Organizational Behavior and Design

A. Organisation manuals and statutes define relationships between various offices and describe the duties, rights and privileges of various position holders

B. For providing a picture of the organisation at a glance

C. Organisations adopt several ways to formalise things, apart from social legitimacy

D. For providing production capacity to the machine

A. Manipulation/co-optation

B. Negotiation/agreements

C. Facilitation/support

D. Involvement/participation

A. a-9,9, b-1,1, c-1,9, d-5,5, e-9,1

B. a-9,1, b-1,1, c-1,9, d-9,9, e-5,5

C. a-1,1, b-5,5, c-9,9, d-1,9, e-9,1

D. a-9,9, b-1,1, c-5,5, d-1,9, e-9,1

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

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

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

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

A. There are some genetic factors which play a part in determining certain aspects of what we tend to become. Whether we are tall or short, experience good health or ill health, are quickly irritable or patient, are all characteristics which can, in many cases, be traced to heredity

B. Individualism collectivism dimension reflects the relationship between the individual and the group of which he or she is a member

C. The theory X manager, as McGregor refers to him, believes that human beings and inherently lazy, dislike and shirk work, need to be coerced and closely supervised and punished if they do not perform their tasks

D. All of the above

A. Accuracy and creativity

B. Excellence and innovation

C. Profitability and hard work

D. Quality and capability

A. low-low management style

B. low-high management style

C. high-high management style

D. high-low management style

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

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

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

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

A. formal group

B. informal group

C. out-group

D. in-group

A. The average human being prefers to be directed, wishes to avoid responsibility and has relatively little ambition and, above all, desires security

B. Human beings are inherently lazy and will shun work and therefore, must be coerced

C. Represents the traditional view of direction and control

D. All of the above