Organizational Behavior MCQ Quiz - Multiple Choice Questions & Answers Page 7

61. A learned pre-disposition to respond in a consistently favourable or unfavourable manner with respect to a given object

1. Perception
2. Attitude
3. Behavior
4. personality

62. 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 Katzs essential management skills categories

1. Technical
2. Communication
3. Human
4. conceptual

63. A study of human behavior in organizational settings is

1. Individual behavior
2. Group behavior
3. Organizational behavior
4. None of these

64. A technique to bring changes in the entire organization, rather man focusing attention on individuals to bring changes easily.

1. Organizational development
2. Organizational change
3. Organizational culture
4. Organizational conflicts

65. A threatened strike action by a labour union to force the management to accept their demands is an example of which of the following power?

1. Referent power
2. legitimate power
3. Reward power
4. Coercive power

66. According to Fred Luthans and his associates, which of the following is considered a part of traditional management?

1. Disciplining
2. decision making
3. exchanging routine information
4. acquiring resources

67. According to Katz, technical skills encompass the ability to

1. analyze and diagnose complex situations
2. exchange information and control complex situations
3. apply specialized knowledge or expertise
4. initiate and oversee complex projects

68. According to Katz, when managers have the mental ability to analyze and diagnose complex situations, they possess skills.

1. Technical
2. Leadership
3. problem-solving
4. conceptual

69. According to management guru Tom Peters, almost all quality improvement comes from of design, manufacturing, layout, processes, and procedures.

1. Modification
2. Stratification
3. Integration
4. simplification

70. According to Mintzberg, one of managements interpersonal roles is

1. spokesperson
2. leader
3. Negotiator
4. monitor