MIDTERM EXAMINATION

Spring 2010
MGT502- Organizational Behaio!r "Se##ion - 5$
Re% No& 1'(51)*
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Mar,#& '-
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St!.entID& M/0*0'0*51*
/enter& O01ST
E2a+Date& (3-32010 12&00&00 AM
4or Tea5her6# 7#e Onl8
9 No: 1 2 ; ' 5 ( - ) Total
Mar,#
9 No: * 10 11 12 1; 1' 15 1(
Mar,#
9 No: 1- 1) 1* 20 21 22 2; 2'
Mar,#
9 No: 25 2( 2- 2) 2* ;0 ;1 ;2
Mar,#
9 No: ;; ;' ;5 ;( ;-
Mar,#

9!e#tion No& 1 " Mar,#& 1 $ - 0lea#e 5hoo#e one

The four main management functions include all of the following EX/E0T&
Planning
Organizing
Staffing
Controlling

9!e#tion No& 2 " Mar,#& 1 $ - 0lea#e 5hoo#e one

The ability to work with, understand, and motivate other people, both individually and in
groups, describes which one of the following skills
Technical skills
!uman skills
Conceptual skills
Organizing skills

9!e#tion No& ; " Mar,#& 1 $ - 0lea#e 5hoo#e one

"lobalization and culture for organizations can be#
Challenge
Threat
Strength
$ll of the given options

9!e#tion No& ' " Mar,#& 1 $ - 0lea#e 5hoo#e one

%r& !ussain is a salesperson& !e remembers the names of his customers easily because he
is able to retain and recall past e'perience& !e is able in which of the following
dimensions of intellectual ability
%emory
(umber $ptitude
)eductive *easoning
Perceptual speed

9!e#tion No& 5 " Mar,#& 1 $ - 0lea#e 5hoo#e one

*abia is working in a software house& She is a very hard working, motivated to achieve
organizational goals and due to her attachment with the organization she wishes to
continue her +ob with the same organization& !er behavior is showing#
,ob involvement
,ob satisfaction
,ob commitment
,ob enrichment

9!e#tion No& ( " Mar,#& 1 $ - 0lea#e 5hoo#e one

$ll of the following are attitudes associated with +ob satisfaction -.C-PT#
The work itself
Promotion opportunities
Supervision
(egligence

9!e#tion No& - " Mar,#& 1 $ - 0lea#e 5hoo#e one

*elevant personal characteristics affecting perception of the perceiver are#
$ttitudes
/nterests
Past e'periences
$ll of the given options

9!e#tion No& ) " Mar,#& 1 $ - 0lea#e 5hoo#e one

0hich is NOT one of the steps in the rational decision1making model
)efining the problem
/dentifying the decision criteria
Computing the decision alternatives
*ating the alternatives

9!e#tion No& * " Mar,#& 1 $ - 0lea#e 5hoo#e one

$ccording to attribution theory, which of the following is an e'ample of
e'ternally caused behavior
$n employee is late because of a flat tire&
$n employee was promoted because of his abilities
$n employee was fired because he slept on the +ob&
$n employee was promoted because he was hard working&

9!e#tion No& 10 " Mar,#& 1 $ - 0lea#e 5hoo#e one

$ccording to %aslow, when does a need stop motivating
0hen it is substantially satisfied
/t never stops motivating
0hen one returns to a lower level need
0hen one chooses to move to a higher level need

9!e#tion No& 11 " Mar,#& 1 $ - 0lea#e 5hoo#e one

0ho developed -*" theory
%cclelland
%aslow
$lderfer
Ouchi

9!e#tion No& 12 " Mar,#& 1 $ - 0lea#e 5hoo#e one

0hat continuum in the two1factor theory is made up of the hygiene factors
(o dissatisfaction to dissatisfaction
(o dissatisfaction to satisfaction
Satisfaction to no satisfaction
Satisfaction to dissatisfaction

9!e#tion No& 1; " Mar,#& 1 $ - 0lea#e 5hoo#e one

2eyond redesigning the nature of the work itself, and involving employees in decisions,
another approach to making the work environment more motivating is to alter work
arrangements& 0hich of the following is designed to give an employee greater control of
their schedule
3le'time
,ob sharing
,ob rotation
Telecommuting

9!e#tion No& 1' " Mar,#& 1 $ - 0lea#e 5hoo#e one

The main difference between a leader and a manager is#
%anagers seek change and leaders don4t
5eaders are thought of as better people because they don4t punish
5eaders are advocates for change, and managers for the status 6uo
%anagers are concerned with people, and leaders with events

9!e#tion No& 15 " Mar,#& 1 $ - 0lea#e 5hoo#e one

0hich of the following are members of an organization with authority to influence other
members to achieve organizational goals
3ormal leaders
/nformal leaders
%anagers
3ollowers

9!e#tion No& 1( " Mar,#& 1 $ - 0lea#e 5hoo#e one

0hich of the following leadership styles e'plored by 7urt 5ewin
$utocratic, democratic and laissez1faire
Production oriented and employee oriented
/nitiating structure and consideration
*ational, task oriented and e'pressive

9!e#tion No& 1- " Mar,#& 1 $ - 0lea#e 5hoo#e one

0hich of the following leadership style gave the group members complete freedom
$utocratic
)emocratic
5aissez1faire
Consideration

9!e#tion No& 1) " Mar,#& 1 $ - 0lea#e 5hoo#e one

0hich of the following process is followed by a receiver when he8she translates a
sender9s message
-ncoding
)ecoding
3eedback
*ecoding

9!e#tion No& 1* " Mar,#& 1 $ - 0lea#e 5hoo#e one

%emos, letters, e1mail, fa' transmissions, and organizational periodicals represent
e'amples of#
/nformal communication channels
3ormal communication channels
0ritten communication
(on verbal communication

9!e#tion No& 20 " Mar,#& 1 $ - 0lea#e 5hoo#e one

%essages conveyed through body movements and facial e'pressions are called#
(on1verbals
Physical characteristics
Semantics
-'citement

9!e#tion No& 21 " Mar,#& 1 $ - 0lea#e 5hoo#e one

0hich of the following types of networks is most likely to promote accuracy
Chain
)irect
!orizontal
$ll1channel

9!e#tion No& 22 " Mar,#& 1 $ - 0lea#e 5hoo#e one

The 2ig 3ive model is related to ::::::::&
Perception
Personality
-'perience
Culture

9!e#tion No& 2; " Mar,#& 1 $ - 0lea#e 5hoo#e one

The degree to which an individual believes that performing at a particular level will
generate a desired outcome is defined by e'pectancy theory as what kind of relationship
Performance1reward
-ffort1performance
*eward1personal goal
-ffort1satisfaction

9!e#tion No& 2' " Mar,#& 1 $ - 0lea#e 5hoo#e one

0hich of the following is right about the encoding step in the communication process
/t is not necessary for verbal communication
/t is difficult for recevier to understand
/t involves converting the idea into message
/t follows the transmission of the message to receiver

9!e#tion No& 25 " Mar,#& 1 $ - 0lea#e 5hoo#e one

$ll of the following are the inputs an organization receive from its environment,
-.C-PT
*aw %aterials
People
Product 8 Services
/nformation

9!e#tion No& 2( " Mar,#& 1 $ - 0lea#e 5hoo#e one

%r& ;sman is procurement manager in a manufacturing corporation& !e always manages
to purchase low cost and high 6uality raw material from the suppliers by using his strong
negotiation skills& 0hich of the following approach he is practicing to gain organizational
effectiveness
The internal system approach
The e'ternal resource approach
The organizational process approach
Technical approach

9!e#tion No& 2- " Mar,#& 1 $ - 0lea#e 5hoo#e one

0eight1lifting, pull1ups and leg lifts are the e'amples of which of the following abilities
-motional /ntelligence
%ental $bility
Physical $bility
%emory $bility

9!e#tion No& 2) " Mar,#& 1 $ - 0lea#e 5hoo#e one

C-O of a computer manufacturing organization rewards his employees with computers,
vacations or bonuses for meeting personal or organizational goal& !e is practicing which
of the following method of shaping behavior
Positive reinforcement
(egative reinforcement
Punishment
-'tinction

9!e#tion No& 2* " Mar,#& 1 $ - 0lea#e 5hoo#e one

Persons having an internal locus of control#
2elieve that fate affects their circumstances
$ccept others controlling them
Take responsibility for situation and the conse6uences of their behavior
Can easily succumb to social and peer pressure

9!e#tion No& ;0 " Mar,#& 1 $ - 0lea#e 5hoo#e one

-thical behavior is influenced by which of the following two ma+or factors
*eligion and value system
Terminal and instrumental values
-thical reasoning and intelligence
/ndividual influences and organizational influences

9!e#tion No& ;1 " Mar,#& 1 $ - 0lea#e 5hoo#e one

$n employee who has the :::::: like </ hate my +ob= is not likely to e'hibit much
enthusiasm and commitment to work&
>alues
2ehavior
$ttitude
Personality

9!e#tion No& ;2 " Mar,#& 1 $ - 0lea#e 5hoo#e one

%r& $li is working as a media manager in an advertising agency& !e always encourages
his coworkers to speak up in meetings and make himself available to them to discuss
personal or professional problems& !e also participates in the orientation of new
employees although it is not re6uired& 0hich of the following behavior is e'hibited by
$li
,ob performance
,ob involvement
Organizational Citizenship
,ob satisfaction

9!e#tion No& ;; " Mar,#& 1 $ - 0lea#e 5hoo#e one

Categorizing or labeling people on the basis of a single attribute is called#
$ttribution
Pre+udice
Stereotyping
Selective perception

9!e#tion No& ;' " Mar,#& 1 $ - 0lea#e 5hoo#e one

$li is a creative person who likes challenging assignments and tasks and always provides
opportunities to grow to other people& !e is at which of the following needs of %arlow4s
hierarchy
Self esteem
Social
Safety
Self1actualization

9!e#tion No& ;5 " Mar,#& ; $

)iscuss strategies an organization might use to turn individuals into team players&

9!e#tion No& ;( " Mar,#& 5 $

$ decision making style is the combination of an individual9s perception and his response
to certain information& -'plain different decision making styles e'hibited by managers&

9!e#tion No& ;- " Mar,#& 5 $

/t is argued that by performing task oriented role a person can keep the group on track,
while relations1 oriented role keep the group together )o you agree with this statement
or not& )iscuss