Chapter 1 What Is Organizational Behavior?
MULTIPLE CHOICE
Importance of Interpersonal Skills 1. Over the past two decades, business schools have added required courses on people skills to
many of their curricula. Why have they done this?
a. Managers no longer need technical skills in subjects such as economics and accounting to
succeed.
b. There is an increased emphasis in controlling employee behavior in the workplace. c. Managers need to understand human behavior if they are to be effective. d. These skills enable managers to effectively lead human resources departments. e. A manager with good people skills can help create a pleasant workplace. (c; Moderate; Interpersonal Skills; p. 4) {AACSB: Analytic Skills} 2. Which of the following is most likely to be a belief held by a successful manager? a. Technical knowledge is all that is needed for success. b. It is not essential to have sound interpersonal skills. c. Technical skills are necessary, but insufficient alone for success. d. Effectiveness is not impacted by human behavior. e. Technical skills do not influence efficiency.
(c; Easy; Interpersonal Skills; p. 5) {AACSB: Analytic Skills}
What Managers Do 3. Which of the following would not be considered an organization? a. a church b. a university c. a military unit d. all adults in a given community e. an elementary school
(d; Moderate; Organization; p. 6) {AACSB: Analytic Skills} 4. Which of the following is best defined as a consciously coordinated social unit, composed of two
or more people, which functions on a relatively continuous basis to achieve a common goal or set of goals?
a. party b. unit c. team d. community e. organization
(e; Easy; Organization; p. 6) 5. Which of the following is least likely to be considered a manager? a. an administrator in charge of fund-raising activities in a non-profit organization b. a lieutenant leading an infantry platoon c. a doctor who acts as head of the physiotherapy department at a public hospital d. the mayor of a large city e. an IT technician who enables communication between all of a company’s employees (e; Challenging; Managers; p. 6) {AACSB: Analytic Skills}
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6. Which of the following is not one of the four primary management functions? a. controlling b. planning c. staffing d. organizing e. leading
(c; Moderate; Management Functions; p. 6) {AACSB: Analytic Skills} 7. Which of a manager’s primary roles requires the manager to define an organization’s goals,
establish an overall strategy for achieving these goals and develop a comprehensive hierarchy of plans to integrate and coordinate activities?
a. controlling b. planning c. staffing d. coordinating e. leading
(b; Moderate; Management Functions; p. 6) {AACSB: Analytic Skills} 8. Determining how tasks are to be grouped is part of which management function? a. planning b. leading c. controlling d. organizing e. contemplating
(d; Easy; Management Functions; p. 6) {AACSB: Analytic Skills} 9. Mintzberg concluded that managers perform 10 different, highly interrelated roles. Which of the
following is one of the broad categories into which these roles could be grouped?
a. intrapersonal b. institutional c. decisional d. affective e. reflective
(c; Moderate; Management Roles; p. 7) {AACSB: Analytic Skills} 10. As a manager, one of Joe’s duties is to present awards to outstanding employees within his
department. Which Mintzberg managerial role is Joe acting in when he does this?
a. leadership role b. liaison role c. monitor role d. figurehead role e. spokesperson role
(d; Challenging; Interpersonal Roles; p. 7) {AACSB: Analytic Skills} 11. According to Mintzberg, one of management’s interpersonal roles is _____. a. spokesperson b. leader c. negotiator d. monitor e. devil’s advocate
(b; Moderate; Interpersonal Roles; p. 7) {AACSB: Analytic Skills}
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12.
According to Mintzberg, when a manager searches the organization and its environment for opportunities and initiates projects to bring about change, the manager is acting in which role?
a. negotiator b. entrepreneur c. monitor d. resource allocator e. reflective analyst
(b; Challenging; Decisional Roles; p. 7) {AACSB: Analytic Skills} 13. Robert Katz identified three essential skills that managers need to have in order to reach their
goals. What are these skills?
a. technical, decisional and interpersonal b. technical, human, and conceptual c. interpersonal, informational and decisional d. conceptual, communication and networking e. human, informational and communication
(b; Moderate; Management Skills; p. 8) {AACSB: Analytic Skills} 14. A manager is valued by her colleagues for her ability to perform effective break-even analysis on
upcoming ventures. In this case, her colleagues value her for competencies that fall within which of Katz’s essential management skills categories? a. technical
b. communication c. human d. conceptual e. education
(a; Moderate; Technical Skills; p. 8) {AACSB: Analytic Skills} 15. According to Katz, technical skills encompass the ability to _____. a. analyze and diagnose complex situations b. exchange information and control complex situations c. apply specialized knowledge or expertise d. initiate and oversee complex projects e. communicate effectively with others (c; Challenging; Technical Skills; p. 8) 16. Which one of the following would not be considered a human skill in Katz’s structure? a. decision making. b. communicating c. resolving conflicts d. working as part of a team e. listening to others
(a; Easy; Human Skills; p. 8) {AACSB: Analytic Skills} 17. According to Katz, when managers have the mental ability to analyze and diagnose complex
situations, they possess _____ skills. a. technical b. leadership
c. problem-solving d. conceptual e. reactive
(d; Moderate; Conceptual Skills; p. 8) {AACSB: Analytic Skills}
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18.
According to Fred Luthans and his associates, which of the following is considered a part of traditional management?
a. disciplining b. decision making c. exchanging routine information d. acquiring resources e. investing
(b; Moderate; Traditional Management; p. 8) {AACSB: Analytic Skills} 19. Which of Luthans’ managerial activities involves socializing, politicking, and interacting with
outsiders?
a. traditional management b. communicating
c. human resource management d. networking e. investing
(d; Easy; Networking; p. 9) 20. How does Luthans define a manager’s success? a. by the quantity and quality of their performance b. by the satisfaction and commitment of their employees c. by the rate and quantity of pay raises d. by the speed of their promotion e. by their scores on a 360-degree feedback analysis (d; Moderate; Successful Managerial Activities; p. 9) 21. According to Luthans’ research, successful managers spent more of their time on _____ than on
any other activity.
a. traditional management
b. human resource management c. networking d. communicating e. hiring and firing
(c; Moderate; Networking; p. 9) 22. What did a study of U.S. managers indicate about those managers who seek information from
colleagues and employees?
a. They are rapidly promoted. b. They are generally more popular. c. They are less efficient as leaders. d. They are generally given fewer promotions, raises and other rewards. e. They are generally more effective managers.
(e; Moderate; Effective Managerial Activities; p. 9) {AACSB: Communication}
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