Question 1

The fundamental attribution error states that individuals tend to overestimate the influence of external factors in others.

Accepted Answer

A) True 
 B)False

Question 2

Chinese workers tend to value ________ than Americans.

Accepted Answer

A) hard work more 
B) conscientiousness less 
C) agreeableness less 
D) agreeableness more 
A) hard work more 
B) conscientiousness less 
C) agreeableness less 
D) agreeableness more

Question 3

Define organizational behavior and describe its goals.

Accepted Answer

Organizational behavior is a field of st

Question 4

North Americans seem to be much more likely to have ________ than people from Middle Eastern countries.

Accepted Answer

A) an internal locus of control 
B) an external locus of control 
C) no locus of control 
D) a variable locus of control 
A) an internal locus of control 
B) an external locus of control 
C) no locus of control 
D) a variable locus of control

Question 5

Hidden aspects of an organization that OB provides insight into include ________.

Accepted Answer

A) strategies 
B) attitudes 
C) structure 
D) objectives 
A) strategies 
B) attitudes 
C) structure 
D) objectives

Question 6

The Myers-Briggs Type Indicator® (MBTI®)is based on ________ that are revealed in a 100-item questionnaire.

Accepted Answer

A) two dimensions 
B) four dimensions 
C) four personality types 
D) eight personality types 
A) two dimensions 
B) four dimensions 
C) four personality types 
D) eight personality types

Question 7

According to John Holland's theory, a realistic personality type might be well-suited to be an economist.

Accepted Answer

A) True 
 B)False

Question 8

After carefully examining the architect's plans yesterday, today Wendy has decided that she loves the new design.Which component of forming an attitude did she carry out today?

Accepted Answer

A) cognitive 
B) affective 
C) behavioral 
D) informational 
A) cognitive 
B) affective 
C) behavioral 
D) informational

Question 9

Which of the following is a visible aspect of an organization?

Accepted Answer

A) attitudes 
B) interpersonal conflicts 
C) intergroup conflicts 
D) objectives 
A) attitudes 
B) interpersonal conflicts 
C) intergroup conflicts 
D) objectives

Question 10

Job studies show that this Big Five personality dimension was consistently important for success no matter what the job type.

Accepted Answer

A) extraversion 
B) conscientiousness 
C) openness to experience 
D) emotional stability 
A) extraversion 
B) conscientiousness 
C) openness to experience 
D) emotional stability

Question 11

A high self-monitoring individual would tend to ________.

Accepted Answer

A) have no skill in playing different roles 
B) have no skill in hiding his or her feelings 
C) be good at playing different roles 
D) have no experience in hiding his or her feelings 
A) have no skill in playing different roles 
B) have no skill in hiding his or her feelings 
C) be good at playing different roles 
D) have no experience in hiding his or her feelings

Question 12

In attribution theory, if everyone who is faced with a similar situation responds in the same way, we can say the behavior shows ________.

Accepted Answer

A) consensus 
B) high distinctiveness 
C) low distinctiveness 
D) medium distinctiveness 
A) consensus 
B) high distinctiveness 
C) low distinctiveness 
D) medium distinctiveness

Question 13

The discomfort that results from high dissonance can be reduced when an individual feels that he or she has a choice in the matter.

Accepted Answer

A) True 
 B)False

Question 14

Of the six behaviors that managers focus on, which behavior typically is the most troubling to an organization?

Accepted Answer

A) absenteeism 
B) workplace misbehavior 
C) organizational citizenship behavior 
D) employee productivity 
A) absenteeism 
B) workplace misbehavior 
C) organizational citizenship behavior 
D) employee productivity

Question 15

In a short essay, discuss how self-monitoring can help explain individual behavior in organizations.

Accepted Answer

Self-monitoring refers to an individual'

Question 16

Which pairing is correct?

Accepted Answer

A) high distinctiveness ⇒ internal cause of behavior 
B) low distinctiveness ⇒ external cause of behavior 
C) high consensus ⇒ external cause of behavior 
D) low consistency ⇒ internal cause of behavior 
A) high distinctiveness ⇒ internal cause of behavior 
B) low distinctiveness ⇒ external cause of behavior 
C) high consensus ⇒ external cause of behavior 
D) low consistency ⇒ internal cause of behavior

Question 17

Social learning theory maintains that models who are different from ourselves have the greatest influence on our behavior.

Accepted Answer

A) True 
 B)False

Question 18

Which of the following are the goals of organizational behavior?

Accepted Answer

A) to explain, understand, and control behavior 
B) to control and influence behavior 
C) to explain, predict, and influence behavior 
D) to predict, understand, and change behavior 
A) to explain, understand, and control behavior 
B) to control and influence behavior 
C) to explain, predict, and influence behavior 
D) to predict, understand, and change behavior

Question 19

A low self-monitoring individual would NOT tend to pursue a career as ________.

Accepted Answer

A) an actor 
B) a scientist 
C) an accountant 
D) an engineer 
A) an actor 
B) a scientist 
C) an accountant 
D) an engineer

Question 20

Studies show that the statement, "Happy workers are productive workers," is ________

Accepted Answer

A) completely false 
B) completely true 
C) fairly true 
D) largely false 
A) completely false 
B) completely true 
C) fairly true 
D) largely false

The fundamental attribution error states that individuals tend to overestimate the influence of external factors in others.

Chinese workers tend to value ________ than Americans.

Define organizational behavior and describe its goals.

North Americans seem to be much more likely to have ________ than people from Middle Eastern countries.

Hidden aspects of an organization that OB provides insight into include ________.

The Myers-Briggs Type Indicator® (MBTI®)is based on ________ that are revealed in a 100-item questionnaire.

According to John Holland's theory, a realistic personality type might be well-suited to be an economist.

After carefully examining the architect's plans yesterday, today Wendy has decided that she loves the new design.Which component of forming an attitude did she carry out today?

Which of the following is a visible aspect of an organization?

Job studies show that this Big Five personality dimension was consistently important for success no matter what the job type.

A high self-monitoring individual would tend to ________.

In attribution theory, if everyone who is faced with a similar situation responds in the same way, we can say the behavior shows ________.

The discomfort that results from high dissonance can be reduced when an individual feels that he or she has a choice in the matter.

Of the six behaviors that managers focus on, which behavior typically is the most troubling to an organization?

In a short essay, discuss how self-monitoring can help explain individual behavior in organizations.

Which pairing is correct?

Social learning theory maintains that models who are different from ourselves have the greatest influence on our behavior.

Which of the following are the goals of organizational behavior?

A low self-monitoring individual would NOT tend to pursue a career as ________.

Studies show that the statement, "Happy workers are productive workers," is ________

Managers and Management

The Management Environment

Integrative Managerial Issues

Foundations of Decision Making

Foundations of Planning

Organizational Structure and Design

Managing Human Resources

Managing Change and Innovation

Understanding Groups and Managing Work Teams

Motivating and Rewarding Employees

Leadership and Trust

Communication and Information

Foundations of Control

Operations Management

Appendix: History Module

Appendix: Entrepreneurship Module

Appendix: Quantitative Module

Appendix: Career Module

Filters

Exam 9: Foundations of Individual Behavior

The fundamental attribution error states that individuals tend to overestimate the influence of external factors in others.

Chinese workers tend to value ________ than Americans.

Define organizational behavior and describe its goals.

North Americans seem to be much more likely to have ________ than people from Middle Eastern countries.

Hidden aspects of an organization that OB provides insight into include ________.

The Myers-Briggs Type Indicator® (MBTI®)is based on ________ that are revealed in a 100-item questionnaire.

According to John Holland's theory, a realistic personality type might be well-suited to be an economist.

After carefully examining the architect's plans yesterday, today Wendy has decided that she loves the new design.Which component of forming an attitude did she carry out today?

Which of the following is a visible aspect of an organization?

Job studies show that this Big Five personality dimension was consistently important for success no matter what the job type.

A high self-monitoring individual would tend to ________.

In attribution theory, if everyone who is faced with a similar situation responds in the same way, we can say the behavior shows ________.

The discomfort that results from high dissonance can be reduced when an individual feels that he or she has a choice in the matter.

Of the six behaviors that managers focus on, which behavior typically is the most troubling to an organization?

In a short essay, discuss how self-monitoring can help explain individual behavior in organizations.

Which pairing is correct?

Social learning theory maintains that models who are different from ourselves have the greatest influence on our behavior.

Which of the following are the goals of organizational behavior?

A low self-monitoring individual would NOT tend to pursue a career as ________.

Studies show that the statement, "Happy workers are productive workers," is ________

Managers and Management

The Management Environment

Integrative Managerial Issues

Foundations of Decision Making

Foundations of Planning

Organizational Structure and Design

Managing Human Resources

Managing Change and Innovation

Understanding Groups and Managing Work Teams

Motivating and Rewarding Employees

Leadership and Trust

Communication and Information

Foundations of Control

Operations Management

Appendix: History Module

Appendix: Entrepreneurship Module

Appendix: Quantitative Module

Appendix: Career Module

Filters