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WorksheetsOB_CIA_II
Total questions: 50
Worksheet time: 50mins
Name
Class
Date
1.
Learning in Organizational Behaviour is best described as
a)
Temporary change in behavior
b)
Permanent change in behavior due to experience
c)
Change due to external motivation only
d)
Change occurring without any experience
2.
Which of the following is NOT a characteristic of learning?
a)
It results from experience
b)
It is a temporary change
c)
It is a relatively permanent change
d)
It can influence future behavior
3.
The process of acquiring new knowledge, behaviors, skills, values or preferences is known as:
a)
Leadership
b)
Motivation
c)
Learning
d)
Perception
4.
Which theory emphasizes learning through rewards and punishments?
a)
Social Learning Theory
b)
Operant Conditioning Theory
c)
Cognitive Theory
d)
Gestalt Theory
5.
Pavlov’s experiment on dogs is associated with which type of learning?
a)
Classical Conditioning
b)
operant Conditioning
c)
Observational Learning
d)
Social Learning
6.
Who is famous for the Social Learning Theory?
a)
A. B.F. Skinner
b)
Ivan Pavlov
c)
Albert Bandura
d)
Sigmund Freud
7.
Vicarious learning involves:
a)
Learning by direct experience
b)
Learning by trial and error
c)
Learning by imitation and observation
d)
Learning through reinforcement only
8.
In Operant Conditioning, 'positive reinforcement' means:
a)
Ignoring the behavior
b)
Punishing to reduce behavior
c)
Removing an unpleasant stimulus
d)
Adding a pleasant stimulus to increase behavior
9.
Organizational learning refers to:
a)
Developing collective knowledge for improvement
b)
Focusing on traditional practices
c)
Individual employee learning only
d)
Ignoring feedback and innovation
10.
Organizational learning helps organizations to:
a)
Resist change
b)
Repeat past failures
c)
Adapt continuously to external changes
d)
Adopt rigid structures
11.
The process whereby an organization acquires, shares, and utilizes knowledge is called:
a)
Performance management
b)
Individual learning
c)
Job rotation
d)
Organizational learning
12.
Which is NOT a barrier to organizational learning?
a)
Poor communication
b)
Supportive culture
c)
Lack of leadership commitment
d)
Fear of change
13.
Double-loop learning is characterized by:
a)
Correcting errors using existing norms
b)
Avoiding reflection on outcomes
c)
Ignoring root causes of problems
d)
Challenging existing assumptions and norms
14.
Single-loop learning involves:
a)
Redesigning underlying processes
b)
Changing goals and assumptions
c)
Adjusting actions to correct errors
d)
Ignoring feedback
15.
What distinguishes triple-loop learning?
a)
Learning how to learn; transforming learning processes themselves
b)
Correcting errors only
c)
Maintaining current strategies
d)
Avoiding evaluation
16.
A feedback process in organizational learning loops is important because:
a)
It helps organizations ignore mistakes
b)
t enables organizations to learn from and correct errors
c)
It promotes repeating failures
d)
It eliminates need for evaluation
17.
In organizational settings, loops in learning refer to cycles of:
a)
Action and reflection
b)
Only routine processes
c)
Structural rigidity
d)
Ignoring mistakes
18.
Which learning theory is most associated with the concept of “modeling”?
a)
Operant Conditioning
b)
Cognitive Learning
c)
Social Learning Theory
d)
Classical Conditioning
19.
In organizations, “shared mental models” enhance:
a)
Individual isolation
b)
Task avoidance
c)
Rigid control structures
d)
Organizational learning
20.
Values are important in organizations because they:
a)
. Are irrelevant to organizational culture
b)
Influence employee behavior and decision-making
c)
. Are irrelevant to organizational culture
d)
Are static and unchanging
21.
The primary source of individual values is:
a)
Personal life experiences and socialization
b)
Organizational training
c)
Random chance
d)
Corporate policies
22.
Which type of values tend to cut across cultures?
a)
Materialistic values
b)
Universal human values like honesty and respect
c)
Nationalistic values
d)
Custom-specific values
23.
Instrumental values refer to:
a)
Desired end-states
b)
Modes of behavior to achieve goals
c)
Economic goals only
d)
Social customs
24.
Person-job fit refers to:
a)
Matching personal values with company culture
b)
Adjusting the job to the individual’s likes
c)
Matching skills and job requirements
d)
None of the above
25.
Person-organization fit is about:
a)
Matching job skills only
b)
Changing the employee’s behavior forcibly
c)
Fitting the individual into the specific job role
d)
The compatibility between the individual’s values and the organization’s culture
26.
Better person-job fit leads to:
a)
Lower job involvement
b)
Increased turnover
c)
Irrelevant outcomes
d)
Higher job satisfaction and performance
27.
Which of the following can result from poor person-organization fit?
a)
Job dissatisfaction
b)
Increased organizational commitment
c)
Enhanced motivation
d)
Career growth
28.
Teams require fit at which levels for effectiveness?
a)
Only person-job fit
b)
Both person-job and person-organization fit
c)
None, fit is not relevant
d)
Only at senior leadership
29.
Maslow’s Hierarchy of Needs suggests people are motivated by:
a)
Only financial rewards
b)
Genetic factors only
c)
A hierarchy from physiological to self-actualization needs
d)
Supervisory pressure
30.
Herzberg’s Two-Factor Theory distinguishes between:
a)
Motivators and hygiene factors
b)
Primary and secondary needs
c)
Individual and group needs
d)
Tangible and intangible rewards
31.
McGregor’s Theory X assumes employees:
a)
Are naturally lazy and need control
b)
Seek responsibility
c)
Are self-motivated
d)
Are creative and proactive
32.
Goal-setting theory emphasizes:
a)
Setting specific and challenging goals
b)
Avoiding goals
c)
Only monetary rewards motivate employees
d)
Flexible goals without deadlines
33.
Expectancy theory focuses on
a)
Immediate punishment for mistakes
b)
Random rewards system
c)
Supervisory control only
d)
The belief that effort leads to performance which leads to rewards
34.
Equity theory centers on:
a)
Fairness of inputs and outcomes relative to others
b)
Company's profitability only
c)
External environment control
d)
Ignoring social comparisons
35.
McClelland’s Need Theory identifies needs for:
a)
Physiological needs only
b)
Safety only
c)
Achievement, affiliation, and power
d)
Power only
36.
The Job Characteristics Model includes which of the following core dimensions?
a)
Office layout only
b)
Skill variety, task identity, task significance, autonomy, feedback
c)
Salary, bonus, benefits
d)
Working hours, dress code
37.
Task identity refers to:
a)
Completing a whole identifiable piece of work
b)
Working on repetitive tasks
c)
Ignoring the outcome
d)
Monitoring co-workers
38.
Autonomy in a job means:
a)
Strict supervision
b)
Freedom to schedule and decide how to perform tasks
c)
Lack of responsibility
d)
Routine task repetition
39.
Feedback from the job helps employees:
a)
Ignore mistakes
b)
Avoid responsibility
c)
Understand their effectiveness and improve performance
d)
Reduce work effort
40.
Employee involvement typically:
a)
Causes confusion only
b)
Increases job satisfaction and commitment
c)
Reduces team cooperation
d)
Is irrelevant to motivation
41.
Which is a common method of employee involvement?
a)
Participative decision-making
b)
Autocratic control
c)
Ignoring employee feedback
d)
External audits only
42.
Workers’ participation in management leads to:
a)
Managerial dominance
b)
Increased confusion
c)
Higher absenteeism
d)
Better decision making and reduced conflict
43.
Team-based work designs are an example of:
a)
Rigid hierarchy
b)
Micromanagement
c)
Centralized decision-making
d)
Employee involvement
44.
Financial incentives motivate by:
a)
Offering monetary rewards for performance
b)
Ignoring employee needs
c)
Reducing autonomy
d)
Limiting feedback
45.
Non-financial motivation includes:
a)
Recognition, job enrichment, career growth opportunities
b)
Salary cuts
c)
Punishments
d)
Ignoring employees
46.
Job enrichment aims to:
a)
Reduce employee involvement
b)
Simplify job tasks
c)
Increase job complexity and responsibility
d)
Eliminate feedback
47.
Effective communication enhances motivation because it:
a)
Confuses employees
b)
Builds trust and clarity about expectations
c)
Reduces trust
d)
Is unnecessary
48.
Organizational justice refers to employees’ perception of:
a)
Fairness in treatment, processes, and outcomes
b)
Unfair punishment
c)
Supervisor control only
d)
Random decisions
49.
Distributive justice focuses on:
a)
Fairness of outcome distributions like pay or promotions
b)
Work environment only
c)
Communication style
d)
Employee hierarchy
50.
Procedural justice refers to:
a)
Random outcomes
b)
Supervisors' personal preferences
c)
Fairness of the processes used for decision-making
d)
Ignoring employee voice
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