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OB-Final-Preparation
Organization behavior (Đại học Kinh tế Quốc dân)
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Part 1 (5 points) Multiple choice
1) Which of the following statements is true regarding the job characteristics model?
A) The operation of the model is universal and unaffected by cultural factors.
B) The operation of the model is relatively individualistic in nature.
C) The operation of the model requires employees to have similar skill sets.
D) The operation of the model cannot be quantitatively measured.
2) According to the two-factor theory,
A) there exists a hierarchy of needs within every human being, and as each need is
satisfied, the next one becomes dominant
B) most employees inherently dislike work and must therefore be directed or even coerced
into performing it
C) employees view work as being as natural as rest or play, and therefore learn to accept,
and even seek, responsibility
D) the aspects that lead to job satisfaction are separate and distinct from those that
lead to job dissatisfaction
3) Most people assume that police officers should behave in a lawful manner, refrain
from demonstrating favoritism to any particular group, and do their best to uphold the
law. Which of the following terms best represents these beliefs?
A) diversity
B) similarity
C) role expectation
D) uncertainty reduction
4) When faced with a number of tight deadlines, Mandy Moore often delegates work
collectively. Recently she chose some fairly experienced employees to work on a
high-priority project. She was heartened to see that the selected group of employees
was having numerous meetings and working hard. However, when she went to check
on their progress at the halfway mark in the project schedule, she was shocked to see
how little the team had done in the past three weeks. This scenario reflects
A) groupthink
B) collective efficacy
C) social loafing
D) groupshift
5) ..... leaders inspire followers to transcend their self-interests for the good of the
organization and can have an extraordinary effect on their followers.
A) Transformational
B) Transactional
C) Task-oriented
D) Laissez-faire
6) Procter & Gamble has separate departments for Tide, Pampers, Charmin, and
Pringles. This is an example of departmentalization by
A) function
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B) process
C) geography
(D product
7) The unbroken line of authority that extends from the top of the organization to the
lowest echelon and clarifies who reports to whom is termed
A) chain of command
B) path of power
C) span of control
D) line of responsibility
8) Anna's company needs to dramatically cut costs, speed decision making, and
increase flexibility. Which of the following structural decisions will help her achieve
the desired objectives?
A) increasing the span of control
B) decreasing the unity of command
C) increasing the degree of formalization
D) decentralizing management decisions
9) Which of the following statements is true regarding an organization's culture?
A) Organizational culture is evaluative rather than descriptive.
B) Large organizations rarely have subcultures.
C) A dominant culture expresses the core values shared by a majority of the
organization's members.
D) A strong culture reduces employee satisfaction and increases employee turnover.
10) Top management has a major impact on the organization's culture by
(A) establishing norms that filter down through the organization
B) ensuring a proper match of personal and organizational values
C) socializing new applicants in the pre-hiring phase
D) providing a framework for metamorphosis of new hires
Part 2: Short Answer Questions
1. What are the three primary determinants of environmental complexity? How does
the environment influence organizational design?
The three primary determinants of environmental complexity are: The number of factors, the
interdependence of factors and the variation rate of factors. The environment will be more
complicated as a result of the greater number of variables, their increased interdependence
and connectivity, and their greater uncertainty and unpredictability.
The environment influences organizational design in three ways: uncertainty, differentiation
and integration, and centralization and decentralization. That being said, an organization
experiences greater uncertainty in complicated environments; it requires greater difference
in complex environments; and it requires greater decentralization in complex environments.
They establish the structure's adaptability and flexibility, the division and coordination of its
components, and the allocation of decision-making authority.
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In brief, the environment has a significant impact on how an organization is designed. An
organization has greater chances and difficulties in a more complicated environment, which
calls for a more organic, horizontal, and decentralized structure. An organization operating in
a simpler environment has to be more mechanistic, vertical, and centralized in order to
reduce uncertainty and variety.
2. Flextime has become popular in your organization. Some departments let each
employee start and end work whenever they choose. However, because of the
cooperative effort of your employees, they must all work the same eight hours. You
are not sure of the level of interest in changing the hours. Your employees are very
capable groups and like to make decisions. Which leadership style should be used to
make decisions in this situation?
In this case, the democratic leadership style is one that might be applied while making
choices. Given that it is a sensitive and personal matter that influences the workers' work-life
balance, preferences, and performance, it could be appropriate to do so. As a result, the
leader would have the opportunity to survey the employees and gather their opinions and
suggestions on whether or not to adjust the work schedule. Since the employees are highly
competent and enjoy making decisions, the leader could also consistently support and
empower them to decide collaboratively. In addition to increasing the workers' dedication and
loyalty, this will also foster a sense of autonomy and happiness in them.
Still, there are several disadvantages to democratic leadership, including excessive time
commitment, inefficiency, and compromise. To be able to make a choice that is both clear
and effective within the limited period of time, the leader must consequently evaluate their
own vision and judgment against the opinions and input of others. It is important for the
leader to be aware of these potential risks and to consider balancing their approach with
other methods if required.
3. Your boss called you on the telephone to tell you that someone has requested an
order for your department's product with a very short delivery date. She asked that
you call her back with the decision about taking the order in 15 minutes. Looking over
the work schedule, you realize that it will be very difficult to deliver the order on time.
Your employees will have to push hard to make it. They are cooperative, capable, and
enjoy being involved in decision making. Which leadership style should be used to
make decisions? Provide your explanation.
The transactional leadership style is one that may be applied while making decisions in this
kind of scenario. Considering that it deals with a pressing problem that might have an impact
on the organization's profitability, reputation, and customer satisfaction in a short period of
time, this would be appropriate in this particular case as the employees would receive a
clear and persuasive communication from the leader outlining the expectations and the
reasoning behind the decision, as well as the ability to assess the rewards, risks, and pros
and cons of following through on the order. The leader might boost employees' performance
and productivity by developing a sense of urgency and accountability in them by basing their
choice on the organization's goals and rewards.
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A transactional leadership style does, however, have certain disadvantages, such as being
overly inflexible, impersonal, or shortsighted. As a consequence, the leader should find a
balance between relationships, values, and results and rewards. They should also try to
make decisions that will benefit the organization in the long run as well as its customers and
employees. Along with being conscious of these possible drawbacks, the leader should also
try to supplement it with other styles as necessary.
4. Describe an organizational culture of a company that you know. Propose
means/practices the company can do to encourage and strengthen risk-taking and
teamwork culture.
I can think of Google as one possible example of an organizational culture in a business.
The adhocracy culture of Google is well-known for being one that values experimentation,
risk-taking, and creativity. Employees at Google are encouraged to challenge the current
quo, explore novel ideas, and learn from mistakes. Because Google employees collaborate
in cross-functional teams, exchange ideas and opinions, and value a variety of beliefs, the
company culture also promotes cooperation, diversity, and respect.
Some the strategies or actions Google may take to support and enhance its culture of taking
risks and cooperating with others are:
1. Giving workers the space and tools to work on their own ideas; a well-known example of
this is the 20% time policy, which permits workers to dedicate one-fifth of their working hours
to whatever project they are enthusiastic about.
2. Honoring staff members for their creative endeavors and ideas. For example, they can
create the Google Creative's Award, which honors employees who have the most significant
and innovative contribution to the company's success.
3. Fostering a culture of learning and development by providing employees with opportunity
to gain new skills and information through training and development programs like Google's
Workplace EDU.
4. Encouraging employees to collaborate in diverse and interdisciplinary teams, like the
Google X lab, which unites engineers, scientists, and designers to work on moonshot
initiatives, is one way to foster a culture of cooperation and variety.
PART 1: Multiple choices
1. Aaron Dins was working on the last shift for the day at All Needs, a retail store
owned by an Asian man, when he opened the cash register and stole some money
thinking that nobody would witness him stealing. However, one of the customers
watched him steal the money and reported it to the manager . the next day, and Aaron
was terminated. Subsequently, the manager became extremely strict with all his
Caucasian employees and was often heard abusing them by saying, "You guys are all
the same . This scenario depicts
a social loafing
b. Ingroup favoritism
c. groupthink
d. contrast bias
e social exchange
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2. In the context of behavior dimensions of leadership identified in the Ohio State
Studies, initiating structure refers to the extent to which a person's job relationships
are characterized by mutual trust, respect for employees' ideas, and regard for their
feelings
b. a leader engages in participative management
c. a lender is accepting of and respects individual differences among various team members
d. leader is likely to define and organize his or her role and those of employees in the
search for goal attainment
e. a leader initiates efforts to communicate personally with employees.
3. According to the job characteristics model, ------------- indicates the degree to which
carrying out work activities generates direct and clear information about your own
performance.
c. feedback
d. task identity
e. skill variety
a. task significance
b. autonomy
4. As a regional sales officer, one of Brandon's job responsibilities is to process the
yearly appraisal forms of his subordinates and provide them with increments,
bonuses, or benefits based on their performance that year. This job responsibility
directly reflects his
b. expert power
c. referent power
d. reward power
e. coercive power
a, active power
5. Similarity is a characteristic under the social identity theory that manifests itself in
the
a. tendency of ingroup members to notice and emphasize identities that reflect how different
they are from other groups
b. tendency of people who have greater uniformity in values and characteristics to
have greater group identification as well
c. tendency of people to link themselves to high-status groups in an attempt to define
themselves favorably
d. tendency of people to use the group as a means of understanding who they are and how
they fit into the world
e. tendency of ingroup members to prefer and endorse the products, ideas, and aspects of
someone else's culture over their own
6. In a negotiation between a man and a woman, we would expect the woman to be
more ---------than the man
b. show higher self interest
a. act more assertively
d. place a higher value on the economic outcome
c. be more accommodating
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e. be more proactive in getting negotiations underway.
7. The unbroken line of authority that extends from the top of the organization to the
lowest echelon and clarifies who reports to whom is termed
a. chain of command
d. line of responsibility
b. path of power of control
e. web of authority
c. span of control
8. resistance to change clouds the link between the change and the reaction to it and
may surface weeks, months, or even years later.
a. overt
b. immediate
c. active
d. explicit
e. deferred
9. Adrian Atwood, a senior manager at MNC, spends a lot of his time assigning group
members to particular tasks and scheduling their work such that deadlines are
achievable. Adrian also sets high expectations for standards of performance and
holds regular meetings to ensure that productivity and quality are up to the mark. In
the light of the Ohio State Studies, this indicates that Adrian, as a leader, is
a. low in task orientation
b. high in consideration
d. employee oriented
c. relationship oriented
e. high in initiating structure
10. Which of the following resistances to change is overt and immediate?
a. loss of loyalty
d. increased error
c. loss of motivation
b. increased absenteeism
e. complaint
11. Procedural fairness while implementing changes is especially important when
c. the employees have participated in the decision-making process
a. the organization is facing intense competition
b, the employees perceive outcome as negative
d the environment in which the business operates is dynamic
e. the employees are resisting the change due to group criteria
12, which of the following series of dimensions of the job characteristics model (JCM)
combine to create meaningful work?
a. autonomy, task identity, and feedback
b. skill variety, task identity, and task significance
c. skill variety, autonomy, and feedback
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d. feedback, task identity, and task significance
13. Using covert influence to overcome resistance to change is
c. education
d. coercion
b. conciliation
a. negotiation
14. The goal of work groups is
a. generating positive synergy inculcating a climate of trust
b.improving collective performance
c. inculcating a climate of trust
d. sharing relevant information
e. enhancing team efficacy
15. Which of the following terms refers to the rights inherent in a managerial position
to give orders and expect them to be obeyed?
a. chain of command
b. authority
c. power
d. span of control
e leadership
16. Synergy Inc. has recently assigned some of its best employees to form a
cross-functional team and complete a project from a new client. Many of the
employees on this team are apprehensive about the structure and dynamics of how
they will function as a group and accomplish this goal. To energize the employees,
their immediate manager is holding a meeting with them next week where he will
provide them some additional training in strategies and methods that may work well
for the team. The manager's initiative to hold this meeting fulfills ------------ the function
of communication
d. control
a. filtering
b. information
c. emotional expression
e. informal
17. Conflict between two people is called---conflict
b. bilateral
a. intragroup
d. dyadic
e. dual
c. intergroup
18. Legitimate power is directly based on
a. charisma of the leader
b. interpersonal trust and commitment of the manager
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c. structural position of the manager in the organization
d. personality traits of the manager
e. ability of the manager to serve his subordinates
19. The emotional expression function of communication involves
a. managers motivating employees by setting specific goals
b. management communicating company policies to employees
c. managers training employees in decision-making strategies
d. members of the organization following their job descriptions
e. members of the organization showing their satisfaction and frustrations
20. Work groups are characterized by
a. the emphasis on generating positive synergy
b. the goal of sharing information among members
c. the mutual and team-based accountability for results
d. the need to attain collective performance
e. the availability of complementary skill sets.
PART 2: Critical thinking questions - CHOOSE 2 QUESTIONS TO ANSWER(60 marks)
1. What are the three components of attitudes? Does behavior always follow
attitudes? Give a detailed explanation of your answer and defend it in a 1000 words
essay.
The three components of attitudes are:
Cognitive component: this involves a person’s beliefs, thoughts, and knowledge about an
attitude object. For example, “I think smoking is bad for health.”
Affective component: this involves a person’s feelings, emotions, and preferences toward an
attitude object. For example, “I dislike smokers and the smell of smoke.”
Behavioral component: this involves a person’s actions, intentions, and behaviors toward an
attitude object. For example, “I avoid places where people smoke and I support anti-smoking
campaigns.”
Behavior does not always follow attitudes, as there may be inconsistencies or gaps between
what people think, feel, and do. For example, a person may have a positive attitude toward
recycling (cognitive and affective components), but may not recycle regularly (behavioral
component) due to laziness, inconvenience, or lack of facilities. Similarly, a person may have
a negative attitude toward cheating (cognitive and affective components), but may cheat on
a test (behavioral component) due to peer pressure, stress, or fear of failure.
There are several factors that can influence the consistency or inconsistency between
attitudes and behavior, such as:
The strength of the attitude: the stronger the attitude, the more likely it is to influence
behavior. Strong attitudes are usually based on personal experience, repeated exposure, or
high involvement with the attitude object1.
The specificity of the attitude: the more specific the attitude, the more likely it is to predict
behavior. Specific attitudes are usually related to a particular situation, context, or goal,
rather than a general or abstract one1.
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The accessibility of the attitude: the more accessible the attitude, the more likely it is to guide
behavior. Accessible attitudes are usually easily recalled, activated, or expressed, rather
than hidden, suppressed, or forgotten1.
The presence of social norms: the more aligned the attitude is with the social norms, the
more likely it is to result in behavior. Social norms are the expectations, rules, or standards
of a group or society that influence how people behave2.
The presence of situational constraints: the fewer the constraints, the more likely the attitude
is to lead to behavior. Situational constraints are the external factors, such as time, money,
or availability, that limit or restrict how people can act2.
2. What is personality? How do the concepts of core self-evaluation (CSE),
self-monitoring, and proactive personality help us to understand personality?
Personality is the complex of characteristics that distinguish an individual or a group,
especially in terms of their thoughts, feelings, and behaviors. It can be influenced by
biological, psychological, and environmental factors, and it can affect various aspects of life,
such as self-awareness, interpersonal skills, career success, and well-being.
Core self-evaluation (CSE), self-monitoring, and proactive personality are three concepts
that help us to understand personality from different perspectives.
CSE is a higher-order trait that reflects the overall value that one places on oneself as a
person. It is composed of four specific traits: self-esteem, generalized self-efficacy,
neuroticism, and locus of control. People with high CSE tend to have positive self-regard,
confidence in their abilities, emotional stability, and belief in their own control over their
outcomes. CSE has been linked to various positive outcomes, such as job satisfaction, job
performance, and life satisfaction1.
Self-monitoring is a personality trait that involves the ability to monitor and regulate one’s
self-presentations, emotions, and behaviors in response to social situations. It also refers to
the ability to modify one’s behaviors in order to adapt or conform to the situation. People who
are high in self-monitoring are more likely to change their behavior to fit in or to gain
attention, status, or power from others. They are also more sensitive to social cues and
feedback, and more skilled in impression management. Self-monitoring has been associated
with various outcomes, such as leadership emergence, career mobility, and entrepreneurial
alertness2.
Proactive personality is a personality trait that describes people who recognize opportunities,
take initiative and action, and persevere until a meaningful change takes place. People with
a proactive personality are more likely to shape rather than passively adopt their
environment. They are also more likely to challenge the status quo, have entrepreneurial
abilities, and achieve career success. Proactive personality has been shown to have various
outcomes, such as performance, well-being, and resilience, especially in challenging
situations, such as the COVID-19 pandemic1.
3. What are the three types of conflict? Should we encourage conflicts? Why or Why
not?
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There are different ways to classify the types of conflict, but one common way is to
distinguish between interpersonal, intrapersonal, and intergroup conflict.
Interpersonal conflict is a conflict between two or more individuals who have different
opinions, goals, values, or needs. It can arise from miscommunication, personality clashes,
power struggles, or competing interests. For example, two coworkers may disagree on how
to complete a project, or a married couple may argue over how to spend their money.
Intrapersonal conflict is a conflict within oneself that involves a struggle between opposing
thoughts, feelings, beliefs, or desires. It can arise from stress, anxiety, guilt, self-doubt, or
moral dilemmas. For example, a person may feel conflicted about whether to pursue a
career or a family, or a person may experience cognitive dissonance when their actions
contradict their values.
Intergroup conflict is a conflict between two or more groups of people who have different
identities, interests, or goals. It can arise from competition, prejudice, discrimination, or
stereotypes. For example, two political parties may clash over their policies, or two ethnic
groups may fight over their rights.
Whether we should encourage conflicts or not depends on the nature and outcome of the
conflicts. Some conflicts can be constructive, meaning that they can lead to positive
changes, such as innovation, creativity, problem-solving, learning, or growth. Other conflicts
can be destructive, meaning that they can lead to negative consequences, such as violence,
hostility, resentment, or loss. Therefore, we should encourage constructive conflicts and
discourage destructive conflicts.
To encourage constructive conflicts, we can use various strategies, such as:
Establishing a respectful and trusting environment where people can express their opinions
and perspectives without fear of judgment or retaliation.
Promoting a culture of collaboration and cooperation where people can work together to
achieve common goals and mutual benefits.
Seeking to understand the underlying causes and interests of the conflicts and finding ways
to address them effectively and fairly.
Encouraging open and honest communication where people can listen actively, empathize,
and give constructive feedback to each other.
Fostering diversity and inclusion where people can appreciate and value the differences and
similarities among themselves and others.
Applying appropriate conflict management styles and techniques depending on the situation
and the parties involved. For example, using accommodating, avoiding, compromising,
competing, or collaborating styles1.
To discourage destructive conflicts, we can use various strategies, such as:
Avoiding or minimizing the triggers and sources of the conflicts, such as scarce resources,
incompatible goals, or unclear roles and expectations.
Reducing or eliminating the barriers and biases that hinder the resolution of the conflicts,
such as power imbalances, poor communication, or negative emotions.
Intervening or mediating the conflicts when they escalate or become unmanageable, such as
by providing neutral and impartial guidance, support, or arbitration.
Restoring or repairing the relationships that have been damaged by the conflicts, such as by
apologizing, forgiving, or reconciling.
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4. How do individual differences influence negotiations? What are the five steps in the
negotiation process?
Individual differences are any characteristics that can vary from one person to another, such
as personality, mood, culture, gender, etc. These differences can influence how people
approach, conduct, and perceive negotiations. For example, some personality traits, such as
extroversion, openness, and positive mood, can enhance one’s ability to create value and
reach win-win agreements, while others, such as high self-esteem, can lead to premature
closure and lower satisfaction12. Similarly, cultural differences can affect how people
communicate, build trust, and handle conflicts in negotiations3.
The negotiation process is a series of steps that parties take to reach a mutually beneficial
outcome. There are different models of the negotiation process, but one common one
consists of five stages456:
Preparation and planning: This stage involves gathering information about the situation, the
parties, their interests, and their alternatives. It also involves developing one’s best
alternative to a negotiated agreement (BATNA), which is the most favorable option one can
pursue if the negotiation fails.
Definition of ground rules: This stage involves setting the agenda, the time frame, the
location, and the participants of the negotiation. It also involves establishing the norms and
expectations for the negotiation, such as the level of formality, the communication style, and
the decision-making criteria.
Clarification and justification: This stage involves exchanging information, clarifying issues,
and justifying positions. It also involves identifying the common and conflicting interests, the
sources of power, and the areas of agreement and disagreement among the parties.
Bargaining and problem-solving: This stage involves making offers and counteroffers,
exploring options, and finding solutions that satisfy the interests of all parties. It also involves
using various tactics and strategies, such as persuasion, concession, compromise, and
collaboration, to reach a mutually acceptable outcome.
Closure and implementation: This stage involves finalizing the agreement, resolving any
remaining issues, and formalizing the deal. It also involves ensuring the commitment,
compliance, and follow-up of the parties to the agreement.
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