Question 1

What are the levels that OB uses to view the world? Give at least one example of each.

Accepted Answer

Another lens through which OB sees the w

Question 2

The last stop in the three-stop journey (or approach) of the Integrated Framework is:

Accepted Answer

A)  Identify the OB concepts 
B)  Define the problem 
C)  Make recommendations and take action 
D)  Make a decision 
E)  Delegate the problem 
A)  Identify the OB concepts 
B)  Define the problem 
C)  Make recommendations and take action 
D)  Make a decision 
E)  Delegate the problem

Question 3

A difference between an actual and a desired situation is called a:

Accepted Answer

A)  Decision 
B)  Dilemma 
C)  Action 
D)  Goal 
E)  Problem 
A)  Decision 
B)  Dilemma 
C)  Action 
D)  Goal 
E)  Problem

Question 4

The remedy for indirect blindness is:

Accepted Answer

A)  Root out conflicts of interest 
B)  When handing off work, ask if the assignment might invite unethical behavior 
C)  Reward solid decision processes, not just good outcomes 
D)  Be alert for even trivial ethical infractions and address them immediately 
E)  Brainstorm unintended consequences 
A)  Root out conflicts of interest 
B)  When handing off work, ask if the assignment might invite unethical behavior 
C)  Reward solid decision processes, not just good outcomes 
D)  Be alert for even trivial ethical infractions and address them immediately 
E)  Brainstorm unintended consequences

Question 5

The remedy for motivated blindness is:

Accepted Answer

A)  Root out conflicts of interest 
B)  When handing off work, ask if the assignment might invite unethical behavior 
C)  Reward solid decision processes, not just good outcomes 
D)  Be alert for even trivial ethical infractions and address them immediately 
E)  Brainstorm unintended consequences 
A)  Root out conflicts of interest 
B)  When handing off work, ask if the assignment might invite unethical behavior 
C)  Reward solid decision processes, not just good outcomes 
D)  Be alert for even trivial ethical infractions and address them immediately 
E)  Brainstorm unintended consequences

Question 6

Our tendency to overlook the unethical behavior of another when it's in our interest to remain ignorant is called "the slippery slope."

Accepted Answer

A) True 
 B)False

Question 7

Which of the following is not one of the basic elements of selecting an effective solution?

Accepted Answer

A)  Determining the basic criteria for the decision 
B)  Selecting an OB concept or topic to apply 
C)  Deciding who will be involved in choosing the solution 
D)  Considering the consequences of each alternative 
E)  Agreeing on a method for decision making 
A)  Determining the basic criteria for the decision 
B)  Selecting an OB concept or topic to apply 
C)  Deciding who will be involved in choosing the solution 
D)  Considering the consequences of each alternative 
E)  Agreeing on a method for decision making

Question 8

As a person rises to higher levels of an organization, technical skills become more important and personal skills become less important.

Accepted Answer

A) True 
 B)False

Question 9

Human capital is the productive potential of an individual's knowledge, skills, and experiences.

Accepted Answer

A) True 
 B)False

Question 10

A person who reports unethical behavior in his/her organization to management and/or the authorities is called a:

Accepted Answer

A)  Ethicist 
B)  Whistleblower 
C)  Traitor 
D)  Mole 
E)  Deviant 
A)  Ethicist 
B)  Whistleblower 
C)  Traitor 
D)  Mole 
E)  Deviant

Question 11

The "knowing-doing gap" identifies the gap between what people know and what they actually do.

Accepted Answer

A) True 
 B)False

Question 12

A problem:

Accepted Answer

A)  Is a decision that needs to be made 
B)  Is a gap between an actual and a desired situation 
C)  Is always due to environmental factors 
D)  Is a situation that managers rarely face 
E)  Should be ignored until it becomes serious 
A)  Is a decision that needs to be made 
B)  Is a gap between an actual and a desired situation 
C)  Is always due to environmental factors 
D)  Is a situation that managers rarely face 
E)  Should be ignored until it becomes serious

Question 13

According to research, the most common predictor of cheating in school is peer behavior.

Accepted Answer

A) True 
 B)False

Question 14

What kind of a response is a manager completing when he or she eliminates the situation in which the problem occurs?

Accepted Answer

A)  Resolving 
B)  Solving 
C)  Dissolving 
D)  Ignoring 
E)  Avoiding 
A)  Resolving 
B)  Solving 
C)  Dissolving 
D)  Ignoring 
E)  Avoiding

Question 15

What are the basic elements for selecting an effective solution? Give examples of each.

Accepted Answer

After deciding whether to resolve, solve

Question 16

Employees' knowledge and technical skills are enough to solve business problems.

Accepted Answer

A) True 
 B)False

Question 17

What kind of a response is a manager making when he or she chooses a satisfactory but not ideal solution?

Accepted Answer

A)  Resolving 
B)  Solving 
C)  Dissolving 
D)  Ignoring 
E)  Avoiding 
A)  Resolving 
B)  Solving 
C)  Dissolving 
D)  Ignoring 
E)  Avoiding

Question 18

Draw and explain the integrative framework for understanding and applying OB.

Accepted Answer

Figure 1.2  (in the text) depicts this m

Question 19

The contingency approach suggests that:

Accepted Answer

A)  There is one best way to manage 
B)  OB theories apply to all situations 
C)  A manager needs to learn a set of hard-and-fast rules 
D)  The best answer depends on the situation 
E)  Management practices from the past can be applied to today's situations 
A)  There is one best way to manage 
B)  OB theories apply to all situations 
C)  A manager needs to learn a set of hard-and-fast rules 
D)  The best answer depends on the situation 
E)  Management practices from the past can be applied to today's situations

Question 20

Part of being effective is understanding your own preferences and habits and questioning them.

Accepted Answer

A) True 
 B)False

What are the levels that OB uses to view the world? Give at least one example of each.

The last stop in the three-stop journey (or approach) of the Integrated Framework is:

A difference between an actual and a desired situation is called a:

The remedy for indirect blindness is:

The remedy for motivated blindness is:

Our tendency to overlook the unethical behavior of another when it's in our interest to remain ignorant is called "the slippery slope."

Which of the following is not one of the basic elements of selecting an effective solution?

As a person rises to higher levels of an organization, technical skills become more important and personal skills become less important.

Human capital is the productive potential of an individual's knowledge, skills, and experiences.

A person who reports unethical behavior in his/her organization to management and/or the authorities is called a:

The "knowing-doing gap" identifies the gap between what people know and what they actually do.

A problem:

According to research, the most common predictor of cheating in school is peer behavior.

What kind of a response is a manager completing when he or she eliminates the situation in which the problem occurs?

What are the basic elements for selecting an effective solution? Give examples of each.

Employees' knowledge and technical skills are enough to solve business problems.

What kind of a response is a manager making when he or she chooses a satisfactory but not ideal solution?

Draw and explain the integrative framework for understanding and applying OB.

The contingency approach suggests that:

Part of being effective is understanding your own preferences and habits and questioning them.

Values and Attitudes

Individual Differences and Emotions

Social Perception and Managing Diversity

Foundations of Employee Motivation

Performance Management

Positive Organizational Behavior

Groups and Teams

Communication in the Digital Age

Managing Conflict and Negotiation

Decision Making and Creativity

Power, Influence, and Politics

Leadership Effectiveness

Organizational Culture, Socialization, and Mentoring

Organizational Design, Effectiveness, and Innovation

Managing Change and Stress

Filters

Exam 1: Making Ob Work for Me

What are the levels that OB uses to view the world? Give at least one example of each.

The last stop in the three-stop journey (or approach) of the Integrated Framework is:

A difference between an actual and a desired situation is called a:

The remedy for indirect blindness is:

The remedy for motivated blindness is:

Our tendency to overlook the unethical behavior of another when it's in our interest to remain ignorant is called "the slippery slope."

Which of the following is not one of the basic elements of selecting an effective solution?

As a person rises to higher levels of an organization, technical skills become more important and personal skills become less important.

Human capital is the productive potential of an individual's knowledge, skills, and experiences.

A person who reports unethical behavior in his/her organization to management and/or the authorities is called a:

The "knowing-doing gap" identifies the gap between what people know and what they actually do.

A problem:

According to research, the most common predictor of cheating in school is peer behavior.

What kind of a response is a manager completing when he or she eliminates the situation in which the problem occurs?

What are the basic elements for selecting an effective solution? Give examples of each.

Employees' knowledge and technical skills are enough to solve business problems.

What kind of a response is a manager making when he or she chooses a satisfactory but not ideal solution?

Draw and explain the integrative framework for understanding and applying OB.

The contingency approach suggests that:

Part of being effective is understanding your own preferences and habits and questioning them.

Values and Attitudes

Individual Differences and Emotions

Social Perception and Managing Diversity

Foundations of Employee Motivation

Performance Management

Positive Organizational Behavior

Groups and Teams

Communication in the Digital Age

Managing Conflict and Negotiation

Decision Making and Creativity

Power, Influence, and Politics

Leadership Effectiveness

Organizational Culture, Socialization, and Mentoring

Organizational Design, Effectiveness, and Innovation

Managing Change and Stress

Filters