Organizational Behavior 11th Edition Dr. Richard N. Osborn, Mary Uhl-Bien, Dr. James G. Hunt, John R. Schermerhorn - Solutions

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What is organizational design, and how is it linked to strategy?
How does technology influence organizational design?
How does the environment influence organizational design?
The design of the organization needs to be adjusted to all but ____________.(a) the environment of the firm (b) the strategy of the firm (c) the size of the firm(d) the operations and information technology of the firm (e) the personnel to be hired by the firm
____________ is the combination of resources, knowledge, and techniques that creates a product or service output for an organization. (a) Information technology(b) Strategy (c) Organizational learning (c) Operations technology (d) The general environment (e) The benefit cycle
____________ is the combination of machines, artifacts, procedures, and systems used to gather, store, analyze, and disseminate information for translating it into knowledge (a) The specific environment (b) Strategy (c) Operations technology(d) Information technology (e) Organizational decline
Which of the following is an accurate statement about an adhocracy? (a) The design facilitates information exchange and learning. (b) There are many rules and policies.(c) Use of IT is always minimal. (d) It handles routine problems efficiently. (e) It is quite common in older industries.
The segment of the environment that refers to the other organizations with which an organization must interact in order to obtain inputs and dispose of outputs is called ____________. (a) the general environment (b) the strategic environment (c) the learning environment (d) the technological
____________ are announced cooperative agreements or joint ventures between two independent firms. (a) Mergers (b) Acquisitions (c) Interfirm alliances (d) Adhocracies(e) Strategic configurations
The process of knowledge acquisition, organizational retention, and information distribution and interpretation is called ____________. (a) vicarious learning (b) experience (c) organizational learning (d) an organizational myth (e) a self-serving interpretation
Regarding the organizational design for a small firm compared to a large firm, __________. (a) they are almost the same (b) they are fundamentally different(c) a large firm is just a larger version of a small one (d) the small firm has more opportunity to use information technology
Organizations with well-defined and stable operations technologies ____________.(a) have more opportunity to substitute decision support systems (DSS) for managerial judgment than do firms relying on more variable operations technologies(b) have less opportunity to substitute decision support
Adhocracies tend to favor __________. (a) vertical specialization and control(b) horizontal specialization and coordination (c) extensive centralization(d) a rigid strategy
With extensive use of IT, ___________. (a) more staff are typically added (b) firms can use IT (c) firms can move internationally (d) firms can reduce redundancy
Environmental complexity __________. (a) refers to the set of alliances formed by senior management (b) refers to the overall level of problems and opportunities stemming from munificence, interdependence, and volatility (c) is restricted to the general environment of organizations (d) is
The strategy of a firm ________. (a) is the process of positioning the organization in the competitive environment and implementing actions to compete successfully. It is a pattern in a stream of decisions (b) is only a process of positioning the organization to compete (c) is only a pattern in a
An organizational alliance is __________. (a) an extreme example of an adhocracy(b) an announced cooperative agreements or joint venture between two independent firms (c) always short-lived (d) a sign of organizational weakness
Copying of the successful practices of others is called __________. (a) mimicry(b) scanning (c) grafting (d) strategy
__________________ is the process of choosing and implementing a structural configuration for an organization. (a) Strategy (b) Organizational design (c) Grafting(d) Scanning
The process of acquiring individuals, units, and/or firms to bring in useful knowledge to the organization is called __________. (a) grafting (b) strategy (c) scanning(d) mimicry
Describe the effect operations technology has on an organization from both Thompson’s and Woodward’s points of view.
What are the three primary determinants of environmental complexity?
Why would Ford Motors want to shift to a matrix design organization for the design and development of cars and trucks but not do so in its manufacturing and assembly operations?
What is perception?
What are common perceptual distortions?
What is the link between perception and attribution?
What is involved in learning by reinforcement?
Perception is the process by which people ____________ information. (a) generate(b) retrieve (c) transmit (d) verify
Which is not a stage in the perceptual process? (a) attention/selection (b) interpretation(c) follow-through (d) retrieval
In the fundamental attribution error, the influence of ____________ as causes of a problem are ___________. (a) situational factors, overestimated (b) personal factors, underestimated (c) personal factors, overestimated (d) situational factors, underestimated
Which of the following is not a common perceptual distortion? (a) prototype(b) social learning (c) the halo effect (d) the contrast effect
If a manager allows one characteristic of person, say a pleasant personality, to bias performance ratings of that individual overall, the manager is falling prey to a perceptual distortion known as ____________. (a) halo effect (b) stereotype (c) selective perception (d) projection
The underlying premise of reinforcement theory is that ____________. (a) behavior is a function of environment (b) motivation comes from positive expectancy(c) higher order needs stimulate hard work (d) rewards considered unfair are de-motivators
The law of ____________ states that behavior followed by a positive consequence is likely to be repeated, whereas behavior followed by an undesirable consequence is not likely to be repeated. (a) reinforcement (b) contingency (c) goal setting(d) effect
____________ is a positive reinforcement strategy that rewards successive approximations to a desirable behavior. (a) Extinction (b) Negative reinforcement(c) Shaping (d) Merit pay
B. F. Skinner would argue that “getting a paycheck on Friday” reinforces a person for coming to work on Friday but would not reinforce the person for doing an extraordinary job on Tuesday. This is because the Friday paycheck fails the law of ____________ reinforcement. (a) negative (b)
The purpose of negative reinforcement as an operant conditioning technique is to ____________. (a) punish bad behavior (b) discourage bad behavior (c) encourage desirable behavior (d) offset the effects of shaping
Punishment ____________. (a) may be offset by positive reinforcement from another source (b) generally is the most effective kind of reinforcement (c) is especially important in today’s workplace (d) emphasizes the withdrawal of reinforcing consequences for a given behavior.
A major difference between reinforcement and social learning theory is ____________.(a) reinforcement recognizes the existence of vicarious learning, and social learning does not (b) reinforcement recognizes objective consequences while social learning theory emphasizes how individuals perceive and
Draw and briefly discuss a model showing the important stages of the perception process.
Select two perceptual distortions, briefly define them, and show how they can lead to poor decisions by managers.
Explain how the reinforcement learning and social learning approaches are similar and dissimilar to one another.
One of your friends has just been appointed as leader of a work team. This is her first leadership assignment and she has recently heard a little about attribution theory. She has asked you to explain it to her in more detail, focusing on its possible usefulness in managing the team. What will you
What is motivation?
What are the needs theories of motivation?
What is the equity theory of motivation?
What is the expectancy theory of motivation?
What is the goal-setting theory of motivation?
Motivation is defined as the level and persistence of ____________. (a) effort(b) performance (c) need satisfaction (d) performance instrumentalities
A content theory of motivation is most likely to focus on ____________.(a) organizational justice (b) instrumentalities (c) equities (d) individual needs
A process theory of motivation is most likely to focus on ____________.(a) frustration-regression (b) expectancies regarding work outcomes (c) lower-order needs (d) higher-order needs
According to McClelland, a person high in need achievement will be ____________.(a) guaranteed success in top management (b) motivated to control and influence other people (c) motivated by teamwork and collective responsibility (d) motivated by challenging but achievable goals
In Alderfer’s ERG theory, the ____________ needs best correspond with Maslow’s higher-order needs of esteem and self-actualization. (a) existence (b) relatedness(c) recognition (d) growth
Improvements in job satisfaction are most likely under Herzberg’s two-factor theory when ____________ are improved. (a) working conditions (b) base salary(c) co-worker relationships (d) opportunities for responsibility
In Herzberg’s two-factor theory ____________ factors are found in job context.(a) motivator (b) satisfier (c) hygiene (d) enrichment
In equity motivation theory, felt negative inequity ____________. (a) is not a motivating state (b) is a stronger motivating state than felt positive inequity(c) can be as strong a motivating state as felt positive inequity (d) does not operate as a motivating state
A manager’s failure to enforce a late-to-work policy the same way for all employees is a violation of ____________ justice. (a) interactional (b) moral (c) distributive(d) procedural
In expectancy theory, ____________ is the probability that a given level of performance will lead to a particular work outcome. (a) expectancy (b) instrumentality(c) motivation (d) valence
In expectancy theory, ____________ is the perceived value of a reward. (a) expectancy(b) instrumentality (c) motivation (d) valence
Expectancy theory posits that ____________. (a) motivation is a result of rational calculation (b) work expectancies are irrelevant (c) need satisfaction is critical(d) valence is the probability that a given level of task performance will lead to various work outcomes.
Which goals tend to be more motivating? (a) challenging goals (b) easy goals(c) general goals (d) no goals
The MBO process emphasizes ____________ as a way of building worker commitment to goal accomplishment. (a) authority (b) joint goal setting (c) infrequent feedback (d) rewards
What does job enrichment mean in Herzberg’s two-factor theory?
What is the difference between distributive and procedural justice?
While attending a business luncheon, you overhear the following conversation at a nearby table. Person A: “I’ll tell you this: if you satisfy your workers’ needs, they’ll be productive.” Person B: “I’m not so sure; if I satisfy their needs, maybe they’ll be real good about coming to
What is the link between motivation, performance, and rewards?
What are the essentials of performance management?
How do job designs influence motivation?
What are the motivational opportunities of alternative work schedules?
In the integrated model of motivation, what predicts effort? (a) rewards (b) organizational support (c) ability (d) motivation
Pay is generally considered a/an ____________ reward, while a sense of personal growth experienced from working at a task is an example of a/an ____________ reward. (a) extrinsic, skill-based (b) skill-based, intrinsic (c) extrinsic, intrinsic(d) absolute, comparative
If someone improves productivity by developing a new work process and receives a portion of the productivity savings as a monetary reward, this is an example of a/an ____________ plan. (a) cost sharing (b) gain sharing (c) ESOP (d) pay-for-skills
Performance measurement serves two broad purposes: evaluation and ____________.(a) reward allocation (b) counseling (c) discipline (d) benefits calculations
Which form of performance appraisal is an example of the comparative approach?(a) forced distribution (b) graphic rating scale (c) BARS (d) critical incident diary
If a performance appraisal method fails to accurately measure a person’s performance on actual job content, it lacks ____________. (a) performance contingency (b) leniency(c) validity (d) strictness
A written record that describes in detail various examples of a person’s positive and negative work behaviors is most likely part of which performance appraisal method?(a) forced distribution (b) critical incident diary (c) paired comparison (d) graphic rating scale
When a team leader evaluates the performance of all team members as “average,” the possibility for ____________ error in the performance appraisal is quite high.(a) personal bias(b) recency(c) halo(d) central tendency
If a manager redesigns a job through vertical loading, she would most likely ____________. (a) bring tasks from earlier in the workflow into the job (b) bring tasks from later in the workflow into the job (c) bring higher level or managerial responsibilities into the job (d) raise the standards for
In the job characteristics model, a person will be most likely to find an enriched job motivating if they ____________. (a) receive stock options (b) have ability and support(c) are unhappy with job context (d) have strong growth needs
In the job characteristics model, ____________ indicates the degree to which an individual is able to make decisions affecting his or her work. (a) task variety(b) task identity (c) task significance (d) autonomy
When a job allows a person to do a complete unit of work, for example, process an insurance claim from point of receipt from the customer to the point of final resolution with the customer, it would be considered high on which core characteristic? (a) task identity (b) task significance (c) task
The “4/40” is a type of ____________ work arrangement. (a) compressed workweek(b) “allow workers to change machine configurations to make different products”(c) job-sharing (d) permanent part-time
Explain how a 360 evaluation works as a performance appraisal approach.
Explain the difference between halo errors and recency errors in performance appraisal.
What role does growth-need strength play in the job characteristics model?
What are the potential advantages and disadvantages of a compressed work week?
Assume you belong to a student organization on campus. Discuss in detail how the concepts and ideas in this chapter could be applied in various ways to improve motivation and performance among members.
What do teams do in organizations?
When is a team effective?
What are the stages of team development?
How do teams work?
The FIRO-B theory deals with ____________ in teams. (a) membership compatibilities (b) social loafing (c) dominating members (d) conformity
It is during the ____________ stage of team development that members begin to come together as a coordinated unit. (a) storming (b) norming (c) performing(d) total integration
An effective team is defined as one that achieves high levels of task performance, member satisfaction, and ____________. (a) coordination (b) harmony (c) creativity(d) team viability
Task characteristics, reward systems, and team size are all ____________ that can make a difference in group effectiveness. (a) group processes (b) group dynamics(c) group inputs (d) human resource maintenance factors
The best size for a problem-solving team is usually ____________ members.(a) no more than 3 or 4 (b) 5 to 7 (c) 8 to 10 (d) around 12 to 13
When a new team member is anxious about questions such as “Will I be able to influence what takes place?” the underlying issue is one of ____________.(a) relationships (b) goals (c) processes (d) control
Self-managing teams ____________. (a) reduce the number of different job tasks members need to master (b) largely eliminate the need for a traditional supervisor(c) rely heavily on outside training to maintain job skills (d) add another management layer to overhead costs
Which statement about self-managing teams is correct? (a) They can improve performance but not satisfaction. (b) They should have limited decision-making authority(c) They should operate without any team leaders. (d) They should let members plan their own work schedules.
When a team of people is able to achieve more than what its members could by working individually, this is called ____________. (a) distributed leadership(b) consensus (c) team viability (d) synergy

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Organizational Behavior 11th Edition Dr. Richard N. Osborn, Mary Uhl-Bien, Dr. James G. Hunt, John R. Schermerhorn - Solutions

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