Executive MBA Organisational Behaviour — practice questions
110 free MCQs with worked solutions. Tap any question for the answer + explanation, or practice them all in the app.
Practice Executive MBA Organisational Behaviour in the app →A bakery splits one worker's job into kneading, baking and packing, each done by a different person. This is:A firm groups its jobs and employees into marketing, finance and production units. This grouping is called:A hospital organises itself into pediatrics, cardiology and orthopedics units. That is departmentalisation by:An oil company builds units for drilling, refining and distribution, following how the work flows. This is by:A bank has separate arms for retail consumers, asset management and corporate clients. This is by:A firm sets up US and Canadian marketing, European marketing and Latin American marketing. This is by:A small entrepreneurial firm runs on direct authority flowing straight from the top down, with no advisers. ThAs the firm grows, it adds legal counsel and public relations advisers alongside production and sales. It now Legal counselling, managerial consulting and human resource management are examples of:An engineer reports both to her functional head and to a project manager. Her firm uses a:The matrix structure is sometimes also called the:In one pharmaceutical firm, authority is held by a group reporting to the board rather than by one person. ThiThe line of authority showing who reports to whom, traceable from the CEO downward, is the:Handing part of one's authority to a subordinate, making that person accountable, is:The number of employees a manager can effectively supervise is called the:Work at a firm becomes far more complex. The span of control should therefore become:A manager's workers are highly skilled and strongly motivated. The span of control can be:Top management makes almost every key decision with little input from below. This firm shows:A tightly centralised firm gains tight financial control, but risks:A retailer pushes decision-making authority down to store managers. This is:A firm with high job specialisation, rigid departments and tight control is described as:A firm with low job specialisation, loose departments and flexible roles is described as:A store manager orders raw material every week using the same well-known criteria. This is a:A manager weighs whether to adopt a brand new technology with many unknowns. This is a:Mental shortcuts managers use to reach routine decisions quickly are called:Programmed decisions are also described as:Nonprogrammed decisions are also described as:The systematic decision-making process described has how many steps?The first step in that systematic process is to:After generating alternatives, the next step is to:The final step in that process is to:The idea that we cannot be fully rational because we cannot grasp all alternatives is:Choosing the first acceptable solution rather than hunting for the best one is:Paying more attention to information that supports what we already believe is:Time pressure in decision-making tends to push managers toward:Managers with more experience are better at decisions mainly because experience helps them:Only generating two options before choosing risks:Group members staying silent about concerns just to keep the peace is called:One group member deliberately taking the role of critic is playing the:The main advantage of involving a group in a decision is that it brings:A risk in group decisions is that one powerful member may:For routine decisions, the rules and criteria can be:A retail manager who always adds 30 percent staff for a big sale is using a:Deciding how many raw materials to order, given stock and expected production, is best treated as:The more two groups must work together to finish a job, the greater their:In the accepted model, conflict begins when a party feels:At the second stage, parties try to understand the problem and what they want. This stage is:The third stage of that model, where parties act out their chosen mode, is:Conflict that harms the organisation and must be dealt with is described as:Managers dealing with harmful conflict can act to prevent it or to:Where harmful conflict already exists, managers may try to change employee attitudes or their:The choice of a conflict resolution mode depends greatly on the situation and the party's:Bargaining in which one side's gain is directly the other's loss is called:A buyer paying less for a house while the seller receives less illustrates:Bargaining where the amount of resources to be divided can grow is called:Under distributive bargaining, the payoff structure is described as:Negotiations are described as having how many stages?In the first negotiation stage, participants focus on:The second stage of negotiation involves the exchange of:The third stage of negotiation involves efforts to:The final stage of any negotiation is the:The method from Getting to Yes that seeks an objective standard is called:A manager who gives in fully to the other side's concerns is using which mode?A manager who pursues her own concerns at the other party's expense is:A resolution where both sides give up something to meet in the middle is:A mode that seeks a solution fully satisfying both sides' concerns is:People who take charge of or guide the activities of others are called:The university whose researchers, led by Ralph Stogdill, identified two leader behaviours was:The relationship-oriented behaviour those researchers identified is called:The task-oriented behaviour they identified is called:Leaders once believed they had to choose one behaviour or the other, but the studies showed both can be:The other university that studied leader behaviours at the same time was:Behaviours devoted to supervisory functions such as planning and scheduling are described as:The pair who developed a grid for classifying leadership styles were:The contingency model of leadership was set out by:In that model, leaders are asked to describe their:Leaders scoring high on that measure are described as:Leaders scoring low on that measure are effective mainly in situations that are:The degree to which leaders have control and influence over outcomes is called situational:Leaders with mid-range scores on that measure are described as effective across:The theory saying an effective leader gives members a path to a valued goal is the:Under that theory, the leader's first challenge is to analyse the situation and identify the appropriate:The second challenge under that theory is that leaders must be flexible enough to use:Leaders who follow the idea that what is not broken should not be fixed are described as:Such leaders work mainly by providing followers with:Leaders who influence others through attraction to their dreams of the future are called:As people, transformational leaders are described as extroverted, agreeable and:Transformational leadership is described as positively related to follower satisfaction, performance and:The field that specialises in managing change, drawing on social science, is:The framework built on efficiency through structure, developed by Max Weber, is the:Organising people into subunits according to their expertise is called:The way people report to one another to coordinate their efforts is called:The breadth of the systems that must change within an organisation is called the:Change that is intentionally designed and purposefully implemented is:Change that is unintentional and usually comes from informal organising is:The psychologist who proposed one of the first models of change was:In that model, the first phase disrupts existing norms and routines. It is called:The final phase of that model, reinforcing the new norms, is called:That model assumes many people prefer an organisation that is:The widely used eight-step change model that fits mechanistic structures came from:The first step of that eight-step model is to establish a sense of:The second step is to form a powerful guiding:In the third phase, the manager and that group together create a:The fifth step, removing obstacles, is intended to reduce:The sixth step, creating small wins, works because it helps people see:The seventh step, consolidating improvements, rests on the idea that small changes:The last step of that model is to:The bottom-up, positive, abundance-based approach to change is called:The scholar who developed that positive approach at Case Western Reserve University was:In that approach, the primary mechanism for helping people create new narratives is: