Organizational Behaviour
Some Questions and Answers for the Final Examinations
Organizational Behaviour
Section A: Objective Type
Part One:
Multiple choices:
1. It is the degree to which a person identifies with a particular organization and its goals, &
wishes to maintain membership in the organization
a. Job Involvement
b. Terminal Value
c. Attitude
d. Value
Answer: c (Attitude)
2. _____________ means moving information from the hidden area to the open area.
a. Blind Area
b. Unknown Area
c. Public Area
d. Self Disclosure
Answer: d (Self Disclosure)
3. An approach in which the goals of one party are in direct conflict with the goals of the
other party
a. Negotiation
b. Distributive Bargaining
c. Stress
d. None
Answer: b (Distributive Bargaining)
4. The measure of a person’s ability to operate within business organizations through social
communication & interactions
a. Transactional Analysis
b. Interpersonal Skill
c. Life Position
d. Johari Window
Answer: b (Interpersonal Skill)
,5. Where the source of power is in person’s control over rewarding outcomes, that power is
called bestow
a. Coercive Power
b. Referent Power
c. Legitimate Power
d. Reward Power
Answer: d (Reward Power)
6. It means melting resistance to change; the people who will be affected by the change
come to accept the need for it
a. Organization
b. Unfreezing
c. Changing
d. Refreezing
Answer: c (Changing)
7. The training is also known as laboratory training, encounter groups & T-Groups
a. Sensitivity
b. Survey
c. Process
d. Team building
Answer: a (Sensitivity)
8. There are things that come together to define a culture & reveal that the culture is about to
those who pay attention to them
a. Culture
b. Espoused value
c. Artifacts
d. Organizational culture
Answer: d (Organizational Culture)
9. This Stage encompasses all the learning that occurs before a new member joins the
organization.
a. Socialization
b. The Pre-Arrival Stage
c. Encounter Stage
d. Metamorphosis Stage
Answer: b (The Pre-Arrival Stage)
,10. It refers to the behavior pattern adopted by a leader to influence the behavior of his
subordinate for attaining the organizational goal.
a. Leadership
b. Traits of Leadership
c. Leadership Grid
d. Leadership Style
Answer: a (Leadership)
Part Two:
Short Notes type Questions:
1. Define Informal Groups.
Answer
Introduction
Meaning and Importance of Groups
Individuals seldom work in isolation form others. Groups are a characteristic of all social
situations and almost everyone in an organisation will be a member of one or more groups.
The working of groups and the influence they exert over their membership is an essential
feature of human behaviour and of organisational performance. The manager must use groups
in order to achieve a high standard of work and improve organisational effectiveness.
There are many possible ways of defining what a group means. The essential feature of a
group is that its members regard themselves as belonging to the group. A group consists of a
number of people who have:
A common objective or task
An awareness of group identity and ‘boundary’
A minimum set of agreed values and norms which regulates their relatively exclusive
mutual interaction.
Another useful definition defines the group in psychological terms as: any number of people
who
Interact with one another
Are psychologically aware of one another
Perceive themselves to be a group.
Essential feature of work Organisation
Groups are an essential feature of the work pattern of any Organisation. Members of a group
must co-operate in order for work to be carried out, and managers themselves will work
, within these groups. People in groups influence each other in many ways and groups may
develop their own hierarchies and leaders. Group pressures can have a major influence over
the behaviour of individual members and their work performance. The activities of the group
are associated with the process of leadership. The style of leadership adopted by the manager
has an important influence on the behaviour of members of the group.
The classical approach to organisation and management tended to ignore the importance of
group and the social factors at work. The ideas of people such as F.W. Taylor popularized the
concept of the rabble hypothesis and the assumption that people carried out their work, and
could be motivated, as solitary individuals unaffected by others.
The human relations approach, however, gave recognition to the work organisation as a
social organisation and to the importance of the group, and group value and norms, in
influencing behaviour are work. The power of group membership over individual behaviour
and work performance was illustrated clearly in the famous Hawthorne experiments at the
‘Western Electric Company in America’.
Group value and norms
One experiment involved the observation of as group of 14 men working in the bank wiring
room. It may be remembered that the men formed their own sub-groups or cliques, with
natural leasers emerging with the consent of the members. Despite a financial incentive
schemes where workers could receive more money for the more work they did, the group
decided on 6000 units a day as a fair level of output. This was well below the level they were
capable of producing. Group pressures on individual workers were stronger than financial
incentives offered by management.
The group developed its own pattern of informal social relations and codes and practices
(‘norms’) of what constituted proper group behaviour.
Not to be a ‘rate buster’ – not to produce at too high a rate of output compared with
other members or to exceed the production restriction of the group.
Not to be a ‘chiseller’ – not to shirk production or to produce at too low rate of output
compared with other members of the group.
Not to be a ‘squealer’ – not to say anything to the supervisor or management which
might be harmful to other members of the group.
Not be ‘officious’ – people with authority over members of the group, for example
inspectors, should not take advantage of their seniority or maintain a social distance
from the group.
Some Questions and Answers for the Final Examinations
Organizational Behaviour
Section A: Objective Type
Part One:
Multiple choices:
1. It is the degree to which a person identifies with a particular organization and its goals, &
wishes to maintain membership in the organization
a. Job Involvement
b. Terminal Value
c. Attitude
d. Value
Answer: c (Attitude)
2. _____________ means moving information from the hidden area to the open area.
a. Blind Area
b. Unknown Area
c. Public Area
d. Self Disclosure
Answer: d (Self Disclosure)
3. An approach in which the goals of one party are in direct conflict with the goals of the
other party
a. Negotiation
b. Distributive Bargaining
c. Stress
d. None
Answer: b (Distributive Bargaining)
4. The measure of a person’s ability to operate within business organizations through social
communication & interactions
a. Transactional Analysis
b. Interpersonal Skill
c. Life Position
d. Johari Window
Answer: b (Interpersonal Skill)
,5. Where the source of power is in person’s control over rewarding outcomes, that power is
called bestow
a. Coercive Power
b. Referent Power
c. Legitimate Power
d. Reward Power
Answer: d (Reward Power)
6. It means melting resistance to change; the people who will be affected by the change
come to accept the need for it
a. Organization
b. Unfreezing
c. Changing
d. Refreezing
Answer: c (Changing)
7. The training is also known as laboratory training, encounter groups & T-Groups
a. Sensitivity
b. Survey
c. Process
d. Team building
Answer: a (Sensitivity)
8. There are things that come together to define a culture & reveal that the culture is about to
those who pay attention to them
a. Culture
b. Espoused value
c. Artifacts
d. Organizational culture
Answer: d (Organizational Culture)
9. This Stage encompasses all the learning that occurs before a new member joins the
organization.
a. Socialization
b. The Pre-Arrival Stage
c. Encounter Stage
d. Metamorphosis Stage
Answer: b (The Pre-Arrival Stage)
,10. It refers to the behavior pattern adopted by a leader to influence the behavior of his
subordinate for attaining the organizational goal.
a. Leadership
b. Traits of Leadership
c. Leadership Grid
d. Leadership Style
Answer: a (Leadership)
Part Two:
Short Notes type Questions:
1. Define Informal Groups.
Answer
Introduction
Meaning and Importance of Groups
Individuals seldom work in isolation form others. Groups are a characteristic of all social
situations and almost everyone in an organisation will be a member of one or more groups.
The working of groups and the influence they exert over their membership is an essential
feature of human behaviour and of organisational performance. The manager must use groups
in order to achieve a high standard of work and improve organisational effectiveness.
There are many possible ways of defining what a group means. The essential feature of a
group is that its members regard themselves as belonging to the group. A group consists of a
number of people who have:
A common objective or task
An awareness of group identity and ‘boundary’
A minimum set of agreed values and norms which regulates their relatively exclusive
mutual interaction.
Another useful definition defines the group in psychological terms as: any number of people
who
Interact with one another
Are psychologically aware of one another
Perceive themselves to be a group.
Essential feature of work Organisation
Groups are an essential feature of the work pattern of any Organisation. Members of a group
must co-operate in order for work to be carried out, and managers themselves will work
, within these groups. People in groups influence each other in many ways and groups may
develop their own hierarchies and leaders. Group pressures can have a major influence over
the behaviour of individual members and their work performance. The activities of the group
are associated with the process of leadership. The style of leadership adopted by the manager
has an important influence on the behaviour of members of the group.
The classical approach to organisation and management tended to ignore the importance of
group and the social factors at work. The ideas of people such as F.W. Taylor popularized the
concept of the rabble hypothesis and the assumption that people carried out their work, and
could be motivated, as solitary individuals unaffected by others.
The human relations approach, however, gave recognition to the work organisation as a
social organisation and to the importance of the group, and group value and norms, in
influencing behaviour are work. The power of group membership over individual behaviour
and work performance was illustrated clearly in the famous Hawthorne experiments at the
‘Western Electric Company in America’.
Group value and norms
One experiment involved the observation of as group of 14 men working in the bank wiring
room. It may be remembered that the men formed their own sub-groups or cliques, with
natural leasers emerging with the consent of the members. Despite a financial incentive
schemes where workers could receive more money for the more work they did, the group
decided on 6000 units a day as a fair level of output. This was well below the level they were
capable of producing. Group pressures on individual workers were stronger than financial
incentives offered by management.
The group developed its own pattern of informal social relations and codes and practices
(‘norms’) of what constituted proper group behaviour.
Not to be a ‘rate buster’ – not to produce at too high a rate of output compared with
other members or to exceed the production restriction of the group.
Not to be a ‘chiseller’ – not to shirk production or to produce at too low rate of output
compared with other members of the group.
Not to be a ‘squealer’ – not to say anything to the supervisor or management which
might be harmful to other members of the group.
Not be ‘officious’ – people with authority over members of the group, for example
inspectors, should not take advantage of their seniority or maintain a social distance
from the group.
