广东外语外贸大学国际工商管理学院
《组织行为学》考试卷
考核对象：
考试时间：120 分钟
姓名：___________ 班级：__________ 学号：________ 成绩:
指导语：本试卷包括选择题（10 道题，每题 2 分，占 20 分）、简答题（6 道题，每题 8 分，
占 48 分）
、案例分析题（1 道题，32 分 ），合计 100 分。本考试采用闭卷考试的方式，要求
考生在 120 分钟内完成。
一、选择题（单选题，请在你认为正确的一个答案上打勾；10 道题，
每题 2 分，计 20 分）
1.Which of the following is most likely to be a belief held by a successful manager?
（C）
A) Technical knowledge is all that is needed for success.
B) It is not essential to have sound interpersonal skills.
C) Technical skills are necessary, but insufficient alone for success.
D) Effectiveness is not impacted by human behavior.
E) Technical skills do not influence efficiency.
2、According to Luthans' research, successful managers, meaning those that were
quickly promoted, spent more of their time on ______B__ than on any other activity.
A) traditional management
B) human resource management
C) networking
D) communicating
E) hiring and firing
3、What are the three primary behavior determinants of organizational behavior? (C)
A) profit structure, organizational complexity, job satisfaction
B) individuals, profit structure, and job satisfaction
C) individuals, groups, and job satisfaction
D) groups, structure, and profit structure
E) individuals, groups, and structure
4、Organizational behavior is constructed from all of the following disciplines except
____A____.
A) physics
B) psychology
C) anthropology
D) sociology
E) social psychology
5、The _____A___ component of an attitude is the emotional or feeling component of
that attitude.
A) affective
B) cognitive
C) behavioral
D) evaluative
E) reaffective
6、Any incompatibility between two or more attitudes or between behavior and
attitudes results in _____B___.
A) organizational dissonance
B) cognitive dissonance
C) attitudinal clarification
D) values clarification
E) affective reactance
7、If an employee expresses organizationally desired emotions during interpersonal
transactions, which of the following is being expressed? (C)
A) emotional labor
B) negative affect
C) positive affect
D) emotional intelligence
E) deviance
8、Which of the following is a person's ability to be self-aware, detect emotions in
others, and manage emotional cues and information? (A)
A) emotional intelligence
B) affective events theory
C) emotional external constraints
D) affective emotions
E) cognition
9、Which of the following is the best definition of personality? (E)
A) Personality is an aggregate set of traits that are mostly determined at birth.
B) Personality is an aggregate set of traits that are determined over a person's lifetime.
C) Personality is all the ways in which an individual reacts to and interacts with
others.
D) Personality is, for the most part, comprised of traits that cannot be measured or
defined.
E) Personality is the static organization of how a person reacts to different
environments.
10、How would you describe an individual who is capable of presenting striking
contradictions between who they are in public and who they are privately? (D)
A) low Mach
B) high Mach
C) low self-monitoring
D) high self-monitoring
E) narcissistic
二、简答题（6道题，每题8分，计48分）
1、Describe and explain the five-stage group-development model
•
•
•
•
•
Forming—group begins and there is a level of uncertainty
Storming—conflict over direction
Norming—conflict resolution and generation of team spirit
Performing –collaboration and goal achievement
Adjourning—end of group
2、What Is The Potential Sources of Stress？Describe and explain it briefly
While environmental factors are forces outside the organization, which may
act as potential sources of stress due to uncertainties and threats that they create
for any organization and its members, factors within organization can also act as
potential source of stress. Together or singly they may cause a tense and volatile
working environment which can cause stress for organizational members because
the inability of individuals to handle the pressures arising out of these sources.
3、What is Fiedler’s contingency model?
The Fiedler Contingency Model was created in the mid-1960s by Fred
Fiedler, a scientist who helped advance the study of personality and characteristics
of leaders.The model states that there is no one best style of leadership. Instead, a
leader's effectiveness is based on the situation. This is the result of two factors –
"leadership style" and "situational favorableness" (later called "situational
control").
4、What is The Key Point
of
Two-Factor Theory ？
The presence of one set of job characteristics or incentives lead to worker
satisfaction at work, while another and separate set of job characteristics lead to
dissatisfaction at work. Thus, satisfaction and dissatisfaction are not on a
continuum with one increasing as the other diminishes, but are independent
phenomena. This theory suggests that to improve job attitudes and productivity,
administrators must recognize and attend to both sets of characteristics and not
assume that an increase in satisfaction leads to decrease in dissatisfaction.
5、Explain in some detail two common decision biases or errors. Use examples in
your answer.
Confirmation Bias: The rational decision-making process assumes that we
objectively gather information. The information we gather is typically biased
toward supporting views we already hold. This confirmation bias influences where
we go to collect evidence because we tend to seek out places that are more likely to
tell us what we want to hear. It also leads us to give too much weight to supporting
information and too little to contradictory information.
Availability Bias: Many more people suffer from fear of flying than fear of
driving in a car. The reason is that many people think flying is more dangerous. If
flying on a commercial airline was as dangerous as driving, the equivalent of two
747s filled to capacity would have to crash every week, killing all aboard, to match
the risk of being killed in a car accident. But the media give a lot more attention to
air accidents, so we tend to overstate the risk of flying and understate the risk of
driving.
6、Give a detailed explanation of how managers can use re-inforcement to shape
employee behaviour.
1. Set Clear and Reasonable Expectations
The use of reinforcement to motivate employees should be a positive
experience for both of you. Unclear task expectations and evaluation standards
frustrate employees and reduce the tendency to attempt the desired behavior.
2. Identify Strong Motivators
Working with employees to identify personalized motivators, or reinforcements,
is most likely to produce the desired results.
3. Encouraging Desirable Behaviors
Most managers want to encourage positive employee behavior such as
punctuality, strong teamwork and quality production. According to
reinforcement theory, choosing one positive attribute to target at a time and
applying positive reinforcement techniques with a focus on extinction of the
negative behavior, can help you turn desirable traits into strong work habits
over time.
4. Effectively Using Reinforcement
Time your reinforcements carefully because different strategies yield different
results. Rewarding a behavior, such as an excellent performance, each time it
occurs will quickly result in repeated performances.
三、案例分析题（1题，32分）Dianna Abdala
To illustrate how precious e-mail is, consider the case of Dianna Abdala. In 2005,
Abdala was a recent graduate of Suffolk University’s law school, and she passed
the bar exam. She then interviewed with and was offered a job at a law firm started
by William Korman, a former state prosecutor.The following is a summary of their
e-mail communications.
Original Message
From: Dianna Abdala
Sent: Friday, February 03, 2006 9:23 p.m.
To: William A. Korman
Subject: Thank you
Dear Attorney Korman,
At this time, I am writing to inform you that I will not be accepting your offer.
After careful consideration, I have come to the conclusion that the pay you are
offering would neither fulfill me nor support the lifestyle I am living in light of the
work I would be doing for you. I have decided instead to work for myself, and reap
100% of the benefits that I sew [sic].
Thank you for the interviews.
Dianna L. Abdala, Esq.
Original Message----From: William A. Korman
To: Dianna Abdala
Sent: Monday, February 06, 2006 12:15 p.m.
Subject: RE: Thank you
Dianna
Given that you had two interviews, were offered and accepted the job (indeed, you
had a definite start date), I am surprised that you chose an e-mail and a 9:30 p.m.
voicemail message to convey this information to me. It smacks of immaturity and is
quite unprofessional. Indeed, I did rely upon your acceptance by ordering stationary
[sic] and business cards with your name, reformatting a computer and setting up
both internal and external e-mails for you here at the office. While I do not quarrel
with your reasoning, I am extremely disappointed in the way this played out. I
sincerely wish you the best of luck in your future endeavors.
Will Korman
----Original Message----From: Dianna Abdala
Sent: Monday, February 06, 2006 4:01 p.m.
To: William A. Korman
Subject: Re: Thank you
A real lawyer would have put the contract into writing and not exercised any such
reliance until he did so.
Again, thank you.
Original Message
From: William A. Korman
To: Dianna Abdala
Sent: Monday, February 06, 2006 4:18 p.m.
Subject: RE: Thank you
Thank you for the refresher course on contracts. This is not a bar exam question.
You need to realize that this is a very small legal community, especially the
criminal defense bar. Do you really want to start pissing off more experienced
lawyers at this early stage of your career?
Original Message
From: Dianna Abdala
To: William A. Korman
Sent: Monday, February 06, 2006 4:28 p.m.
Subject: Re: Thank you
bla bla bla
After this e-mail exchange, Korman forwarded the correspondence to several
colleagues, and it quickly spread exponentially.
Questions
1、With whom do you side here—Abdala or Korman?
I will support Abdala.
2、What mistakes do you think each party made?
Abdala: I think she should inform Korman of his reject of the offer ahead
of time. It is too late to write an e-mail to Korman to let him know the reason of
his reject. Because Korman has did everything for her on-borad.
Therefore,Korman will be very angry with her.
Korman: Although Abdala didn’t give him clear answer in time, he thought
Abdala will work for his firm just because she took the interview. They didn’t
have contract yet. It is quite early to prepare for her on-borad. Moreover, he
shouldn’t forward the e-mail to other people.
3、Do you think this exchange will damage Abdala’s career? Korman’s firm?
I think it will have some negative effect on Abdala’s career and Korman’s
firm. People in this field will think that Abdala is a person short of integrity.
Moreover, as a new comer, Abdala is a little arrogant and high-demanding. The
fame of Abdala will be influenced by this. As for Korman’s firm, it also will be
affected. The employees of this firm will afraid that there is no privacy because
Korman forward the e-mail to others.
4、What does this exchange tell you about the limitations of e-mail?
Limitation: 1. It will cause some misunderstanding of each other by using e-mail
since the two parties cannot communicate face to face and some information will
be distorted. 2. E-mail is easy to spread by the Internet. It is hard to protect the
privacy of each party. 3.The information that an e-mail conveyed cannot be read
in time. Sometimes, it will cause some big problems.