Organizational Behavior and Design

A. Developer

B. Missionary

C. Executive

D. Bureaucrat

A. manipulation

B. coercion

C. co-optation

D. facilitation

A. The genetic societal system involving the level of a cell society characterised by a division of labour among cells

B. The open system characterised by the ability of rejuvenation, growth and reproduction

C. The simple dynamic system involving the level of a clock having predetermined motions

D. All of the above

A. a-4, b-3, c-2, d-1

B. a-3, b-4, c-2, d-1

C. a-1, b-2, c-3, d-4

D. a-1, b-3, c-4, d-2

A. The person can alter inputs. i.e. people who feel they are underpaid for their efforts may tend to reduce their efforts, and people who feel they are overpaid might want to increase their effort

B. The person can cognitively distort input or outcomes

C. The person might quit the job

D. All of the above

A. Religious

B. Political

C. Theoretical

D. Emotional

A. Situational Leadership Theory

B. Behavioural Theories

C. Contingency Theories

D. Trait Theories

A. a-1, b-2, c-3, d-4, e-5

B. a-1, b-3, c-4, d-2, e-5

C. a-4, b-1, c-5, d-3, e-2

D. a-4, b-2, c-5, d-1, e-3

A. An approach to group decision-making that explains how decisions are made in a team

B. An idea that shows why dictator are inevitably overthrown

C. A model that suggests team change with time

D. An attempt to explain why groups occasionally reach erroneous conclusions even when the prevailing data would give alternative end

A. Reward power is based on the leader's ability to provide rewards to those he governs

B. Traditional authority evolves into rational authority through formal legitimisation

C. Charismatic leaders usually possess magical qualities

D. All of the above