Question 1

One of the challenges in understanding organisational behaviour is that it addresses issues that are obvious.

Accepted Answer

A) True 
 B)False

Question 2

The component of attitude that is made up of knowledge and information is ________.

Accepted Answer

A) functional 
B) cognitive 
C) affective 
D) behavioural 
A) functional 
B) cognitive 
C) affective 
D) behavioural

Question 3

In attribution theory,the behaviour of an individual who shows high distinctiveness and low consistency is likely to be attributed as ________.

Accepted Answer

A) externally caused 
B) her responsibility 
C) under her control 
D) internally caused 
A) externally caused 
B) her responsibility 
C) under her control 
D) internally caused

Question 4

A person who does not believe that 'the ends justify the means' would be likely to have a low level of which personality trait?

Accepted Answer

A) Social skills. 
B) Self-awareness. 
C) Machiavellianism. 
D) Apathy. 
A) Social skills. 
B) Self-awareness. 
C) Machiavellianism. 
D) Apathy.

Question 5

If you are a person who dislikes making plans,you would probably score high on which aspect of the Myers-Briggs Type Indicator®?

Accepted Answer

A) More extrovert than introvert. 
B) More perceiving than judging. 
C) More judging than perceiving. 
D) More introvert than extrovert. 
A) More extrovert than introvert. 
B) More perceiving than judging. 
C) More judging than perceiving. 
D) More introvert than extrovert.

Question 6

After the disappointment of not getting a new position,an employee states,'That job looks like a real headache,anyway'.This is an example of ________ to reduce discomfort from dissonance.

Accepted Answer

A) increasing influence 
B) reducing importance 
C) increasing importance 
D) reducing influence 
A) increasing influence 
B) reducing importance 
C) increasing importance 
D) reducing influence

Question 7

Cognitive dissonance theory proposes that the factors that can mitigate the discomfort caused by dissonance are ________.

Accepted Answer

A) importance,rewards and status 
B) importance,influence and rewards 
C) influence,reinforcement and goals 
D) influence,rewards and status 
A) importance,rewards and status 
B) importance,influence and rewards 
C) influence,reinforcement and goals 
D) influence,rewards and status

Question 8

Perception is defined as a unique combination of behavioural,emotional and thinking patterns that each person has.

Accepted Answer

A) True 
 B)False

Question 9

Define the halo effect.

Accepted Answer

The halo effect occurs when we

Question 10

The degree to which an employee identifies with his or her job or actively participates in it refers to the employee's ________.

Accepted Answer

A) job satisfaction 
B) job involvement 
C) organisational loyalty 
D) job commitment 
A) job satisfaction 
B) job involvement 
C) organisational loyalty 
D) job commitment

Question 11

Employees with high self-esteem tend to be more satisfied with their jobs than those with low self-esteem.

Accepted Answer

A) True 
 B)False

Question 12

Different people typically have ________.

Accepted Answer

A) different perceptions of the same situation 
B) the same perception of a single situation 
C) an undistorted perception of a situation 
D) the same perception of different situations 
A) different perceptions of the same situation 
B) the same perception of a single situation 
C) an undistorted perception of a situation 
D) the same perception of different situations

Question 13

In a short essay,explain how managers can shape behaviour using positive and negative reinforcement.

Accepted Answer

There are four ways to shape behaviour:

Question 14

The fundamental attribution error states that individuals tend to overestimate the influence of external factors in others.

Accepted Answer

A) True 
 B)False

Question 15

In a short essay,discuss how risk-taking can help explain individual behaviour in organisations.

Accepted Answer

People differ in their willingness to ta

Question 16

When a football coach cancels a gruelling 'meat-grinder drill' because the team is performing well,he is using which behaviour-shaping method?

Accepted Answer

A) Negative reinforcement. 
B) Punishment. 
C) Extinction. 
D) Positive reinforcement. 
A) Negative reinforcement. 
B) Punishment. 
C) Extinction. 
D) Positive reinforcement.

Question 17

Which pairing is CORRECT?

Accepted Answer

A) Low distinctiveness → external cause of behaviour. 
B) High consensus → external cause of behaviour. 
C) High distinctiveness → internal cause of behaviour. 
D) Low consistency → internal cause of behaviour. 
A) Low distinctiveness → external cause of behaviour. 
B) High consensus → external cause of behaviour. 
C) High distinctiveness → internal cause of behaviour. 
D) Low consistency → internal cause of behaviour.

Question 18

Define employee productivity.

Accepted Answer

Employee productivit

Question 19

Of the six behaviours that managers focus on,which behaviour typically increases recruitment costs?

Accepted Answer

A) Employee turnover. 
B) Absenteeism. 
C) Workplace misbehaviour. 
D) Organisational citizenship behaviour. 
A) Employee turnover. 
B) Absenteeism. 
C) Workplace misbehaviour. 
D) Organisational citizenship behaviour.

Question 20

Studies show that the statement,'Happy workers are productive workers' is ________.

Accepted Answer

A) largely false 
B) completely false 
C) completely true 
D) fairly true 
A) largely false 
B) completely false 
C) completely true 
D) fairly true

One of the challenges in understanding organisational behaviour is that it addresses issues that are obvious.

The component of attitude that is made up of knowledge and information is ________.

In attribution theory,the behaviour of an individual who shows high distinctiveness and low consistency is likely to be attributed as ________.

A person who does not believe that 'the ends justify the means' would be likely to have a low level of which personality trait?

If you are a person who dislikes making plans,you would probably score high on which aspect of the Myers-Briggs Type Indicator®?

After the disappointment of not getting a new position,an employee states,'That job looks like a real headache,anyway'.This is an example of ________ to reduce discomfort from dissonance.

Cognitive dissonance theory proposes that the factors that can mitigate the discomfort caused by dissonance are ________.

Perception is defined as a unique combination of behavioural,emotional and thinking patterns that each person has.

Define the halo effect.

The degree to which an employee identifies with his or her job or actively participates in it refers to the employee's ________.

Employees with high self-esteem tend to be more satisfied with their jobs than those with low self-esteem.

Different people typically have ________.

In a short essay,explain how managers can shape behaviour using positive and negative reinforcement.

The fundamental attribution error states that individuals tend to overestimate the influence of external factors in others.

In a short essay,discuss how risk-taking can help explain individual behaviour in organisations.

When a football coach cancels a gruelling 'meat-grinder drill' because the team is performing well,he is using which behaviour-shaping method?

Which pairing is CORRECT?

Define employee productivity.

Of the six behaviours that managers focus on,which behaviour typically increases recruitment costs?

Studies show that the statement,'Happy workers are productive workers' is ________.

Managers and Management

The Managerial Environment

Foundations of Decision Making

Foundations of Planning

Organisational Structure and Design

Managing Human Resources

Managing Change and Innovation

Understanding Groups and Managing Work Teams

Motivating and Rewarding Employees

Leadership and Trust

Managing Communication and Information

Foundations of Control

Filters

Exam 8: Foundations of Individual Behaviour

One of the challenges in understanding organisational behaviour is that it addresses issues that are obvious.

The component of attitude that is made up of knowledge and information is ________.

In attribution theory,the behaviour of an individual who shows high distinctiveness and low consistency is likely to be attributed as ________.

A person who does not believe that 'the ends justify the means' would be likely to have a low level of which personality trait?

If you are a person who dislikes making plans,you would probably score high on which aspect of the Myers-Briggs Type Indicator®?

After the disappointment of not getting a new position,an employee states,'That job looks like a real headache,anyway'.This is an example of ________ to reduce discomfort from dissonance.

Cognitive dissonance theory proposes that the factors that can mitigate the discomfort caused by dissonance are ________.

Perception is defined as a unique combination of behavioural,emotional and thinking patterns that each person has.

Define the halo effect.

The degree to which an employee identifies with his or her job or actively participates in it refers to the employee's ________.

Employees with high self-esteem tend to be more satisfied with their jobs than those with low self-esteem.

Different people typically have ________.

In a short essay,explain how managers can shape behaviour using positive and negative reinforcement.

The fundamental attribution error states that individuals tend to overestimate the influence of external factors in others.

In a short essay,discuss how risk-taking can help explain individual behaviour in organisations.

When a football coach cancels a gruelling 'meat-grinder drill' because the team is performing well,he is using which behaviour-shaping method?

Which pairing is CORRECT?

Define employee productivity.

Of the six behaviours that managers focus on,which behaviour typically increases recruitment costs?

Studies show that the statement,'Happy workers are productive workers' is ________.

Managers and Management

The Managerial Environment

Foundations of Decision Making

Foundations of Planning

Organisational Structure and Design

Managing Human Resources

Managing Change and Innovation

Understanding Groups and Managing Work Teams

Motivating and Rewarding Employees

Leadership and Trust

Managing Communication and Information

Foundations of Control

Filters