Organizational Behavior An Evidence-Based Approach
14th Edition by Luthans,
All 14 Chapters
TEST BANK
,TABLE OF CONTENT
Chapter 1: Introduction to Organizational Behavior: An Evidence-Based
Approach
Chapter 2: Environmental Context: Globalization, Diversity, and Ethics
Chapter 3: Organizational Context: Design and Culture
Chapter 4: Organizational Context: Reward Systems
Chapter 5: Personality, Perception, and Employee Attitudes
Chapter 6: Motivational Needs, Processes, and Applications
Chapter 7: Positive Organizational Behavior and Psychological Capital
Chapter 8: Communication and Decision Making
Chapter 9: Stress and Conflict
Chapter 10: Power and Politics
Chapter 11: Groups and Teams
Chapter 12: Behavioral Performance Management
Chapter 13: Effective Leadership Processes
Chapter 14: Great Leaders: An Evidenced-Based Approach
, Chapte
r 01Introduction to Organizational Behavior: An Evidence-
Based Approach
True / False Questions
1. The major challenge and critical competitive advantage for any
organization is the humanresource of that company.
yi
True False
2. Casey, a relationship manager in a bank creates value for her
organization through her networks, connections, and friends. These values
can be referred to as "positive psychologicalcapital."
yi
True False
3. Roger, a sales manager for Heust Pvt. Ltd., is impressed with his new
sales executive, Tim. According to Roger, Tim is optimistic, can perform
well under pressure, and is very confidentabout what he does. These
yi
qualities can be referred to as "positive psychological capital." True False
4. The problems with human organizations and the solutions over the
ages have undergonedrastic changes compared to their emphasis and
surrounding environmental context.
True False
5. A paradigm establishes only
written rules.True False
6. ‘Paradigm shift' refers to the situation in which those in the existing
paradigm may not even see the changes that are occurring, and therefore,
y
cannot analyze the changes.
True False
, 7. Reasons for considerable resistance to change and difficulty to
move from the old management paradigm to the new can be
y
explained by the "paradigm effect."
True False
8. The fact that today's managers are competent in their functional specialization
is sufficient to reiterate that most of them paid close attention to the
conceptual and human dimensions oft heir jobs.
yi
True False
9. According to Theory X, if employees were kept happy,
they would become highperformers.
yi
True False
10. Theory X is the natural choice for most organizations in
today's environment.TrueFalse
yi
11. Most of the practicing managers and their organizations cultures
believe, fully implement,and consistently adhere to a full-fledged HPWPs
approach to management. True False
12. The movement to not only recognize, but also do something
about the "Knowing-Doing Gap" is the movement towards evidence-
based management. True False
13. Most of the "new management practices" are essentially a readapted
version of existing"old management truths."
True False
14th Edition by Luthans,
All 14 Chapters
TEST BANK
,TABLE OF CONTENT
Chapter 1: Introduction to Organizational Behavior: An Evidence-Based
Approach
Chapter 2: Environmental Context: Globalization, Diversity, and Ethics
Chapter 3: Organizational Context: Design and Culture
Chapter 4: Organizational Context: Reward Systems
Chapter 5: Personality, Perception, and Employee Attitudes
Chapter 6: Motivational Needs, Processes, and Applications
Chapter 7: Positive Organizational Behavior and Psychological Capital
Chapter 8: Communication and Decision Making
Chapter 9: Stress and Conflict
Chapter 10: Power and Politics
Chapter 11: Groups and Teams
Chapter 12: Behavioral Performance Management
Chapter 13: Effective Leadership Processes
Chapter 14: Great Leaders: An Evidenced-Based Approach
, Chapte
r 01Introduction to Organizational Behavior: An Evidence-
Based Approach
True / False Questions
1. The major challenge and critical competitive advantage for any
organization is the humanresource of that company.
yi
True False
2. Casey, a relationship manager in a bank creates value for her
organization through her networks, connections, and friends. These values
can be referred to as "positive psychologicalcapital."
yi
True False
3. Roger, a sales manager for Heust Pvt. Ltd., is impressed with his new
sales executive, Tim. According to Roger, Tim is optimistic, can perform
well under pressure, and is very confidentabout what he does. These
yi
qualities can be referred to as "positive psychological capital." True False
4. The problems with human organizations and the solutions over the
ages have undergonedrastic changes compared to their emphasis and
surrounding environmental context.
True False
5. A paradigm establishes only
written rules.True False
6. ‘Paradigm shift' refers to the situation in which those in the existing
paradigm may not even see the changes that are occurring, and therefore,
y
cannot analyze the changes.
True False
, 7. Reasons for considerable resistance to change and difficulty to
move from the old management paradigm to the new can be
y
explained by the "paradigm effect."
True False
8. The fact that today's managers are competent in their functional specialization
is sufficient to reiterate that most of them paid close attention to the
conceptual and human dimensions oft heir jobs.
yi
True False
9. According to Theory X, if employees were kept happy,
they would become highperformers.
yi
True False
10. Theory X is the natural choice for most organizations in
today's environment.TrueFalse
yi
11. Most of the practicing managers and their organizations cultures
believe, fully implement,and consistently adhere to a full-fledged HPWPs
approach to management. True False
12. The movement to not only recognize, but also do something
about the "Knowing-Doing Gap" is the movement towards evidence-
based management. True False
13. Most of the "new management practices" are essentially a readapted
version of existing"old management truths."
True False
