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HRMC002 Assignment Solutions
MBA executive (Institute of Management Technology, Ghaziabad)
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1.
Which of the following statements is most correct?
Persons with an internal locus of control make more ethical decisions than
others.
2.
When an employee remains with a firm because he or she faces
significant exit barriers, this can be characterized as:
Continuance Commitment
3.
Which of the following would not be considered a weakness of
expectancy theory?
The values for each construct have been relatively stable over time.
4.
Susan was reflecting on Jim's behavior in her recent meeting with Jim regarding
his performance review. Normally Jim is outgoing, sure of himself, and Susan
would consider him high on indicators of CSE. Jim however, was rather subdued
and quiet during the review. Jim's behavior could best be explained as a result of
Jim is a high self-monitor
5.
The JDI measures:
Job Satisfaction
6.
People may engage in immoral acts or even violent behavior as committed
members of their group when:
There is a loss of individuality
7.
Which of the following is considered a key benefit of diversity?
Flexibility and adaptation
8.
An ethical theory that emphasizes the nature and characteristics
of an act is:
rule-based
9.
Research focusing on the variety of roles within a society or culture highlights
which disciplines contribution to organizational behavior?
Sociology
10.
The first discipline to take the modern corporation as the unit of analysis and
emphasize the design, implementation, and coordination of various administrative
and organization systems was:
Management
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11.
According to the MBTI a successful top executive is likely to be a/an:
extrovert, sensor, thinker and judger
12.
Values reflected in the way individuals actually behave are called:
enacted values
13.
Individuals who make external attributions will be more likely to:
develop feelings of incompetence which may lead to depression
14.
The belief that performance is connected to rewards is known as:
Instrumentality
15.
Equity theory is a/an:
Process approach to motivation
16.
When you encounter a warm and personable car salesperson and don't assume
that this behavior reflects the salesperson's personality, you are using which
principle in social perception?
Discounting principle
17.
At what stage of group development is the leader's role primarily one of
recognition of the group's achievements?
Performing
18.
According to Edgar Schein, the essence of culture is:
Assumptions
19.
The primacy effect is also known as:
First-impression error
20.
Which of the following personality types would most likely display the most
consistent behavior "across situations"?
Low self-monitor
21.
Reinvention is the term for creatively applying new technology.
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22.
The dynamic process through which the emotions are transferred from one person
to another is called
emotional contagion
23.
Corporations and business enterprises tend to subscribe to:
consequential ethics
24.
Which of the following conditions would LEAST encourage political activity?
Abundant resources
25.
When employees view managers as being overpaid, workers may:
reduce their commitment
26.
The establishment of new attitudes, values, and behaviors as the new status quo
is consistent with what stage in Lewin's change model?
Refreezing
27.
As a manager that understands the implications of self-esteem on work behavior,
you should:
give them appropriate challenges and opportunities for success
28.
Some experts believe that only indivichuals within a team can be creative, but a
professor at Northwestern University suggests that team creativity can be
achieved. Which of the following practices would NOT enhance team creativity?
Conformity
29.
Assume you are a senior accounting major. A friend who is taking a Principles of
Accounting course seeks you out for tutorial assistance. This is an example of
Expert power
30.
Instrumental values includes
a. Ambition
b. Honesty
c. Self sufficiency
d. All of these
31.
The two sets of social benefits available to team or group members includes:
psychological intimacy and integrated involvement
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32.
Denise and Teresa are two students in a course on organizational behavior. Denise
outperforms Teresa on the first exam in OB, and Teresa convinces herself that
Denise is not really a good person to compare herself to because Denise is a
psychology major and Teresa is majoring in accounting. Which of the following is
the best explanation for Teresa's reaction?
Teresa's high self -esteem is protecting her from this unfavourable comparison.
33.
An effective team exhibits:
Shared Leadership
34.
According to the Jungian approach to personality, the basic preference that
reflects what we pay attention to or how we prefer to gather information is:
sensing/intuiting
35.
The fit perspective is useful in explaining:
short-term performance
36.
The belief that performance is connected to rewards is known as:
instrumentality
37.
Modern management practices such as employee management recognition
programs, flexible benefit packages, and stock ownership plans emphasize:
external incentives
38.
A "wild turkey in the top management team is:
a devil's advocate who challenges the thinking of the CEO and other top
executives
39.
A problem with the behavioral measure for personality would be
the observer's ability to stay focused
40.
The study of individual behavior and group dynamics in organizational settings
describes the content of study in:
organizational behavior
41.
If you use calculated involvements as a basis for understanding a person's
relationship with a work organization, which of the following would be the best
framework?
Social exchange
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42.
Individuals who make external attributions will be more likely to:
develop feelings of incompetence which may lead to depression
43.
In research on styles of conflict management, the
Avoiding style was least effective.
Job satisfaction and employee performance are likely to be positively related
when:
rewards are valued by employees and are tied directly to performance
44.
45.
46.
According to the strategic contingency perspective, which one of the following
factors is NOT a primary factor used to explain differences in power between
departments?
Amount of formal authority given departments
Attributional biases implies that managers must:
know as much as possible about individual differences and determine the cause of
behavior and perceived source of responsibility
47.
The importance and value placed on a reward in expectancy theory is known as:
Valence
48.
Increasing workforce diversity is likely to reduce stereotyping as a barrier to
social perception.
49.
A technique that is valuable in its ability to generate a number of independent
judgements without the requirement of a face-to-face meeting is:
the Delphi technique
50.
The theories of leadership concerned with identifying the specific leader behaviors
that are most effective in specific leadership situations would be:
Contingency theories
51.
As a supervisor of a group of employees, all of whom have an internal locus of
control, you should
allow them considerable leeway in determining how to perform their work.
Authentic leaders are characterized by all of the following EXCEPT:
benevolence
52.
53.
Escape from conflict by daydreaming is known as:
Fantasy
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54.
A defense mechanism in which an individual continues dysfunctional behavior that
will clearly not solve a conflict is known as:
Fixation
55.
An example of an internal force for change is:
an increased grievance rate
56.
Attribution theory helps to explain causes of behavior in organizations.
57.
Self-managed teams are sometimes called autonomous work groups
58.
A deterioration of mental efficiency, reality testing, and moral judgement resulting
from in-group pressures defines:
groupthink
59.
A key understanding to the relationship between hygiene and motivation factors is:
they are independent
60.
In the case of repeated failure under expectancy theory, an employee may,
reduce effort
61.
Emotional Intelligence (ET) relates to the ability to manage
conceptual skills
62.
The development of group cohesiveness is negatively influenced by:
Internal competition
63.
A method for countering social loafing includes:
Formal evaluation of member contributions
64.
When two departments are in conflict but are also facing a common threat, the
Collaborating style of conflict management is most appropriate.
65.
If a manager asks an employee to purchase a gift for his wife, the employee
would think this request.
Falls outside his zone of indifference
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66.
The close linkage of valence to performance under expectancy theory is crucial
for enhancing motivation
.
67.
The basic idea behind leader-member exchange theory is:
leaders form two groups of followers (in-groups and out-groups)
68.
A manager who is considered Machiavellian would rely on what type of power?
Personal
69.
Under equity theory, people are motivated when
they are in equilibrium with perceptions of inputs and outcomes
70.
The motivation theory that holds that employee motivation is determined by the
belief that a valued outcome will result from effort is called
expectancy theory
71.
An example of a rite of enhancement is a/an:
employee of the month award
72.
Upper echelon theory argues that:
characteristics of the top management team can predict organizational
characteristics
73.
The webike strutures that contract some or all of their operating functions to other
organisations and then coordinate their activities through managers and other
employees at their headquarters are called
Networked Organisation
74.
Persons who have a strong desire to control others are high in:
need for power
75.
Projection occurs most often when you:
surround yourself with others similar to you
76.
All of the following would be consistent with new ideas in motivation except
individuals need to be activated by unmet needs
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77.
Which trait is associated with less absenteeism at work?
Positive Effect
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