1. Organizational Behavior (OB) is best defined as the systematic study of: A) The physical structure of office buildings and their impact on work. B) The actions and attitudes that people exhibit within organizations. C) The economic market forces that dictate hiring and firing practices. D) The history of labor unions and their legal influence. 2. Which contributing discipline to OB focuses primarily on the "micro" level of analysis (the individual) rather than the "macro" level (groups and systems)? A) Sociology B) Anthropology C) Psychology D) Political Science 3. When a manager replaces intuition with the systematic study of behavior, they are practicing: A) Evidence-based management (EBM) B) Autocratic leadership C) Contingency management D) Classical administrative theory 4. The "Contingency Variable" in OB suggests that: A) Human behavior is consistent across all cultures and situations. B) There is one best way to manage people regardless of the environment. C) The relationship between two variables depends on the situation. D) Managers should never change their style once a strategy is set. 5. Which of the following refers to a positive feeling about a job resulting from an evaluation of its characteristics? A) Organizational Commitment B) Job Satisfaction C) Employee Engagement D) Cognitive Dissonance 6. Employees with high "Affective Commitment" stay with an organization because: A) They feel they have no other job options available. B) They want to avoid the high cost of leaving (pensions, benefits). C) They feel a moral or ethical obligation to the manager. D) They truly want to and identify with the organization's goals. 7. Discretionary behaviors that are not part of an employee's formal job requirements but contribute to the effective functioning of the organization are called: A) Counterproductive Work Behaviors (CWB) B) Emotional Labor C) Organizational Citizenship Behaviors (OCB) D) Task Performance 8. Cognitive Dissonance occurs when: A) An employee’s emotions match the organization’s expectations. B) There is an incompatibility between two or more attitudes or between behavior and attitudes. C) A manager provides conflicting feedback to an employee. D) A team experiences high levels of task-related conflict. 9. Emotional Intelligence (EI) is most critical for leaders because it involves: A) The ability to detect and manage emotional cues and information. B) Using high-pressure tactics to force behavioral outcomes. C) Memorizing the technical details of every employee's job. D) Suppressing all emotions to remain strictly professional. 10. In the Big Five Personality Model, which dimension is the strongest predictor of long-term job performance? A) Extraversion B) Conscientiousness C) Openness to Experience D) Agreeableness 11. An individual who is pragmatic, maintains emotional distance, and believes that "the ends can justify the means" is high in: A) Narcissism B) Machiavellianism C) Self-Monitoring D) Risk-Taking 12. According to Attribution Theory, if an employee is late for work and the manager observes that this employee is late for every event they attend (high consistency), the manager is likely to attribute the lateness to: A) External causes (traffic, weather). B) Internal causes (lack of discipline, laziness). C) Situational causes (car trouble). D) Random chance. 13. The Fundamental Attribution Error describes the tendency for observers to: A) Underestimate the influence of internal factors and overestimate external factors. B) Overestimate the influence of internal factors and underestimate external factors. C) Blame themselves for the failures of their subordinates. D) Assume that everyone else shares their same values and beliefs. 14. When we judge someone on the basis of our perception of the group to which that person belongs, we are using the shortcut called: A) The Halo Effect B) Selective Perception C) Stereotyping D) Contrast Effect 15. Which component of an attitude involves the intent to behave in a certain way toward someone or something? A) The Affective component B) The Cognitive component C) The Behavioral component D) The Evaluative component 16. An individual with an "Internal Locus of Control" believes that: A) Their fate is determined by luck and powerful outside forces. B) They are the masters of their own fate and responsible for what happens to them. C) Managers should have total control over the workplace. D) Organizations should be flat and decentralized. 17. "Surface Acting" is a form of emotional labor that involves: A) Modifying one's true inner feelings to match the organization's requirements. B) Hiding one's inner feelings and forgoing emotional expressions in response to display rules. C) Experiencing the exact emotion a customer is feeling. D) Projecting a personality that is completely different from the Big Five model. 18. Which dimension of Hofstede’s framework assesses the degree to which people in a country accept that power in institutions and organizations is distributed unequally? A) Individualism vs. Collectivism B) Uncertainty Avoidance C) Power Distance D) Masculinity vs. Femininity 19. Values differ from attitudes in that values are: A) Less stable and change daily. B) More stable and enduring, serving as a foundation for attitudes. C) Only concerned with an individual's specific job. D) Unrelated to an individual's behavior. 20. The "Self-Serving Bias" is the tendency for individuals to: A) Attribute their own successes to internal factors while blaming failures on external factors. B) Help others only when there is a clear reward for doing so. C) Believe they are better than average in every personality category. D) Accurately assess their own strengths and weaknesses. #Mel's Comment lay askemtu 5:00 Mel's post adergalehu #like maderg atersu
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