topic: How to Improve the Organization's Ethical Climate

AACSB: Analytic

Blooms: Remember

Learning Objective: 01-08 Identify four of the seven general ethical principles; and explain how to improve an

organization's ethical climate.

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution © 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Full file at http://testbankcart.eu/Test-Bank-for-Organizational-Behavior-10th-Edition-by-Kreitner

103. Mention the four criteria for codes of ethics to have a positive impact.
(p. 25)

Codes of ethics can have a positive impact if they satisfy these four

criteria:

(1) They are distributed to every employee.

(2) They are firmly supported by top management.

(3) They refer to specific practices and ethical dilemmas likely to be

encountered by target employees (e.g., salespersons paying kickbacks,

purchasing agents receiving payoffs, laboratory scientists doctoring

data, or accountants "cooking the books").

(4) They are evenly enforced with rewards for compliance and strict

penalties for noncompliance.

AACSB: Analytic

Blooms: Remember

Learning Objective: 01-08 Identify four of the seven general ethical principles; and explain how to improve an

organization's ethical climate.

Level of Difficulty: 2 Medium

Topic: How to Improve the Organization's Ethical Climate

© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution
in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.

You might also like