Chapter 1 What Is Organizational Behavior?

MULTIPLE CHOICE 1. Successful managers and entrepreneurs recognize that: a. technical knowledge is all that is needed for success. b. interpersonal skills are not important. c. technical skills are necessary, but insufficient, for succeeding in management. d. an understanding of human behavior does not impact effectiveness (c; hallenging; pp. !"#$ %hat &anagers 'o !. %hich one of the following is not considered an organization( a. church b. university c. a military unit d. all )*"year"old adults in a community (d; +asy; p. )$ #. ,(n$ ----- is a consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals. a. organization b. unit c. team d. ethnic group (a; &oderate; p. )$ ). .he four management functions include all of the following e/cept: a. controlling. b. planning. c. staffing. d. organizing. (c; &oderate; p. )$ *. ----- includes defining an organization0s goals and establishing an overall strategy for achieving these goals and developing a comprehensive hierarchy of plans to integrate and coordinate activities. a. ontrolling b. 1lanning c. 2eading d. oordinating (b; &oderate; p. )$

3.

.he determination of how tasks are to be grouped is part of which management function( 1

a. planning b. leading c. controlling d. organizing (d; +asy; p. )$ 4. .he organizing function includes a determination of which of the following( a. what tasks are to be done b. who is to do these tasks c. who reports to whom d. all of the above (d; &oderate; p. )$ 5. +very organization contains people, and it is management0s 6ob to direct and coordinate these people. .his is the ------ function. a. planning b. leading c. controlling d. organizing (b; &oderate; p.)$ 7. ,ccording to 8enry &intzberg, the ten managerial roles can be grouped into three categories. %hich of the following is not one of these groups( a. concern with the interpersonal relationships b. the transfer of information c. decision making d. liaison roles (d; hallenging; +/h. 1"1; p. 3. $ 19. ,n e/ample of &intzberg0s interpersonal management role is: a. spokesperson. b. leader. c. negotiator. d. monitor. (b; &oderate; +/h. 1"1; p. 3$ 11. %hen a manager searches the organization and its environment for opportunities and initiates pro6ects to bring about change, the manager is acting in which role( a. negotiator b. entrepreneur c. disturbance handler d. resource allocator (b; hallenging; +/h. 1"1; p. 3$

1!.

%hich of the following is not an essential management skill identified by :obert ;atz( a. technical b. computer !

c. human d. conceptual (b; &oderate; p. *$ 1#. %hen managers have the mental ability to analyze and diagnose comple/ situations, they possess: a. technical skills. b. computer skills. c. human skills. d. conceptual skills. (d; hallenging; pp. 3"4 $ 1). %hich one of the following would not be considered a human skill( a. completing accounting reports b. communicating c. resolving conflicts d. working as part of a team (a; &oderate; pp *"3$ 1*. ,ccording to 2uthans and his associates, which of the following is not considered a part of traditional management( a. interacting with outsiders b. decision making c. controlling d. planning (a; &oderate; p. 4$ 13. %hich of 2uthan0s managerial activities involves socializing, politicking, and interacting with outsiders( a. traditional management b. communication c. human resource management d. networking (d; hallenging; p. 4 $ 14. ,ccording to 2uthans, successful managers spent more of their time on ----- than on any other activity. a. traditional management b. human resource management c. networking d. communicating (c; hallenging; p. 5$

15.

, common thread running through the functions, roles, skills, and activities approaches to management recognizes the importance of: a. managing technology. b. managing people. c. politicking. #

d. being efficient. (b; &oderate; p. 5$ +nter <rganizational =ehavior 17. <rganizational behavior is all of the following e/cept: a. a field of study. b. an applied field. c. an intuitive analysis of human behavior. d. studying what people do in an organization. (c; &oderate; p. 5$ !9. ------ is a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization0s effectiveness. a. <rganizational development b. &anagement c. <rganizational behavior d. 1eople management (c; +asy; p. 5$ !1. %hich of the following is not a core topic of organizational behavior( a. motivation b. attitude development c. conflict d. computers (d; +asy; p. 5 $ !!. ,ccording to the te/t, 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. (c; +asy; p. 19$ !#. , ma6or theme in your te/tbook is that behavior is not: a. caused. b. random. c. consistent. d. predictable. (b; +asy; p. 7$ !). >f we know how a person perceives a situation and what is important to him?her, then behavior is generally a. predictable. b. predetermined. c. uncontrollable. d. controllable. (a; &oderate; p. 7$ )

!*.

@undamental consistencies allow ----- of behavior. a. observation b. systematizing c. research d. predictability (d; &oderate; pp. 7"19$ !3. =ehavior is generally ----- and the ----- of behavior is a means to making reasonably accurate predictions. a. predetermined; observation b. predictable; systematic study c. controllable; theoretical application d. uncontrollable; systematic study (b; &oderate; p. 19$ !4. ----- includes analyzing relationships, determining causes and effects, and basing conclusions on scientific evidence. a. <rganizational behavior b. .he observational approach to understanding organizational behavior c. , theoretical approach to organizational behavior d. , systematic study of organizational behavior (d; &oderate; p. 19$ !5. >n the study of <=, intuition is replaced by: a. systematic study. b. generalization. c. listening. d. prediction. (a; +asy; p. 19$ ontributing 'isciplines to the <= @ield !7. <rganizational behavior is built upon contributions from all of the following disciplines e/cept: a. humanities. b. psychology. c. anthropology. d. political science. (a; &oderate; p. 11$ #9. .he science that seeks to measure, e/plain, and sometimes change the behavior of humans and other animals is: a. psychiatry. b. psychology. c. sociology. d. political science. (b; &oderate; p. 1!$ #1. %hich behavioral science discipline has made the most significant contribution to understanding *

individual behavior( a. sociology b. social psychology c. psychology d. anthropology (c; &oderate; p. 1!$ #!. .he <= topic of motivation has been most influenced by which behavioral science discipline( a. psychology b. social psychology c. sociology d. political science (a; &oderate; p. 1!$ ##. .he most significant contribution to <= in the area of formal organization theory and structure has been made by: a. psychology. b. sociology. c. anthropology. d. political science. (b; &oderate; p. 1!$ #). ----- studies people in relation to their fellow human beings. a. 1sychology b. Sociology c. ,nthropology d. 1olitical science (b; &oderate; p. 1!$ #*. .he science that focuses on the influence of people on one another is: a. psychology. b. anthropology. c. political science. d. social psychology. (d; &oderate; p. 1!$

#3.

<ne of the ma6or areas receiving considerable investigation from social psychologists has been: a. change. b. motivation. c. 6ob satisfaction. d. 6ob stress. (a; hallenging; p. 1! $ #4. .he <= sub6ect of Aorganizational cultureB has been most influenced by which behavioral science discipline( a. anthropology b. psychology 3

c. social psychology d. political science (a; &oderate; p. 1!$ #5. ----- has helped us understand differences in fundamental values, attitudes, and behavior between people in different countries. a. ,nthropology b. 1sychology c. Social psychology d. 1olitical science (a; hallenging; p. 1!$ #7. .opics of study in political science include all of the following e/cept: a. structuring of conflict. b. the social system in which individuals fill their roles. c. allocation of power. d. how people manipulate power for individual self interest. (b; hallenging; p. 1!$ .here are @ew ,bsolutes in <= )9. %hich of the following is the best description of <=0s current state( a. >t is based on universal truths. b. >t is based on contingencies. c. .here is little disagreement among <= researchers and scholars. d. ause"effect principles have been isolated which tend to apply to all situations. (b; &oderate; p. 1#$ hallenges and <pportunities for <= )1. %hereas ----- focuses on differences between people from different countries, ----- addresses differences among people within given countries. a. workforce diversity; globalization b. globalization; workforce diversity c. culture; diversity d. culturization; workforce diversity (b; hallenging; pp. 1)"1*$ )!. ------ means that organizations are becoming more heterogeneous in terms of gender, race, and ethnicity. a. Clobalization b. %orkforce diversity c. ,ffirmative action d. <rganizational culture (b; +asy; p. 1*$ )#. .he -------- assumption is being replaced by one that recognizes and values -----. a. melting pot; differences b. melting pot; similarities c. diversity; differences d. heterogeneous; similarities 4

(a; &oderate; p. 1*$ )). %hich of the following is not true( a. urrently, )3 percent of the D.S. labor force are women. b. &inorities and immigrants make up !# percent of the workforce. c. .he male aucasian working full time to support a non"employed wife and school"aged children is a minority. d. .he proportion of minorities and women is shrinking. (d; hallenging; p. 1*$ )*. .he implications of workforce diversity include all of the following e/cept: a. managers have to shift their philosophy from treating everyone alike to recognizing differences. b. diversity training should be provided. c. revamping benefit programs is needed to accommodate the different needs of different employees. d. the same perceptions are used in decision making. (d; hallenging; p. 1*$ )3. ----- is a philosophy of management that is driven by the constant attainment of customer satisfaction through the continuous improvement of all organizational processes. a. &=< b. Euality management c. :eengineering d. <rganizational behavior (b; +asy; p. 13$ )4. Euality management reFuires ----- employee involvement. a. very little b. occasional c. e/tensive d. no (c; &oderate; p. 13$

)5.

----- asks managers to reconsider how work would be done and their organization structured if they were starting over. a. 1rocess reengineering b. &=< c. .E& d. 'iversity training (a; +asy; p. 13$ )7. 1redictions suggest there will be a labor shortage for at least another: a. 1"! years. b. )"* years. c. 19"1* years. d. !9"!* years. (c; &oderate; p.14$

*9.

.he D.S. labor shortage is a function of: a. birth rates and labor participation rates. b. birth rates and mobility. c. brain drain. d. poor wages and benefits. (a; &oderate; p. 14$ *1. &any employees have been led to retire early as a result of: a. e/panded Social Security benefits. b. a healthy stock market. c. improved pension plans. d. all of the above (d; hallenging; p. 14$ *!. .he ma6ority of employees today in developed countries work in: a. manufacturing 6obs. b. service 6obs. c. &G s. d. government agencies. (b; &oderate; p. 15$ *#. %hen managers put employees in charge of what they do, they are ----- the employees. a. reengineering b. empowering c. diversifying d. dehiring (b; &oderate; p. 17$

*).

&anaging today can be described as long periods of ongoing ----- interrupted occasionally by short periods of -----. a. change; stability b. stability; change c. fle/ibility; rigidity d. rigidity; fle/ibility (a; &oderate; p. 17$ **. %hich of the following has not contributed to blurring the lines between employees0 work life and personal life( a. the creation of global organizations b. communications technology allowing employees to work any time and from any place c. organizations asking employees to put in longer hours d. fewer dual"income couples (d; +asy; p. !9$ *3. Situations where an individual is reFuired to define right and wrong conduct are termed: 7

a. diversity issues. b. human resource problems. c. ethical dilemmas. d. loyalty oaths. (c; +asy; p. !1$ oming ,ttractions: 'eveloping an <= &odel *4. , model is a(an$: a. abstraction of reality. b. response that is affected by an independent variable. c. independent variable. d. real"world scenario. (a; +asy; p. !!$ *5. 1rimary dependent variables in <= include: a. productivity. b. absenteeism. c. 6ob satisfaction. d. all of the above (d; +asy; p. !#$ *7. ----- is achievement of goals. a. +fficiency b. +ffectiveness c. 1roductivity d. &otivation (b; +asy; p. !#$

39.

%hich of the following is an e/ample of being an efficient company or employee( a. operating a hospital at the lowest possible cost but still yielding a high profit b. being the most pleasant real estate broker in the southeast c. as a telemarketer, making the reFuired number of calls at the end of the day d. a sales person who acFuires the most clients of anyone in the company (a; hallenging; p. !#$ 31. Sears trained employees to improve the employee"customer interaction to ultimately: a. generate additional revenue. b. decrease returns. c. improve repeat customer business. d. none of the above (a; &oderate; p. !#$ 3!. ----- is discretionary behavior that is not part of an employee0s formal 6ob reFuirement, but that promotes the effective functioning of the organization. a. 1roductivity b. &otivation c. <rganizational citizenship 19

d. <rganizational behavior (c; &oderate; p. !*$ 3#. >ndividual"level independent variables include: a. technology. b. organizational culture. c. perception. d. human resource policy. (c; &oderate; pp. !*"!3$ 3). -------- is the voluntary and involuntary permanent withdrawal from an organization. a. ,bsenteeism b. .urnover c. 'ownsizing d. +/it (b; +asy; p. !)$ TRUE/ !L"E 3*. .he single biggest reason for the failure of managers is poor interpersonal skills. (.rue; +asy; p. #$ 33. %hile managers must be technically competent, technical knowledge is not enough for success. (.rue; &oderate; p. #$ %hat &anagers 'o 34. &anagers get things done through other people. (.rue; +asy; p. )$ 35. .he term organization, as used in your te/tbook, is meant to include business firms but e/clude government agencies. (@alse; +asy; p. )$ 37. &anagers may be referred to as administrators in not"for"profit organizations. (.rue; &oderate; p. )$ 49. 8enri @ayol listed five management functions: planning, organizing, commanding, coordinating, and controlling. (.rue; &oderate; p. )$ 41. &odern theorists have condensed @ayol0s five management functions down to four: planning, organizing, commanding, and controlling. (@alse; &oderate; p. )$ 4!. .he controlling function includes the determination of what tasks are to be done. (@alse; &oderate; p. )$ 4#. &onitoring, comparing, and potential correcting is what is meant by the controlling process. (.rue; &oderate; p. )$

11

4).

&intzberg concluded that managers perform ten different highly"interrelated roles, or sets of behaviors, attributable to their 6obs. (.rue; hallenging; p. *$ 4*. .he role of spokesperson is an e/ample of an informational role. (.rue; +asy; p. *$ 43. ,s resource allocators, managers are responsible for allocating human, physical, and monetary resources. (.rue; &oderate; +/h. 1"1; p. 3$ 44. %hen managers initiate and oversee new pro6ects that will improve their organization0s performance, they are acting in the capacity of an entrepreneur, an e/ample of an informational role. (@alse; &oderate; +/h. 1"1; p. 3$ 45. :obert ;atz has identified three essential management skills: technical, human, and conceptual. (.rue; &oderate; pp. *"3$ 47. ,ccording to ;atz, human skills encompass the ability to apply specialized knowledge or e/pertise. (@alse; &oderate; pp. *"3$ 59. .he ability to analyze and diagnose comple/ situations is referred to as an individual0s conceptual skills. (.rue; +asy; pp. 3"4$ 51. ,ccording to 2uthans and his associates, those managers who are most AsuccessfulB will spend more time networking than those managers who are considered most Aeffective.B (.rue; hallenging; +/h. 1"!; p. 4$ 5!. :esearch conducted by 2uthans supports the theory that promotions are based on performance. (@alse; &oderate; p. 4$ 5#. 2uthans0 research indicates that among effective managers, communication made the largest relative contribution and networking the least. (.rue; hallenging; +/h. 1"!; pp. 4"5$ 5). &anagers need to develop their people skills if they are going to be effective and successful. (.rue; &oderate; p. 5$ +nter <rganizational =ehavior 5*. <rganizational behavior is a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization0s effectiveness. (.rue; &oderate; p. 5$ 53. <rganizational behavior is concerned with the study of what people do in an organization and how that behavior affects the performance of the organization. (.rue; &oderate; p. 5$ 1!

54.

=ehavior is generally predictable, and the systematic study of behavior is a means to making reasonably accurate predictions. (.rue; &oderate; p. 19$ 55. &any people0s views on human behavior are based on intuition. (.rue; +asy; pp. 7"19$ 57. >t is the consistencies in behavior that make prediction possible. (.rue; &oderate; p. 7$ 79. :egardless of appearances, people usually intend their behavior to be rational. (.rue; &oderate; p. 7$ 71. ,nything you learn in an unsystematic way is incorrect. (@alse; &oderate; p. 19$ 7!. >ntuition is gut feelings about Awhy > do what > do.B (.rue; +asy; p. 19$ ontributing 'isciplines to the <= @ield 7#. <= is an applied behavioral science that is built upon contributions from a number of behavioral disciplines. (.rue; +asy; p. 11$ 7). 2earning, perception, and personality have been <= topics whose contributions have generally come from psychology. (.rue; &oderate; +/h. 1"#; p. 11$ 7*. %hat psychology is to the individual, sociology is to the group. (.rue; &oderate; p. 1!$ 73. Social psychology is an area within psychology, blending concepts from both psychology and political science. (@alse; &oderate; p.1!$ 74. ,nthropology has helped us understand differences in values and attitudes between people in different countries. (.rue; &oderate; p. 1!$ 75. onflict and power have been ma6or topics of concern to political scientists. (.rue; +asy; +/h. 1"#; p. 1!$ .here are @ew ,bsolutes in <= 77. .here are many simple and universal principles that e/plain organizational behavior. (@alse; +asy; p. 1#$ 199. <= researchers cannot offers reasonably accurate e/planations of human behavior since people act 1#

very differently in the same situation. (@alse; &oderate; p. 1#$ hallenges and <pportunities for <= 191. ,s the world has become a global village, managers have to become capable of working with people from different cultures. (.rue; &oderate; p. 1)$ 19!. %orkforce diversity means that organizations are becoming more homogeneous in terms of gender, race, and ethnicity. (@alse; &oderate; p. 1*$ 19#. 1eople must set aside their cultural values when they come to work. (@alse; &oderate; p. 1*$ 19). )3 percent of the D.S. labor force are women. (.rue; hallenging; p. 1*$ 19*. 'iversity, if positively managed, can increase creativity and innovation in organizations. (.rue; +asy; p. 1*$ 193. , philosophy of management that is driven by the constant attainment of customer satisfaction through the continuous improvement of all organizational processes is termed Areengineering.B (@alse; &oderate; p. 13$ 194. Euality management has an intense focus on the customer and a goal of employee empowerment. (.rue; +asy; p. 13$ 195. 1utting employees in charge of what they do is termed Areengineering.B (@alse; +asy; p. 13$ 197. 1rocess reengineering asks, A8ow would we do things around here if we were starting over from scratch(B (.rue; +asy; p. 13$ 119. >n tight labor markets, those managers who don0t understand human behavior risk having no one to manage. (.rue; &oderate; p. 14$ 111. ,n employee who is empowered is given greater opportunity to determine how she does her 6ob. (.rue; &oderate; p. 17$ 11!. .here0s a blurring between the roles of managers and workers. (.rue; &oderate; p. !9$ 11#. &anaging today is described as long periods of ongoing change, interrupted occasionally by short periods of stability. (.rue; &oderate; p. !1$ 11). .oday0s managers and employees must learn to cope with temporariness H learning to live with fle/ibility, spontaneity, and unpredictability. 1)

(.rue; &oderate; p. 17$ 11*. <= has little to offer in stimulating employee creativity and tolerance for change. (@alse; hallenging; p. !9$ 113. Iour firm is e/periencing lower than normal profits. Iou realize that you should write off some Fuestionable accounts, but your supervisor suggests that you wait until ne/t year. .his is a modern e/ample of an ethical dilemma. (.rue; +asy; p. !1$ oming ,ttractions: 'eveloping an <= &odel 114. .here are three levels of analysis in <=, and, as we move from the individual level to the group level to the organization systems level, we add systematically to our understanding of behavior in organizations. (.rue; hallenging; p.!!$ 115. .he key factors you want to e/plain or predict in a model are termed independent variables. (@alse; &oderate; p. !#$ 117. .ypical dependent variables in organizational behavior are productivity, absenteeism, and 6ob satisfaction. (.rue; &oderate; p. !#$ 1!9. <rganizational behavior models generally assume 6ob satisfaction to be an independent variable. (@alse; &oderate; p. !#$ 1!1. ,n organization is productive if it achieves its goals and does so by transferring inputs to outputs at the lowest cost. (.rue; &oderate; p. !#$ 1!!. .he annual cost of absenteeism in the D.S. is estimated at over J)9 billion. (.rue; hallenging; p. !)$ 1!#. , conservative estimate of the cost of recruiting, selecting, and training an employee is about J!*,999. (@alse; hallenging; p. !)$ 1!). :easonable levels of employee"initiated turnover facilitate organizational fle/ibility and employee independence. (.rue; hallenging; p. !)$ 1!*. .he difference between the amount of rewards workers receive and the amount they believe they should receive is termed 6ob satisfaction. (.rue; &oderate; p. !*$ 1!3. Kob satisfaction represents an attitude rather than a behavior. (.rue; &oderate; p. !*$ 1!4. >ndependent group level variables studied in organizational behavior include perception, learning, 1*

and motivation. (@alse; &oderate; p. !*$ "CE#!RIO$B!"E% &UE"TIO#" ,pplication of %hat &anagers 'o Koseph %ood is a manager at the LIM ompany. 8e performs all the management functions as condensed from 8enri @ayol0s work. 1!5. %hen &r. %ood estimates an overall strategy for achieving his department0s goals, he is performing the ----- function. a. planning b. organizing c. leading d. controlling (a; &oderate; p. )$

1!7.

%hen &r. %ood determines what tasks are to be performed by his employees and how they are to be grouped, he is performing the ---- function. a. planning b. organizing c. leading d. controlling (b; &oderate; p. )$ 1#9. %hen &r. %ood motivates his employees and attempts to resolve conflicts among department members, he is performing the ----- function. a. planning b. organizing c. leading d. controlling (c; &oderate; p. )$ 1#1. %hen &r. %ood compares pro6ected sales to actual sales in his department, he is performing the ----- function. a. planning b. organizing c. leading d. controlling (d; &oderate; p. )$ ,pplication of ontributing 'isciplines to the <= @ield Iou are bringing together faculty from different behavioral disciplines to author a new te/tbook in organizational behavior. Iou have faculty from the fields of psychology, sociology, social psychology, anthropology, and political science.

13

1#!.

Iou should e/pect that the faculty member from ----- will probably contribute information about intergroup behavior. a. sociology b. psychology c. social psychology d. anthropology (a; hallenging; p. 1!$ 1##. >nformation on which of the following would probably not be a contribution from the faculty member from political science( a. conflict b. power c. organizational change d. intraorganizational politics (c; hallenging; p. 1!$

1#).

.o whom would you e/pect to address issues of communication( a. the psychologist b. the anthropologist c. the political scientist d. the social psychologist (d; hallenging; p. 1!$ 1#*. Iou would e/pect the faculty member from ----- to furnish information about personality, learning, and motivation. a. sociology b. psychology c. anthropology d. political science (b; &oderate; p. 1!$ ,pplication of Euality &anagement Iou are an employee of ,cme, >nc. who has 6ust been approached by your manager with a new philosophy that management wishes to institute. Iour manager is stressing that he wants your involvement and that the emphasis is going to be on the customer and continual improvement. 1#3. Iou would probably believe that management is trying to implement: a. Fuality management. b. &=<. c. process reengineering. d. organizational behavior. (a; &oderate; p. 13$ 1#4. ,s part of the program, you should e/pect to see all of the following e/cept: a. improvement in Fuality. b. empowerment of employees. c. emphasis on individual achievement. 14

d. accurate measurement. (c; &oderate; p. 13$ 1#5. Iou should e/pect your 6ob to change in which of the following ways( a. more imposed rules from management b. more measurement of performance variables c. more free time d. less real employee power (b; &oderate; p. 13$ ,pplication of 'eveloping an <= &odel ,llison and Cail both are studying for a final e/am. =oth students have a goal of making a grade of 71 or better. Cail studied 3 hours and made a grade of 7!. ,llison studied for 7 hours and also made a grade of 7!. 1#7. %hich of the students was effective( a. only Cail b. only ,llison c. neither Cail nor ,llison d. both Cail and ,llison (d; &oderate; p. !#$ 1)9. %hich of the following statements is true( a. Cail is more efficient than ,llison. b. ,llison is more efficient than Cail. c. Cail is more effective than ,llison. d. ,llison is more effective than Cail. (a; &oderate; p. !#$ 1)1. %hich of the students was more productive( a. Cail b. ,llison c. Geither Cail nor ,llison was productive. d. >t is impossible to tell from the information given. (a; &oderate; p. !#$ "HORT %I"CU""IO# &UE"TIO#" 1)!. 'iscuss the four management functions described by your te/t. (1age )$ .he four management functions as condensed from 8enri @ayol are planning, organizing, leading, and controlling. .he planning function encompasses defining an organization0s goals, establishing an overall strategy for achieving those goals, and developing a comprehensive hierarchy of plans to integrate and coordinate activities. <rganizing includes the determination of what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. .he leading function involves motivating employees, directing activities of others, selecting the most effective communication channels, and resolving conflicts among 15

members. ontrolling involves monitoring, comparing, and potential correcting to get the organization back on track. 1)#. %hy is it important to replace intuition with systematic study in our attempts to understand behavior within organizations( (1ages 5"19$ >t is important to replace intuition with systematic study in our attempts to understand behavior within organizations to help uncover important facts and relationships. .his will provide a base from which more accurate predictions of behavior can be made. .hat is, we can improve our predictive ability by replacing intuitive opinions with a more systematic approach. Systematic study looks at relationships, attempting to attribute causes and effects, and basing conclusions on scientific evidence. .his helps to e/plain and predict behavior. 1)). 8ow have the fields of psychology and sociology contributed to our understanding of organizational behavior( (1age 1!$ 1sychology seeks to measure, e/plain, and change the behavior of humans. ontributions have been made by learning theorists, personality theorists, counseling psychologists, and industrial and organizational psychologists. ontributions have been made in learning, perception, personality, emotions, training, leadership effectiveness, motivation, 6ob satisfaction, decision"making processes, performance appraisals, attitude measurement, employee selection techniFues, work design, and 6ob stress. Sociology studies people in relation to their fellow human beings. .he greatest contributions by sociologists have been in the study of group behavior in organizations, group dynamics, design of work teams, organizational culture, formal organization theory, organizational structure, organizational technology, communications, power, and conflict. 1)*. 8ow does globalization affect a manager0s people skills( (1age 1)$ Clobalization affects a manager0s people skills in at least two ways. @irst, managers are increasingly likely to find themselves in a foreign assignment. <nce there, it will be necessary to manage a work force that is likely to be very different in needs, aspirations, and attitudes from the ones managed back home. Second, managers are going to find themselves working with bosses, peers, and other employees who were born and raised in different cultures. .o work effectively with these people, managers will need to understand their culture, how it has shaped them, and how to adapt the management style to their differences. 1)3. +/plain the term Aworkforce diversity.B (1age 1*$ %orkforce diversity means that organizations are becoming more heterogeneous in terms of gender, race, and ethnicity. >t also includes the physically disabled, gays and lesbians, and the elderly. 1)4. %hat is the difference between effectiveness and efficiency( (1age !*$

17

1roductivity implies a concern for both effectiveness and efficiency. , business firm is effective when it attains its sales or market share goals, but its productivity also depends on achieving those goals efficiently. 1opular measures of organizational efficiency include return on investment, profit per dollar of sales, and output per hour. 1)5. 'iscuss the D.S. labor shortage. (1age 14$ .he D.S. labor shortage is a function of two factors H birth rates and labor participation rates. .he problem becomes severe around !993, when the ma6or e/odus of =oomers from the workplace begins. Gew entrants to the workforce from foreign countries will not do much to correct the supply shortage. %hile women provided a new supply of talented and skilled workers, this source has now been tapped. .he combination of the smaller Cen"L population, the already high participation rate of women in the work force, and early retirements will lead to a significantly smaller future labor pool from which employers can hire. ME%IUM LE#'TH %I"CU""IO# &UE"TIO#" 1)7. =riefly discuss three of the challenges facing contemporary managers. (1ages 1)"13$ .hree challenges that managers are facing today are globalization, managing workforce diversity, and improving Fuality and productivity. <rganizations are no longer constrained by national borders. Clobalization affects a manager0s people skills in at least two ways. @irst, you are likely to find yourself in a foreign assignment managing people from different cultures. Second, you are likely to work with bosses, peers, and other employees who were born and raised in different cultures. <ne of the biggest challenges is adapting to people who are different. .his is workforce diversity. %hereas globalization focuses on differences between people from different countries, workforce diversity addresses differences among people within given countries. &ore managers are having to improve their organization0s productivity and the Fuality of the products and services they offer. .oward Fuality and productivity, they are implementing programs such as Fuality management ad process reengineering H programs that reFuire e/tensive employee involvement. 1*9. +/plain Fuality management and process reengineering. (1ages 13"14$ Euality management and process reengineering help improve Fuality and productivity in organizations. Euality management is driven by the constant attainment of customer satisfaction through the continuous improvement of all organizational processes. >t has implications for <= because it reFuires employees to rethink what they do and become more involved in workplace decisions. 1rocess reengineering asks managers to reconsider how work would be done and their organization structured if they were starting over. 1*1. %hat independent and dependent variables are usually identified for construction of an <= model( (1ages !#"!3$ 'ependent variables are the key factors that you want to e/plain or predict and that are affected by some other factor. Scholars have historically emphasized productivity, absenteeism, turnover, and !9

6ob satisfaction. .oday, organizational citizenship has been added to this list. .he independent variables are divided into individual"level, group"level, and organization systems level variables. .he individual"level variables include biographical characteristics, ability, values, attitudes, personality, emotions, perception, individual decision making, learning, and motivation. Croup" level variables include communication, leadership, power, and politics. <rganization systems level variables include structure, work processes, human resource policies, and practices. COMPREHE#"I(E E""!)" 1*!. 'iscuss &intzberg0s ten different roles. Croup them as being primarily concerned with interpersonal relationships, the transfer of information, and decision making. (+/h. 1"1; 1ages )"*$ &intzberg identified ten managerial roles. .he interpersonal roles include figurehead, leadership, and liaison roles. 1erforming ceremonial and symbolic duties is the figurehead role. .he leadership role includes hiring, training, motivating, and disciplining employees. .he liaison role involves contacting outsiders who provide the manager with information. .he information roles include monitor, disseminator, and spokesperson. ollecting information from organizations and institutions outside their own is the monitor role. .he disseminator role involves acting as a conduit to transmit information to organizational members. .he spokesperson role occurs when managers represent their organization to outsiders. 'ecisional roles include entrepreneur, disturbance handler, resource allocator, and negotiator. >n the entrepreneur role, managers initiate and oversee new pro6ects that will improve their organization0s performance. ,s disturbance handlers, managers take corrective action in response to unforeseen problems. ,s resource allocators, managers are responsible for allocating human, physical, and monetary resources. &anagers perform a negotiator role, in which they discuss issues and bargain with other units to gain advantages for their own unit. 1*#. <rganizational behavior is an applied behavioral science built upon contributions from a number of different disciplines. %hat are these disciplines and what are the contributions of each discipline( =e complete in your response and include five different behavioral science disciplines. (+/h. 1"#; 1ages 11"1!$ <rganizational behavior has been built upon the contributions of psychology, sociology, social psychology, anthropology, and political science. 1sychology has contributed to learning, perception, personality, emotions, training, leadership effectiveness, needs and motivational forces, 6ob satisfaction, decision"making processes, performance appraisals, attitude measurement, employee selection techniFues, work design, and 6ob stress. Sociology has contributed through the study of formal and comple/ organizations H including group dynamics, design of work teams, organizational culture, formal organization theory and structure, organizational technology, communications, power, and conflict. Social psychology has contributed in the areas of measuring, understanding, and changing attitudes; communication patterns; building trust; the ways in which group activities can satisfy needs; and group decision"making processes. ,nthropology has contributed to an understanding of organizational culture, organizational environments, and differences between national cultures. 1olitical science has contributed to an understanding of structuring of conflict, allocation of power, and how people manipulate power for individual self"interest. 1*). 8ow have the roles of managers and workers been blurred( (1ages !9"!1$ !1

.he roles of managers and workers have been blurred as the relationship between the two has been reshaped. &anagers are being called coaches, advisers, sponsors, or facilitators in some organizations. +mployees are now called associates. 'ecision making is being pushed down to the operating level, where workers are being given the freedom to make choices about schedules and procedures and to solve work"related problems. &anagers are going considerably further by allowing employees full control of their work. &ore self"managed teams are being used where workers operate largely without bosses and managers are empowering employees.

1**. %hat is an ethical dilemma( 8ow are organizations responding to these dilemmas( (1ages !1"!!$ ,n ethical dilemma is a situation in which employees are reFuired to define right and wrong conduct. 'ilemmas include whether to blow the whistle, whether they should follow orders with which they don0t personally agree, whether they should give an inflated performance evaluation to an employee whom they like, knowing that such an evaluation could save that employee0s 6ob, or whether they should allow themselves to play politics in the organization if it will help their career advancement. .hese ethical dilemmas result from the blurring of the line differentiating right from wrong. &anagers and their organizations are responding to this problem from a number of directions. .hey are writing and distributing codes of ethics to guide employees through ethical dilemmas. .hey are offering seminars, workshops, and training programs to try to improve ethical behaviors. .hey are also using in"house advisors to provide assistance and they are creating protection mechanisms for employees who reveal internal unethical practices. 1*3. 'efine turnover. %hy is it of concern to organizations( (1age !)$ .urnover is the voluntary and involuntary permanent withdrawal from an organization. , high turnover rate results in increased recruiting, selection, and training costs H which are Fuite significant. , high rate of turnover can also disrupt the efficient running of an organization when knowledgeable and e/perienced personnel leave and replacements must be found and prepared to assume positions of responsibility. 8owever, reasonable levels of employee"initiated turnover facilitate organization fle/ibility and employee independence, and they can lessen the need for management"initiated layoffs. Dnfortunately, turnover often involves the loss of people the organization doesn0t want to lose.

!!