Hamzae

Essentials of Organizational Behavior, 11e (Robbins/Judge)
Chapter 1 Introduction to Organizational Behavior

1) Until the late 1980s, business school curricula emphasized the ________ aspects of
management.
A) ethical
B) people
) technical
!) human
") global
Ans#er$
"%planation$ ) Until the late 1980s, business school curricula emphasized the technical aspects
of management, focusing on economics, accounting, finance, and &uantitati'e techni&ues.
ourse #or( in human beha'ior and people s(ills recei'ed relati'el) less attention. *'er the past
three decades, ho#e'er, business facult) ha'e come to realize the role that understanding human
beha'ior pla)s in determining a manager+s effecti'eness, and re&uired courses on people s(ills
ha'e been added to man) curricula.
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.uest. ategor)$ oncept/!efinitional
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1) 2hich of the follo#ing is not a reason #h) business schools ha'e begun to include classes on
organizational beha'ior3
A) to increase manager effecti'eness in organizations
B) to help organizations attract top &ualit) emplo)ees
) to e%pand organizations+ consulting needs
!) to impro'e retention of &ualit) #or(ers
") to help increase organizations+ profits
Ans#er$
"%planation$ ) Understanding human beha'ior pla)s an important role in determining a
manager+s effecti'eness. !e'eloping managers+ interpersonal s(ills helps organizations attract
and (eep high4performing emplo)ees. ,ositi'e social relationships are associated #ith lo#er
stress at #or( and lo#er turno'er. 5inall), companies #ith reputations as good places to #or(
ha'e been found to generate superior financial performance. "%panding a compan)+s consulting
needs is not a positi'e reason to teach organizational beha'ior.
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*b6ecti'e$ 7nterpersonal 8(ills
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1
Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall
9) ________ is the stud) of the impact that indi'iduals, groups, and structure ha'e on beha'ior
#ithin organizations.
A) 0eadership
B) *rganizational strateg)
) ,erformance management
!) "mplo)ee relations
") *rganizational beha'ior
Ans#er$ "
"%planation$ ") *rganizational beha'ior is the field of stud) that in'estigates the impact that
indi'iduals, groups, and structure ha'e on beha'ior #ithin organizations, for the purpose of
appl)ing such (no#ledge to#ard impro'ing an organization+s effecti'eness.
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*b6ecti'e$ *rganizational Beha'ior
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:) 2hich of the follo#ing is not a topic or concern related to *B3
A) turno'er
B) leader beha'ior
) producti'it)
!) management
") famil) beha'ior
Ans#er$ "
"%planation$ ") *B is concerned specificall) #ith emplo)ment4related situations such as 6obs,
#or(, absenteeism, emplo)ment turno'er, producti'it), human performance, and management.
*B includes the core topics of moti'ation, leader beha'ior and po#er, interpersonal
communication, group structure and processes, personalit), emotions, 'alues, attitude
de'elopment, perception, change processes, conflict and negotiation, and #or( design.
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;) 2hich of the follo#ing problems #ould an *B stud) be least li(el) to focus on3
A) an increase in absenteeism at a certain compan)
B) a fall in producti'it) in one shift of a manufacturing plant
) a decrease in sales due to gro#ing foreign competition
!) an increase in theft b) emplo)ees at a retail store
") e%cessi'e turno'er among 'olunteer #or(ers at a non4profit organization
Ans#er$
"%planation$ ) *B is concerned specificall) #ith emplo)ment4related situations such as 6obs,
#or(, absenteeism, emplo)ment turno'er, producti'it), human performance, and management. A
stud) of foreign competition #ould not be part of an *B research pro6ect.
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AA8B$ Anal)tic 8(ills
.uest. ategor)$ Application
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<) 2hat are the three primar) determinants of beha'ior in organizations3
A) profit structure, organizational comple%it), and 6ob satisfaction
B) indi'iduals, profit structure, and 6ob satisfaction
) indi'iduals, groups, and 6ob satisfaction
!) groups, structure, and profit structure
") indi'iduals, groups, and structure
Ans#er$ "
"%planation$ ") *B in'estigates the impact that indi'iduals, groups, and structure ha'e on
beha'ior #ithin organizations.
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=) 2hich of the follo#ing is not a core topic of organizational beha'ior3
A) moti'ation
B) attitude de'elopment
) conflict
!) resource allocation
") #or( design
Ans#er$ !
"%planation$ !) *B includes the core topics of moti'ation, leader beha'ior and po#er,
interpersonal communication, group structure and processes, personalit), emotions, and 'alues,
attitude de'elopment and perception, change processes, conflict and negotiation, and #or(
design. 7t does not include resource allocation.
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8) 7n order to predict human beha'ior, it is best to supplement )our intuiti'e opinions #ith
information deri'ed in #hat fashion3
A) common sense
B) direct obser'ation
) s)stematic stud)
!) speculation
") organizational theor)
Ans#er$
"%planation$ ) >o ma(e good *B decisions it is important to use e'idence to supplement
intuition and e%perience. "'idence should come through s)stematic stud), #hich in'ol'es
loo(ing at relationships, attempting to attribute causes and effects, and basing conclusions on
scientific e'idence, that is, on data gathered under controlled conditions and measured and
interpreted in a reasonabl) rigorous manner.
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*b6ecti'e$ 8)stematic 8tud)
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9) Bett) belie'es that it is best to ta(e the casual or common sense approach to reading others.
8he needs to remember that ________.
A) the casual approach is nonsensical, and should be a'oided as much as possible
B) the s)stematic approach and the casual approach are one and the same
) laborator) e%periments on human beha'ior often result in unreliable findings
!) the casual or common sense approach to reading others can often lead to erroneous
predictions
") beha'ior is unpredictable, hence there is no accurate #a) to anal)ze it
Ans#er$ !
"%planation$ !) Unfortunatel), the casual or common sense approach to reading others can
often lead to erroneous predictions. ?o#e'er, )ou can impro'e )our predicti'e abilit) b)
supplementing intuition #ith a more s)stematic approach.
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10) 2hich of the follo#ing e%plains the usefulness of the s)stematic approach to the stud) of
A) ?uman beha'ior does not 'ar) a great deal bet#een indi'iduals and situations.
B) ?uman beha'ior is not random.
) ?uman beha'ior is not consistent.
!) ?uman beha'ior is rarel) predictable.
") ?uman beha'ior is often not sensible.
Ans#er$ B
"%planation$ B) Underl)ing the s)stematic approach to the stud) of organizational beha'ior is
the belief that beha'ior is not random. -ather, #e can identif) fundamental consistencies
underl)ing the beha'ior of all indi'iduals and modif) them to reflect indi'idual differences.
Beha'ior is generall) predictable, and the s)stematic stud) of beha'ior is a means to ma(ing
reasonabl) accurate predictions.
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11) Basing managerial decisions on the best a'ailable scientific support is called ________.
A) intuition
B) organizational process
) organizational beha'ior
!) e'idence4based management
") conceptual management
Ans#er$ !
"%planation$ !) "'idence4based management @"BA) complements s)stematic stud) @#hich
includes loo(ing at relationships, not merel) stud)ing scientific e'idence), b) basing managerial
decisions on the best a'ailable scientific e'idence.
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11) Anal)zing relationships, determining causes and effects, and basing conclusions on scientific
e'idence all constitute aspects of ________ stud).
A) organizational
B) intuiti'e
) theoretical
!) s)stematic
") case4based
Ans#er$ !
"%planation$ !) 8)stematic stud) means loo(ing at relationships, attempting to attribute causes
and effects, and basing our conclusions on scientific e'idence, that is, on data gathered under
controlled conditions and measured and interpreted in a reasonabl) rigorous manner.
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19) Banet needs to assign a 'er) important ad'ertising account to one of her #riters. 5irst she
re'ie#ed each #riter+s #or( load, then she studied the sales data of the products for the last three
campaigns of each #riter, then she re'ie#ed each #riter+s annual re'ie# to familiarize herself
#ith their goals. 5inall), she ga'e the account to ,aula, a 'er) creati'e, efficient, #riter #ho has
had high sales results #ith her last three clients+ products. Banet+s management st)le is based on
________.
A) intuition or Cgut feelingC
B) organizational beha'ioral studies
) sub6ecti'e assessments
!) preconcei'ed notions
") s)stematic stud)
Ans#er$ "
"%planation$ ") 8)stematic stud) means loo(ing at relationships, attempting to attribute causes
and effects, and basing our conclusions on scientific e'idence, that is, on data gathered under
controlled conditions and measured and interpreted in a reasonabl) rigorous manner.
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*b6ecti'e$ "'idence Based Aanagement
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1:) 2hich beha'ioral science discipline is most focused on understanding indi'idual beha'ior3
A) sociolog)
B) social ps)cholog)
) ps)cholog)
!) anthropolog)
") organizational beha'ior
Ans#er$
"%planation$ ) *rganizational beha'ior is an applied beha'ioral science built on contributions
from a number of beha'ioral disciplines, mainl) ps)cholog) and social ps)cholog), sociolog),
and anthropolog). ,s)cholog)+s contributions ha'e been mainl) at the indi'idual or micro le'el
of anal)sis, #hile the other disciplines ha'e contributed to our understanding of macro concepts
such as group processes and organization.
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1;) *rganizational beha'ior is constructed from all of the follo#ing disciplines e%cept
________.
A) ph)sics
B) ps)cholog)
) anthropolog)
!) sociolog)
") social ps)cholog)
Ans#er$ A
"%planation$ A) *rganizational beha'ior is an applied beha'ioral science built on contributions
from a number of beha'ioral disciplines, mainl) ps)cholog) and social ps)cholog), sociolog),
and anthropolog). ,h)sics does not form a part of *B studies.
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*b6ecti'e$ Beha'ioral 8ciences
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1<) ,s)cholog)+s ma6or contributions to the field of organizational beha'ior ha'e been primaril)
at #hat le'el of anal)sis3
A) the le'el of the group
B) the le'el of the indi'idual
) the le'el of the organization
!) the le'el of culture
") the le'el of interacting groups
Ans#er$ B
"%planation$ B) ,s)cholog)+s contributions to the field of organizational beha'ior ha'e been
mainl) at the indi'idual or micro le'el of anal)sis, #hile the other disciplines ha'e contributed to
our understanding of macro concepts such as group processes and organization.
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*b6ecti'e$ ,s)cholog)
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1=) ________ is a science that see(s to measure, e%plain, and sometimes change the beha'ior of
humans and other animals.
A) ,s)chiatr)
B) ,s)cholog)
) 8ociolog)
!) ,olitical science
") *rganizational beha'ior
Ans#er$ B
"%planation$ B) ,s)cholog) is defined as the science that see(s to measure, e%plain, and
sometimes change the beha'ior of humans and other animals through stud) of the indi'idual.
ontributions include learning, perception, personalit), emotions, training, leadership
effecti'eness, and more.
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18) >he *B topic of moti'ation has been most influenced b) #hich beha'ioral discipline3
A) ps)cholog)
B) social ps)cholog)
) sociolog)
!) political science
") corporate strateg)
Ans#er$ A
"%planation$ A) ,s)cholog) see(s to measure, e%plain, and sometimes change the beha'ior of
humans and other animals. 7t focuses on concepts such as learning, perception, personalit),
emotions, training, leadership effecti'eness, needs and moti'ational forces, 6ob satisfaction,
decision4ma(ing processes, performance appraisals, attitude measurement, emplo)ee4selection
techni&ues, #or( design, and 6ob stress.
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19) Austin is a graduate student helping to organize a stud) on indi'idual 6ob satisfaction. >he
stud) focuses on the top fi'e causes of satisfaction or dissatisfaction on a 6ob. ?is department is
sur'e)ing 100 indi'iduals in 100 different t)pes of organizations. Austin is most li(el) a
graduate student in the department of ________.
A) ps)cholog)
B) anthropolog)
) political science
!) social ps)cholog)
") archaeolog)
Ans#er$ A
"%planation$ A) Because Austin+s stud) focuses on the causes of 6ob satisfaction, he is most
li(el) conducting the stud) through the department of ps)cholog). ,s)cholog) is defined as the
science #hich see(s to measure, e%plain, and sometimes change the beha'ior of humans.
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Dou are bringing together facult) from different beha'ioral disciplines to author a ne# te%tboo(
in organizational beha'ior. -epresented are professors from ps)cholog), sociolog), social
ps)cholog), anthropolog), political science, and industrial engineering.
10) 2hich facult) member should furnish information about personalit), learning, and
moti'ation3
A) sociolog)
B) ps)cholog)
) anthropolog)
") industrial engineering
Ans#er$ B
"%planation$ B) ,s)cholog) see(s to measure, e%plain, and sometimes change the beha'ior of
humans and other animals. ,s)cholog)+s focus on the indi'idual has led to contributions in the
areas of learning, personalit), emotions, moti'ational forces, and more.
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11) 2hich professor out of this group #ould )ou e%pect to address issues on communication3
A) the ps)chologist
B) the anthropologist
) the political scientist
!) the social ps)chologist
") the industrial engineer
Ans#er$ !
"%planation$ !) 8ocial ps)cholog) focuses on peoples+ influence on one another. 8ocial
ps)chologists contribute to identif)ing communication patterns and more.
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*b6ecti'e$ 8ocial ,s)cholog)
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11) Dou should e%pect that the facult) member from ________ #ill probabl) contribute
information about large4scale group beha'ior.
A) sociolog)
B) ps)cholog)
) social ps)cholog)
!) anthropolog)
") industrial engineering
Ans#er$ A
"%planation$ A) 8ociolog) studies people in relation to their social en'ironment or culture.
8ociologists ha'e contributed to *B through their stud) of group beha'ior in organizations.
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*b6ecti'e$ 8ociolog)
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19) Eroup beha'ior, po#er, and conflict are central areas of stud) for ________.
A) archaeologists
B) philantropists
) anthropologists
!) social ps)chologists
") operations anal)sts
Ans#er$ !
"%planation$ !) 8ocial ps)cholog), generall) considered a branch of ps)cholog), blends
concepts from both ps)cholog) and sociolog) to focus on peoples+ influence on one another. >his
field has made important contributions to our stud) of group beha'ior, po#er, and conflict.
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1:) ________ blends concepts from ps)cholog) and sociolog) and focuses on the influence
people ha'e on one another.
A) orporate strateg)
B) Anthropolog)
) ,olitical science
!) 8ocial ps)cholog)
") Archaeolog)
Ans#er$ !
"%planation$ !) 8ocial ps)cholog), generall) considered a branch of ps)cholog), blends
concepts from both ps)cholog) and sociolog) to focus on peoples+ influence on one another. *ne
ma6or stud) area is change, ho# to implement it and ho# to reduce barriers to its acceptance.
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1;) Bude is a social ps)chologist. ?e is #or(ing on a concept in social ps)cholog), #hich is a
ma6or stud) area, and learning ho# to implement it and ho# to reduce barriers to its acceptance.
Bude is stud)ing the concept of ________.
A) culture
B) ethics
) po#er
!) change
") fatigue
Ans#er$ !
"%planation$ !) *ne ma6or stud) area of social ps)cholog) is changeFho# to implement it and
ho# to reduce barriers to its acceptance. 8ocial ps)chologists also contribute to measuring,
understanding, and changing attitudesG identif)ing communication patternsG and building trust.
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1<) ________ focuses on the stud) of people in relation to their social en'ironment.
A) ,s)cholog)
B) 8ociolog)
) orporate strateg)
!) ,olitical science
") *perations management
Ans#er$ B
"%planation$ B) 8ociolog) studies people in relation to their social en'ironment or culture.
8ociologists ha'e contributed to *B through their stud) of group beha'ior in organizations,
particularl) formal and comple% organizations.
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1=) 2hich field of stud) has contributed to *B through its research on organizational culture and
formal organization theor) and structure3
A) ps)cholog)
B) operations management
) corporate strateg)
") sociolog)
Ans#er$ "
"%planation$ ") ,erhaps most important to the field of sociolog) is the stud) of organizational
culture, formal organization theor) and structure, organizational technolog), communications,
po#er, and conflict, #hich all contribute #idel) to *B.
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18) >his field of stud) has helped us understand differences in fundamental 'alues, attitudes, and
beha'ior bet#een people in different countries and #ithin different organizations.
A) anthropolog)
B) corporate strateg)
) political science
!) operations research
") ps)cholinguistics
Ans#er$ A
"%planation$ A) Anthropolog) is the stud) of societies to learn about human beings and their
acti'ities. Anthropologists+ #or( on cultures and en'ironments has helped us understand
differences in fundamental 'alues, attitudes, and beha'ior bet#een people in different countries
and #ithin different organizations.
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*b6ecti'e$ Anthropolog)
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12
19) A)riam is anal)zing the gender roles of men and #omen in management in the United 8tates
and comparing them to the gender roles in management in Bapan. 8he is sur'e)ing fift) male and
fift) female managers in each countr) to compare their dail) beha'ior. A)riam+s stud)
e%emplifies ho# ________ contributes to *B.
A) anthropolog)
B) ps)cholog)
) archaeolog)
Ans#er$ A
"%planation$ A) A)riam is an anthropologist. Auch of our current understanding of
organizational culture, organizational en'ironments, and differences among national cultures is a
result of the #or( of anthropologists or those using their methods.
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90) >he sub6ect of organizational culture has been most influenced b) #hich beha'ioral science
discipline3
A) anthropolog)
B) ps)cholog)
) social ps)cholog)
Ans#er$ A
"%planation$ A) Anthropolog) is the stud) of societies to learn about human beings and their
acti'ities. Auch of our current understanding of organizational culture, organizational
en'ironments, and differences among national cultures is a result of the #or( of anthropologists
or those using their methods.
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91) 2hich of the follo#ing statements best describes the current status of organizational
beha'ior concepts3
A) >he) are based on uni'ersal truths.
B) 8ince people are comple%, the theories e%plaining their actions must also be comple%.
) >here is general consensus among *B researchers and scholars on the simple concepts that
underlie most human beha'ior.
!) ause4effect principles that tend to appl) to all situations ha'e been disco'ered.
") ause4and4effect relationships for most human beha'iors ha'e been isolated.
Ans#er$ B
"%planation$ B) ?uman beings are comple%, and fe#, if an), simple and uni'ersal principles
e%plain organizational beha'ior. Because #e are not ali(e, our abilit) to ma(e simple, accurate,
and s#eeping generalizations is limited. >here are fe# straightfor#ard cause4and4effect
relationships in *B.
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91) ?uman beings are comple%, and fe#, if an), simple and uni'ersal principles e%plain
organizational beha'ior. He'ertheless, it does not mean that *B cannot offer reasonabl) accurate
e%planations of human beha'ior or ma(e 'alid predictions. 7t does mean that *B concepts must
________.
A) focus on the reliabilit) and 'alidit) of research data
B) attempt to establish cause4and4effect relationships
) be consistentl) applicable across a #ide range of situations
!) reflect situational, or contingenc), conditions
") a'oid assumptions
Ans#er$ !
"%planation$ !) ?uman beings are comple%, and fe#, if an), simple and uni'ersal principles
e%plain organizational beha'ior. >hat doesn+t mean that #e can+t offer reasonabl) accurate
e%planations of human beha'ior or ma(e 'alid predictions. 7t does mean that *B concepts must
reflect situational, or contingenc), conditions. 2e can sa) % leads to ), but onl) under conditions
specified in zFthe contingenc) 'ariables.
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99) 2hich of the follo#ing statements best describes contingenc) 'ariables3
A) >he) are scientific factors based on uni'ersal truths.
B) >he) are factors that moderate the relationship bet#een t#o or more e'ents or situations.
) >here is general consensus among *B researchers that the) can be controlled.
!) >he) are the cause4effect principles that tend to appl) to all situations that ha'e been
disco'ered.
") >he) are simple and uni'ersal principles that e%plain organizational beha'ior.
Ans#er$ B
"%planation$ B) ontingenc) 'ariables are 'ariables that moderate the relationship bet#een t#o
or more
'ariables. 5or e%ample, an *B stud) can sa) x leads to y, but onl) under conditions specified in
z. Because humans are some#hat unpredictable, all *B studies must ha'e contingenc) 'ariables.
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*b6ecti'e$ ontingenc) Iariables
0*$ :
9:) *B concepts must reflect contingenc) conditions for all of the follo#ing reasons e%cept
________.
A) human beings are comple%
B) our predictions and assumptions are almost accurate all the time
) one person+s beha'ior changes in different situations
!) #e are limited in our abilit) to ma(e s#eeping generalizations
") t#o people often act 'er) differentl) in the same situation
Ans#er$ B
"%planation$ B) ?uman beings are comple%, and fe#, if an), simple and uni'ersal principles
e%plain organizational beha'ior. >#o people often act 'er) differentl) in the same situation, and
the same person+s beha'ior changes in different situations. Because #e are not ali(e, our abilit)
to ma(e simple, accurate, and s#eeping generalizations is limited.
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9;) -a)mond is completing a stud) on discrimination in #hich he has noted that sales#omen
#ho #ear s(irt suits ma(e more sales than sales#omen #ho onl) #ear pant suits. ?o#e'er,
-a)mond determined that his findings onl) pertained to those industries in #hich the purchasing
decision ma(er is traditionall) masculine. 5or e%ample, the sales results #ere the same for all
#omen selling to medical office managers, a female dominated field. -a)mond used ________
'ariables to more accuratel) e%plain his results.
A) global
B) general
) dependent
!) non4reacti'e
") contingenc)
Ans#er$ "
"%planation$ ") ontingenc) 'ariables are 'ariables that moderate the relationship bet#een t#o
or more
'ariables. 5or e%ample, an *B stud) can sa) x leads to y, but onl) under conditions specified in
z. Because humans are some#hat unpredictable, all *B studies must ha'e contingenc) 'ariables.
B) limiting his results to onl) male4oriented industries, -a)mond is able to ma(e a
generalization.
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*b6ecti'e$ ontingenc) Iariables
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9<) ________ is an effect of increasing globalization.
A) Aore e%pensi'e consumer goods
B) An increase in manufacturing 6obs in de'eloped nations
) An e'er increasingl) homogeneous #or(force
!) 8hared economic 'alues among all cultures
") Bobs mo'ing to nations #ith lo#4cost labor
Ans#er$ "
"%planation$ ") 7n a global econom), 6obs tend to flo# #here lo#er costs gi'e businesses a
comparati'e ad'antage. Because of this consumer goods remain affordable, but manufacturing
6obs flo# to less de'eloped nations and the #or(force is increasingl) di'erse ph)sicall) and
ps)chologicall).
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AA8B$ !)namics of the Elobal "conom)
*b6ecti'e$ -esponding to Elobalization
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16
9=) ________ is a measure of ho# organizations are becoming more heterogeneous in terms of
gender, race, and ethnicit).
A) Elobalization
B) 2or(force di'ersit)
) Affirmati'e action
!) *rganizational culture
") *perational homogeneit)
Ans#er$ B
"%planation$ B) 2or(force di'ersit) ac(no#ledges a #or(force of #omen and menG man) racial
and ethnic groupsG indi'iduals #ith a 'ariet) of ph)sical or ps)chological abilitiesG and people
#ho differ in age and se%ual orientation.
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AA8B$ Aulticultural and !i'ersit) Understanding
*b6ecti'e$ 2or(force !i'ersit)
0*$ ;
98) As managers o'ersee the mo'ement of 6obs to countries #ith lo#4cost labor ________.
A) the) tend to ignore the home countr) needs
B) the) must deal #ith strong criticism from labor groups
) the) manage less di'erse #or(forces
!) the) a'oid mar(ets li(e hina and other de'eloping nations
") the) #or( themsel'es out of a 6ob
Ans#er$ B
"%planation$ B) 7n a global econom), 6obs tend to flo# #here lo#er costs gi'e businesses a
comparati'e ad'antage, though labor groups, politicians, and local communit) leaders see the
e%porting of 6obs as undermining the 6ob mar(et at home. Aanagers face the difficult tas( of
balancing the interests of their organization #ith their responsibilities to the communities in
#hich the) operate.
!iff$ 1 ,age -ef$ =
0*$ ;
17
99) 2hereas ________ focuses on differences among people from different countries, ________
addresses differences among people #ithin gi'en countries.
A) #or(force di'ersit)G globalization
B) globalizationG #or(force di'ersit)
) cultureG di'ersit)
!) culturalizationG #or(force di'ersit)
") ps)cholog)G social ps)cholog)
Ans#er$ B
"%planation$ B) *ne of the most important challenges for organizations is adapting to people
#ho are different. 2e describe this challenge as #or(force di'ersit). 2hereas globalization
focuses on differences among people from different countries, #or(force di'ersit) addresses
differences among people #ithin gi'en countries.
!iff$ 1 ,age -ef$ =
AA8B$ !)namics of the Elobal "conom)G Aulticultural and !i'ersit) Understanding
0*$ ;
:0) 2hich of the follo#ing statements is not true about #or( force di'ersit)3
A) !isabilit) is a categor) of #or(force di'ersit).
B) Aanaging #or(force di'ersit) presents man) challenges.
) 2or(force di'ersit) focuses on differences #ithin a countr).
!) 8e%ual orientation is a part of #or(force di'ersit).
") 2or(force di'ersit) is a concern onl) in the U.8.
Ans#er$ "
"%planation$ ") Aanaging #or(force di'ersit) is a global concern. Aost "uropean countries
ha'e e%perienced dramatic gro#th in immigration from the Aiddle "astG Argentina and
Ienezuela host a significant number of migrants from other 8outh American countriesG and
nations from 7ndia to 7ra& to 7ndonesia find great cultural di'ersit) #ithin their borders.
!iff$ 1 ,age -ef$ =
0*$ ;
18
:1) 2or(force di'ersit) means that organizations are becoming more heterogeneous in terms of
all of the follo#ing e%cept ________.
A) age
B) gender
) domestic partners
!) socio4economic status
") religion
Ans#er$ !
"%planation$ !) Eender, race, national origin, age, disabilit), domestic partners, and religion are
the ma6or #or(force di'ersit) categories.
!iff$ 1 ,age -ef$ 8
0*$ ;
:1) 2hich of the follo#ing #as the most significant change in the U.8. labor force during the
last half of the t#entieth centur)3
A) substantial decreases in the number of #or(ers #ho are under ;;
B) increases in the percentage of U.8. citizens of ?ispanic origin
) the increasing number of African4Americans at all le'els #ithin the #or(force
!) the stead) increase in the percentage of emplo)ed males
") the rapid increase in the number of female #or(ers
Ans#er$ "
"%planation$ ") >he most significant change in the U.8. labor force during the last half of the
t#entieth centur) #as the rapid increase in the number of female #or(ers. 7n 19;0, for instance,
onl) 19.< percent of the #or(force #as female. B) 1008, it #as :<.; percent.
!iff$ 1 ,age -ef$ =
0*$ ;
:9) "ight) percent of the U.8. #or(force toda) is made up of ________ 6obs.
A) te%tile
B) technolog)
) automobile
!) restaurant
") ser'ice
Ans#er$ "
"%planation$ ") >oda), the ma6orit) of emplo)ees in de'eloped countries #or( in ser'ice 6obs,
including 80 percent in the United 8tates.
!iff$ 1 ,age -ef$ =
*b6ecti'e$ ustomer 8er'ice
0*$ ;
19
::) >he common characteristic of ser'ice 6obs is that the) re&uire ________.
A) substantial interaction #ith an organization+s customers
B) lo# pa)
) a focus on producti'it)
!) little 6ob (no#ledge
") little technical competence
Ans#er$ A
"%planation$ A) >he common characteristic of ser'ice 6obs is substantial interaction #ith an
organization+s customers. Aan) an organization has failed because its emplo)ees failed to please
customers. Aanagement needs to create a customer4responsi'e culture.
!iff$ 1 ,age -ef$ 8
0*$ ;
:;) 2hich of the follo#ing is not considered a (e) &ualit) of an emplo)ee in a customer4
responsi'e culture3
A) friendl) and courteous
B) accessible
) (no#ledgeable
!) good computer s(ills
") #illing to do #hat+s necessar) to please the customer
Ans#er$ !
"%planation$ !) Aanagement needs to create a customer4responsi'e culture. *B can pro'ide
considerable guidance in helping managers create such culturesFin #hich emplo)ees are
friendl) and courteous, accessible, (no#ledgeable, prompt in responding to customer needs, and
#illing to do #hat+s necessar) to please the customer.
!iff$ 1 ,age -ef$ 8
0*$ ;
:<) 2hich of the follo#ing is not a ser'ice 6ob3
A) fast4food counter #or(er
B) sales cler(
) #aiter
!) nurse
") production line #or(er
Ans#er$ "
"%planation$ ") 8er'ice 6obs include technical support representati'es, fast4food counter
#or(ers, sales cler(s, #aiters and #aitresses, nurses, automobile repair technicians, and flight
attendants. >he common characteristic of these 6obs is substantial interaction #ith an
organization+s customers.
!iff$ 1 ,age -ef$ 8
*b6ecti'e$ ustomer 8er'ice
0*$ ;
20
:=) 2hat is the primar) reason man) large companies such as 8ears and Boeing ha'e
implemented cost4cutting programs and eliminated thousands of 6obs3
A) to e%pand globall)
B) to #in the #ar for talent
) to become lean and mean
!) to a'oid going bro(e
") to merge #ith another compan)
Ans#er$ !
"%planation$ !) 8ears, Boeing, and 0ucent >echnologies implemented huge cost4cutting
programs and eliminated thousands of 6obs to a'oid going bro(e. >oda)+s successful
organizations must foster inno'ation and master the art of change, or the)+ll become candidates
for e%tinction.
!iff$ 1 ,age -ef$ 9
0*$ ;
:8) 2hich of the follo#ing factors ma(es it imperati'e that organizations be fast and fle%ible3
A) #or(force di'ersit)
B) corporate e%cess
) truncated capacit)
!) ad'ances in corporate strateg)
") globalization
Ans#er$ "
"%planation$ ") Elobalization, e%panded capacit), and ad'ances in technolog) ha'e re&uired
organizations to be fast and fle%ible if the) are to sur'i'e. >he result is that most managers and
emplo)ees toda) #or( in a climate best characterized as Ctemporar).C
!iff$ 1 ,age -ef$ 9
*b6ecti'e$ >emporariness
0*$ ;
:9) *ne of the (e) challenges for managers in toda)+s organizations is to ________.
A) emulate successful models
B) stri'e hard to conform to norms
) emphasize indi'idual performance
!) pro'ide emplo)ees #ith ethical choices
") stimulate tolerance for change
Ans#er$ "
"%planation$ ") An organization+s emplo)ees can be the impetus for inno'ation and change, or
the) can be a ma6or stumbling bloc(. >he challenge for managers is to stimulate their emplo)ees+
creati'it) and tolerance for change. >he field of *B pro'ides a #ealth of ideas and techni&ues to
aid in realizing these goals.
!iff$ 1 ,age -ef$ 9
0*$ ;
21
;0) Ei'en the climate of CtemporarinessC in modern organizations, emplo)ees must ________.
A) continuall) update their (no#ledge and s(ills
B) be prepared to sta) in the same position for longer periods of time
) ha'e closer connections #ith their peers
!) foster friendship #ithin the #or( en'ironment
") limit their mobilit) if the) hope to compete
Ans#er$ A
"%planation$ A) 2or(ers must continuall) update their (no#ledge and s(ills to perform ne# 6ob
re&uirements. 2or(place predictabilit) has been replaced b) temporar) #or( groups, #ith
members from different departments, and the increased use of emplo)ee rotation to fill
constantl) changing #or( assignments. >herefore, emplo)ees must be able to cope #ith
increasing (no#ledge demands.
!iff$ 1 ,age -ef$ 9
0*$ ;
;1) >he use of temporar) #or( groups and emplo)ee rotation has reduced the ________ of
#or(ing in a specific group, as #ell as the securit) attached to it.
A) predictabilit)
B) spontaneit)
) autonom)
!) morale
") satisfaction
Ans#er$ A
"%planation$ A) 7n the past, emplo)ees #ere assigned to a specific #or( group, gaining a
considerable amount of securit) #or(ing #ith the same people da) in and da) out. >hat
predictabilit) has been replaced b) temporar) #or( groups, #ith members from different
departments, and the increased use of emplo)ee rotation to fill constantl) changing #or(
assignments.
!iff$ 1 ,age -ef$ 9
0*$ ;
22
;1) 2hich of the follo#ing is the ma6or challenge to managers in a full) net#or(ed
organization3
A) eliminating the need for paper communication b) rel)ing entirel) on e4mail, file transfers, and
the li(e
B) retaining team members #ho can easil) mo'e to another emplo)er #hen demand for their
ser'ices changes
) managing contract and temporar) #or(ers
!) maintaining a C'irtual officeC through the use of computers, interoffice net#or(s, and the
7nternet
") managing people #ho #or( together but are geographicall) separated
Ans#er$ "
"%planation$ ") Het#or(ed organizations allo# people to communicate and #or( together e'en
though the) ma) be thousands of miles apart. Aoti'ating and managing people online re&uires
different techni&ues than #hen indi'iduals are ph)sicall) present in a single location.
!iff$ 1 ,age -ef$ 10
*b6ecti'e$ Het#or(ed *rganizations
0*$ ;
;9) ________ allo#@s) people to communicate and #or( together e'en though the) ma) be
thousands of miles apart.
A) 5le%ible cubicles
B) 8tratified #or( en'ironments
) !ecentralized communication
!) "'idence4based management
") Het#or(ed organizations
Ans#er$ "
"%planation$ ") Het#or(ed organizations allo# people to communicate and #or( together e'en
though the) ma) be thousands of miles apart. Aoti'ating and managing people online re&uires
different techni&ues than #hen indi'iduals are ph)sicall) present in a single location.
*b6ecti'e$ Het#or(ed *rganizations
0*$ ;
23
;:) 2hich of the follo#ing has not contributed to blurring the lines bet#een emplo)ees+ #or(
life and personal life3
A) the creation of global organizations
B) communication technolog) allo#ing emplo)ees to #or( an) time and from an) place
) organizations as(ing emplo)ees to put in longer hours
!) creation of fle%ible teams
") the increase in dual career households
Ans#er$ !
"%planation$ !) 2or(4life conflicts are created for the follo#ing reasons$ first, the creation of
global organizations means the #orld ne'er sleepsG second, communication technolog) allo#s
man) technical and professional emplo)ees to do their #or( at homeG third, organizations are
as(ing emplo)ees to put in longer hoursG finall), the rise of the dual4career couple ma(es it
difficult for married emplo)ees to find time to fulfill commitments to home, spouse, children,
parents, and friends.
*b6ecti'e$ Balance 2or(40ife onflicts
0*$ ;
;;) 2hich of the follo#ing is one of the main reasons #h) married emplo)ees find it difficult to
ma(e time to fulfill commitments to home, spouse, children, parents, and friends3
A) #or(aholism
B) temporar) #or( culture
) ser'ice focus
!) dual4career couples
") fle%ible teams
Ans#er$ !
"%planation$ !) >he rise of the dual4career couple ma(es it difficult for married emplo)ees to
find time to fulfill commitments to home, spouse, children, parents, and friends. Aillions of
single4parent households and emplo)ees #ith dependent parents ha'e e'en more significant
challenges in balancing #or( and famil) responsibilities.
0*$ ;
24
;<) >he blurring of the line bet#een #or( and non4#or( time has created ________.
A) personal conflicts
B) a more stable #or(force
) higher pa) scales for more hours #or(ed
!) dual career households
") greater 6ob satisfaction
Ans#er$ A
"%planation$ A) "mplo)ees are increasingl) complaining that the line bet#een #or( and
non#or( time has become blurred, creating personal conflicts and stress. At the same time,
toda)+s #or(place presents opportunities for #or(ers to create and structure their roles.
0*$ ;
;=) 8ituations #here an indi'idual is re&uired to define right and #rong conduct are termed
________.
A) di'ersit) issues
B) human resource problems
) ethical dilemmas
!) organizational comple%ities
") social puzzles
Ans#er$
"%planation$ ) "thical dilemmas and ethical choices are situations in #hich indi'iduals are
re&uired to define right and #rong conduct. 5or e%ample, if an emplo)ee has to decide to
unco'er illegal acti'ities in the compan), e'en if it means losing his 6ob, he has an ethical
dilemma.
AA8B$ "thical Understanding and -easoning Abilities
*b6ecti'e$ "thical !ilemma
0*$ ;
;8) "mplo)ees toda) are ________.
A) e%pressing increased confidence in management
B) e%pressing increased trust in management
) increasingl) certain about #hat constitutes appropriate ethical beha'ior
!) increasingl) uncertain about #hat constitutes appropriate ethical beha'ior
") less li(el) to engage in unethical practices
Ans#er$ !
"%planation$ !) 7ncreasingl) the emplo)ees face ethical dilemmas and ethical choices, in #hich
the) are re&uired to identif) right and #rong conduct. 2hat constitutes good ethical beha'ior has
ne'er been clearl) defined, and, in recent )ears, the line differentiating right from #rong has
blurred.
0*$ ;
25
;9) 2hich of the follo#ing is an e%ample of an ethical dilemma3
A) !o 7 inflate an emplo)ee+s e'aluation to sa'e his 6ob3
B) !o 7 offer a bribe to land a contract3
) !o 7 #rite a chec( on a closed account3
!) !o 7 fire an emplo)ee to a'oid pa)ing her a big bonus3
") !o 7 fire a #histle blo#er for e%posing the compan)+s #rongdoing3
Ans#er$ A
"%planation$ A) 7ncreasingl) the emplo)ees face ethical dilemmas and ethical choices, in #hich
the) are re&uired to identif) right and #rong conduct. 2hat constitutes good ethical beha'ior has
ne'er been clearl) defined, and, in recent )ears, the line differentiating right from #rong has
blurred.
0*$ ;
<0) Aanagers and their organizations are responding to the problem of unethical beha'ior in all
of the follo#ing #a)s e%cept ________.
A) b) offering seminars, #or(shops, and other training programs to tr) to impro'e ethical
beha'iors
B) b) #riting and distributing codes of ethics to guide emplo)ees through ethical dilemmas
) b) pro'iding monetar) incenti'es to emplo)ees #ho re'eal illegal business practices
!) b) pro'iding in4house ad'isors #ho can be contacted for assistance in dealing #ith ethical
issues
") b) creating protection mechanisms for emplo)ees #ho re'eal internal unethical practices
Ans#er$
"%planation$ ) Aanagers and their organizations are responding to the problem of unethical
beha'ior in a number of #a)s. >he)+re #riting and distributing codes of ethics to guide
emplo)ees through ethical dilemmas. >he)+re offering seminars, #or(shops, and other training
programs to tr) to impro'e ethical beha'iors. >he)+re pro'iding in4house ad'isors #ho can be
contacted, in man) cases anon)mousl), for assistance in dealing #ith ethical issues, and the)+re
creating protection mechanisms for emplo)ees #ho re'eal internal unethical practices.
0*$ ;
26
<1) An ethicall) health) climate ________.
A) e%ists #here emplo)ees confront a minimal degree of ambiguit) regarding #hat constitutes
right and #rong beha'iors
B) is non4e%istent in businesses
) seldom allo#s emplo)ees to do their #or( producti'el)
!) cannot be created b) managers, but must be dictated b) the organization+s mission
") interferes #ith the actual performance of the organization
Ans#er$ A
"%planation$ A) ompanies that promote a strong ethical mission, encourage emplo)ees to
beha'e #ith integrit), and pro'ide strong ethical leadership can influence emplo)ee decisions to
beha'e ethicall). >oda)+s manager must create an ethicall) health) climate for his or her
emplo)ees, #here the) can do their #or( producti'el) #ith minimal ambiguit) about #hat right
and #rong beha'iors are.
0*$ ;
<1) Although managers must be technicall) competent, technical (no#ledge is often not enough
for success.
Ans#er$ >-U"
"%planation$ Aanagers ma) get b) on their technical and &uantitati'e s(ills the first couple of
)ears out of school. But soon, leadership and communication s(ills become important to success.
!iff$ 1 ,age -ef$ 1
*b6ecti'e$ 7nterpersonal 8(ills
0*$ 1
<9) *'er the last three decades, business school curricula has focused more on the technical
aspects of management such as economics, accounting, finance, and &uantitati'e techni&ues, and
less on sub6ects related to human beha'ior and people s(ills.
Ans#er$ 5A08"
"%planation$ Until the late 1980s, business school curricula emphasized the technical aspects of
management, focusing on economics, accounting, finance, and &uantitati'e techni&ues. *'er the
past three decades, ho#e'er, business facult) ha'e come to realize the role that understanding
human beha'ior pla)s in determining a manager+s effecti'eness, and re&uired courses on people
s(ills ha'e been added to man) curricula.
!iff$ 1 ,age -ef$ 1
0*$ 1
27
<:) *rganizational beha'ior is a field of stud) that in'estigates the impact that indi'iduals,
groups, and structure ha'e on producti'it) #ithin organizations, for the purpose of appl)ing such
(no#ledge to#ard defining an organization+s ob6ecti'es.
Ans#er$ 5A08"
"%planation$ *rganizational beha'ior is a field of stud) that in'estigates the impact that
indi'iduals, groups, and structure ha'e on beha'ior #ithin organizations, for the purpose of
appl)ing such (no#ledge to#ard impro'ing an organization+s effecti'eness.
!iff$ 1 ,age -ef$ 1
0*$ 1
<;) Beha'ior is generall) unpredictable, and the s)stematic stud) of beha'ior is a means ma(ing
reasonabl) accurate predictions.
Ans#er$ 5A08"
"%planation$ Beha'ior is generall) predictable, and the s)stematic stud) of beha'ior is a means
to ma(ing reasonabl) accurate predictions.
!iff$ 1 ,age -ef$ 9
0*$ 1
<<) >he 'ast ma6orit) of management decisions are still made in a hurr), #ith little or s)stematic
stud) of a'ailable e'idence.
Ans#er$ >-U"
"%planation$ "'idence4based management @"BA) complements s)stematic stud) b) basing
managerial decisions on the best a'ailable scientific e'idence. A manager might pose a
managerial &uestion, search for the best a'ailable e'idence, and appl) the rele'ant information to
the &uestion or case at hand. But the 'ast ma6orit) of management decisions are still made Con
the fl),C #ith little or s)stematic stud) of a'ailable e'idence.
!iff$ 1 ,age -ef$ 9
0*$ 1
<=) 7ntuition comes from Cgut feelingsC about the state of some phenomenon of interest.
Ans#er$ >-U"
"%planation$ 7ntuition is a gut feeling not necessaril) supported b) research.
!iff$ 1 ,age -ef$ 9
0*$ 1
<8) 8ocial ps)cholog) is an area #ithin ps)cholog), blending concepts from both ps)cholog)
and socialism.
Ans#er$ 5A08"
"%planation$ 8ocial ps)cholog), generall) considered a branch of ps)cholog), blends concepts
from both ps)cholog) and sociolog) to focus on peoples+ influence on one another.
!iff$ 1 ,age -ef$ :
0*$ 9
28
<9) onflict and po#er ha'e been ma6or topics of concern for social ps)chologists.
Ans#er$ >-U"
"%planation$ 8ocial ps)chologists ha'e made important contributions to our stud) of group
beha'ior, po#er, and conflict.
!iff$ 1 ,age -ef$ :
0*$ 9
=0) 2hat ps)cholog) is to the group, sociolog) is to the indi'idual.
Ans#er$ 5A08"
"%planation$ 2hile ps)cholog) focuses on the indi'idual, sociologists ha'e contributed to *B
through their stud) of group beha'ior in organizations, particularl) formal and comple%
organizations.
!iff$ 1 ,age -ef$ ;
0*$ 9
=1) Anthropolog) has helped us understand differences in 'alues and attitudes bet#een people in
different countries.
Ans#er$ >-U"
"%planation$ Anthropolog) is the stud) of societies to learn about human beings and their
acti'ities. Anthropologists+ #or( on cultures and en'ironments has helped us understand
differences in fundamental 'alues, attitudes, and beha'ior bet#een people in different countries
and #ithin different organizations.
!iff$ 1 ,age -ef$ ;
0*$ 9
=1) *B researchers cannot offer reasonabl) accurate e%planations of human beha'ior since
people act 'er) differentl) in similar situations.
Ans#er$ 5A08"
"%planation$ >#o people often act 'er) differentl) in the same situation, and the same person+s
beha'ior changes in different situations. >hat doesn+t mean that #e can+t offer reasonabl)
accurate e%planations of human beha'ior or ma(e 'alid predictions. 7t does mean that *B
concepts must reflect situational, or contingenc), conditions. 2e can sa) % leads to ), but onl)
under conditions specified in zFthe contingenc) 'ariables.
!iff$ 1 ,age -ef$ ;
*b6ecti'e$ *bser'ational Beha'ior
0*$ :
29
=9) *B dra#s from se'eral research4based theories about ho# people beha'e in organizations
and contains se'eral straightfor#ard cause4and4effect relationships.
Ans#er$ 5A08"
"%planation$ ?uman beings are comple%, and fe#, if an), simple and uni'ersal principles
e%plain organizational beha'ior. As such, fe# straightfor#ard cause4and4effect relationships e%ist
in this discipline. *rganizational beha'ior theories mirror the sub6ect matter #ith #hich the)
deal, and people are comple% and complicated.
!iff$ 1 ,age -ef$ ;
0*$ :
=:) 7n good economic conditions, understanding ho# to re#ard, satisf), and retain emplo)ees is
at a premium, ho#e'er, in bad times, issues li(e stress, decision ma(ing, and coping come to the
fore.
Ans#er$ >-U"
"%planation$ Aanaging emplo)ees #ell #hen times are tough is 6ust as hard as #hen times are
goodFif not more so. But the *B approaches sometimes differ. 7n good times, understanding
ho# to re#ard, satisf), and retain emplo)ees is at a premium. 7n bad times, issues li(e stress,
decision ma(ing, and coping come to the fore.
!iff$ 1 ,age -ef$ <
0*$ ;
=;) As the #orld has become more global, managers ha'e to become capable of #or(ing #ith
people from different cultures.
Ans#er$ >-U"
"%planation$ >o #or( effecti'el) #ith people from different cultures, )ou need to understand
ho# their culture, geograph), and religion ha'e shaped them and ho# to adapt )our management
st)le to their differences.
!iff$ 1 ,age -ef$ <
AA8B$ !)namics of the Elobal "conom)G Aulticultural and !i'ersit) Understanding
0*$ ;
=<) 2or(force di'ersit) is a topic dealing #ith ho# organizations are becoming more
homogeneous in terms of gender, race, and ethnicit).
Ans#er$ 5A08"
"%planation$ 2or(force di'ersit) ac(no#ledges a #or(force of #omen and menG man) racial
and ethnic groupsG indi'iduals #ith a 'ariet) of ph)sical or ps)chological abilitiesG and people
#ho differ in age and se%ual orientation.
!iff$ 1 ,age -ef$ =
0*$ ;
30
==) 0ess than 10 percent of the U.8. labor force is female.
Ans#er$ 5A08"
"%planation$ >he most significant change in the U.8. labor force during the last half of the
t#entieth centur) #as the rapid increase in the number of female #or(ers. B) 1008, it #as :<.;
percent.
!iff$ 1 ,age -ef$ =
0*$ ;
=8) 7n terms of the U.8. labor force, the number of #or(ers belonging to the ;;4and4older age
group is e%pected to dramaticall) decline in the near future.
Ans#er$ 5A08"
"%planation$ 7n the near term the labor force #ill be aging. >he ;;4and4older age group,
currentl) 19 percent of the labor force, #ill increase to 10 percent b) 101:.
!iff$ 1 ,age -ef$ =
0*$ ;
=9) >he common characteristic of manufacturing 6obs is that the) re&uire substantial interaction
#ith an organization+s customers.
Ans#er$ 5A08"
"%planation$ >he common characteristic of ser'ice 6obs is that the) re&uire substantial
interaction #ith an organization+s customers. Aan) an organization has failed because its
emplo)ees failed to please customers.
!iff$ 1 ,age -ef$ 8
0*$ ;
80) >oda)+s managers and emplo)ees must learn to cope #ith temporariness, fle%ibilit),
spontaneit), and unpredictabilit).
Ans#er$ >-U"
"%planation$ Elobalization, e%panded capacit), and ad'ances in technolog) ha'e re&uired
!iff$ 1 ,age -ef$ 9
0*$ ;
31
81) >here+s an increasing blurring bet#een the #or( and non#or( time.
Ans#er$ >-U"
"%planation$ "mplo)ees are increasingl) complaining that the line bet#een #or( and non#or(
time has become blurred, creating personal conflicts and stress.
*b6ecti'e$ Balance 2or(40ife onflicts
0*$ ;
81) Balancing #or( and life demands no# surpasses 6ob securit) as an emplo)ee priorit).
Ans#er$ >-U"
"%planation$ "mplo)ees increasingl) recognize that #or( infringes on their personal li'es, and
the)+re not happ) about it. -ecent studies suggest emplo)ees #ant 6obs that gi'e them fle%ibilit)
in their #or( schedules so the) can better manage #or(Jlife conflicts. 7n fact, balancing #or(
and life demands no# surpasses 6ob securit) as an emplo)ee priorit).
0*$ ;
89) "thical dilemmas are situations in #hich emplo)ees are re&uired to identif) right and #rong
conduct.
Ans#er$ >-U"
"%planation$ 7ncreasingl), emplo)ees are facing ethical dilemmas and ethical choices, in #hich
the) are re&uired to identif) right and #rong conduct. Aanagers must create an ethicall) health)
climate for emplo)ees, #here the) can do their #or( producti'el) #ith minimal ambiguit) about
#hat right and #rong beha'iors are.
0*$ ;
8:) !etermining the ethicall) correct #a) to beha'e is especiall) difficult in a global econom)
because different cultures ha'e different perspecti'es on certain ethical issues.
Ans#er$ >-U"
"%planation$ 2hat constitutes good ethical beha'ior has ne'er been clearl) defined, and, in
recent )ears, the line differentiating right from #rong has blurred. !etermining the ethicall)
correct #a) to beha'e is especiall) difficult in a global econom) because different cultures ha'e
different perspecti'es on certain ethical issues.
0*$ ;
32
8;) 2h) is it important to complement intuition #ith s)stematic stud) in our attempts to
understand beha'ior #ithin organizations3
Ans#er$ 7t is important to complement intuition #ith s)stematic stud) in our attempts to
understand beha'ior #ithin organizations in order to help unco'er important facts and
relationships. >his #ill pro'ide a base from #hich more accurate predictions of beha'ior can be
made. >hat is, #e can impro'e our predicti'e abilit) b) complementing intuiti'e opinions #ith a
more s)stematic approach. 8)stematic stud) in'ol'es loo(ing at relationships, attempting to
attribute causes and effects, and basing conclusions on scientific e'idence. >his process helps us
to e%plain and predict beha'ior.
!iff$ 1 ,age -ef$ 9
0*$ 1
8<) !escribe ho# one of the sciences that contributes to organizational beha'ior could be used in
"BA. !efine the science, some of the science+s contributions to *B, and describe a #or(place
e%ample of ho# it could be used in "BA.
Ans#er$ "'idence4based management @"BA) complements s)stematic stud) b) basing
managerial decisions on the best a'ailable scientific e'idence. !octors need to ma(e decisions
about patient care based on the latest a'ailable e'idence, and "BA argues that managers should
do the same, becoming more scientific in ho# the) thin( about management problems. 5or
e%ample, a manager that is struggling #ith high turno'er in his compan) could loo( to#ard
social ps)cholog) to help sol'e the problem. 8ocial ps)cholog), generall) considered a branch of
ps)cholog), blends concepts from both ps)cholog) and sociolog) to focus on people+s influence
on one another. *ne ma6or stud) area is change, ho# to implement it and ho# to reduce barriers
to its acceptance. A manager could loo( at a social ps)cholog) stud) on 6ob satisfaction to
determine #hat changes he might ma(e to be able to better retain emplo)ees.
!iff$ 9 ,age -ef$ 9, :
AA8B$ -eflecti'e >hin(ing 8(ills
*b6ecti'e$ Aanager+s Bob
.uest. ategor)$ 8)nthesis
0*$ 1, 9
33
8=) ?o# ha'e the fields of ps)cholog) and sociolog) contributed to our understanding of
Ans#er$ ,s)cholog) see(s to measure, e%plain, and change the beha'ior of humans.
ontributions ha'e been made b) learning theorists, personalit) theorists, counseling
ps)chologists, and industrial and organizational ps)chologists. ontributions ha'e been made in
learning, perception, personalit), emotions, training, leadership effecti'eness, needs and
moti'ational forces, 6ob satisfaction, decision4ma(ing processes, performance appraisals, attitude
measurement, emplo)ee4selection techni&ues, #or( design, and 6ob stress. 8ociolog) studies
people in relation to their social en'ironment or culture. >he greatest contributions b)
sociologists ha'e been in the stud) of group beha'ior in organizations, organizational culture,
formal organization theor) and structure, organizational technolog), communications, po#er, and
conflict.
!iff$ 1 ,age -ef$ 94:
0*$ 9
88) ompare and contrast the fields of ps)cholog), social ps)cholog), and sociolog).
Ans#er$ >hese fields all deal #ith the human condition. 2hile ps)cholog) focuses on the
indi'idual, sociolog) studies people in relation to their social en'ironment or culture. 8ocial
ps)cholog) blends concepts from both ps)cholog) and sociolog), though it is generall)
considered a branch of ps)cholog). 7t focuses on people+s influence on one another. >hus, it
could be said that social ps)cholog) falls bet#een the e%tremes of the indi'idual focus of
ps)cholog) and the large group focus of sociolog).
!iff$ 9 ,age -ef$ 94;
AA8B$ -eflecti'e >hin(ing 8(ills
.uest. ategor)$ 8)nthesis
0*$ 9
89) "%plain C#or(force di'ersit).C 2hat (e) managerial s(ill do )ou thin( is most important
#hen dealing #ith #or(force di'ersit)3
Ans#er$ 2or(force di'ersit) is a term used to describe ho# organizations are becoming more
heterogeneous #ith regard to gender, race, and ethnicit). 7t also includes disabilities, se%ual
orientation, and age. ?uman s(ills are defined b) the abilit) to #or( #ith, understand, and
moti'ate other people and #ould be important to manage a di'erse #or(force because of the
different indi'idual 'ariables that the manager #ould be #or(ing #ith.
!iff$ 1 ,age -ef$ =
0*$ ;
34
90) Aost managers and emplo)ees toda) #or( in a climate best characterized as Ctemporar).C
"%plain.
Ans#er$ Elobalization, e%panded capacit), and ad'ances in technolog) ha'e re&uired
2or(ers must continuall) update their (no#ledge and s(ills to perform ne# 6ob re&uirements. 7n
the past, emplo)ees #ere assigned to a specific #or( group, gaining a considerable amount of
securit) #or(ing #ith the same people da) in and da) out. >hat predictabilit) has been replaced
b) temporar) #or( groups, #ith members from different departments, and the increased use of
emplo)ee rotation to fill constantl) changing #or( assignments. 5inall), organizations
themsel'es are in a state of flu%. >he) continuall) reorganize their 'arious di'isions, sell off
poorl) performing businesses, do#nsize operations, subcontract noncritical ser'ices and
operations to other organizations, and replace permanent emplo)ees #ith temporar) #or(ers.
>oda)+s managers and emplo)ees must learn to cope #ith temporariness, fle%ibilit), spontaneit),
and unpredictabilit).
!iff$ 1 ,age -ef$ 9
0*$ ;
91) 2hat conclusions can )ou dra# about turno'er if an emplo)er stri'es to find balance in
#or(4life conflicts3 ?o# can the emplo)er find this balance and still ha'e producti'e
emplo)ees3
Ans#er$ Because #or( is constantl) infringing on people+s li'es, some emplo)ers ma(e efforts
to find balance in the #or(4life conflict. 5or e%ample, if a 6ob re&uires a lot of tra'el time a#a)
from the famil), #hen the tra'el assignment is done, the emplo)er could allo# the emplo)ee to
#or( from home se'eral da)s to be able to spend more time #ith the famil). Allo#ing fle%ible
schedules and complimentar) time off for o'ertime #or(ed gi'es an emplo)ee time to recuperate
#hat #as lost to #or(, thus increasing 6ob satisfaction and most li(el) decreasing turno'er.
>urno'er is the 'oluntar) and in'oluntar) permanent #ithdra#al from an organization. A high
turno'er rate results in increased recruiting, selection, and training costs#hich are &uite
significant. Although it might appear that the emplo)er is losing producti'it) b) allo#ing
fle%ible time and balance in #or(4life conflicts, he is actuall) increasing producti'it) because he
isn+t training ne# emplo)ees due to reduced turno'er, and emplo)ees #ith high 6ob satisfaction
are more producti'e.
*b6ecti'e$ >urno'er
0*$ ;
35

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Essentials of Organizational Behavior, 11e (Robbins/Judge)

Chapter 1 Introduction to Organizational Behavior

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