组织行为学双语教学英语部分,练习题以及答案

为方便答题,所有判断题目答案附在chapter9后之后 Chapter 1 Introduction to Organizational Behavior True/False Questions 1. Organizational behavior is the study of human attitudes, behavior, and performance in organizations. 2. Organizational behavior is the study of values, goals and policies in an organization. 3. The study of organizational behavior focuses on organizations, groups and individuals. 4. Organizational behavior draws on many different business disciplines. 5. Contributions from psychology, sociology, economics and industrial engineering are applied in organizational behavior theory. 6. Practical experience is more relevant to the study of organizational behavior than research and theory. 7. Scientific management involves the study of work processes to make them more efficient. 8. Efficiency and quality can be improved by studying work processes. 9. Administrative management proposes that a manager’s job include the basic functions of planning, organizing, commanding, coordinating and controlling. 10. Organizations could reduce conflict by getting employees and managers focused on shared goals. Short Answer Questions 1. _____________ consists of the actions and interactions of individuals and groups in organizations. Answer: organizational behavior (OB) 2. A social entity that is goal directed and deliberately structured is known as a(n)_____________. Answer: organization 3. _____________ is a school of management that involves developing a standard method for performing each job, training workers, and offering wage incentives. Answer: scientific management 4. The _____________ school of management explores ways managers can influence productivity through human relations. Answer: human relations Essay Questions 1.Describe the various management schools of thought. Answer: ?Scientific management—developed a standard method for performing each job, trained workers in the standard, eliminated interruptions, and offered wage incentives. ?Administrative management—identified what structured would be most efficient in a given environment and advocated putting policies and procedures into writing. ?Human relations school—explored way managers could influence productivity by establishing positive relationships with employees. ?Management science—applies scientific method and mathematical models to management problems. ?Open systems—describes organizations as systems that interact with their environment, transforming inputs into outputs. ?Sustained competitive advantage—focuses on the means organizations can create to sustain an advantage over competitors. 2.Outline the assumptions about employees identified as Theory X and Theory Y. Answer: ?Theory X assumes workers dislike their work and must be coerced into doing it. ?Theory Y assumes that wor k is a natural part of employees’ lives and that employees will be industrious and creative if they are committed to their work. 3.Identify and discuss five core values of Total Quality Management. Answer: There are ten core values with descriptions offered in Exhibit 1.3, page 15. Use this table to guide your grading of the question. 4.Identify and discuss the four management functions. Which function is most important and why? Answer: Planning—defines goals and determines how to achieve them Organizing—assigns tasks, delegates responsibility, and allocates resources. Leading—use of influence to inspire and empower others to work toward the organizational goals. Controlling—measures performance to its objectives. The most important function is planning because it influences all the other functions in how each function is administrated. Chapter2 Individual Differences True/False Questions 1. Productivity, innovativeness, creativity, and other organizational outcomes are influenced by how employees behave. 2. People are an organization’s most valuable resource and are least likely to cause problems. 3. Individual differences do not influence whether a person will be able to successfully perform a job. 4. A psychological contract describes what an employer expects from the employee and what the employee will contribute based on these expectations. 5. A psychological contract outlines what an employee expects to contribute and what the organization will provide to the employee for these contributions. 6. Psychological contracts are negotiated and written down as terms of employment. 7. If an organization violates the psychological contract, employee satisfaction, trust and desire to stay with the organization goes down. 8. Psychological contracts in today’s wor k environment emphasize job security for the employee. 9. Psychological contracts in today’s work environment emphasize employee career management and development. 10. If an employee is struggling in a job, the manager should reshape the job. Short Answer Questions 1. __________________ are an organization’s most valuable resource. Answer: People Page: 89 2. __________________ are characteristics that vary from one person to another. Answer: Individual differences Page: 89 3. What an employee expects to contribute and what the organization will provide to the employee for their contributions is known as __________________. Answer: Psychological contract Page: 90 4. The extent to which a person’s ability and personality match the requirements of a job is called __________________. Answer: Person-job fit Page: 93 5. When __________________ is poor, jobs need to be restructured or employees need to be replaced. Answer: Person-job fit Page: 94 6. __________________ refers to the match betw een an individual’s personality, goals, and values and the organization culture. Answer: Person-organization fit Page: 94 Essay Questions 1. Explain cognitive ability and define its three specific dimensions. Answer: ?Cognitive ability refers to an i ndividual’s capacity to think and analyze information. Three dimensions are verbal comprehension, quantitative ability, reasoning ability. ?Verbal comprehension refers to a person’s capacity to understand and use written and spoken language. ?Quantitati ve ability refers to an individual’s speed and accuracy in solving math problems.?Reasoning ability refers to an individual’s capacity to solve different types of problems Level: 1 2.What are cognitive styles and explain the four dimensions of the Myers Briggs Type Indicator. Answer: ?Cognitive styles are different ways individuals perceive and process information. The four dimensions are ?Energy (Introversion vs. Extroversion) determines where individuals gain interpersonal strength and stimulation. Extroverts gain energy through others while introverts focus on personal thoughts and feelings. ?Information gathering relates to the action individuals take when making decisions. Sensing focus on facts and details and intuitive focus less on facts and more on the relationships between ideas. ?Decision making relates to how much consideration a person gives to others’ feelings. Thinking focus on being objective while feelings are considered how the decision impacts others. ?Life style relates to an individual’s tendency to be flexible and adaptive. Judging focus on goals and is less flexible while perceiving dislikes deadlines. 3. What is emotional intelligence and outline and discuss three of its components. Answer: ?Emotional intelligence is the ability to accurately perceive, evaluate, express, and regulate emotions and feelings. The five components are listed in exhibit 3.7, p. 102. Use the exhibit to assist with grading the five components. 4. Explain the learning process. Identify and explain one type of learning style and indicate the type of likely occupations those with this learning style might have. Answer: ?The learning process goes from a concrete experience to reflective observation to abstract conceptualization to active experimentation. The results of the experimentation generate new experiences and the cycle outlined above repeats itself. As for one learning style use exhibit 3.9, p. 105 to assist in grading the question. 5. What are instrumental and terminal values? How do values and attitudes relate? Answer: ?Instrumental values are beliefs about the types of behavior that are appropriate for reaching goals. ?Terminal values are beliefs about which outcomes are worth trying to achieve. ?Attitudes are considered to have three components: cognition, feelings, and behavior. The cognition component includes the beliefs and values of a person. Therefore, one’s attitude is usually grounded in one’s beli efs or values. Chapter 3 Perception and Attribution True/False Questions 1. The perception process begins with attention. 2. The organization stage of perception begins when a person pays attention to a stimulus and then begins to make sense of it. 3. A person who uses the closure mechanism for organizing stimuli might overhear one side of a phone conversation and is likely to imagine the overall content of the conversation. 4. When a person perceives sensory data in a continuous pattern, they are using the continuity mechanism for organizing stimuli. 5. A person who uses the continuity mechanism for organizing stimuli might overhear one side of a phone conversation and is likely to imagine the overall content of the conversation. 6. When a person perceives sensory data in a continuous pattern, they are using the closure mechanism for organizing stimuli. 7. When people organize stimuli, they often use frames of reference called schemas. 8. If managers review salaries and employee performance at the same time, employees perceive the two reviews as being in proximity. 9. When employees bring their own script to a given situation, it will reduce the possibility of misunderstandings. 10. A prototype is a schema that summarizes what we have learned about categories of people or objects. 11. A script is a schema that summarizes what we have learned about categories of people or objects. 12. In the interpretation stage of the perception process, the perceiver looks for explanations for stimuli. 13. Projection is an interpretive process where you assign your own thoughts and feelings to a person being perceived. 14. Attribution is an interpretive process where a person uses observations and inferences to explain people’s behavior. 15. Attribution is an interpretive process where you assign your own thoughts and feelings to a person being perceived. 16. Projection is an interpretive process where a person uses observations and inferences to explain people’s behavior. 17. In the retrieval stage of the perception process, a person recalls information about past events. 18. In the judgment stage of the perception process a person aggregates and weights information to arrive at an overall conclusion. 19. The interpretation stage is the final stage in the perception process. 20. All people follow the same stages of perception. Short Answer Questions 1. ____________________ is the process by which people notice and make sense of information from the environment. Answer: Perception 2. The stage in the perception process that involves noticing some of the information available and filtering out the rest is ____________________. Answer: Attention 3. The stage in the perception process that involves sorting information by using a frame of reference is ____________________. Answer: Organization 4. When people use the ____________________ mechanism for organizing stimuli, they tend to perceive incomplete data in a whole, complete form. Answer: Closure 5. When people perceive sensory data in a continuous pattern, they are using the ____________________ mechanism for organizing stimuli. Answer: Continuity 6. ____________________ is when stimuli are near each other and people perceive them as being related. Answer: Proximity 7. When stimuli are alike in some way people tend to group them. This mechanism for organizing stimuli is known as ____________________. Answer: Similarity 8. ____________________ is a mechanism for organizing stimuli where people tend to perceive the sensory data they are most attentive to as standing out against the background of other sensory data. Answer: Figure-ground 9. A cognitive structure in which related items of information are grouped together is known as ____________________. Answer: Schema 10. A ____________________ is a schema that describes a sequence of actions. Answer: Script 11. A ____________________ is a schema that summarizes what we have learned about categories of people or objects. Answer: Prototypes Chapter 4 Sources of Motivation True/False Questions 1. Content theories emphasize the needs that motivate people. 2. Basic needs create internal tension that will motivate positive behaviors to fulfill the needs. 3. Basic needs create internal tension that will motive behavior to fulfill the needs. 4. Intrinsic rewards are the personal satisfactions a person receives while performing a particular action. 5. Extrinsic rewards are given by another person as a result of the employee’s performing a particular action such as completion of a task. 6. Extrinsic rewards are the personal satisfactions a person receives while performing a particular action. 7. Intrinsic rewards are given by another person as a result of the employee’s performing a particular action such as completion of a task. 8. A manager might give an extrinsic reward by recommending promotion or pay increase for an employee who performs well. 9. When an employee feels a sense of accomplishment for completion of a task, they are receiving an intrinsic reward. 10. Scientific management is an example of the traditional approach to motivation. Short Answer Questions 1. ___________________ are motivation theories that emphasize the needs that motivate people. Answer: Content theories 2. ___________________ refers to the forces either within or external to a person that energize, direct, and maintain behavior. Answer: Motivation 3. ___________________ are the satisfactions a person receives while performing a particular action. Answer: Intrinsic rewards 4. ___________________ are given by another person as a result of the employee’s performing a particular action such as completion of a task. Answer: Extrinsic rewards 5. The ___________________ to motivation emphasizes increasing the efficiency of an employee’s job and providing economic rewards for high performance. Answer: Traditional approach 6. The ___________________ to motivation emphasizes that noneconomic rewards are more important than money as a motivator of work behavior. Answer: Human relations approach 7. The ___________________ to motivation suggests that employees are complex and motivated by many factors. Answer: Human resources approach 8. ___________________ are a contemporary approach to motivation and stress the analysis of underlying human needs. Answer: Content theories 9. A motivation theory that proposes that humans are motivated by multiple needs and that these needs vary in importance is the ___________________. Answer: Hierarchy of needs 10. ___________________ needs are the most basic human needs including food water and sex. Answer: Physiological Essay Questions 1. Identify and explain the four foundations of motivation. Answer: ?Traditional approach—emphasizes external factors on motivation where people work for the money; also known as the economic man. ?Human relations approach—emphasizes the noneconomic rewards over money; the idea of the social man. ?Human resource approach—combines the economic and social man and views the person as a whole. ?Contemporary approach—focus is on the three different theories of motivation: content (satisfy underlying needs), process (thought processes that influence behavior) and reinforcement theories. 2. Describe Maslow’s hierarchy of needs and the ERG theory. How are these two theories similar and how are they different? Answer: ?Maslow has five needs that motivate individuals. Those five in order of lowest to highest are: physiological, safety, social, esteem, and self-actualization. ?ERG has three categories: existence, relatedness, growth. ?Maslow and ERG are similar in that an unsatisfied need motivates, existence is the combination of physiological and safety and growth are the combination of esteem and self-actualization. ?Maslow and ERG differ in that with Maslow the movement on the hierarchy is more rigid than the ERG. 3. What is the acquired needs theory? Which need appears to predict entrepreneurs? Answer: ?Acquired needs theory proposes that certain types of needs are acquired during an in dividual’s lifetime. As with all content theories, an unsatisfied need motivates. ?Need for achievement—the desire to accomplish something difficult, attain a high standard of success, master complex tasks, and surpass others. ?Need for affiliation—the desire to form close personal relationships. ?Need for power—the desire to influence or control others. ?High need for achievement appears to predict entrepreneurs. 4. What is the two-factor theory? How does it differ from Maslow’s hierarchy of needs? Answer: ?The work characteristics associated with dissatisfaction (hygiene factors) are very different from those pertaining to satisfaction (motivators). In other words, once hygiene factors are no longer a source of dissatisfaction, the employee is still not motivated. To motivate, motivators must be added once the employee is neither dissatisfied nor satisfied. ?Hygiene factors are job context factors like working conditions, pay, company policies, and coworkers. ?Motivators are job content factors like challenging work, recognition, and responsibility. ?The difference between Maslow and two-factor is the state where an employee is neither dissatisfied nor satisfied. 5. Identify and explain the four job design approaches. Which approach provides the opportunity for higher job satisfaction? Answer: The four approaches are motivational, mechanistic, biological, and perceptual-motor. Use exhibit 5.6 page 177 to assist in grading ?Motivational—use job characteristics model indicating where jobs are design to increase the quality of employees’ work experience (satisfaction) and productivity. ?Mechanistic—a job-design approach that emphasizes the simplest way to perform a job to maximize efficient (assembly line). ?Biological—job-design that f ocus on individuals’ physical capabilities and limitations (ergonomics). ?Perceptual-motor—focuses on the individual’s mental capabilities and limitations where the job does not exceed humans’ mental capabilities. Like air traffic controllers. ?Motivational provides the opportunity for higher job satisfaction. Chapter 5 Motivation Processes True/False Questions 1. Process theories explain how employees are motivated. 2. Content theories explain what motivates employees. 3. Content theories explain how employees are motivated. 4. Process theories explain what motivates employees. 5. According to the equity theory, employees will be satisfied if they perceive their rewards as equal to what others receive for similar contributions. 6. Inequity can be perceived both through overpayment and underpayment in comparison with others. 7. The only methods for reducing perceived inequity are changing inputs and/or changing outcomes. 8. Employee theft is an example of employee response to perceived unfair procedural justice. 9. Expectancy theory is concerned with identifying types of needs. 10. Expectancy theory is concerned with understanding the thinking process that individuals use to achieve rewards. Essay Questions 1. What is equity theory? Explain four common methods for reducing perceived inequity. Answer: A process theory that focuses on the individual’s perception of how they were treated in comparison to others. The four common methods are ?Change inputs—increase or decrease effort ?Change outcomes—request more based on what others receive ?Distort perceptions—of the input-output ratio ?Leave the job 2. What is the expectancy theory? Explain the three major elements of the expectancy theory. Answer: A process theory that depends on individual’s e xpectations about the ability to perform tasks and receive desired rewards. The major elements are the effort to performance, performance to outcome, and valence. Effort to performance is a judgment as to whether putting effort into a given task will lead to high performance. Performance to outcome involves whether successful performance of a task will lead to the desired outcomes. Valence is the value of the reward to the individual. If the individual doesn’t believe any of three will happen, the resu lt is low motivation. 3. Identify and explain the four types of reinforcement. Answer: the four types of reinforcement are: ?Positive reinforcement—provide something of value increases likelihood that the behavior is repeated. ?Avoidance learning (negative)—person avoids something unpleasant which increase odd that the behavior will be repeated. ?Punishment—imposition of something unpleasant on an outcome therefore decreasing the odds of that behavior being repeated. ?Extinction—withdraw of positive reinforcement which decreases the odds of that behavior appearing again. 4. Identify and explain four characteristics of effective goals? Answer: Utilize exhibit 6.6 p. 206 to assist in your grading. The following six characteristics are listed: are specific and measurable, are accepted and endorsed, are linked to rewards, relate to a defined time period, are challenging and realistic, and are focused on key result areas. 5. Identify and explain the five items along the continuum of empowerment and provide an example for each item. Answer: Utilize exhibit 6.12 p. 218 to assist your grading. The five items along the continuum with an example of each are: ?Have no decision discretion (staff meetings). ?Give input (suggestion box). ?Participate in decisions (quality circles). ?Make decisions (task force). ?Are responsible for decision process and strategy (self-management). Chapter 7 The Structure and Behavior of Groups True/False Questions 1. Passive membership in an organization such as the American Automobile Association is an example of an organizational behavior group. 2. Groups have the potential to meet their individuals’ social needs. 3. The reasons for establishing a group influence the form the group takes. 4. Departments, teams, and divisions are examples of a formal group. 5. One person in a group can have success independently of the contributions of the other group members. 6. A committee established to define disaster plans in the event of an emergency is an example of a task group. 7. Informal groups have no influence on achievement of organizational objectives. 8. The phrase ―keeping up with the Jones’s‖ describes a reference group. 9. Group development occurs in stages of specific intensity or length. 10. The first stage in group development is the forming stage. Essay Questions 1. Identify and discuss the stages of group development. Answer: There are five stages of group development. ?Forming—group begins and there is a level of uncertainty ?Storming—conflict over direction ?Norming—conflict resolution and generation of team spirit ?Performing –collaboration and goal achievement ?Adjourning—end of group 2. What are task and maintenance roles and what value do they have for a group. Provide two example of each in your discussion. Answer: task roles allow the group to define and pursue a group objective. Maintenance roles involve building and sustaining positive relationships among group members. For a group to be effective, members in the group must play both task and maintenance roles. See page 241, exhibit 7.4 to assist in grading the examples of each role. 3. Identify four factors that influence group performance. Be sure to offer a complete explanation about each factor. Answer: There are seven factors that influence group performance. Use exhibit 7.9 page 252 to assist in grading of this question. In general the seven factors are: a. Size b. Composition c. Resources d. Tasks e. Norms f. Cohesiveness g. Rewards 4. What is social loafing and how might it be controlled? Answer: social loafing is the tendency of group members to reduce their efforts as the size of the group increases. Ways to control it are (1) keep groups small so members can be held accountable for the behavior, and (2) measure individual as well as group output. 5. Discuss the influence norms and cohesiveness has on group performance. Answer: there are two types of performance norms: high and low. High performance norms means the group favors quality work and output in relationship to the organization. Low performance norms means the group is more interested in satisfying their needs over the needs of the organization. High cohesiveness is how much desire members have to remain part of the group. Chapter 9 Leadership in Organizations True/False Questions 1. Leadership is multidirectional and noncoercive. 2. The people involved in a leadership relationship want changes and the leader dictates these changes. 3. The same qualities that make an effective leader make an effective follower. 4. All good leaders are managers. 5. A major difference between a leader and a manager is their sources of power. 6. The power of a leader comes from the formal authority granted within the organization structure. 7. The power of a manager comes from the formal authority granted within the organization structure. 8. The power of a manager comes from personal sources that are not invested in the organization. Multiple Choice Questions 1. The scientific study of leadership a. began early in the 19th century. b. recently began with researchers studying the success of Phil Jackson in the NBA. c. is fairly recent, beginning in the early 21st century. d. is fairly recent, beginning in the early 20th century. Answer: d Level: 1 2. Leadership is a. a person who thinks independently, is capable of self-management, and plays an active role in the organization. b. the distinguishing personal characteristics of a leader, such as intelligence, self-confidence, and appearance. c. an influence relationship among leaders and followers who intend real changes that reflect their shared purposes. d. a leader who tends to centralize authority and rely on formal position, use rewards, and coercion to influence subordinates. e. a leader who delegates authority to other s, encourage participation, relies on subordinates’ knowledge for completion of tasks, and depends on subordinate appreciation and respect for influence. Answer: c Level: 1 3. An influence relationship among leaders and followers who intend real changes that reflect their shared purposes is known as a. the LPC scale. b. vision. c. consideration. d. leadership. e. the attribution theory of leadership. Answer: d Level: 1 4. An important aspect of leadership is that a. leaders are leaders and followers are followers, they are never the same person. b. leaders are somehow different, they are above others. c. leadership only emerges from the top of the organization. d. leaders and followers may sometimes be the same people, playing different roles at different times. e. only men make great leaders. Answer: d Level: 1 5. Leadership is a. something that is done to followers. b. where superiors influence subordinates but are not influence by subordinates. c. where the relationship among people is passive. d. where people involved in a leadership relationship want substantive changes. Answer: d 6. One way of looking at leaders and managers is a. managers promote stability, leaders promote change. b. managers promote change, leaders promote stability. c. leaders promote both stability and change. d. neither managers nor leaders are involved with chang e. Answer: a Level: 1 5 7. Good management helps organizations achieve short-term results and meet the expectations of various stakeholders. Answer: True Level: 2 5 8. Effective leadership results in successful organizational change. Answer: True Level: 1 5 Essay Questions 1. Is there a difference between leaders and managers? If so, explain why and offer three examples of the different qualities each have. Answer: The text notes a difference between leaders and managers. A major difference centers on their source of power. Leaders gain power through their personal sources while managers are given power by the organization. Also, leaders usually promote change while manager promote the status quo. Exhibit 11.1 page 380 identifies many qualities of each. Use the exhibit to assist in grading the examples. 2. What is the behavioral theory of leadership? Identify and explain one theory that is related to the behavioral theory of leadership. Answer: The behavioral theory of leadership suggests it is the behavior of the leader that determines leadership effectiveness. There are three theories: Ohio State, Michigan, and Leadership Grid. Ohio State notes two behaviors: consideration (focus on the employee) and initiating structure (focus on the task). Michigan notes two behaviors: employee-centered and job-centered. Leadership Grid has concern for production and concern for people. 3. What are the contingency approaches to leadership? Answer: Contingency approaches note the relationship between leader styles and specific organizational situations. ?Fielder noted there are two leadership styles: task- and relationship- oriented that are efficient depending on three situational variables: leader-member relations, task structure, and position power. ?Hersey and Blanchard had four leadership behaviors: telling, selling, participating, and delegating with one situational variable: follower readiness. ?Path-goal identified four leadership behaviors: supportive, directive, achievement-oriented, and participative and two situational variables: personal characteristics of the group members and the work environment. 4. What are the four areas where transformational leadership differs from transactional leadership? Answer: Transformational leadership differs from transactional leadership in four significant areas: a. Transformational leadership develops followers into leaders. b. Transformational leadership elevates the concerns of followers from lower level physical needs to higher level psychological needs. c. Transformational leadership inspires followers to go beyond their own self-interests for the good of the group. d. Transformational leadership paints a vision of a desired future state and communicates it in a way that makes the pain of change worth the effort. 5. What are five changes leaders can make to develop a foundation for effective leadership? Answer: Five changes leaders can make to develop a foundation for effective team leadership are: ?Learn to relax and admit your ignorance ?Take care of team members ?Communicate ?Learn to truly share power ?Recognize the importance of shared values and commitment 1.TFTTT FTTTT 2.TFFFT FTFTT 3.TTTTF FTTFT FTTTF FTTFT 4.TFTTT FFTTT 5.TTFFT TFTFT 7.FTTTF TFTFT 9.TFTFT FTF