Organizational Behavior and Design

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

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

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

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

A. Leland P., Bradford and Kenneth

B. Getterman

C. Bradford

D. Bennis

A. Development is a process

B. Organisation Development is a response to change, a complex educational strategy intended to change the beliefs, attitudes, values, and structure of organisations so that they can better adapt to new technologies, markets and challenges, and the dizzying rate of change itself

C. An organisation is the rational coordination of the activities of a number of people for the achievement of some common explicit purpose or goal, through division of labour and function, and through a hierarchy of authority and responsibility

D. Policies are a matter of the group

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

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

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

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

A. coalitions

B. committees

C. reference groups

D. task groups

A. Perception is the means by which stimuli affect an organism or individual

B. Human behaviour is generally determined on the basis of 'what is perceived', rather than on 'what is'

C. Behaviour is determined only by perceived stimuli; in other words, a stimulus that is not perceived has no effect on human behaviour

D. All of the above

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

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

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

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

A. Physical, mental, experience, educational and conceptual

B. Technical, human, conceptual, mental and moral

C. Physical, mental, moral, educational, technical and experiences

D. Mental, moral, conceptual, educational, technical and experience

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

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

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

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

A. An idea that values, norms, and behaviour of individuals in team settings changes overtime

B. An approach that shows how an individual's emotions change overtime

C. A model that suggests team change with time

D. A model that shows a leader how to behave in a team