Organizational Behavior and Design

A. Behavioural theory

B. Systems theory

C. Contingency theory

D. None of these

A. Job security

B. Work itself

C. Company policy

D. Interpersonal relations characteristic

A. hawthorne effect

B. perceptual bias

C. attitude

D. halo effect

A. changes in an organisation's level of adaptation to its environment

B. increased motivation

C. greater innovation

D. None of the above

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

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

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

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

A. 1, 2, 3 are true, 4 is false

B. 1, 3, 4 are true, 2 is false

C. 1, 3 are true, 2 and 4 are false

D. 1 and 2 are true, 3 and 4 are false

A. Both (A) and (R) are correct and (R) is correct explanation of (A)

B. Both (A) and (R) are correct, but (R) is not the correct explanation of (A)

C. (A) is correct, but (R) is incorrect

D. (R) is correct, but (A) is incorrect

A. effective direction and leadership

B. proper planning

C. effective communication

D. All of the above

A. a financial analysis tool used to evaluate the areas of the organization with the greatest potential for change

B. a change process that focuses on the forces driving change and the forces restraining change

C. a change process based on the systematic collection of data and then selection of a change action based on what the analyzed data indicate

D. all of the above

A. organisational structure, management process and technology

B. people, structure, technology and external social system

C. productivity, absenteeism, turnover and job satisfaction

D. None of the above