Spring 2010 FinalTerm OPKST MGT50280810

FINALTERM EXAMINATION
Spring 2010
MGT502- Organizational Bea!io"r #Se$$ion - %&
Ti'e( )0 'in
Mar*$( +)
St",ent In-o
St",entI.(
/enter( O01ST
E2a'.ate( 03 A"g 2010
For Tea4er5$ 6$e Onl7
8
No9
1 2 : % 5 + ; 3 Total
Mar*$
8 No9 ) 10 11 12 1: 1% 15 1+
Mar*$
8 No9 1; 13 1) 20 21 22 2: 2%
Mar*$
8 No9 25 2+ 2; 23 2) :0 :1 :2
Mar*$
8 No9 :: :% :5 :+ :; :3 :) %0
Mar*$
8 No9 %1 %2 %: %% %5 %+ %; %3
Mar*$
8 No9 %) 50 51 52 5:
Mar*$

8"e$tion No( 1 # Mar*$( 1 & - 0lea$e 4oo$e one

Ali usually goes for shopping, calls friends to come over, or arranges a party. He
looks for meaning outside of himself. We can say that he is:
Introvert
< E2tro!ert
Emotional
Open to eperience


!c"lelland#s theory of needs concentrates on $hich three needs%
&o$er, acceptance and confirmation
Affiliation, control and reali'ation
Achievement, reali'ation and acceptance
< A4ie!e'ent= po>er an, a--iliation

8"e$tion No( : # Mar*$( 1 & - 0lea$e 4oo$e one

According to !c"lelland, individuals $ho have a desire to ecel and to succeed
are high in ((((((((((((((need.
&o$er
< A4ie!e'ent
!otivation
Affiliation

8"e$tion No( % # Mar*$( 1 & - 0lea$e 4oo$e one

Which of the follo$ing is the most likely eplanation for the higher a)sentee rate
of $omen in the $orkplace%
Women tend to have more illnesses that keep them from $ork than do
men
< Tra,itionall7= >o'en a!e a, te re$pon$i?ilit7 o- 4aring -or o'e
an, -a'il7
Women tend to )e less satisfied $ith their *o)s than men
Women tend to $ork in *o)s that have less flei)le schedules than men do


Which of the follo$ing is one advantage of varia)le pay plans to management%
< Te7 t"rn -i2e, la?or 4o$t$ into !aria?le la?or 4o$t$
+hey turn lo$ producers into high producers
+hey turn slo$ employees into fast employees
+hey turn high fied costs into lo$ fied costs

8"e$tion No( + # Mar*$( 1 & - 0lea$e 4oo$e one

Which of the follo$ing is an eample of a piece,rate plan%
http:--vustudents.ning.com
.tock options
< R$20 -or ea4 "nit pro,"4e,
&roductivity )onus
"ommission

8"e$tion No( ; # Mar*$( 1 & - 0lea$e 4oo$e one

Which of the follo$ing statement )est defines leadership%
Implementing the strategy provided )y management
/east concerned in )ringing organi'ational change
"oordinating and handling day,to,day pro)lems
< Te a?ilit7 to in-l"en4e a gro"p in goal a4ie!e'ent


Which of the follo$ing are mem)ers of an organi'ation $ith authority to influence
other mem)ers to achieve organi'ational goals%
< For'al lea,er$
Informal leaders
!anagers
0ollo$ers

8"e$tion No( ) # Mar*$( 1 & - 0lea$e 4oo$e one

+he most fragile relationships are contained in $hich of the follo$ing types of
trust%
1e$ard
< .eterren4e
2no$ledge
Identification


Which of the follo$ing is least likely to create dependency%
.carcity of resources
3on su)stituta)ility
< 0o>er legiti'a47
.upply and demand


+he interactionist vie$ of conflict proposes that functional conflict is:
< Ne4e$$ar7 -or e--e4ti!e gro"p per-or'an4e
An indication of the group maturity level
Al$ays focused around relationships
!ake group mem)ers static and apathetic


In assessing intentions, cooperativeness is the degree to $hich:
@@@@@@@<@One part7 atte'pt$ to $ati$-7 te oterA$ 4on4ern$
44444444One party attempts to resolve conflict
444444445oth parties $ork to$ard a common goal
44444444One party can empathi'e $ith the other

8"e$tion No( 1: # Mar*$( 1 & - 0lea$e 4oo$e one

+he focus of relationships in distri)utive )argaining is:
44444444Accommodation
44444444+he long term
@@@@@@@<@Te $ort ter'
44444444/ose,lose

8"e$tion No( 1% # Mar*$( 1 & - 0lea$e 4oo$e one

Which of the follo$ing is NOT a common success criteria for any organi'ational
structures% http:--vustudents.ning.com
444444446ecentrali'ed reporting
@@@@@@@<@Big re$i,"al 'a$$
44444444&ermanent monitoring
444444441apid response


+he flatten organi'ations are considered to )e:
44444444.mall and narro$ spans of control
44444444/arge and $ide spans of control
44444444+ight control and strict discipline
44444444!ore focused epertise on a given area

8"e$tion No( 1+ # Mar*$( 1 & - 0lea$e 4oo$e one

7ou have eliminated hori'ontal, vertical, and eternal )arriers $ithin your
organi'ation. 7ou are operating as a-an: http:--vustudents.ning.com
< Bo"n,ar7le$$ organization
Organi'ational pyramid
!atri organi'ation
8irtual organi'ation

8"e$tion No( 1; # Mar*$( 1 & - 0lea$e 4oo$e one

Which of the given options is the epansion of *o) content to include a $ider
variety of the tasks and to increase the $orkers9 responsi)ility for checking
:uality and direction for the method%
< Co? enlarge'ent
;o) rotation
;o) enrichment
;o) reengineering


Which of the follo$ing factors influence the O5 in glo)al organi'ations%
"ustomers and $ork force
/anguage and communication styles
6ifferences in pay scales
< All o- te -a4tor$ in-l"en4e9

8"e$tion No( 1) # Mar*$( 1 & - 0lea$e 4oo$e one

A manger is helping his su)ordinates to eplore, and possi)ly resolve, personal
pro)lems. What is he doing%
< /o"n$eling
+raining
3egotiating
"oaching


All of the follo$ing include )ehavioral symptoms of stress EX/E0T(
< A$t'a
5ad moods
5eing irrita)le
6efensiveness


/earning ho$ to )e a )etter listener and ho$ to )e a more effective team player
is eample of $hich training% http:--vustudents.ning.com
0inancial
+echnical
&ro)lem solving
< Interper$onal


Which of the follo$ing statement is true regarding a dominant culture%
+he sum of an organi'ation#s su)cultures
6efined )y the leader of an organi'ation
< S7non7'o"$ >it an organizationA$ 4"lt"re
/ikely to )e a $eak culture of an organi'ation

8"e$tion No( 2: # Mar*$( 1 & - 0lea$e 4oo$e one

A strong culture can act as a su)stitute for $hich of the follo$ing%
Institutionali'ation
< For'alization
.ociali'ation
Organi'ational rules

8"e$tion No( 2% # Mar*$( 1 & - 0lea$e 4oo$e one

All of the follo$ing are eamples of material sym)ols EX/E0T(
<se of the company *et
< Ne> e'plo7ee orientation$
/uury cars for eecutives
&rivate parking spots


/ooking for )etter $ay to stay is called:
1eactive change
< Anti4ipator7 4ange
1adical "hange
Incremental "hange

8"e$tion No( 2+ # Mar*$( 1 & - 0lea$e 4oo$e one

Which of the follo$ing is-are considered necessary for the development of
O)*ectives% http:--vustudents.ning.com
!easura)le
1ealistic
+ime,)ased
< All o- te gi!en option$

8"e$tion No( 2; # Mar*$( 1 & - 0lea$e 4oo$e one

&roductivity, *o) satisfaction and turnover are (((((((.
!oderating varia)les
< .epen,ent !aria?le$
Independent varia)les
"ontinuous varia)les


+he relatively sta)le set of psychological attri)utes that distinguishes one person
from another is called (((((((.
Attitude
< 0er$onalit7
&erception
!ind,set

8"e$tion No( 2) # Mar*$( 1 & - 0lea$e 4oo$e one

Which of the follo$ing is true for the people $ho adopt a thinking style )ased on
logics and rationality%
< Te7 pro4e$$ in-or'ation $eriall7
+hey perceive things as a $hole
+hey perceive things on the )asis of past eperiences
+heir decisions depend upon situation

8"e$tion No( :0 # Mar*$( 1 & - 0lea$e 4oo$e one

+eams are very useful in $hich of the follo$ing situations%
+he $ork to )e performed is very )asic
< Te ta$*$ are interrelate,
3o one $ants to )e accounta)le
+he group is homogeneous


Which of the follo$ing sho$s all people, positions, reporting relationships, and
lines of formal communication in the organi'ation%
O)*ectives chart
< Organizational 4art
&osition chart
&ert chart


+he internal operations of an organi'ation provide the frame$ork for $hich
type=s> of departmentali'ation%
< F"n4tion an, pro4e$$
0unction and market
&roduct and customer
?eographical and customer

8"e$tion No( :: # Mar*$( 1 & - 0lea$e 4oo$e one

Which of the follo$ing departmentali'ation is similar to functional
departmentali'ation ecept that the focus is much more on specific *o)s grouped
according to activity% http:--vustudents.ning.com
< 0ro4e$$ ,epart'entalization
&roduct departmentali'ation
?eographic departmentali'ation
"ustomer departmentali'ation

8"e$tion No( :% # Mar*$( 1 & - 0lea$e 4oo$e one

Organi'ational culture includes all of the follo$ing EX/E0T:
A )asis on individual perceptions
0eelings that characteri'e life in the organi'ation
< Gain $aring plan
1eference to current situations in an organi'ation


Which of the follo$ing is the organi'ational source of resistance to change%
0ear of unkno$n
Economic threat
3e$ social relationship
< Treatene, po>er

8"e$tion No( :+ # Mar*$( 1 & - 0lea$e 4oo$e one

Which of the follo$ing is the process of planned change and improvement of the
organi'ation through application of kno$ledge of the )ehavioral science%
Organi'ational culture
Organi'ational theory
Organi'ational "hange
< Organizational .e!elop'ent

8"e$tion No( :; # Mar*$( 1 & - 0lea$e 4oo$e one

Which of the follo$ing is the process in $hich data is gathered, analy'ed,
summari'ed and returned to those $ho generated them%
&rocess "onsultation
< S"r!e7 -ee,?a4*
Inter,group development
.ensitivity +raining


&+"/ has contracted $ith different recruiting agencies to provide human
resource for its call centers. It is an eample of $hich of the follo$ing%
Off shoring
< O"t$o"r4ing
;o) migration
?eocentric

8"e$tion No( :) # Mar*$( 1 & - 0lea$e 4oo$e one

<sman and A$ais are procurement engineers in A5" "orporation. 5oth have
same eperience and education. +he responsi)ilities of )oth are same. 5ut
<sman is earning more )ecause of the personal relationships $ith their )oss.
Which of the follo$ing may )e the reason of organi'ational stress for A$ais%
.alary
.upervisor
< InD"$ti4e
.afety

8"e$tion No( %0 # Mar*$( 1 & - 0lea$e 4oo$e one

+oday the $orld is facing severe type of recession. 6ue to $hich organi'ations
have to do$nsi'e. +his do$nsi'ing is causing $hich of the follo$ing
organi'ational stress for employees%
.alary
.upervisor
< Se4"rit7
.afety


All of the follo$ing are the key components of performance management cycle
EX/E0T(
< Re4r"iting
&lanning
!onitoring
1e$arding


;o) rotation, understudy assignments, apprenticeship and formal mentoring
programs are eamples of $hich of the follo$ing%
< On te Do? training
Off the *o) training
.imulation training
8esti)ule training

8"e$tion No( %: # Mar*$( 1 & - 0lea$e 4oo$e one

Emotional Intelligence is important for $hich of the follo$ing positions%
6aily $age $orker
Athlete
6entist
< Manager

8"e$tion No( %% # Mar*$( 1 & - 0lea$e 4oo$e one

Which of the follo$ing can )e considered a method of social learning%
6irectories
&urchase invoices
< TE 4o''er4ial
Work !anual


+he administration of a "ollege recommended Ayesha to )e the mem)er of
college honor society for her ecellent effort. Administration ehi)ited $hich of
the follo$ing po$er over Ayesha%
/egitimate
"oercive
< Re>ar,
&ersonal

8"e$tion No( %+ # Mar*$( 1 & - 0lea$e 4oo$e one

3aveed is relatively ne$ employee and $ants to make sure that he makes a
good impression on his co$orkers and supervisor. He agrees $ith the
supervisor#s opinion most of the time and is al$ays doing nice things for him.
3aveed is attempting to use:
&olitical )ehavior
"onflict management
0astidious )ehavior
< I'pre$$ion 'anage'ent

8"e$tion No( %; # Mar*$( 1 & - 0lea$e 4oo$e one

In contrasting organi'ational culture $ith *o) satisfaction, organi'ational culture is
a descriptive term, $hile *o) satisfaction is a ((((( term.
1eactive
Affective
< E!al"ati!e
6eductive


!r. Ali is a marketing manager of A5" "orporation. He asked !1. <sman, sales
manager, to help him in a pro*ect and promised him that he $ill help him $hen he
$ould need $ithout )ringing it into the notice of their supervisors. 5oth of them
are involved in $hich of the follo$ing type of politics%
!anaging impression
"ontrolling information
< /"lti!ating net>or*$
"reating o)ligation

8"e$tion No( %) # Mar*$( : &

Ho$ strong organi'ational cultures have great influence on the )ehavior of its
employees%
Organi'ational cultures are learnt )y stories, rituals, and hand)ook. 5ut the
intensity of the culture and the degree to follo$ it )y employees depends upon
the employee stage of satisfaction to the organi'ation.
3ormally satisfied employees try to follo$ and adopt organi'ational culture on
them. 5ut unsatisfied employees try to avoid as on $here they can.
A strong organi'ational culture means every employee should follo$ and if not,
negative reinforcement, or punishment $ill )e applied upon him. .ome
organi'ations don#t compromise on :uality, customer satisfaction.
With this degree of ho$ strong the organi'ational culture is employees have to
follo$ it, other$ise they are ready for the reaction from the organi'ation.

8"e$tion No( 50 # Mar*$( : &

Ho$ I.O has impacted organi'ational )ehavior%
&roducts or services all over the $orld have some properties attached to them.
+he satisfaction they provide, against the resources paid, is called :uality of the
product. I.O tried to put some )asic properties of the product, )y $hich $e can
understand that the product, $ill provide the )enefit at least the level of the
:uality prescri)ed.
+he organi'ations $hich follo$ the standards provide )y the I.O for their product
and services are glo)ally accepted. .o in the current situation if any organi'ation
$ould like to introduce their product glo)ally they have to follo$ some rules and
regulation prescri)ed )y I.O.
@uality can )e achieved )y applying some strict rules in the transformation
process of the organi'ation. And to follo$ these rules is the responsi)ility for
everyone in the organi'ation.
Ed$erd 6eming introduced the +@! =+otal @uality !anagement> concept at
organi'ational level. +his :uality management are the steps )y follo$ing an
organi'ation produce :uality products, and keep survival in the competitive $orld.

8"e$tion No( 51 # Mar*$( 5 &

6iscuss some of the important steps that management takes to revie$ the
performance of employees% http:--vustudents.ning.com
+o measure the employee performance, mostly organi'ations use confidential
report ="1> and appraisal form. 3ormally this "1 or appraisal form filled )y the
immediate supervisor. +he performance depends upon, A)ility, Attitude, and
personality.
.upervisor has to *udge the personal traits, /earning a)ility, .trength, and
response of the employee. And ho$ much the employee is loyal to the
organi'ation.

8"e$tion No( 52 # Mar*$( 5 &

6o you think structured intervie$ reduces )iases as compared to unstructured
intervie$%
.tructured intervie$s can definitely reduced )iases, $hich is a normal human
fault occurs during intervie$s.
An unstructured intervie$ can not measure the candidate a)ility to *o) fit,
interpersonal skills, and )ehavior.
Intervie$er can make the follo$ing mistake.
.elective perception: A)ility he is searching in the candidate can not )e find in
half an hour or one hour.
Halo effect: Intervie$er can like or dislike any one thing of the candidate and the
intervie$ee can )e re*ected or accepted through it.
.tereotyping: +he intervie$er can have the earlier kno$ledge a)out the group
the intervie$ee )elongs to.
&ro*ection: He epected $hat is he in his mind a)out the candidate

8"e$tion No( 5: # Mar*$( 5 &

6ifferentiate )et$een *o) description and *o) specification.
;o) description means ho$ the task divided in *o)s, this $ill ans$er, What to do,
ho$ to do. A complete set of series documented form is a *o) description.
While ;o) specification means $hat are the minimum :ualification and
eperience, certification re:uired to do this type of *o).

Spring 2010 FinalTerm OPKST MGT50280810

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