Question 1

Which of the following is NOT an example of a collateral programme?

Accepted Answer

A)  Career development 
B)  Employee fitness 
C)  Health promotion 
D)  Stress management 
E)  Shift work 
A)  Career development 
B)  Employee fitness 
C)  Health promotion 
D)  Stress management 
E)  Shift work

Question 2

Which of the following is NOT a healthy coping strategy for stress?

Accepted Answer

A)  Overeating 
B)  Social support 
C)  Meditation 
D)  Getting enough rest 
E)  Managing your time 
A)  Overeating 
B)  Social support 
C)  Meditation 
D)  Getting enough rest 
E)  Managing your time

Question 3

Define perception.Describe two perceptual processes and explain how they affect behaviour in organisations.

Accepted Answer

Perception is the set of processes by wh

Question 4

The __________ component of an attitude is derived from feelings that an individual has about another person or situation.

Accepted Answer

A)  cognition 
B)  intention 
C)  perception 
D)  affect 
E)  intellect 
A)  cognition 
B)  intention 
C)  perception 
D)  affect 
E)  intellect

Question 5

The two most significant forms of withdrawal behaviour are absenteeism and quitting.

Accepted Answer

A) True 
 B)False

Question 6

Which of the following is NOT true about the general adaptation syndrome model?

Accepted Answer

A)  Everyone has a stress threshold. 
B)  Some people cannot tolerate much stress at all. 
C)  Prolonged exposure to stress results in a greater tolerance for future stress. 
D)  Some people can tolerate a great deal of stress. 
E)  Each person has a normal level of resistance to stressful events. 
A)  Everyone has a stress threshold. 
B)  Some people cannot tolerate much stress at all. 
C)  Prolonged exposure to stress results in a greater tolerance for future stress. 
D)  Some people can tolerate a great deal of stress. 
E)  Each person has a normal level of resistance to stressful events.

Question 7

George is highly committed and has an attachment to the organisation where he works.He feels he is a true member of the company.George is demonstrating

Accepted Answer

A)  organisational citizenship. 
B)  organisational commitment. 
C)  job identification. 
D)  job satisfaction. 
E)  job involvement. 
A)  organisational citizenship. 
B)  organisational commitment. 
C)  job identification. 
D)  job satisfaction. 
E)  job involvement.

Question 8

__________ is the process of screening out information that we are uncomfortable with or that contradicts our beliefs.

Accepted Answer

Selective

Question 9

Which of the following refers to the perceived fairness of the way the outcome was generated?

Accepted Answer

A)  Managerial fairness 
B)  Organisational fairness 
C)  Interactional fairness 
D)  Procedural fairness 
E)  Distributive fairness 
A)  Managerial fairness 
B)  Organisational fairness 
C)  Interactional fairness 
D)  Procedural fairness 
E)  Distributive fairness

Question 10

Which of the following types of value reflects how we want to accomplish what we want to accomplish?

Accepted Answer

A)  Intrinsic 
B)  Extrinsic 
C)  Primary 
D)  Terminal 
E)  Instrumental 
A)  Intrinsic 
B)  Extrinsic 
C)  Primary 
D)  Terminal 
E)  Instrumental

Question 11

As a manager, if you want to increase your subordinates' job satisfaction, focus first on

Accepted Answer

A)  improving their after-work activities. 
B)  improving the nature of the work itself. 
C)  locating the office in a nice place. 
D)  locating the break room in a nice place. 
E)  ensuring that the work area is always pulsing with sweet jams. 
A)  improving their after-work activities. 
B)  improving the nature of the work itself. 
C)  locating the office in a nice place. 
D)  locating the break room in a nice place. 
E)  ensuring that the work area is always pulsing with sweet jams.

Question 12

Which of the following are two types of affectivity?

Accepted Answer

A)  Positive and negative 
B)  High and low 
C)  Distress and eustress 
D)  Anxious and relaxed 
E)  Odd and even 
A)  Positive and negative 
B)  High and low 
C)  Distress and eustress 
D)  Anxious and relaxed 
E)  Odd and even

Question 13

If a hiring manager is interviewing someone who reminds him of himself when he was just starting out, he may assume that the candidate also shares his values, work ethic and abilities.This is an example of

Accepted Answer

A)  the contrast effect. 
B)  the halo effect. 
C)  first impression bias. 
D)  stereotyping. 
E)  projection. 
A)  the contrast effect. 
B)  the halo effect. 
C)  first impression bias. 
D)  stereotyping. 
E)  projection.

Question 14

Sheldon and Malik are equally competent scientists who work in the same lab.Match each description with the psychological phenomenon it most clearly illustrates.
a.Neo, their lab manager, considers Sheldon the better scientist.When Sheldon makes a mistake, Neo dismisses it as a fluke.When Malik makes a mistake, she thinks, 'Typical!'
b.When Sheldon completes a successful experiment, Malik thinks it's because Sheldon is a great scientist.When one of his own experiments goes well, Malik figures he just got lucky.
c.On the day he met Neo, Malik had a bicycling accident on his way to work and arrived reeling and distracted, his mind still on his near-death experience, Malik was curt during their introductions, causing Neo to forever consider him rude, despite his having been friendly to her ever since.
d.Sheldon is more eloquent and more adept at conversational niceties than Malik is.For this reason, Neo considers Sheldon the better scientist.
-selective perception

Accepted Answer

The answer of Sheldon and Malik are equally competent scientists...

Question 15

__________ refer(s) to a manageable level of stress for a reasonable period of time that generates positive emotions including satisfaction, excitement and enjoyment.

Accepted Answer

A)  Functional stress 
B)  Dysfunctional stress 
C)  Collateral programs 
D)  Collateral damage 
E)  General adaptation syndrome 
A)  Functional stress 
B)  Dysfunctional stress 
C)  Collateral programs 
D)  Collateral damage 
E)  General adaptation syndrome

Question 16

All of the following are examples of an interpersonal demand stressor EXCEPT

Accepted Answer

A)  leadership style. 
B)  personalities. 
C)  group norms. 
D)  job security. 
E)  group acceptance. 
A)  leadership style. 
B)  personalities. 
C)  group norms. 
D)  job security. 
E)  group acceptance.

Question 17

Employees who find intrinsic value in their work are doing what is

Accepted Answer

A)  important to them. 
B)  important to their spouse. 
C)  not important to them. 
D)  obligatory. 
E)  None of these are correct. 
A)  important to them. 
B)  important to their spouse. 
C)  not important to them. 
D)  obligatory. 
E)  None of these are correct.

Question 18

Tumi is generally pessimistic and usually sees things in a negative light.Tumi has a relatively high degree of

Accepted Answer

A)  self-criticism. 
B)  negative affectivity. 
C)  locus of control. 
D)  Machiavellianism. 
E)  self-efficacy. 
A)  self-criticism. 
B)  negative affectivity. 
C)  locus of control. 
D)  Machiavellianism. 
E)  self-efficacy.

Question 19

A moderate degree of workload-related stress can

Accepted Answer

A)  stimulate energy and motivation. 
B)  overload the nervous system. 
C)  weaken the physical system. 
D)  result in apathy. 
E)  increase anxiety. 
A)  stimulate energy and motivation. 
B)  overload the nervous system. 
C)  weaken the physical system. 
D)  result in apathy. 
E)  increase anxiety.

Question 20

__________ commitment is defined as staying with an organisation because of perceived high economic and/or social costs involved with leaving.

Accepted Answer

A)  Dysfunctional 
B)  Continuance 
C)  Affective 
D)  Normative 
E)  None of these are correct. 
A)  Dysfunctional 
B)  Continuance 
C)  Affective 
D)  Normative 
E)  None of these are correct.

Which of the following is NOT an example of a collateral programme?

Which of the following is NOT a healthy coping strategy for stress?

Define perception.Describe two perceptual processes and explain how they affect behaviour in organisations.

The __________ component of an attitude is derived from feelings that an individual has about another person or situation.

The two most significant forms of withdrawal behaviour are absenteeism and quitting.

Which of the following is NOT true about the general adaptation syndrome model?

George is highly committed and has an attachment to the organisation where he works.He feels he is a true member of the company.George is demonstrating

__________ is the process of screening out information that we are uncomfortable with or that contradicts our beliefs.

Which of the following refers to the perceived fairness of the way the outcome was generated?

Which of the following types of value reflects how we want to accomplish what we want to accomplish?

As a manager, if you want to increase your subordinates' job satisfaction, focus first on

Which of the following are two types of affectivity?

If a hiring manager is interviewing someone who reminds him of himself when he was just starting out, he may assume that the candidate also shares his values, work ethic and abilities.This is an example of

__________ refer(s) to a manageable level of stress for a reasonable period of time that generates positive emotions including satisfaction, excitement and enjoyment.

All of the following are examples of an interpersonal demand stressor EXCEPT

Employees who find intrinsic value in their work are doing what is

Tumi is generally pessimistic and usually sees things in a negative light.Tumi has a relatively high degree of

A moderate degree of workload-related stress can

__________ commitment is defined as staying with an organisation because of perceived high economic and/or social costs involved with leaving.

An Overview of Organisational Behaviour

The Changing Environment of Organisations

Individual Characteristics

Motivating Behaviour

Motivating Behaviour With Work and Rewards

Groups and Teams

Decision Making and Problem Solving

Communication

Conflict and Negotiation

Traditional Leadership Approaches

Modern Leadership Approaches

Power, Influence and Politics

Organisation Structure and Design

Organisation Culture

Change Management

Filters

Exam 4: Individual Values, Perceptions and Reactions

Which of the following is NOT an example of a collateral programme?

Which of the following is NOT a healthy coping strategy for stress?

Define perception.Describe two perceptual processes and explain how they affect behaviour in organisations.

The __________ component of an attitude is derived from feelings that an individual has about another person or situation.

The two most significant forms of withdrawal behaviour are absenteeism and quitting.

Which of the following is NOT true about the general adaptation syndrome model?

George is highly committed and has an attachment to the organisation where he works.He feels he is a true member of the company.George is demonstrating

__________ is the process of screening out information that we are uncomfortable with or that contradicts our beliefs.

Which of the following refers to the perceived fairness of the way the outcome was generated?

Which of the following types of value reflects how we want to accomplish what we want to accomplish?

As a manager, if you want to increase your subordinates' job satisfaction, focus first on

Which of the following are two types of affectivity?

If a hiring manager is interviewing someone who reminds him of himself when he was just starting out, he may assume that the candidate also shares his values, work ethic and abilities.This is an example of

__________ refer(s) to a manageable level of stress for a reasonable period of time that generates positive emotions including satisfaction, excitement and enjoyment.

All of the following are examples of an interpersonal demand stressor EXCEPT

Employees who find intrinsic value in their work are doing what is

Tumi is generally pessimistic and usually sees things in a negative light.Tumi has a relatively high degree of

A moderate degree of workload-related stress can

__________ commitment is defined as staying with an organisation because of perceived high economic and/or social costs involved with leaving.

An Overview of Organisational Behaviour

The Changing Environment of Organisations

Individual Characteristics

Motivating Behaviour

Motivating Behaviour With Work and Rewards

Groups and Teams

Decision Making and Problem Solving

Communication

Conflict and Negotiation

Traditional Leadership Approaches

Modern Leadership Approaches

Power, Influence and Politics

Organisation Structure and Design

Organisation Culture

Change Management

Filters