Question 1

Trust, justice, and ethics capture what employees feel when thinking about their jobs and doing their day-to-day work.

Accepted Answer

False

Question 2

Leader power and negotiation summarize how individuals attain authority over others.

Accepted Answer

Individuals attain authority over others through leader power and negotiation. Leader power refers to the ability of an individual in a leadership position to influence and control others. It can be obtained through legitimate authority, expert power, referent power, reward power, and coercive power. Negotiation, on the other hand, involves the process of coming to an agreement between parties by discussing and compromising on key issues. Effective negotiation skills are often a key factor in attaining authority and maintaining positive relationships with others.

Question 3

Job satisfaction reflects employees' psychological responses to job demands that tax or exceed their capacities.

Accepted Answer

Job satisfaction refers to how content an individual is with their job, including aspects like work environment, role, and compensation, rather than their response to job demands.

Question 4

Strategic management focuses on the product choices and industry characteristics that affect an organization's profitability.

Accepted Answer

Strategic management is concerned with analyzing an organization's external and internal environments to identify opportunities and threats and formulate strategies that lead to sustainable competitive advantage and financial performance. This involves making decisions about product offerings, target markets, pricing, marketing, distribution, technology, resources, and capabilities. Profitability is a key measure of success in strategic management, as it reflects the effectiveness of the chosen strategies in creating value for customers and shareholders.

Question 5

Like individual characteristics, group mechanisms shape satisfaction, stress, motivation, trust, and learning.

Accepted Answer

Group mechanisms such as communication, cooperation, leadership, and decision-making processes can have a significant impact on the psychological experiences of group members, including satisfaction, stress, motivation, trust, and learning.

Question 6

The resource-based view suggests that a resource is more valuable when it can be imitated.

Accepted Answer

The resource-based view suggests that a resource is more valuable when it cannot be easily imitated by competitors, giving the company a sustainable competitive advantage.

Question 7

Resources like culture, teamwork, trust, and reputation are termed "socially complex" because it is not always clear which organizations do (and do not) possess them, though it is clear how they came to develop.

Accepted Answer

Socially complex resources are difficult to imitate because it is unclear how they are developed, not because it is clear.

Question 8

Big decisions are visible to competitors and observable by industry experts.

Accepted Answer

Big decisions, such as mergers and acquisitions, new product launches, or major strategy shifts, are typically publicized and can be observed by competitors and experts in the industry. This can influence their own decisions and strategies.

Question 9

Learning and decision making deal with how employees gain job knowledge and how they use that knowledge to make accurate judgments on the job.

Accepted Answer

Learning and decision making are key components of employee job performance as they involve acquiring knowledge and skills and then using them to make informed and effective decisions on the job.

Question 10

Much of what we know about organizational behavior is considered universal and "culture-free" showing that managing people faces the sane challenges everywhere.

Accepted Answer

While there are some universal principles in organizational behavior, there are significant cultural differences that impact how people are managed and how organizations function. Cultural norms and values can significantly impact employee motivation, communication styles, decision-making processes, and more, making it necessary to consider context and culture when managing people.

Question 11

Given that good employees move from one organization to another, they do not create a resource valuable enough for creating competitive advantage.

Accepted Answer

Good employees can create a resource that is valuable for creating a competitive advantage. They bring their skills, knowledge, and experience to the organization, which can enhance productivity, innovation, and customer satisfaction. Furthermore, retaining good employees can lead to lower turnover costs and higher morale within the organization.

Question 12

The integrative model of OB acknowledges that employees work in one or more work teams led by some formal leader.

Accepted Answer

The integrative model of OB acknowledges that employees work in one or more work teams led by some formal leader. This is a fundamental aspect of the model as it recognizes the importance of leadership and teamwork in organizational behavior. The model also considers other factors such as individual characteristics, organizational culture, and the external environment to understand how these elements influence employee behavior and performance.

Question 13

People create history, a collective pool of experience, wisdom, and knowledge that benefits the organization.

Accepted Answer

People's experiences and knowledge are recorded in history, which can be used for the benefit of the organization.

Question 14

To counter the effects of a bad product, effective management of OB can help make the product get better, incrementally, over the long term.

Accepted Answer

Effective management of Organizational Behavior can help identify issues with the product and implement strategies to improve it gradually over time. This includes analyzing consumer behavior, employee engagement, and overall organizational culture to improve the product and meet customer needs.

Question 15

The integrative model of OB presents five individual mechanisms that directly affect the individual outcomes: motivation; learning and decision making; job performance; leadership styles and behaviors; and ethics.

Accepted Answer

The integrative model of OB includes motivation, learning and decision making, stress, trust, justice, and ethics, and job satisfaction as mechanisms affecting individual outcomes, not leadership styles and behaviors.

Question 16

The integrative model of organizational behavior suggests that individual mechanisms result in organizational and group mechanisms which, when combined with individual characteristics, lead to individual outcomes.

Accepted Answer

The integrative model of organizational behavior suggests that individual mechanisms, along with individual characteristics and group mechanisms, lead to individual outcomes. It does not state that individual mechanisms result in organizational and group mechanisms.

Question 17

According to the resource-based view of organizations, a firm's resources do not include resources related to organizational behavior, such as the knowledge, ability, and wisdom of the workforce.

Accepted Answer

The resource-based view of organizations recognizes that a firm's resources include both tangible and intangible assets, including the knowledge, skills, and abilities of the workforce. These human resources can provide a sustainable competitive advantage for the organization.

Question 18

The theories and concepts found in OB are drawn from two disciplines: human resources management and strategic management.

Accepted Answer

The theories and concepts found in OB are actually drawn from a wide variety of disciplines such as industrial and organizational psychology, social psychology, and anthropology. Models from economics are used to understand motivation, learning, and decision making. This diversity brings a unique quality to the study of OB.

Question 19

Job satisfaction does not have an effect on job performance and organizational commitment.

Accepted Answer

Numerous studies have found a positive correlation between job satisfaction, job performance, and organizational commitment. When employees are satisfied with their jobs, they are more likely to put in extra effort, be more productive, and take pride in their work, all of which can lead to better job performance and increased commitment to the organization.

Question 20

The Container Store, a retailer based out of Texas, is considering a performance based incentive system for its employees. This is an example of motivation.

Accepted Answer

Introducing a performance based incentive system is an example of using motivation as a tool to encourage employees to work harder and achieve desired results.

Quiz 1: What Is Organizational Behavior