I
Mukesh Patel School of Technology Management & Engineering
TERM END FINAL EXAMINATION
ORGANISATIONAL BEHAVIOUR
Total Marks: 50
Time: 2 hours
(Question no. 1 is compulsory and from the rest answer any 4)
1. Choose the correct option for each of the 10 questions given below: (Marks: 10)
i) What is the most relevant application of perception concepts to OB?
a. the perceptions people form about each other; b. the perceptions people form about their
employer; c. the perceptions people form about their culture; d. the perceptions people form
about society; e. the perceptions people form about external reality.
ii) A high I.Q. is a good prerequisite for all jobs.
A. True; B. False
iii) 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; e. reflective analyst
iv) What is the difference between terminal and instrumental values, as proposed by Rokeach?
a. Terminal values are the goals that a person would like to achieve during his or her
lifetime, while the instrumental values are the preferable modes of behavior in
achieving these values.
b. Instrumental values are the goals that a person would like to achieve during his or her lifetime,
while terminal values are the preferable modes of behavior in achieving theses values.
c. Terminal values are the highest values in a person’s value system, while instrumental values
are the ones that are most often used.
d. Instrumental values are the values that are used in day to day life, terminal values are those
that come into play at times of great stress.
e. Terminal values are the values shared by the group as a whole, instrumental values are the
values that differ within a group and give rise to conflict.
v) Mr. Singh is a security officer. He believes that it is important to know exactly who is in the office
at any given time. He notices that some employees do not sign out of the office when they go out
for lunch, which makes it impossible to keep track of who is actually in the office. Mr. Singh
becomes frustrated with those employees. He makes note of them and reports them to their
supervisors.
In the above scenario, what is the behavioral component of Mr. Singh’s attitude to the employees
who did not sign out of the office?
a. Mr. Singh believes that it is important that she know exactly who is in the office at any given
time.
b. Mr. Singh notices that some employees do not sign out of the office when they take lunch.
c. Mr. Singh finds it impossible to keep track of who is actually in the office.
d. Mr. Singh becomes frustrated with those employees who do not sign out of the office.
e. Mr. Singh notes which employees leave the office without signing out, and reports them
to their supervisors.
vi) What is the process by which individuals organize and interpret their sensory impressions in order
to give meaning to their environment?
a. interpretation; b. environmental analysis ; c. social verification ; d. outlook; e. perception
vii) What term is used for the tendency to underestimate the influence of external factors and
overestimate the influence of internal factors when making judgments about the behavior of
others?
a. fundamental attribution error; b. self-serving bias; c. selective perception; d. consistency
e. actor bias
viii) What are the three key elements of motivation?
a. reactance, congruence, and circumstance; b. interest, activity, and reward; c. awareness,
effort, and outcome; d. stimulation, progress, and achievement; e. intensity, direction and
persistence
ix) Which stage in group development is most characterized by uncertainty?
a. introduction; b. storming; c. forming; d. evolution; e. norming
x) When Shruti became a doctor she modeled her manner on her observations of more experienced
doctors, and also on the behavior of doctors in serial she had enjoyed watching as a child on TV.
What is Shruti modeling her manner upon?
a. the role behaviors of doctors; b. her role perception of doctors; c. the role identity of
doctors; d. her role expectation of doctors; e. the core role actions of doctors
2 What are values? Why are they important to the study of organizational behavior?
What are the values of Xters and Nexters vis a vis relevance to contemporary Indian
corporate workforce? (Marks: 2+4+4)
3. Describe the determinants of individual differences. How are the determinants relevant to
organizational behavior? Are there any cross-cultural differences in the determinants of
individual differences too? (Marks: 3+4+3)
4. What is the rational model of decision-making? How is it different from bounded
rationality? State three common decision-making biases and implication of those in
organizational context? (Marks: 4+2+4)
5. What are the strengths and weaknesses of group decision-making? Compare the
effectiveness of interacting, brainstorming, nominal and electronic meeting groups.
(Marks; 5+5)
6. Describe expectancy theory. How do contemporary theories of work motivation
complement each other? (Marks: 5+5)
7. Compare between the mechanistic and organic models of organizational structure.
Describe the major forces influencing the design of the organization. (Marks: 4+6)
8. Write short note on (any two):
i) Significance of Hawthorne Studies in OB
ii) Charismatic leadership
iii) Deviant workplace behavior (Marks: 5+5)
II
Mukesh Patel School of Technology Management & Engineering
TERM END FINAL EXAMINATION
ORGANISATIONAL BEHAVIOUR
Total Marks: 50
Time: 2 hours
(Question no. 1 is compulsory and from the rest answer any 4)
1. State the correct option for each of the 10 questions given below: (Marks: 10)
i) What is the name of the theory that deals with how we explain behavior differently depending on
the meaning we assign to the actor?
a. behavioral theory; b. judgment theory; c. selective perception theory; d. attribution theory
e. equality theory
ii) Stamina, dexterity, and strength are dimensions of physical ability.
A. True; B. False
iii) Robert Katz identified three essential skills that managers need to have in order to reach their
goals. What are these skills?
a. technical, decisional and interpersonal; b. technical, human, and conceptual;
c. interpersonal, informational and decisional
iv) Which of the following values would be most likely to be considered a terminal value by Rokeach?
a. ambition; b. cheerful; c. helpfulness; d. a sense of accomplishment; e. Polite
v) Any incompatibility between two or more attitudes or between behavior and attitudes results in
_____.
a. organizational dissonance; b. cognitive dissonance; c. attitudinal clarification; d. values
clarification; e. affective reactance.
vi) What are the three classes of factors that influence perception?
a. factors in the setting, factors in the environment, and factors in the motives
b. factors in the perceiver, factors in the target, and factors in the situation
c. factors in the character, factors in knowledge, and factors in experience
d. factors in the personality, factors in the character, and factors in the values
e. factors in the senses, factors in the surroundings, and factors in the lighting
vii) Your boss never gives you the benefit of the doubt. When you were late back from lunch, he
assumed that you had simply taken too much time. He never considered that the elevators were
out and you had to walk up 10 flights of stairs. Your boss is guilty of _____.
a. self-serving bias; b. selective perception; c. fundamental attribution error; d. inconsistency
e. stereotyping
viii) Motivation is best defined as a process that _____.
a. results in a level of effort; b. intensifies an individual’s efforts; c. accounts for an
individual’s efforts toward attaining a goal; d.meets an individual’s needs; e. stabilizes over
time
ix) What are the five stages of group development?
a. generation, implementation, construction, production, termination; b. introduction,
development, production, deterioration, adjournment; c. initiation, evolution, maturation,
degeneration, termination; d. forming, storming, norming, performing, adjourning;
e. acting, reacting, enacting, impacting, acting
x) Most people assume that a police officer should behave in a lawful manner, not show any
favoritism to any particular group, and do their best to uphold the law. What term is used for this
kind of belief?
a. a norm; b. a norm identity; c. a role expectation; d. a role perception; e. a norm violation
2. What is job satisfaction? How is it measured? What is the impact of satisfied and dissatisfied
employees in the workplace? (Marks: 2+2+6)
3. Define perception and specify the three major factors that influence perception. Explain the
role of perception in making judgment about others and its implications in organizational
behavior. (Marks: 2+8)
4. Why do common decision making biases and errors take place? Explain common decision
making biases and errors committed by managers affecting organizational effectiveness.
(Marks: 2+8)
5. Describe three alternative work arrangements and show how they might motivate employees.
(Marks: 10)
6. Briefly state the stages in the conflict process. Critically analyze the consequences of conflict
in the organization. (Marks: 5+5)
7. Describe few of the new organizational design options emerging in recent times. What are the
compelling factors behind the emergence of such new design options? (6+4)
8. Write short note on any two:
a) Organisational implications of terminal and instrumental values
b) Antecedents and organizational outcomes of Job engagement
c) Five-stage group development model
(Marks: 5+5)
III
Mukesh Patel School of Technology Management & Engineering
TERM END FINAL EXAMINATION
ORGANISATIONAL BEHAVIOUR
Total Marks: 50
Time: 2 hours
(Question no. 1 is compulsory and from the rest answer any 4)
1. State the correct option for each of the 10 questions given below: (Marks: 10)
i) When individuals observe another person’s behavior, they attempt to determine whether it is
internally or externally caused. This phenomenon is most directly relevant to which of the
following?
a. the Pygmalion effect; b. projection theory; c. attribution theory; d. selective perception
theory; e. expectancy theory
ii) Individuals who have a high score on one dimension of physical ability will usually score high on
all other dimensions.
A. True; B. False
iii) A manager is valued by her colleagues for her ability to perform effective break-even analysis on
upcoming ventures. In this case, her colleagues value her for competencies that fall within which
of Katz’s essential management skills categories?
a. Technical; b. communication; c. human; d. conceptual; e. education
iv) Which of the following terminal values was ranked as the most important by executives?
a. family security; b. self-esteem; c. equality; d. freedom; e. social security
v) The theory of cognitive dissonance was proposed by _____.
a. Maslow; b. Festinger; c. Hofstede; d. Skinner; e. Pavlov
vi) Two people see the same thing at the same time yet interpret it differently. Where do the factors
that operate to shape their dissimilar perceptions reside?
a. the perceivers; b. the target; c. the timing; d. the context; e. the situation.
vii) What term is used for the tendency of an individual to attribute his own successes to internal
factors while putting the blame for failures on external factors?
a. fundamental attribution error; b. self-serving bias; c. consistency; d. selective perception;
e. stereotyping
viii) ERG’s ______ needs include the intrinsic component from Maslow’s esteem category and the
characteristics included under self-actualization.
a. Existence; b. relatedness; c. growth; d. physiological; e. security; f. social needs
ix) In the second stage of group development _____.
a. close relationships are developed; b. the group demonstrates cohesiveness; c. intragroup
conflict often occurs; d. the job task is performed; e. groups disband
x) What term is used for a set of expected behavior patterns associated with a particular position in
a social unit?
a. role; b. role perception; c. role identity; d. role expectation; e. identity
2. What are values? What is the difference between terminal and instrumental values? What are
the predominant work-related values of Indian managers? (Marks: 2+3+5)
3. What is Organisational Behaviour? Describe the four major challenges that today’s
organization face. (Marks: 2+8)
4. Define perception and specify the three major factors that influence perception. Explain the
role of perception in making judgment about others and its implications in organizational
behavior.
(Marks:
1+6)
5. What is the rational model of decision-making? How is it different from bounded
rationality? State three common decision-making biases and implication of those in
organizational context? (Marks: 2+2+4)
6. Describe expectancy theory. How do contemporary theories of work motivation
complement each other? (Marks: 5+5)
7. Compare between the mechanistic and organic models of organizational structure.
Describe the major forces influencing the design of the organization. (Marks: 4+6)
8. Write short note on (any two):
i) Two factor theory of Motivation
ii) Charismatic leadership
iii) Deviant workplace behavior (Marks: 5+5)
