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FACULTY OF EDUCATION

COMMERCE 3: ORGANISATIONAL BEHAVIOUR

(COM201A)
Final Examination Question Paper
Semester 1, 2006
30 May 2006

Time allowed: 3 hours

Total Number of Pages: SIX Pages including the cover sheet

General Instruction:
1. You are allowed 15 minutes reading time
before the examination begins during which
you should read the question paper, and if you
wish, make annotations on the question paper.

2. The paper is divided into three sections

Section A: Answer ALL questions in the
multiple choice answer sheet
provided.
Section B: Answer ALL FOUR questions.
Section C: Answer ONE compulsory question.
This is comprised of 3 sub-questions.

3. This paper carries 60 marks.

THE EXAMINATION PAPER MUST BE COLLECTED IN WITH THE ANSWER SCRIPT

Organisational Behaviour Final Exam Paper, Semester 1, 2006

SECTION A- 20 marks
Answer ALL TWENTY sub-questions: 1 mark each
Answers should be provided in the Multiple Choice Answer Sheet.
Each of the sub-questions numbered 1 to 20, given below, has only one right answer.

1. Individuals with a high need to achieve prefer all of the following EXCEPT:
a. Job situations with personal responsibility
b. A high degree of risk
c. Overcoming obstacles
d. Feedback

2. Emotions that are organizationally-required and considered appropriate in a given job

are termed:
a. Felt emotions
b. Displayed emotions
c. Conditional emotions
d. Exposed emotions

3. In order to maximize the motivation of a diverse workforce, the key word will be:
a. Fairness
b. Flexibility
c. Status
d. Money

4. The best approach for obtaining knowledge about human behavior is:
a. The common sense approach
b. An observational approach
c. A systematic approach
d. A theoretical approach

5. Which is NOT a weakness of group decision-making?

a. They are time-consuming.
b. They offer increased diversity of views.
c. They suffer from ambiguous responsibilities.
d. They can be dominated by one or a few members.

6. _____ is the degree to which people in a country prefer structured over unstructured
situations.
a. Power distance
b. Individualism
c. Uncertainty avoidance
d. Long-term orientation

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Organisational Behaviour Final Exam Paper, Semester 1, 2006

7. The amount of information that can be transmitted during a communication depends

on:
a. Feedback
b. Filtering
c. Perception
d. Channel richness

8. Which of the following us NOT a dimension of emotional intelligence?

a. Self-awareness
b. Self-management
c. Self-motivation
d. Self-evaluation

9. The ability to inspire followers to transcend their own self-interests for the good of
the company is part of ______ leadership.
a. Transformational
b. Reward
c. Transactional
d. Feminine

10. According to Fiedler's contingency theory, if there is NOT a match of leadership style
to the group situation, what should be done?
a. Replace the manager.
b. Change the situation to fit the leader.
c. Either A or B.
d. None of the above.

11. Learning techniques that allow individuals to manage their own behavior so that less
external management control is necessary are termed:
a. Self-management
b. MBO
c. Reengineering
d. Mentor programs

12. Which is NOT one of the steps in the rational decision making model?
a. Defining the problems
b. Identifying the decision criteria
c. Rating alternatives
d. Debating pros and cons

13. Which of the following is NOT an external condition imposed on the group?
a. Group composition
b. Authority structure
c. Formal regulations
d. Performance evaluation system

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Organisational Behaviour Final Exam Paper, Semester 1, 2006

14. Which of the following were considered higher-order needs by Maslow?

a. Physiological, safety, social
b. Safety, social, esteem
c. Esteem, self-actualization
d. Social, esteem, self-actualization

15. Tannen's research indicates that men use talk to ___, while women use it to _____.
a. Emphasize status; create connections
b. Build relationships; get promotions
c. Establish blame; emphasize status
d. Create networks; emphasize separateness

16. Hersey and Blanchard's situational leadership theory differs from other leadership
theories most clearly because it:
a. Identifies specific leadership styles.
b. Focuses on the followers.
c. Makes leadership contingent on the situation.
d. Uses the leadership dimensions of task and relationship behaviors.

17. _____ teams go farther than problem-solving teams in getting employees involved in
work-related decisions and processes.
a. Problem identification
b. Self managed
c. Virtual
d. Performance

18. Eliminating any reinforcement that is maintaining an unwanted behavior is called:

a. Extinction
b. Punishment
c. Negative reinforcement
d. Positive reinforcement

19. Which of the following skills might be included in leadership training?

a. Vision-implementation
b. Trust building
c. Situational analysis
d. All of the above

20. All of the following are ingredients common to MBO programs EXCEPT:
a. An explicit time period
b. Participative decision making
c. Consistent monetary rewards
d. Performance feedback

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Organisational Behaviour Final Exam Paper, Semester 1, 2006

SECTION B- 20 marks
Answer ALL FOUR questions: 5 marks each

Answers should be provided in the Answer Booklet.

1. What is the difference between perceived and felt conflict?

2. Discuss different power tactics.

3. Describe multiple intelligences.

4. List five conditions favouring Intuitive Decision Making.

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Organisational Behaviour Final Exam Paper, Semester 1, 2006

SECTION C- 20 marks
Read the following scenario and answer THREE sub- questions
The T Aerospace Company is in the early stages of planning the development of its latest
commercial jet, the 007. The aircraft industry is a fiercely competitive one, dominated by
a few large global players who operate at the forefront of technology. In this industry,
competitors quickly copy and advance in technology or new management technique that
might provide them with competitive edge. Some of the T Aerospace Company’s
competitors have adopted team working as means of speeding up their development and
production processes.

The T Aerospace company is thus considering the adoption of team working in its
operations, but some of the traditionalists in the company are doubtful. They are
concerned that the benefits of work specialisation will be lost. Some of the managers
have had negative experiences with team working and so have strong reservations about
the proposed changes.

Required

1. List the four key components involved in making an effective team.

(4 marks)

2. Identify the benefits that the T Aerospace Company can expect to gain from the
adoption of team working.
(6 marks)

3. Describe the difficulties that the company is likely to encounter in the management of
its teams and recommend ways to turn individuals into team players.
(10marks)

~GOOD LUCK~

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