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Examtests with the 14th edition of Essentials of Organizational Behavior - Robbins & Judge


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What is organizational behavior? - Practice questions 1

Questions

Question 1

What is organisational behaviour?

Answers

Question 1

It is an interdisciplinary field which tries to better understand how to manage employees.

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What are attitudes and how do they influence behavior? - Practice questions 2

Questions

Question 1

What are the three components of attitudes?

Question 2

Other than attitudes, which other two variables can explain behavior?

Answers

Question 1

A cognitive component, affective component and a behavioral component

Question 2

Subjective norm and observed behavioral control

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What is the role of emotions in organizational behavior? - Practice questions 3

Questions

Question 1

What is the difference between emotions and affect?

Answers

Question 1

Emotions are complex human personal reactions on situations or events. Affection is a more general feeling which contains emotions as well as moods.

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How is personality relevant in organizational behavior? - Practice questions 4

Questions

Question 1

What are the different personality types?

Question 2

What is the difference between instrumental and terminal values?

Question 3

Schwartz distinguishes two dimensions of values. Which two dimensions are these?

  1. Self-transcendence - self-enhancement ; openness to change - conservation
  2. Personal values - social values ; moral values - competence values
  3. Security - self-direction ; achievement - benevolence
  4. Instrumental values - terminal values; extrinsic values - intrinsic values

Question 4

What does not fit with extraversion?

  1. Being assertive
  2. Chatting a lot
  3. Social
  4. Confidence

Question 5

On which of the cultural dimensions of Hofstede and Bond does the United States (and the Netherlands, by the way) score very high?

  1. Uncertainty avoidance
  2. Power distance
  3. Masculinity
  4. Individualism

Question 6

What is not part of the Big Five personality dimensions?

  1. Openness to experiences
  2. Optimism
  3. Emotional stability
  4. Helping others (agreeableness)

Question 7

Piet says that he can behave very differently in one situation than in another, as if he were another person. What is true about Piet?

  1. He scores low on the dimension consciousness
  2. He scores low on the dimension self-monitoring
  3. He scores high on the dimension consciousness
  4. He scores high on the dimension self-monitoring

Answers

Question 1

There are sixteen different personality types according to the MBTI. There are four dimensions: extraversie-introversie, voelend-intuitief, denkend-voelend, oordelend-waarnemend.

Question 2

Instrumental values are the behaviors which are needed to attain a goal. Terminal values are about the goals that a person wants to achieve.

Question 3

A

Question 4

D

Question 5

D

Question 6

B

Question 7

D

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What are perceptual processes? - Practice questions 5

Questions

Question 1

What is perception?

Question 2

What are the four biases that lead to a wrong interpretation of behavior?

Question 3

The term 'availability' in the name 'availability heuristic' refers to the availability of

  1. Information
  2. Feedback
  3. Decision criteria
  4. Solutions

Question 4

Meta-analytical studies on 'gender and leadership' show that female executives are

  1. just as effective as male executives.
  2. perform the same leadership roles as male executives
  1. Both are correct
  2. Only I is correct
  3. Only II is correct
  4. Both are incorrect

Answers

Question 1

Perception is a cognitive process which enables us to understand and perceive our environment.

Question 2

Selective perception, halo effect, stereotyping and contrasting.

Question 3

A

Question 4

B

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What is basic motivation? - Practice questions 7

Questions

Question 1

What are sources of self-efficacy?

Question 2

What is the self-fulfilling prophecy?

Question 3

What is motivation?

Question 4

Which needs are essential in McClellands theory of needs?

Question 5

Which statement about self-efficacy is least correct? Self-efficacy can be promoted by…

  1. Rewards
  2. Behavioral models
  3. Emotional state
  4. Previous experiences

Question 6

In the relationship between manager and employee, one speaks of a Pygmalion effect:

  1. The employee more and more in his / her performance and behavior meets the expectations of the manager
  2. When the expectations of the manager about the performance and behavior of the employee increasingly match the actual performance and behavior of the employee
  3. The expectations of the manager about the performance and behavior of the employee become more and more extreme, in a positive or negative sense. In addition, they will deviate from the employee's actual performance and behavior.
  4. The employee less and less in his / her performance and behavior meets the expectations of the manager.

Question 7

Klaas calculates that he may get a 1 on his last test and then get a pass for the course. He therefore decides not to study for the test.

Which effort-determining factor applies to this student?

  1. Equity
  2. Expectancy
  3. Valence
  4. Instrumentality

Question 8

If Piet has to work more than you do to get the same reward as you, you experience that for yourself as

  1. Positive inequity
  2. Positive equity
  3. Negative inequity
  4. Negative equity

Answers

Question 1

Earlier experiences, vicarious experiences, conviction of others and emotional or bodily state.

Question 2

People their experiences determine their behavior and performance. It is about how people behave to make their expectations come true.

Question 3

Motivatie is the psychological process which leads to arousal and direction of goal-directed behavior.

Question 4

Need voor achievement, need for power and need for affiliation.

Question 5

A

Question 6

A

Question 7

D

Question 8

A

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How can we apply motivation on the organizational behavior? - Practice questions 8

Questions

Question 1

What is not part of Organizational Management?

  1. Standardize tasks as much as possible
  2. Pay employees sufficiently
  3. Divide a task into as many sub-tasks as possible
  4. Give employees a say in the task they have to perform

Question 2

The job characteristics model can be seen as an application of…

  1. The theory of planned behavior (Ajzen)
  2. Scientific management (Taylor)
  3. The basic human value model (Schwartz)
  4. Expectancy theory

Answers

Question 1

D

Question 2

B

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What is communication? - Practice questions 9

Questions

Question 1

What are four barriers for effective communication?

Question 2

What is the difference between hierarchical communication and the grapevine?

Question 3

What is the difference between low- and high-context cultures?

Question 4

A conversation between an employee and his supervisor does not get off the ground because the employee, who speaks poor English, is unable to articulate the cause properly of a delay. We are dealing with:

  1. Sender barrier
  2. Encoder barrier
  3. Receiver barrier
  4. Decoding barrier

Answers

Question 1

At least four of these: filtering, selective perception, information overload, emotions, language, silence, social anxiety and lying.

Question 2

Hierarchical communication is the exchange of information between supervisors and employees. This means that information flows from top to bottom. The grapevine is an unofficial system of communication

Question 3

In high-context cultures, during interactions, people focus a lot on non-verbal ques. In low-context cultures, people mostly focus on the verbal expressions and the context is not so important. Examples of high-context cultures are Japan and China and examples of low-context cultures are the Netherlands and the United States.

Question 4

A

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What are groups? - Practice questions 10

Questions

Question 1

Different groups work independently on each other on the same problem is a tool to prevent

  1. Social loafing
  2. Groupthink
  3. Loss of the group process
  4. Intra-group competition

Answers

Question 1

B

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What are the characteristics of a leader? - Practice questions 12

Questions

Question 1

What is the difference between trait theories and behavioral theories?

Question 2

Which power base is most related to charismatic leadership?

  1. Reward power
  2. Legitimate power
  3. Referent power
  4. Expert power

Question 3

The results of the Ohio studies on leadership led to the distinction between 'initiating structure' and 'consideration'. This is a distinction of

  1. Behavioral dimensions
  2. Leadership needs
  3. Leadership traits
  4. Behavioral styles

Answers

Question 1

Trait theorists believe that leaders are born with their talents. Behavioral theoristst believe that leaders get created.

Question 2

C

Question 3

A

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What is the role of politics and power in organizations? - Practice questions 13

Questions

Question 1

What are two examples of impression management?

Answers

Question 1

Two of these: avoiding action, avoiding blame, avoiding change, conformity, favors, excuses, apologies, self-promotion, enhancement, flattery and exemplification.

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What is conflict in organizations? - Practice questions 14

Questions

Question 1

What is the difference between distributive and integrative negotiation?

Answers

Question 1

Distributive means a win-lose situation, integrative negotiation is about a win-win situation.

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What is organizational structure and design? - Practice questions 15

Questions

Question 1

What is an advantage of unity of command?

Question 2

What is the difference between a mechanistic and an organic organization?

Answers

Question 1

Unity of command means that each employee has to report to one manager. This is more efficient than having multiple managers to report to.

Question 2

Mechanistic organisations are rigide bureaucracies with tight rules, top-down communication. Organic organistions are flexible and consist of individuals with multiple talents who perform different tasks.

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How can one create and mantain an organzational culture? - Practice questions 16

Questions

Question 1

What is the difference between climate and culture?

Question 2

The organizational culture fulfills a number of functions. Which of the following is not included?

  1. It gives the members an organizational identity.
  2. It makes the joint involvement with the organization possible (it facilitates it).
  3. It determines the power relations within the organization (power balance).
  4. It promotes the stability of the social system of the organization.

Answers

Question 1

Culture does not change quickly, while climate does. The climate in an organisation is also very dependent of the situations, the feelings and the behavior of the employees.

Question 2

A

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How can change be achieved in organizations? - Practice questions 17

Questions

Question 1

What are the three step in Lewin's model for planned change?

Question 2

The idea of ​​unfreezing-changing-refreezing comes from

  1. Festinger
  2. Kotter
  3. Weick
  4. Lewin

Answers

Question 1

Unfreezing, changing, refreezing.

Question 2

D

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Summary Organizational Behavior by Robbins and Judge


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Chapter 1: What is Organizational Behavior?

Being a good manager requires strong interpersonal skills, as communication is crucial, as one must manage different types of resources: people, money, and time in order to achieve specific goals.

A Manager’s Four Main Functions

Planning function refers to setting goals, creating strategies, and preparation of plans that make different activities work coherently and effectively.

Organising function concerns tasks identification and division, assignment of tasks to individuals, setting reporting and decision- making systems.

Leading function relates to motivating workers and directing others’ actions, choosing communication canals and solving conflicts.

Controlling function refers to controlling others’ work outcomes and checking whether everything is being done as planned; and when necessary undertaking corrective actions.

Management roles

They can be divided into 3 main categories: interpersonal roles, informational roles and decisional roles. The concept was developed by Henry Mintzberg and is called Mintzberg’s Managerial Roles (below).

 

ROLE

DESCRIPTION

 

Interpersonal

 

Roles which involve ceremonial/symbolic duties

Figurehead

Symbolic head, needs to perform duties of social/legal nature

Leader

Motivates and directs employees

Liaison

Maintains a network of outside contacts

Informational

 

Collection and dissemination of information

Monitor

Receives information, serves as nerve centre of internal and external information

Disseminator

Transmits information from outsiders to the organisation’s members

Spokesperson

Transmits information about the organisation to outside parties

Decisional

 

Refers to making choices

Entrepreneur

Analyses the organisation and its environment for opportunities and initiates projects to bring about change

Disturbance handler

Undertakes corrective actions in case of problems

Resource allocator

Makes or approves important organizational decisions

Negotiator

Represents the organization

.......read more
Summaries and supporting content: 
Summary with the 14th edition of Essentials of Organizational Behavior by Robbins & Judge
The Robbins & Judge Bundle: summaries and study notes for Essentials of Organizational Behavior
BulletPoints Organizational Behavior Robbins & Judge
Examtests with the 14th edition of Essentials of Organizational Behavior - Robbins & Judge
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The Robbins & Judge Bundle: summaries and study notes for Essentials of Organizational Behavior

Summary with the 14th edition of Essentials of Organizational Behavior by Robbins & Judge

Summary with the 14th edition of Essentials of Organizational Behavior by Robbins & Judge


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What is organizational behavior? - Chapter 1

Why is organizational behavior important?

To understand the importance of organizational behavior, it is important to look at history. Until the 1980s, business schools focused on the technical aspects of management, such as economics, financing and quantitative techniques. Human behavior and skills to deal with people were not seen as very important. But, since then, business schools became aware of the fact that interpersonal skills are very important when it comes to a manager's effectiveness. A lack of interpersonal skills can even lead to the top reason why employees fail to advance in their position.

In organizational behavior, one of the key principles is to improve interpersonal skills. When managers have good developed interpersonal skills, this will lead to attraction of more high-performing employees for the organizations. A second important benefit of studying organizational behavior is that it can help to make a workplace great, instead of just good. And, since it is known that companies that are seen as a 'good place to work' generate superior financial performance, it is good to make companies a good place to work. Thirdly, the quality of workplace relationships has strong connections to things such as job satisfaction, stress and turnover. Social relationships among coworkers and supervisors is also strongly related to overall job satisfaction, lower stress at work and lower intentions to quit. The fourth benefit of having knowledge about organizational behavior is that it can foster social responsibility awareness. This is important because corporate social responsibility (CSR) is an important topic. CSR will be discussed in Chapter 2.

Management and organizational behavior

The role of a

.....read more
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BulletPointsummary per chapter with the 14th edition of Essentials of Organizational Behavior by Robbins & Judge - Chapter


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What is organizational behavior? - BulletPoints 1

  • In organizational behavior, one of the key principles is to improve interpersonal skills. When managers have good developed interpersonal skills, this will lead to attraction of more high-performing employees for the organizations. A second important benefit of studying organizational behavior is that it can help to make a workplace great, instead of just good. And, since it is known that companies that are seen as a 'good place to work'  generate superior financial performance, it is good to make companies a good place to work. Thirdly, the quality of workplace relationships has strong connections to things such as job satisfaction, stress and turnover. Social relationships among coworkers and supervisors is also strongly related to overall job satisfaction, lower stress at work and lower intentions to quit. The fourth benefit of having knowledge about organizational behavior is that it can foster social responsibility awareness. This is important because corporate social responsibility (CSR) is an important topic. CSR will be discussed in Chapter 2.

  • Organizational behavior studies the impact of three determinants of behavior within organizations: individuals, groups and structure. The goal of organizational behavior is to make organizations more effective, by using knowledge about these three determinants of behavior within organizations. In other words, organizational behavior is the study of people in organizations and the way that their actions affect the organization. Organizational behavior is especially concenred with employment-related situations, such as job satisfaction, absenteeism, employment turnover, productivity, human performance and management.

  • The core topics in organizational behavior are: motivation; leader behavior and power; interpersonal communication; group structure and processes; attitude development and perception; change processes; conflict and negotiation and work design.

  • There is

.....read more
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BulletPointsummary per chapter with the 14th edition of Essentials of Organizational Behavior by Robbins & Judge - Chapter

BulletPointsummary per chapter with the 14th edition of Essentials of Organizational Behavior by Robbins & Judge - Chapter


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What is organizational behavior? - BulletPoints 1

  • In organizational behavior, one of the key principles is to improve interpersonal skills. When managers have good developed interpersonal skills, this will lead to attraction of more high-performing employees for the organizations. A second important benefit of studying organizational behavior is that it can help to make a workplace great, instead of just good. And, since it is known that companies that are seen as a 'good place to work'  generate superior financial performance, it is good to make companies a good place to work. Thirdly, the quality of workplace relationships has strong connections to things such as job satisfaction, stress and turnover. Social relationships among coworkers and supervisors is also strongly related to overall job satisfaction, lower stress at work and lower intentions to quit. The fourth benefit of having knowledge about organizational behavior is that it can foster social responsibility awareness. This is important because corporate social responsibility (CSR) is an important topic. CSR will be discussed in Chapter 2.

  • Organizational behavior studies the impact of three determinants of behavior within organizations: individuals, groups and structure. The goal of organizational behavior is to make organizations more effective, by using knowledge about these three determinants of behavior within organizations. In other words, organizational behavior is the study of people in organizations and the way that their actions affect the organization. Organizational behavior is especially concenred with employment-related situations, such as job satisfaction, absenteeism, employment turnover, productivity, human performance and management.

  • The core topics in organizational behavior are: motivation; leader behavior and power; interpersonal communication; group structure and processes; attitude development and perception; change processes; conflict and negotiation and work design.

  • There is

.....read more
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Examtests with the 14th edition of Essentials of Organizational Behavior - Robbins & Judge

Examtests with the 14th edition of Essentials of Organizational Behavior - Robbins & Judge


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What is organizational behavior? - Practice questions 1

Questions

Question 1

What is organisational behaviour?

Answers

Question 1

It is an interdisciplinary field which tries to better understand how to manage employees.

Back to top

What are attitudes and how do they influence behavior? - Practice questions 2

Questions

Question 1

What are the three components of attitudes?

Question 2

Other than attitudes, which other two variables can explain behavior?

Answers

Question 1

A cognitive component, affective component and a behavioral component

Question 2

Subjective norm and observed behavioral control

Back to top

What is the role of emotions in organizational behavior? - Practice questions 3

Questions

Question 1

What is the difference between emotions and affect?

Answers

Question 1

Emotions are complex human personal reactions on situations or events. Affection is a more general feeling which contains emotions as well as moods.

Back to top

How is personality relevant in organizational behavior? - Practice questions 4

Questions

Question 1

What are the different personality types?

Question 2

What is the difference between instrumental and terminal values?

Question 3

Schwartz distinguishes two dimensions of values. Which two dimensions are these?

  1. Self-transcendence - self-enhancement ; openness to change - conservation
  2. Personal values - social values ; moral values - competence values
  3. Security - self-direction ;
.....read more
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Summary of Essentials of Organizational Behavior - Robbins & Judge - 12th edition

Summary of Essentials of Organizational Behavior - Robbins & Judge - 12th edition


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Chapter 1. Introduction to Organizational Behavior

Organizational behavior (OB): The study field of how individuals, people, groups and structure behave and act in organizations.

The study field is individuals, groups of people and the structure of the people and groups within the organization. The purpose of OB is to obtain information and knowledge about the behavior of an organization so they can work more efficient and effective.

OB’s core themes:

  • Motivation

  • Leader behavior and power

  • Interpersonal communication

  • Group structure and process

  • Personality, emotions and values

  • Attitude development and perception

  • Change processes

  • Conflict and negotiation

  • Work design

Systematic study: Study that looks at relationships, and let’s scientific evidence helps us find causes, effects and conclusions.

Evidence based management (EBM): Management that uses scientific evidence to make decisions.

Organizational behavior is built on contributions from a number of behavioral disciplines:

  • Psychology: A study of the behavior of humans. With contributions to learning, motivation, personality, job satisfaction and work design. (Micro-level)

  • Social psychology: How people focus on each other and influence each other in a social way. With contributions to behavioral change, attitude change, communication, power and intergroup behavior. (Micro-level)

  • Sociology: The study of how people react and what their relations are with culture, environment and organizations.

With contributions to communication, intergroup behavior, organizational technology, change and culture (Macro-level)

  • Anthropology: The study of people and their activities in groups, cultures and different countries. With contributions to comparative values, attitudes, organizational culture and power. (Macro-level)

Contingency variables: Variables that lead to each other, but with special conditions. ‘One’ leads to ‘two’ under the condition that ‘three’.

There are some opportunities for Organizational Behavior, which make it important to look at OB. These challenges include:

  • Responding to the Economic Pressures

  • Responding to Globalization: where there is an increased amount of foreign assignments, more different cultures and countries with low-cost labor. Globalization: Focuses on the differences of people in different countries.

  • Managing workforce diversity. Workforce diversity: Differences and similarities of people within an organization. This could be in terms of cultural background, sex, race, religion, etc.

.....read more
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Summary Organizational Behavior by Robbins and Judge

Summary Organizational Behavior by Robbins and Judge


Back to top

Chapter 1: What is Organizational Behavior?

Being a good manager requires strong interpersonal skills, as communication is crucial, as one must manage different types of resources: people, money, and time in order to achieve specific goals.

A Manager’s Four Main Functions

Planning function refers to setting goals, creating strategies, and preparation of plans that make different activities work coherently and effectively.

Organising function concerns tasks identification and division, assignment of tasks to individuals, setting reporting and decision- making systems.

Leading function relates to motivating workers and directing others’ actions, choosing communication canals and solving conflicts.

Controlling function refers to controlling others’ work outcomes and checking whether everything is being done as planned; and when necessary undertaking corrective actions.

Management roles

They can be divided into 3 main categories: interpersonal roles, informational roles and decisional roles. The concept was developed by Henry Mintzberg and is called Mintzberg’s Managerial Roles (below).

 

ROLE

DESCRIPTION

 

Interpersonal

 

Roles which involve ceremonial/symbolic duties

Figurehead

Symbolic head, needs to perform duties of social/legal nature

Leader

Motivates and directs employees

Liaison

Maintains a network of outside contacts

Informational

 

Collection and dissemination of information

Monitor

Receives information, serves as nerve centre of internal and external information

Disseminator

Transmits information from outsiders to the organisation’s members

Spokesperson

Transmits information about the organisation to outside parties

Decisional

 

Refers to making choices

Entrepreneur

Analyses the organisation and its environment for opportunities and initiates projects to bring about change

Disturbance handler

Undertakes corrective actions in case of problems

Resource allocator

Makes or approves important organizational decisions

Negotiator

Represents the organization

.....read more
Summaries and supporting content: 
Summary with the 14th edition of Essentials of Organizational Behavior by Robbins & Judge
The Robbins & Judge Bundle: summaries and study notes for Essentials of Organizational Behavior
BulletPoints Organizational Behavior Robbins & Judge
Examtests with the 14th edition of Essentials of Organizational Behavior - Robbins & Judge
Access: 
Public
Robbins & Judge: samenvattingen en studiemateriaal voor Essentials of Organizational Behavior

Robbins & Judge: samenvattingen en studiemateriaal voor Essentials of Organizational Behavior

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