HND - Revision

1. HND - Revision Lim SeiKee @ cK

2. People & Organization • Phase Test 1 • 10thJune 2014 • Tuesday, 2 PM  5PM • CHAPTER 1 TO CHAPTER 7 • 3 SECTIONS

3. 1. Introduction to P&O • 2. Diversity in Organizations • 3. Attitudes & Job Satisfaction • 4. Motivation • 5. Motivation: From Concepts to Applications • 6. Perception & Individual Decision Making • 7. Communication

4. 3 Sections • Section A – MCQ [15 marks] • Section B – Case Study [25 marks] • Section C – Structured Questions [60 marks]

5. Section A • MCQ

6. 1. According to Mintzberg, when a manager searches the organization and its environment for opportunities and initiates projects to bring about change, the manager is acting in which role? • A) Negotiator • B) Entrepreneur • C) Monitor • D) Resource allocator

7. 1. According to Mintzberg, when a manager searches the organization and its environment for opportunities and initiates projects to bring about change, the manager is acting in which role? • A) Negotiator • B) Entrepreneur • C) Monitor • D) Resource allocator

8. 2. An organizational behavior (OB) study would be least likely to be used to focus on which of the following problems? • A) An increase in absenteeism at a certain company • B) A fall in productivity in one shift of a manufacturing plant • C) A decrease in sales due to growing foreign competition • D) An increase in theft by employees at a retail store

9. 2. An organizational behavior (OB) study would be least likely to be used to focus on which of the following problems? • A) An increase in absenteeism at a certain company • B) A fall in productivity in one shift of a manufacturing plant • C) A decrease in sales due to growing foreign competition • D) An increase in theft by employees at a retail store

10. 3. Biographical characteristics include all of the following EXCEPT _________ • A) Age • B) Gender • C) Length of tenure • D) Learning style

11. 3. Biographical characteristics include all of the following EXCEPT _________ • A) Age • B) Gender • C) Length of tenure • D) Learning style

12. 4. Discrimination includes all of the following EXCEPT: • A) Sexual harassment • B) Intimidation • C) Filtering • D) Exclusion

13. 4. Discrimination includes all of the following EXCEPT: • A) Sexual harassment • B) Intimidation • C) Filtering • D) Exclusion

14. 5. Employees can express the job dissatisfaction in a number of ways: • A) Quit the job • B) Complain to the subordinates • C) Shirk a part of their work responsibilities • D) All of the following

15. 5. Employees can express the job dissatisfaction in a number of ways: • A) Quit the job • B) Complain to the subordinates • C) Shirk a part of their work responsibilities • D) All of the following

16. 6. It is defined as a reflection of how one feels about something. • A) Cognitive • B) Affective • C) Attitudes • D) Behavioral

17. 6. It is defined as a reflection of how one feels about something. • A) Cognitive • B) Affective • C) Attitudes • D) Behavioral

18. 7. According to Herzberg’s two-factor theory, which one of the following are motivator factors? • A) Achievement, Recognition, Job advancement • B) Company policies, Physical working condition, Salary • C) Status, Job Security, Benefits • D) Quality of supervision, Coworker relationships, Bonus

19. 7. According to Herzberg’s two-factor theory, which one of the following are motivator factors? • A) Achievement, Recognition, Job advancement • B) Company policies, Physical working condition, Salary • C) Status, Job Security, Benefits • D) Quality of supervision, Coworker relationships, Bonus

20. 8. Motivation is . . . . • A) The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal • B) The theory that specific and difficult goals, with feedback, lead to higher performance • C) The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual • D) Reflection of how one feels about something

21. 8. Motivation is . . . . • A) The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal • B) The theory that specific and difficult goals, with feedback, lead to higher performance • C) The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual • D) Reflection of how one feels about something

22. 9. A work group of employees who meet regularly to discuss their quality problems, investigate causes, recommend solutions and take corrective actions is an example of which employee involvement program? • A) Participative Management • B) Representative Participation • C) Quality Circles • D) Employee Stock Ownership Plans

23. 9. A work group of employees who meet regularly to discuss their quality problems, investigate causes, recommend solutions and take corrective actions is an example of which employee involvement program? • A) Participative Management • B) Representative Participation • C) Quality Circles • D) Employee Stock Ownership Plans

24. 10. Piece-rate plans, wage incentives, profit sharing, bonuses, and gainsharing are all forms of ______________ programs. • A) Skill-based pay • B) Systematic-pay • C) Variable-pay • D) Fixed-pay

25. 10. Piece-rate plans, wage incentives, profit sharing, bonuses, and gainsharing are all forms of ______________ programs. • A) Skill-based pay • B) Systematic-pay • C) Variable-pay • D) Fixed-pay

26. 11) Hafiz has the opinion that people who drive SUVs are dangerous drivers. He often perceives that people driving SUVs are doing so in a dangerous manner, even when other observers can see nothing wrong with the behavior of the SUV drivers. What factor in Hafiz is affecting his perception in this case? • A) his interests • B) his experiences • C) his expectations • D) his motives

27. 11) Hafiz has the opinion that people who drive SUVs are dangerous drivers. He often perceives that people driving SUVs are doing so in a dangerous manner, even when other observers can see nothing wrong with the behavior of the SUV drivers. What factor in Hafiz is affecting his perception in this case? • A) his interests • B) his experiences • C) his expectations • D) his motives

28. 12) If everyone who is faced with a similar situation responds in the same way, attribution theory states that the behavior shows ________. • A) consensus • B) similarity • C) reliability • D) consistency

29. 12) If everyone who is faced with a similar situation responds in the same way, attribution theory states that the behavior shows ________. • A) consensus • B) similarity • C) reliability • D) consistency

30. 13. Organizational communication processes include each of the following EXCEPT • A. Communication flows in all directions • B. Communication happens over a pathway called a network • C. Communication typically does not affect behavior in organizations • D. The network includes formal organizational positions and informal relationships

31. 13. Organizational communication processes include each of the following EXCEPT • A. Communication flows in all directions • B. Communication happens over a pathway called a network • C. Communication typically does not affect behavior in organizations • D. The network includes formal organizational positions and informal relationships

32. 14. Which of the following statements is FALSE about oral communication? • A. Oral communication can include radio and television communication • B. Oral communication usually has the immediate attention of the receiver • C. Oral communication leaves no permanent, retrievable record of the message • D. Nonverbal communication has no effect on oral communication

33. 14. Which of the following statements is FALSE about oral communication? • A. Oral communication can include radio and television communication • B. Oral communication usually has the immediate attention of the receiver • C. Oral communication leaves no permanent, retrievable record of the message • D. Nonverbal communication has no effect on oral communication

34. Section B • Case Study

35. One of the chapters.

36. Section C • Structured Qs • Choose ONLY 3 out of the 6 Questions.

37. Henry Mintzberg’s Managerial Roles: • Interpersonal roles : • Figurehead, Leader and Liaison. • Informational roles : • Monitor, Disseminator and Spokesperson. • Decisional roles : • Entrepreneur, Disturbance handler, Resource allocator and Negotiator.

38. Define OB (People and Organizations) • Organization Behavior - OB is the study of human behavior in the workplace, the interaction between people and the organization, and the organization itself. • The goals of OB are to explain, predict, and control behavior.

39. What is the point of analyzing behavior? Organizational Behavior Focus: • To improve productivity. • Reduce absenteeism and turnover. • Reduce deviant workplace behavior. • Increase organizational citizenship behavior. • Increase employee job satisfaction.

40. Biographical Characteristics?? • Age, gender, race, disability, and length of service are some of the most obvious ways employees differ. • It is easily definable and readily available – data that can be obtained, for the most part, from an employee’s human resources (HR) file.

41. Ability An individual’s current capacity to perform the various tasks in a job. • Intellectual Abilities • The abilities needed to perform mental activities- for thinking, reasoning, and problem solving. • Physical Abilities • The capacity to do tasks demanding stamina, dexterity, strength, and similar characteristics.

42. Dimensions of Intellectual Ability • Deductive Reasoning • Spatial Visualization • Memory • Number Aptitude • Verbal Comprehension • Perceptual Speed • Inductive Reasoning

43. Work attitudes? • Job satisfaction • Collection of feelings that an individual holds toward his or her job. • Job involvement • The degree to which a person identifies with his or her job, actively participates in it, and considers his or her performance important to self-worth. • Organizational commitment • The degree to which an employee identifies with a particular organization and its goals, and wishes to maintain membership in the organization.

44. Cognitive Dissonance Theory. • Dissonance : inconsistency. • Cognitive Dissonance : Any incompatibility between two or more attitudes or between behavior and attitudes. • Desire to reduce dissonance would be determined by the importance of the elements creating the dissonance, the degree of influence the individual believes he or she has over the elements and the rewards that maybe involved in dissonance.

45. Actions taken by dissatisfied employee • Exit : Dissatisfaction expressed through behavior directed toward leaving the organization. • Voice : Dissatisfaction expressed through active and constructive attempts to improve conditions. • Loyalty : Dissatisfaction expressed by passively waiting for conditions to improve. • Neglect : Dissatisfaction expressed through allowing conditions to worsen.

46. Motivation • The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal – specifically, an organizational goal. • Three key elements: • Intensity– how hard a person tries • Direction– effort that is channeled toward, and consistent with, organizational goals • Persistence – how long a person can maintain effort

47. Abraham Maslow’s Hierarchy of Needs

48. Discuss Two-Factor Theory. • Motivator Factors: Pertained to the content of the job; e.g. career advancement, recognition, achievement, sense of responsibility • Hygiene Factors: Stemmed from the context in which the job was performed, e.g. job security, company policies, interpersonal relations, working conditions, salary – when these factors adequate, people will not be dissatisfied.

49. Victor Vroom’s Expectancy Theory • Motivation depends on how much we want something and on how likely we think we are to get it • A theory that says that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

50. What is job redesign? • Job Rotation • The periodic shifting of an employee from one task to another • Job Enrichment • The vertical expansion of jobs, increasing the degree to which the worker controls the planning, execution, and evaluation of his or her work.