Behavioural Science

Time: 1 hour

Total Marks: 100

1. The negative side of conflict includes all except:

a. Decision-making is slowed.
b. managers spend time bargaining
c. organizational effectiveness is improve d.
d. groups fail to arrive at consensus.
2. Which of the following describes the relationship between power and conflict?
a. Power and conflict are not related.
b. Groups can use their power to resolve conflicts in their favor.
c. If a group has power, other groups will not engage in conflict with it.
d. Power is the primary source of conflict.
3. Which of the following is not a source of power?
a. Conflict
b. Centrality
c. Nonsubstitutability
d. Control over uncertainty
4. Organizational power does not include:
a. the ability of one person to overcome resistance.
b. the ability to resolve conflict.
c. the ability to eliminate conflict.
d. the ability to achieve a desired result.
5.

Supervisors hold onto power by _____.

a. restricting information
b. empowering employees
c. decentralizing decision-making
d. sharing information

6. Legitimate power comes from which of the following sources?

a. Controlling the premises of decision-making
b. Control over information
c. Control over resources
d. Authority
7. A customer wants to return a shirt that is too small to a national retail store. The retail
manager will most likely make a:
a. programmed decision by following the companys refund policy.
b. nonprogrammed decision by following the companys refund policy.
c. programmed decision by using judgment to decide whether or not to
give a refund.
d. nonprogrammed decision by using judgment to decide whether or not to
give a refund.

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8. The rational model of decision-making assumes all of the following except:

a. managers operate in an uncertain environment.
b. managers can access all the information they need.
c. managers have the ability to evaluate all alternatives and select the best one.
d. managers agree about what an organizations most important goals are.
9. The rational model ignores all except _____.
a. ambiguity
b. uncertainty
c. chaos
d. certainty
10. Satisficing occurs when decision makers:
a. begin with a solution instead of a problem.
b. select a few alternatives that differ only slightly from the status quo.
c. select the first alternative that comes along.
d. select a good alternative instead of continuing to search for the optimal choice.
11. Which of the following would Peter Senge consider to be the most important level of
organizational learning?
a. Individual
b. Organizational
c. Team
d. Inter-organizational
12. Which of the following is not a cognitive bias?
a. Resonance
b. Projection
c. Frequency
d. Illusion of control
13. Developing a learning organization includes all except:
a. feeling attached to a job.
b. making programmed decisions.
c. developing a commitment to work.
d. developing a taste for risk-taking.

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14. Team learning is more important than individual learning because:

a. only minor decisions are made in groups.
b. most important decisions are made in groups.
c. groups are less effective.
d. top management makes strategic decisions.
15. Sam is a manager of a fast-food restaurant that serves only hamburgers and french fries.
He fails to realize changes in the environment, such as a trend toward health
consciousness. He continues to limit his menu to greasy burgers and states that customers
will return when the weather gets better. Which cognitive bias does Sam have?
a. Cognitive dissonance
b. Representativeness
c. Projection
d. Frequency
16. When managers have an illusion of control bias, they often:
a. centralize decision-making authority.
b. decentralize decision-making authority.
c. promote mutual adjustment.
d. implement a collateral structure.
17. A manager at an automobile plant had two suppliers that delivered defective parts. He or
she now thinks that all suppliers are unreliable. This is an example of which of the
following cognitive biases?
a. Escalation of commitment
b. Projection
c. Representativeness
d. Illusion of control
18. The cognitive bias that causes individuals to blame others for problems is _____.
a. representativeness
b. projection
c. cognitive dissonance
d. frequency
19. A cognitive bias that leads managers to remain committed to a losing course of action and
not admit mistakes is _____.
a. escalation of commitment
b. cognitive dissonance
c. projection
d. representativeness
20. All of the following can improve the quality of an organizations decision-making
except:
a. listening to dissenters.
b. engaging in groupthink.
c. maintaining a diverse top-management team.
d. devils advocacy.

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21. To improve organizational learning, top managers should:

a. listen to dissenters.
b. surround themselves with yes-men.
c. narrow the amount of information presented.
d. control the agenda.
22. The conformity that emerges when like-minded people reinforce the tendency to interpret
events and information in similar ways. This is called _____.
a. groupthink
b. devils advocacy
c. experimenting
d. rational decision-making
23. At 3M product managers submit ideas to a committee that challenges the size of the
market or the cost of manufacturing. This approach is called _____.
a. devils advocacy
b. dialectic inquiry
c. rational approach
d. unstructured approach
24. ____________ are people who have an interest or claim in an organization, in what it
does, and in how well it performs.
a. Stakeholders
b. Organizers
c. Technicians
d. Foreign officials
25. The process by which people filter out most stimuli so that they can deal with the more
important ones is referred to as:

a.
b.
c.
d.

interpretation
perceptual extraction
perceptual organization
perceptual selection

26. Among the following factors affecting perceptual selection, which one would tend to be
least influenced by individual differences:

a.
b.
c.
d.

learning
contrast
motivation
familiarity

27. Managers are sometimes able to pursue their own interests at the expense of other
stakeholders because managers:
a. have control over organizational resources.
b. own the organization.
c. have the ability to initiate a takeover.
d. are the most powerful outside stakeholders.

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28. A lady colleague has met with a motor accident while driving her own car. You have been
driven by this colleague a number of times, and you have found her driving to be safe and
cautious. Your boss first reaction is She mustve been driving like a madcap to have met
with the accident. Your boss is making what kind of an attribution in this case?
a. Situational attribution
b. Dispositional attribution
c. Both situational and dispositional
d. None of the above
29. The above is a typical example of which kind of attribution bias?
a. Fundamental Attribution Error
b. Actor-Observer effect
c. Both a and b
d. None of the above
Following is a list of task characteristics. For the following 10 questions, match only one of the
following ten task characteristics with each of the job descriptions.
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.

High Variety
Low Variety
High Identity
Low Identity
High Significance
Low significance
High Autonomy
Low autonomy
High feedback
Low feedback

30. A professor in an institute doing research, teaching courses, and an administrative potholder _____
31. An electronics factory worker who assembles a radio and then passes it on to the quality
inspection division for checking whether it works or not ___
32. An accountant in an institute who tallies accounts all day ___
33. An electronics factory worker who assembles a radio and then tests to see if it is working
properly ___
34. Nursing wounded soldiers in a military hospital ___
35. Cleaning the premises of a military hospital ___
36. A tailor who operates only on the hemming of dresses ___
37. A service advisor in a car workshop who schedules his/her cars for the day, attends to
them and decides on the best way to solve the cars problems ___
38. A dress designer who designs a dress, selects material to make the dress, stitches the
dress, and finishes it to perfection ___

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39. A service mechanic in a car workshop who changes engine oil, brake fluid, etc. according
to a highly specified procedure ___
Consider the case of Mimoh, who is the captain of the Ibiza cricket team. Mimoh has been
under fire of late, for poor performance. His captaincy is at stake. Mimoh wants to retain his
captaincy. However his recent blitz of product endorsements has made him both famous in
the country and infamous with the selectors. Advertising contracts for endorsing products
multiplies Mimohs income and he would like to continue doing that. Ad contracts bring in
more money and fame and requires less work to be done. Mimoh is not a hard-working
person. Therefore, ad contracts are more endearing to Mimoh (70% weightage) than
Captaincy Retention (50% weightage).
The selectors are breathing down Mimohs neck, and according to the grapevine, the odds are
seven in ten that he will lose his captaincy. Getting ad contracts are easier (odds are six in
ten).
However if he performs in an average manner, the odds for losing captaincy and getting ad
contracts are one in nine and two in ten respectively.
In the past one year, the Ibiza team has played ten ODI and ten Twenty20 matches. Mimoh
has performed very well in two ODIs and two Twenty20s. Four matches have seen Mimoh
perform very poorly. The rest were just about ok.
Use Expectancy theory of Motivation to determine how and whether Mimoh will perform at
an average/high level of performance. Answer the following questions accordingly.
40. Valence of Advertising Contracts for Mimoh is

a.
b.
c.
d.

5
7
6
3

41. Instrumentality that Mimohs average performance will lead to advertising contracts is

a.
b.
c.
d.

0.1
0.3
0.6
0.2

42. Valence of Captaincy Retention for Mimoh is

a.
b.
c.
d.

5
7
6
3

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43. Instrumentality that Mimohs high performance will lead to advertising contracts is

a.
b.
c.
d.

0.1
0.3
0.6
0.2

44. Instrumentality that Mimohs average performance will lead to Captaincy Retention is

a.
b.
c.
d.

0.1
0.3
0.6
0.2

45. Instrumentality that Mimohs high performance will lead to Captaincy Retention is

a.
b.
c.
d.

0.1
0.3
0.6
0.2

46. Expectancy for high Performance is

a.
b.
c.
d.

0.6
0.3
0.2
0.1

47. Expectancy for Average Performance is

a.
b.
c.
d.

0.6
0.3
0.2
0.1

48. Valence of High Performance for Mimoh is

a.
b.
c.
d.

1.2
6.3
5.7
1.9

49. Valence of Average Performance for Mimoh is:

a.
b.
c.
d.

1.2
6.3
5.7
1.9

50. Mimoh will be motivated to perform

a.
b.
c.
d.

High
Average
Neither high nor average
None of the above

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