1. What were the Hawthorne Experiments?

Elton Mayo was in charge of

certain experiments on human behavior carried out at the Hawthorne
Works of Western Electric Company in Chicago between 1924 and 1927.
His research findings have contributed to organizational development in
terms of human relations and motivation theory. Hawthorne experiment
findings include 1) work is a group activity, 2) the social world of the
adult is primarily patterned about work activity, 3) the need for
recognition, security and sense of belonging is more important in
determining worker’s morale and productivity than the physical
conditions under which he/she works, 4) a complaint is not necessarily
an objective recital of facts, it is commonly a symptom manifesting
disturbance of an individual’s status quo, 5) the worker is a person
whose attitudes and effectiveness are conditioned by social demands
from both inside and outside the work plant, 6) informal groups within
the work plant exercise social controls over the work habits and attitudes
of the individual worker, 7) group collaboration does not occur by
accident but must be planned and developed.

2. Define the term OB and explain why OB is a Horizontal Discipline.

OB is an interdisciplinary field dedicated to better understanding and
managing people at work. It is both research and application oriented.
Except for teaching research positions, one does not normally get a job in
OB. Rather, because OB is a horizontal discipline, OB concepts and
lessons are applicable to virtually every job category, business function
and professional specialty.

3. Contrast Mcgregor’s theory X and Theory Y assump tions about

employees. Theory X employees, according to traditional thinking,
dislike work, require close supervision and are primarily interested in
security. According to modern Theory Y view, employees are capable of
self direction, of seeking responsibility and of being creative.

4. Identify the 4 principles of total quality management (TQM). a) Do it

right the first time to eliminate costly rework. b) Listen to and learn from
customers and employees. C) Make continuous improvement on everyday
matter. D) build teamwork, trust and mutual respect.

5. Define the term e-business and specify at least 3 OB related issues

raised by e-leadership . E-business involves using the internet to more
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 effectively and efficiently manage every aspect of a business. 6 OB related
issues by the advent of e-leadership are a) greater access to information
b) leadership is migrating to lower levels and outside the organization c)
development of nontraditional leadership networks d) followers have
more information earlier in the decision making process e) greater
influence for unethical leaders with limited resources, and f) more
contact between senior leaders and their followers.

6. Contrast human and social capital and explain why we need to build
both. The first involves individual characteristics, the second involves
social relationships. Human capital is the productive potential of an
individual’s knowledge and actions. Dimensions include such things as
intelligence, visions, skills, self esteem, creativity, motivation, ethics and
emotional maturity. Social capital is productive potential resulting from
strong relations , goodwill, trust and cooperative effort. Dimensions
include such things as shared visions and goals, trust, mutual respects,
friendships, empowerment, teamwork, win-win negotiations and
volunteering. Social capital is necessary to tap individual human capital
for the good of the organization through knowledge sharing and
networking.

7. Specify the 5 key dimensions of Luthan’s CHOSE model of positive

organizational behavior (POB). The CHOSE acronym stands for
Confidence/self-efficacy, Hope, Oprimism, Subjective well-being, and
Emotional intelligence.

8. Define the term management and identify at least 5 of the 11

managerial skills in Wilson’s profile of effective managers
Management is the process of working with and through others to
achieve organizational objectives in an efficient and ethical manner.
According to the Wilson skills profile, an effective manager a) clarifies
goals and objectives, b) encourages participation c) plans and organizes
d) has technical and administrative expertise e) facilitates work through
team building and coaching f) provides feedback g) keeps things moving
h)controls details i) applies reasonable pressure for goals
accomplishment j) empowers and delegates, and k) recognizes and
rewards good performance.

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9. Characterize 21st century managers. They will be team players who
will get things done cooperatively by relying on joint decision making,
their knowledge instead of formal authority, and their multicultural
skills. They will engage in life-long learning and be compensated on the
basis of their skills and results. They will facilitate rather than resist
change, share rather than hoard power and key information, and be
multidirectional communicators. Ethics will be a forethought instead of
an afterthought. They will be generalists with multiple specialties.

10. Describe the sources of organizat ional behavior research

evidence. 5 source of OB research evidence are meta-analysis
(statistically pooled evidence from several studies), field studies (evidence
from real life situations), laboratory studies (evidence from contrived
situations), sample surveys (questionnaire data), and case studies
(observation of a single person, group or organization.

11. Define diversity and review the 4 layers of diversity. Diversity

represents the individual differences that make people different from
and similar to each other. Diversity pertains to everybody. It is not
simply an issue of age, race, gender, or sexual orientation. The layers of
diversity define and individual’s personal identity and constitute a
perceptual filter that influences how we interpret the world. Personality
is at the centre of the diversity wheel. The 2nd layer of diversity consists
of a set of internal dimensions that are referred to as surface level
dimensions of diversity. The third layer is composed of external
influences and are called secondary dimensions of diversity. The final
layer of diversity includes organizational dimensions.

12. Explain the difference between affirmative action and

managing diversity. Affirmative action is an outgrowth of equal
employment opportunity legislation and is an artificial intervention
aimed at giving management a chance to correct past discrimination.
Managing diversity entails creating a host of organizational changes that
enable all people to perform up to their maximum potential.

13. Explain the glass ceiling and the 4 top strategies used by
women to break the glass ceiling. The glass ceiling is an invisible
barrier blocking women and minorities from top management positions.
The top 4 strategies used by women included the following: consistently
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 exceed performance expectations, develop a style with which managers
are comfortable, seek out difficult or challenging assignments, and find
influential mentors.

14. Review the demograp hic trends pertaining to racial groups,

educational mismatches, and aging workforce . With respect to racial
groups, Asians and Hispanics are expected to have the largest growth in
the population between 2000 and 2050, and minority groups will
constitute 49.9% of the population in 2050. Minority groups also are
experiencing a glass ceiling. There is a mismatch between workers
educational attainment and occupational requirements. The workforce is
aging.

15. Highlight the managerial implications of increasing diversity

in the workforce. There are 7 broad managerial implications: a) To
attract the best workers, companies need to adopt policies and programs
that meet the needs of all employees, b) managers should consider
progressive methods to recruit, retain, and integrate Hispanic workers
into their organizations, c) mentoring programs are needed to help
minorities advance within the organizational hierarchy, d) remedial skills
training is necessary to help the growing number of dropouts and
illiterates cope with job demands, e) organizations will need to tangibly
support education if the United
States is to remain globally competitive, f) the problem of career
plateauing needs to be managed, and g) there are 3 broad
recommendations for managing an aging workforce.

16. Explain the positive and negative effects of diversity by using

social categorization theory and information/decision -making
theory. Social categorization theory implies that similarity leads to liking
and attraction, thereby fostering a host of positive outcomes. This theory
supports the idea that homogeneity is better than heterogeneity because
diversity causes negative interpersonal processes and group dynamics.
The information decision making theory is based on the notion that
diverse groups should out perform homogenous groups because diversity
is positively associated with task relevant processes and decision
making.

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17. Identify the barriers and challenges to managing diversity.
There are 10 barriers to successfully implementing diversity initiatives: a)
inaccurate stereotypes and prejudice, b) ethnocentrism, c) poor career
planning, d) an unsupportive and hostile working environment for
diverse employees, e) lack of political savvy on the part of diverse
employees, f) difficulty in balancing career and family issues, g) fears of
reverse discrimination, h) diversity is not seen as an organizational
priority, i) the need to revamp the organization’s performance appraisal
and reward system, and j) resistance to change.

18. Discuss the organizational practices used to effectivel y

manage diversity as identified by Ann Morrisson. There are many
different practices organizations can use to manage diversity. Ann
Morrison’s study of diversity practices identified 3 main types or
categories of activities. Accountability practice’s relate to a manager’s
responsibility to treat divers employees fairly. Development practices
focus on preparing diverse employees for greater responsibility and
advancement. Recruitment practices emphasize attracting job applicants
at all levels who are willing to accept challenging work assignments.
Table 2-2 presents a list of activities that are used to accomplish each
main type.

19. Define organization culture and discuss its 3 layers.

Organizational culture represents the shared assumptions that a group
holds. It influences employees perceptions and behavior at work. The 3
layers of organizational culture include observable artifacts, espoused
values, and basic assumptions. Artifacts are the physical manifestations
of an organizations culture. Espoused values represent the explicitly
stated values and norms that are preferred by an organization. Basic
underlying assumptions are unobservable and represent the core of
organizational culture.

20. Discuss the difference between espoused and enacted values.

Espoused values represent the explicitly stated values and norms that
are preferred by an organization. Enacted values, in contrast, reflect the
values and norms that actually are exhibited or converted into employee
behavior. Employees become cynical when management espouses one set
of values and norms and then behaves in an inconsistent fashion.

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21. Describe the manifestations of an organizations culture.
General manifestations of an organization’s culture are shared objects,
talk, behavior and emotion. Four functions of organizational culture are
organizational identity, collective commitment, social system stability
and sense-making device.

22. Discuss the 3 general types of organizational culture and their

associated normative beliefs. The 3 general types of organizational
culture are constructive, passive-defensive and aggressive-defensive.
Each type is grounded in different normative beliefs. Normative beliefs
represent an individuals thoughts and beliefs about how members of a
particular group or organization are expected to approach their work and
interact with others. A constructive culture is associated with the beliefs
of achievement. Self-actualizing, humanistic encouraging, and affiliative.
Passive-defensive organizations tend to endorse the beliefs of approval,
conventional, dependent and avoidance. Aggressive-defensive cultures
tend to endorse the beliefs of oppositional, power, competitive and
perfectionistic. Explain the 3 perspectives proposed to explain the types
of culture that enhance an organisation’s financial performance. The 3
perspectives are referred to as the strength, fir and adaptive perspective.
The strength perspective assumes that the strength of corporate culture
is relates to a firm’s financial performance. The fit perspective is based
on the premise that the organisation’s culture must align with its
business or strategic context. The adaptive perspective assumes that the
most effective cultures help organizations anticipate and adapt to
environmental changes.

23. Discuss the process of developing an adaptive culture. The

process begins with charismatic leadership that creates a business vision
and strategy. Over time, adaptiveness is created by a combination of
organizational success and leaders’ ability to get employees to buy into a
philosophy or set of values of satisfying constituency needs and
improving leadership. Finally, an infrastructure is created to preserve the
organisation’s adaptiveness.

24. Summarize the methods used by organizations to embed their

cultures. Embedding a culture amounts to teaching employees about the
organisation’s preferred values, beliefs, expectations, and behaviours.
This is accomplished by using one or more of the following 11
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 mechanisms a) formal statements of organizational philosophy, mission,
vision, values, and materials used for recruiting, selection and
socialization, b) the design of physical space, work environments, and
buildings, c) slogans, language, acronyms, and sayings, d) deliberate role
modeling, training programs, teaching, and coaching by managers and
supervisors, e) explicit rewards, status symbols, and promotion criteria,
f) stories, legends, and myths about key people and events, g) the
organizational activities, processes, or outcomes that leaders pay
attention to, measure, and control, h) leader reactions to critical
incidents and organizational crisis, i) the workflow and organizational
structure, j) organizational systems and procedures, and k0
organisational goals and associated criteria used for recruitment,
selection, development, promotion, layoffs, and retirement of people.

25. Describe the 3 phases in Feldman’s model of organizational

socialization. The 3 phases of Feldman’s model are anticipatory,
socialization, encounter, and change and acquisition. Anticipatory
socialization begins before an individual actually joins the organization.
The encounter phase begins when the employment contract has been
signed. Phase 3 involves the period in which employees master important
tasks and resolve any role conflicts.

26. Discuss the various socialization tactics used to socialize

employees. There are 6 key socialization tactics. They are collective
versus individual, formal versus informal, sequential versus random,
fixed versus variable, serial versus disjunctive, and investiture versus
divestiture (see Table 3-3). Each tactic provides organizations with two
opposing options for socializing employees.

27. Explain the 4 develop mental networks associated with

mentoring. The 4 developmental networks are based on integrating the
diversity and strength of an individuals’ development relationships. The 4
resulting developmental networks are receptive, traditional,
entrepreneurial, and opportunistic. A receptive network is composed of a
few weak ties from one social system. Having a few strong ties with
developers from one social system is referred to as a traditional network.
An entrepreneurial network is made up of strong ties among several
developers; and an opportunistic network is associated with having weak
ties.
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 Define the term culture and explain how societal culture and
organizational culture combine to influence on the job behavior.
Culture is a set of beliefs and values about what is desirable in a
community of people and a set of formal or informal practices to support
the values. Culture has both prescriptive and descriptive elements and
involves taken-for-granted assumptions about how to think, act, and
feel. Culture overrides national boundaries,. Key aspects of societal
culture, such as customs and language, are brought to work by the
individual. Working together, societal and organizational culture
influence the person’s values, ethics, attitudes and expectations.

28. Define ethnocentrism and distinguis h between high-context

and low-context cultures. Ethnocentrism is the belief that one’s native
culture, language, and ways of doing things are superior to all others.
People from low context cultures infer relatively less from situational
cues and extract more meaning from spoken and written words. In high-
context cultures such as China and Japan, managers prefer slow
negotiations and trust-building meetings, which tends to frustrate low-
context Northern Europeans and Americans who prefer to get right down
to business.

29. Identify and describe the 9 cultural dimensions from Project

GLOBE. 1) Power distance – How equally should power be distributed? 2)
Uncertainty avoidance – How much should social norms and rules
reduce uncertainty and unpredictability? 3) Institutional collectivism –
how much should loyalty to the social unit override individual interests?
4) in-group collectivism- how strong should one’s loyalty be to family or
organization? 5) Gender egalitarianism – How much should gender
discrimination and role inequalities be minimized? 6) Assertiveness –
How confrontational and dominant should one be in social relationships?
7) Future orientation – How much should one delay gratification by
planning and saving for the future? 8) Performance orientation – how
much should individuals be rewarded for improvement and excellence?
9) Humane orientation – How much should individuals be rewarded for
being king, fair, friendly and generous?

30. Distinguish between individuals and collectivist cultures, and

explain the difference between monochromic and polychromic
culture. People in individualistic cultures think primarily in terms of ‘’I”
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 and ‘me’ and place a high value on freedom and personal choice.
Collectivist cultures teach people to be ‘we’’ and ús’and subordinate
personal wishes and goals to the interests of the relevant social unit
(such as family, group, organization, or society). People in monochromic
cultures are schedule driven and prefer to do one thins at a time. To
them, time is like money, it is spent wisely or wasted. In polychromic
cultures, there is a tendency to do many things at once and to perceive
time as flexible and multidimensional. Polychromic people view
monochromic people as being too preoccupies with time.

31. Specify the practical lesson from the Hofstede cross culture
study. There is no one best way to manage a cross culture. Management
theories and practices need to be adopted to the local culture.

32. Explain what Project GLOBE researchers discovered about

leadership . Across 62 cultures, they identified leader attributes that are
universally liked and universally disliked. The universally liked leader
attributes – including trustworthy, dynamic, motive arouser, decisive and
intelligent – are associated with charismatic / transformational
leadership style that is widely applicable. Universally disliked leader
attributes – such as non-cooperative, irritable, egocentric, and dictatorial
– should be avoided in all cultures.

33. Explain why US managers have a comparatively high failure

rate on foreign assignments. American expatriates are troubled by
personal and family adjustment problems and home sickness. A great
deal of money is wasted when expatriates come home early. More
extensive cross-cultural training is needed.

34. Summarize the research findings about North American

women on foreign assignments, and tell how to land a foreign
assignment. The number of North American women on foreign
assignments is still small, but growing. Self disqualification and
prejudicial home country supervisors and staffing policies are largely to
blame. Foreigners tend to view North American women primarily as
foreigners and secondarily as women. North American women have a
high success rate on foreign assignments. Foreign language skills, a
strong and formally announced desire, foreign experience, networking,
family and supervisory support, and visibility with upper management
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 can increase the chances of getting a desires assignment for both women
and men.

35. Identify 4 stages of the foreign assignment cycle and the OB

trouble spot associated with each stage. Stages of the foreign
assignment cycle 9with OB trouble spots) are 1) selection and training
(unrealistic expectations), 2) arrival and adjustment (culture shock), 3)
settling in and acculturating (lack of support), and 4) returning home
and adjusting (reentry shock).

36. Define self –esteem, and explain how it can be improved with
Branden’s 6 Pillars of self-esteem. Self esteem is how people perceive
themselves as physical, social and spiritual beings. Branden’s 6 pillars of
self esteem are live consciously, be self accepting, take personal
responsibility, be self-assertive, live purposefully, and have personal
integrity.

37. Define self-efficacy, and explain its sources. Self-efficacy

involves one’s belief about his or her ability to accomplish specific tasks.
Those extremely low in self efficacy suffer from learned helplessness. 4
sources of self-efficacy beliefs are prior experience, behavior models,
persuasion from others, and assessment of one’s physical and emotional
states. High self-efficacy-beliefs foster constructive and goal oriented
action, whereas low self-efficacy fosters passive, failure-prone activities
and emotions.

38. Contrast high and low self-monitoring individuals, and discuss

the ethical implications of organizational identification. A high self
monitor strives to make a good public impression by closely monitoring
his or her behavior and adapting it to the situation. Very high self
monitoring can create a çhameleon’ who is seen as insincere and
dishonest. Low self-monitors do the opposite by acting out their
monetary feelings, regardless of their surroundings, very low self-
monitoring can lead to a one way communicator who seems to ignore
verbal and non-verbal cues from others. People who supplant their own
identity with that of their organization run the risk of blind obedience
and groupthkink because of a failure to engage in critical and not being
objective about what they are asked to do.

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39. Identify and describe the big 5 personality dimensions, and
specify which one is correlated most strongly with job performance.
The Big 5 personality dimensions are extra0version (social and talkative),
agreeableness (trusting and cooperative), conscientiousness (responsible
and persistent), emotional stability (relaxed and unworried), and
openness to experience (intellectual and curious). Conscientiousness is
the best predictor of job performance.

40. Describe the proactive personality and explain the need to

balance an internal locus control with humility. Someone with a
proactive personality shows initiative, takes action and perseveres to
bring about change. People with an internal locus of control, such as
entrepreneurs, believe that they are masters of their own fate. Humility
helps ínternals’ factor the contributions of others and good fortune into
their perceived success.

41. Identify at least 5 of Gardener’s 8 multiple intelligences and

explain “practical intelligence ”. Havard’s Howard Gardner broadens
the traditional cognitive abilities model of intelligence and to include
social and physical abilities. His 8 multiple intelligences include social
and physical abilities. His 8 multiple intelligences include: linguistic,
logical-mathematical, musical, bodily kinesthetic, spatial, interpersonal,
intrapersonal, and naturalistic. Someone with practical intelligence,
according to Sternberg, as good at solving everyday problems and
learning from experience, reshaping their environment and selecting new
environments in which to work.

42. Distinguish between positive and negative emotions and

explain how they can be judged. Positive emotions – happiness/joy,
pride, love/affection, and relief – are personal reactions to circumstances
congruent with one’s goals. Negative emotions – anger, fright/anxiety,
guilt/shame, sadness, envy/jealousy, and disgust – are personal
reactions to circumstances incongruent with one’s goals. Both types of
emotions need to be judged in terms of intensity and the appropriateness
of the person’s relevant goal.

43. Identify the 4 key components of emotional intelligence and

discuss the practical significance of emotional contagion and
emotional labor. Goleman’s model says the 4 components are self
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 awareness, self management, social awareness and relationship
management. People can in fact, catch another persons good or bad
moods and expressed emotions, much as they would catch a contagious
disease. Managers and other in the workplace need to avoid spreading
counterproductive emotions. People in service jobs who are asked to
suppress their own negative emotions and display positive emotions,
regardless of their true feelings at the time, pay a physical and mental
price for their emotional labor. Managers who are not mindful of
emotional labor may experience lower.

44. Distinguish between terminal and instrumental values and

describe 3 types of value conflict. A terminal value is an enduring
belief about a desired end-state (eg, happiness). An instrumental value is
an enduring belief about how one should behave. 3 types of value conflict
are intrapersonal, interpersonal, and individual-organization.

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