Organizational Behavior and Design Page-6 section-6

Section 1 Section 2 Section 3 Section 4 Section 5 Section 6

51.
. . . . . . . . describes a positive feeling about your job resulting from an evaluation of its characteristics.

A. enlargement

B. satisfaction

C. engagement

D. involvement

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52.
Match the following:

List-I (Staffing) List-II (Skills)

a. Executive Leadership 1. Human

b. Proficiency 2. Conceptual

c. Manager 3. Technical

d. Firm 4. Technical, human and conceptual

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

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

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

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

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53.
The . . . . . . . . leadership theory of . . . . . . . . describes that effective group performance depends on the proper between the leader's style, if interacting with his subordinates and the degree to which the situation gives control and influence to the leader.

A. Lowa State Leadership Studies, Ronald Lippitt and Ralph K. White

B. Managerial Grid, Blake and Mouton

C. Trait Theory, Stodgill and Barnard

D. Contingency Model, Fred Fiedler

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54.
According to Maslow's need-hierarchy theory of motivation

A. an unsatisfied need is a motivator of behaviour

B. a satisfied need is a motivator of behaviour

C. depends upon the situation

D. None of the above

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55.
When one individual or group wins at the expense of another individual or group, it is termed as

A. zero-sum conflict

B. non-zero sum conflict

C. line-staff conflict

D. formal-informal conflict

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56.
Six universal . . . . . . . . are anger, fear, sad ness, happiness, disgust, and surprise.

A. cognitions

B. lobes

C. emotions

D. moods

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57.
Match the items of list-II with the items of list-I.

List-I (Theories of Motivation) List-II (Proposed by)

a. Two factor theory of motivation 1. J. Stacy Adams

b. Expectancy theory of motivation 2. Victor Vroom

c. Need theory of motivation 3. Herzberg

d. Equity theory of motivation 4. McClelland

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

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

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

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

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58.
When a change agent's job entails interviewing all parties about the relations among people, including interpersonal stumbling blocks and problems, this technique to promote change is known as . . . . . . . .

A. facilitation and support

B. team-building techniques

C. process consultation

D. manipulation and co-optation

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59.
As per Fred Luthans, the scope of organisational behaviour is/are

A. Job stress

B. Interactive behaviour and conflict

C. Communication

D. All of the above

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60.
The motives which are unlearned but not physiologically based are called

A. primary motives

B. secondary motives

C. general motives- competence, manipulation, activity's curiosity

D. None of the above

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1 2 3 4 5 6 7 8 9 10

List-I (Staffing)	List-II (Skills)
a. Executive Leadership	1. Human
b. Proficiency	2. Conceptual
c. Manager	3. Technical
d. Firm	4. Technical, human and conceptual

List-I (Theories of Motivation)	List-II (Proposed by)
a. Two factor theory of motivation	1. J. Stacy Adams
b. Expectancy theory of motivation	2. Victor Vroom
c. Need theory of motivation	3. Herzberg
d. Equity theory of motivation	4. McClelland

Organizational Behavior and Design

51. . . . . . . . . describes a positive feeling about your job resulting from an evaluation of its characteristics.

Answer & Solution

52. Match the following: List-I (Staffing) List-II (Skills) a. Executive Leadership 1. Human b. Proficiency 2. Conceptual c. Manager 3. Technical d. Firm 4. Technical, human and conceptual

Answer & Solution

53. The . . . . . . . . leadership theory of . . . . . . . . describes that effective group performance depends on the proper between the leader's style, if interacting with his subordinates and the degree to which the situation gives control and influence to the leader.

Answer & Solution

54. According to Maslow's need-hierarchy theory of motivation

Answer & Solution

55. When one individual or group wins at the expense of another individual or group, it is termed as

Answer & Solution

56. Six universal . . . . . . . . are anger, fear, sad ness, happiness, disgust, and surprise.

Answer & Solution

Answer & Solution

58. When a change agent's job entails interviewing all parties about the relations among people, including interpersonal stumbling blocks and problems, this technique to promote change is known as . . . . . . . .

Answer & Solution

59. As per Fred Luthans, the scope of organisational behaviour is/are

Answer & Solution

60. The motives which are unlearned but not physiologically based are called

Answer & Solution

Read More Section(Organizational Behavior and Design)

51.
. . . . . . . . describes a positive feeling about your job resulting from an evaluation of its characteristics.

52.
Match the following:

List-I (Staffing) List-II (Skills)

a. Executive Leadership 1. Human

b. Proficiency 2. Conceptual

c. Manager 3. Technical

d. Firm 4. Technical, human and conceptual

53.
The . . . . . . . . leadership theory of . . . . . . . . describes that effective group performance depends on the proper between the leader's style, if interacting with his subordinates and the degree to which the situation gives control and influence to the leader.

54.
According to Maslow's need-hierarchy theory of motivation

55.
When one individual or group wins at the expense of another individual or group, it is termed as

56.
Six universal . . . . . . . . are anger, fear, sad ness, happiness, disgust, and surprise.

58.
When a change agent's job entails interviewing all parties about the relations among people, including interpersonal stumbling blocks and problems, this technique to promote change is known as . . . . . . . .

59.
As per Fred Luthans, the scope of organisational behaviour is/are

60.
The motives which are unlearned but not physiologically based are called