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Q:
Stable, long-lasting beliefs about what is important in a variety of situations are:
A. called intellectual capital.
B. the foundations of the open systems anchor.
C. the main reason why virtual teams fail.
D. rarely studied in the field of organizational behavior.
E. called the values of the organization.
Q:
Employees, suppliers, and governments:
A. are organizational stakeholders.
B. are rarely considered in organizational behavior theories.
C. represent the three levels of analysis in organizational behavior.
D. are excluded from the open systems anchor.
E. are independent units in an organizational set up.
Q:
Which of the following statements is true about human capital in an organization?
A. Human capital helps the organization use opportunities more than realizing them.
B. Existence of human capital increases the threats in the external environment.
C. Human capital is non-substitutable though it is abundant.
D. Human capital is independent of the challenges of the external environment.
E. It is a key variable in the HPWP model of organizational effectiveness.
Q:
The perspective that effective organizations incorporate several workplace practices that leverage the potential of human capital is called the _____ perspective.
A. HPWP
B. learning
C. human capital
D. intellectual capital
E. open-systems
Q:
A computer maintenance company wants to 'capture' the knowledge that employees carry around in their heads by creating a database where employees document their solutions to unusual maintenance problems. This practice tries to:
A. transform intellectual capital into knowledge management.
B. transfer human capital into structural capital.
C. prevent relationship capital from interfering with human capital.
D. reduce the amount of human capital.
E. transfer structural capital into relationship capital.
Q:
The ability to recognize the value of new information, assimilate it, and use it for value-added activities is known as _____.
A. perception ability
B. realization capacity
C. observation skill
D. absorptive capacity
E. adaptive capacity
Q:
Twice every year, a major car parts manufacturer brings together the production and engineering specialists from its eight divisions to discuss ideas, solutions, and concerns. This helps to minimize the 'silos of knowledge' problem that exists in many organizations. This practice is primarily an example of:
A. grafting.
B. experimentation.
C. knowledge sharing.
D. documentation.
E. organizational unlearning.
Q:
Eastern University performs a daily computer search through newspaper articles to identify any articles about the university or its faculty members. University administrators use this information to receive feedback about how the public reacts to university activities. In knowledge management, searching for newspaper articles and other external writing about the organization is mainly a form of:
A. knowledge acquisition.
B. grafting.
C. organizational unlearning.
D. knowledge sharing.
E. documentation.
Q:
As part of the knowledge management process, experimentation is conducive to:
A. measuring intellectual capital.
B. knowledge acquisition.
C. increasing organizational memory.
D. knowledge sharing.
E. unlearning.
Q:
Which of the following is a form of knowledge acquisition?
A. Observation
B. Experimentation
C. Documentation
D. Internal communication
E. Group discussion
Q:
Which of the following typically results in a loss of intellectual capital?
A. The employees help the organization discover opportunities.
B. The employees protect the firm from threats in the external environment.
C. The company sells one of its divisions and its employees now work for the other organization.
D. The workers help in documentation of work procedures.
E. The company has a good physical layout of the production line.
Q:
Organizations retain intellectual capital by:
A. transferring employee capital into structural capital.
B. encouraging employees to take early retirement.
C. discouraging employees from communicating with each other.
D. reducing the level of documentation in organizations.
E. building strong human capital.
Q:
Intellectual capital refers to the:
A. total spending on training and development of employees.
B. total number of employees in the organization.
C. total cost of computers and other 'intelligent' machines in the organization.
D. stock of knowledge that resides in an organization.
E. cost of hiring a typical employee.
Q:
The _____ perspective, also called knowledge management, views knowledge as the main driver of competitive advantage.
A. open systems
B. organizational learning
C. stakeholder
D. systematic research
E. shared values
Q:
A firm has good associations with its customers, suppliers, and others who provide added mutual value for the firm. Name the form of intellectual capital that is possessed by the firm due to its good associations.
A. Structural capital
B. Intellectual capital
C. Human capital
D. Knowledge capital
E. Relationship capital
Q:
ACME Software Inc. has developed a training program to make employees more aware of how their job performance affects customers and other employees within the organization and to inform them of the changing market conditions. This training program relates most closely with which of the following concepts?
A. Contingency anchor
B. Grounded theory
C. Open systems
D. Virtual teams
E. Telecommuting
Q:
According to the open systems view of organizations, _____ is (are) an input for organizations.
A. incentive plans
B. products
C. financial resources
D. employee motivation
E. employee behavior
Q:
Which organizational behavior perspective discusses inputs, outputs, and feedback?
A. Organizational learning
B. Open systems
C. Multidisciplinary
D. Systematic research
E. Intellectual capital
Q:
The open systems anchor of organizational behavior states that:
A. organizations affect and are affected by their external environments.
B. organizations can operate efficiently by ignoring changes in the external environment.
C. people are the most important organizational input needed for effectiveness.
D. organizations should avoid internal conflicts to achieve efficiency.
E. organizations should be open to internal competition to be able to obtain a sustainable competitive advantage.
Q:
Organizational behavior views organizations as:
A. non-systems.
B. a single unitary subsystem.
C. open systems.
D. closed systems.
E. a system without interactions with the external environment.
Q:
Which of the following perspectives of organizational effectiveness argues that companies take their sustenance from the environment and, in turn, affect that environment through their outputs?
A. Stakeholder
B. Systematic research
C. High-performance work practice
D. Organizational learning
E. Open systems
Q:
Which of the following statements is true of organizational behavior knowledge?
A. It is relevant to everyone who works in organizations.
B. It should never be used to influence the behavior of other people.
C. It should be used by managers and senior executives alone.
D. It should not be used by subordinates to influence the behavior of their managers.
E. It is less significant when the level of interpersonal interaction is high.
Q:
Organizational behavior knowledge:
A. originates mainly from models developed in chemistry and other natural sciences.
B. accurately predicts how anyone will behave in any situation.
C. is more appropriate for people who work in computer science than in marketing.
D. helps us to understand, predict, and influence the behaviors of others in organizational settings.
E. is important only for the managers of an organization.
Q:
In the field of organizational behavior, organizations are described as:
A. entities which are considered a legal grouping of people and systems.
B. groups of people who work independently to achieve a collective goal.
C. social entities with a publicly stated set of formal goals.
D. groups of people with independent profit-centered motives and objectives.
E. groups of people who work interdependently towards some purpose.
Q:
Which of these statements is true about the field of organizational behavior?
A. It examines how individuals and teams in organizations relate to one another and to their counterparts in other organizations.
B. OB researchers systematically study various topics at a common level rather than at multiple levels.
C. Information technology has almost no effect on organizational behavior.
D. The field of organizational behavior relies exclusively on ideas generated within the field by organizational behavior scholars.
E. The origins of organizational behavior are traced mainly to the field of economics.
Q:
Which of the following statements is true about organizational behavior?
A. OB researchers systematically study various topics at a single level rather than at multiple levels.
B. It is concerned with the study of people who work independently.
C. It does not include the study of collective entities.
D. It is less effective in studying people who interact in highly organized fashion.
E. It includes team, individual, and organizational level analyses.
Q:
Most organizational events may be studied from all three levels of analysis: individual, team and organization.
Q:
The contingency anchor in organizational behavior suggests that we need to diagnose a situation to identify the most appropriate action under those specific circumstances.
Q:
Communications and information systems are two emerging fields from which organizational behavior is now acquiring knowledge.
Q:
Most organizational behavior theories have been developed by OB scholars rather than scholars from other disciplines.
Q:
All popular management concepts rely on hard evidence that proves they are valid.
Q:
The evidence-based management approach embraces scientific methods because they produce more valid theories to guide management decisions.
Q:
The systematic research anchor relies mainly on qualitative data and subjective procedures to test hypotheses.
Q:
The field of organizational behavior relies on qualitative rather than quantitative research to understand organizational phenomena.
Q:
Systematic research investigation produces evidence-based management which involves making decisions and taking actions based on this research evidence.
Q:
Telework is better suited to those who are seeking sufficient fulfilment of social needs elsewhere in their life.
Q:
According to research, although telecommuting significantly increases employee stress and reduces productivity and job satisfaction, it makes employees feel more empowered.
Q:
An organization's employees use information technology to perform their jobs away from the traditional physical workplace. This is an example of virtual work.
Q:
Germany, France, and the U.S.A. all have work-life balances below the global average.
Q:
Work/life balance refers to minimizing conflict between work and non-work demands.
Q:
Teams with diverse employees usually perform effectively in a shorter amount of time.
Q:
Workforce diversity potentially improves decision making and team performance on complex tasks.
Q:
Research indicates that Baby Boomers and Generation-X employees bring the same values and expectations to the workplace.
Q:
Employees who are born between 1946 and 1964 are referred to as Generation X employees.
Q:
Surface-level diversity is evident in a person's decisions, statements, and actions.
Q:
Deep-level diversity refers to the observable demographics such as age, gender and race.
Q:
Reduced job security and increased work intensification are partly caused by globalization.
Q:
Globalization offers numerous benefits to organizations in terms of larger markets, lower costs, and greater access to knowledge and innovation.
Q:
Globalization refers to economic, social, and cultural connectivity with people in other parts of the world.
Q:
Globalization may have both positive and negative implications for people working in organizations.
Q:
Corporate social responsibility has no effect on financial performance.
Q:
Everyone agrees that organizations need to cater to a wide variety of stakeholders.
Q:
Ethics refers to the study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad.
Q:
The stakeholder perspective also provides a strong case for ethics and corporate social responsibility.
Q:
Values are relatively stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations.
Q:
Values represent an individual's short-term beliefs about what will happen in the future.
Q:
Managing and satisfying the interests of stakeholders is not very challenging because stakeholders all have the same interests and goals.
Q:
Stakeholder relations are a static, fixed condition.
Q:
Labor unions are an example of a type of stakeholder in a company.
Q:
Stakeholders of an organization are shareholders, customers, suppliers, governments and any other groups with a vested interest in the organization.
Q:
High performance work practices build human capital, which improves performance as employees develop skills and knowledge to perform the work.
Q:
Working in a self-directed team reduces employee motivation because employees in such a team will support individualistic behaviors rather than team behaviors.
Q:
Employee involvement is a widely recognized high-performance work practice.
Q:
According to the organizational learning perspective, an effective organization not only learns but also unlearns certain routines and patterns of behavior.
Q:
One of the fastest ways to acquire knowledge is to hire individuals or purchase entire companies that have valued knowledge.
Q:
The knowledge, skills, and abilities of employees are examples of structural capital.
Q:
Intellectual capital includes, among other things, the knowledge captured in an organization's systems and structures.
Q:
Intellectual capital represents the stock of knowledge held by an organization.
Q:
Organizations that have high employee turnover will be better able to retain intellectual capital within the organization.
Q:
The organizational learning perspective is focused on physical resources that enter and are processed in the organization.
Q:
The open systems perspective emphasizes that organizations survive by adapting to changes in the external environment.
Q:
The best organizational practices are those built on the notion that organizations are closed systems.
Q:
According to the open systems perspective, most organizations have one working part rather than many sub-components.
Q:
Open systems cannot exist without dependence on an external environment, whereas closed systems can exist without dependence on an external environment.
Q:
The best yardstick of organizational effectiveness is a composite of four perspectives: open systems, organizational learning, high-performance work practices, and stakeholders.
Q:
The best indicator of a company's effectiveness is how well it achieves its stated objectives.
Q:
Organizational effectiveness is considered the "ultimate dependent variable" in organizational behavior.
Q:
A company's success is only mildly influenced by the quality of its CEO.
Q:
Investment portfolio studies suggest that specific OB characteristics are important "positive screens" for selecting companies with the best long-term share appreciation.
Q:
OB knowledge is beneficial not only to an individual, but also to an organization's financial health.