Organizational Behavior and Design

1

All of the following identifies recommendations for reducing resistance to change except . . . . . . . .

A) plan for the change B) initiate the change without offering sup port C) make the change an experiment D) be willing to negotiate

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Answer & Solution

Answer: Option B

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2

Which is the basic principle of a good communication?

A) Consider the total physical and human setting whenever you communicate B) Examine the true purpose of each communication C) Seek to clarify your ideas before communication D) All of the above

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Answer & Solution

Answer: Option D

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3

"Motivation" is a branch of

A) planning B) organising C) controlling D) staffing

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Answer & Solution

Answer: Option C

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4

Who has (have) shown that organisational design and management process are the functions of environmental uncertainties?

A) Bums and Stalker B) Lawrence and Lorsch C) Galbraith D) None of the above

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Answer & Solution

Answer: Option C

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5

Match the following.

List-I (OB Theory)	List-II (Developer)
a. Comparative theory	1. Bernard
b. Systems theory	2. Backkey and Kricks
c. Decision theory	3. Arnest Del
d. Fusion Process theory	4. Herbert Siamon

A) a-1, b-2, c-3, d-4 B) a-4, b-1, c-3, d-2 C) a-3, b-1, c-4, d-2 D) a-1, b-4, c-2, d-3

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Answer & Solution

Answer: Option C

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6

The result variables as the component of mathematical model for measuring system's effectiveness and efficiency in management science include . . . . . . . .

A) measures of performance B) measures of effectiveness C) payoffs and outcomes D) All of the above

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Answer & Solution

Answer: Option D

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7

Managerial-Grid model of leadership was developed by

A) Blake and Mouton B) Evans and House C) Fayol and Taylor D) Vroom and Fiedler

Discuss

Answer & Solution

Answer: Option A

Solution:

The Managerial-Grid model of leadership was explicitly developed by Robert R. Blake and Jane S. Mouton in the 1960s.

It focuses on two key dimensions of leadership:

1. Concern for People: Reflecting the leader's emphasis on team members' needs and relationships.

2. Concern for Production: Reflecting the leader's emphasis on tasks, goals, and organizational objectives.

Blake and Mouton categorized leadership styles into different quadrants, including Impoverished (1,1), Country Club (1,9), Produce or Perish (9,1), Middle-of-the-Road (5,5), and Team Leadership (9,9).

Option D: Vroom and Fiedler is incorrect because they are associated with other leadership theories. Vroom contributed to the Expectancy Theory of Motivation, while Fiedler is known for the Contingency Model of Leadership.

8

Match the following:

List-I (Concepts of organisation Structure)	List-II (Factors)
a. Pyramid	1. Superior
b. Authority	2. Reports
c. Chain of Command	3. Commands
d. Unity of Command	4. Expertise

A) a-1, b-4, c-3, d-2 B) a-3, b-1, c-4, d-2 C) a-1, b-2, c-3, d-4 D) a-4, b-1, c-3, d-2

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Answer & Solution

Answer: Option A

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9

It incorporates the relationship between perception, effort, expected reward and satisfaction.This is model of motivation

A) Porter and Lawler Expectancy model B) Fiedler's contingency model C) Vroom's contingency model D) None of the above

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Answer & Solution

Answer: Option A

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10

In Vroom's Expectancy theory, Expectancy indicates

A) Probability of achieving that outcome B) Advancement C) Award D) Accounting

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Answer & Solution

Answer: Option A

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