Free Organizational Behaviour MCQs with Answers
99 Organizational Behaviour MCQs from Management Sciences, each with the correct answer and a written explanation of why it is correct. Free and unlimited, with no account needed.
Organizational behaviour examines how individuals and groups act within workplaces and how organisational structures influence that behaviour. It covers personality, perception, motivation, learning, leadership, communication, teamwork, conflict, power, organisational culture and change. It differs from human resource management, which focuses more directly on managing employment processes and policies.
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- A. Halo effect
- B. Recency effect
- C. Contrast effect
- D. Projection effect
Explanation: The halo effect occurs when one favourable characteristic shapes judgments about unrelated characteristics.
Correct answer: Halo effect- A. Belongingness needs
- B. Self-actualisation needs
- C. Esteem needs
- D. Cognitive needs
Explanation: Belongingness needs involve affiliation, friendship and acceptance, and they follow physiological and safety needs in the hierarchy.
Correct answer: Belongingness needs- A. Social loafing
- B. Role conflict
- C. Group polarisation
- D. Organisational citizenship
Explanation: Social loafing is the reduction of individual effort when a person works in a group rather than alone.
Correct answer: Social loafing- A. Transactional leadership
- B. Servant leadership
- C. Authentic leadership
- D. Laissez-faire leadership
Explanation: Transactional leadership is based on clear exchanges between performance and rewards or corrective action.
Correct answer: Transactional leadership- A. Expert power
- B. Referent power
- C. Reward power
- D. Coercive power
Explanation: Expert power comes from knowledge, skills or experience that others value.
Correct answer: Expert power- A. Organisational citizenship behaviour
- B. Counterproductive work behaviour
- C. Role ambiguity
- D. Withdrawal behaviour
Explanation: Organisational citizenship behaviour consists of helpful, discretionary actions that support the organisation but are not formally…
Correct answer: Organisational citizenship behaviour- A. Narrow span of control
- B. Wide span of control
- C. Flat organisational structure
- D. Decentralised authority system
Explanation: A narrow span of control means that one manager directly supervises relatively few employees.
Correct answer: Narrow span of control- A. Job autonomy
- B. Job simplification
- C. Job standardisation
- D. Job fragmentation
Explanation: Job autonomy gives employees discretion over work methods, scheduling or decisions, which can strengthen responsibility and motivation.
Correct answer: Job autonomy- A. Avoiding
- B. Competing
- C. Collaborating
- D. Accommodating
Explanation: Avoiding involves low assertiveness and low cooperation, so the person withdraws from or suppresses the issue.
Correct answer: Avoiding- A. Emotional attachment to the organisation
- B. Perceived cost of leaving the organisation
- C. Obligation to remain with the organisation
- D. Agreement with every organisational decision
Explanation: Affective commitment is an employee's emotional attachment, identification and involvement with the organisation.
Correct answer: Emotional attachment to the organisation- A. Job satisfaction
- B. Job involvement
- C. Organisational commitment
- D. Employee engagement
Explanation: Job satisfaction is the positive or negative feeling a person has about a job after evaluating its features.
Correct answer: Job satisfaction- A. Bounded rationality
- B. Escalation of commitment
- C. Representative bias
- D. Intuitive leadership
Explanation: Bounded rationality means decision makers operate with limited information, time and mental capacity, so they often select a satisfactory…
Correct answer: Bounded rationality- A. Emotional intelligence
- B. Cognitive dissonance
- C. Locus of control
- D. Political skill
Explanation: Emotional intelligence includes recognising, understanding and managing one's own emotions, as well as responding effectively to others'…
Correct answer: Emotional intelligence34. Visible office rituals, stories and symbols are examples of which level of organisational culture?
- A. Observable artefacts
- B. Underlying assumptions
- C. Espoused values
- D. Formal procedures
Explanation: Observable artefacts are the visible and easily noticed aspects of culture, such as rituals, stories, language and symbols.
Correct answer: Observable artefacts- A. Centralisation
- B. Formalisation
- C. Departmentalisation
- D. Specialisation
Explanation: Centralisation refers to the extent to which decision authority is concentrated at higher organisational levels.
Correct answer: Centralisation- A. Psychological contract
- B. Formal employment contract
- C. Collective agreement
- D. Performance standard
Explanation: A psychological contract consists of an employee's unwritten expectations about mutual obligations between the employee and organisation.
Correct answer: Psychological contract- A. Procedural justice
- B. Distributive justice
- C. Interactional conflict
- D. Resource dependence
Explanation: Procedural justice concerns the fairness of the process used to reach a decision.
Correct answer: Procedural justice- A. Integrative negotiation
- B. Distributive negotiation
- C. Avoidance behaviour
- D. Unilateral decision making
Explanation: Integrative negotiation seeks solutions that create value and satisfy important interests of both sides.
Correct answer: Integrative negotiation- A. Sustained workload with little recovery
- B. Clear duties with regular feedback
- C. High autonomy with meaningful work
- D. Strong support from trusted colleagues
Explanation: Burnout is more likely when prolonged job demands combine with inadequate recovery and limited resources.
Correct answer: Sustained workload with little recovery- A. Situational leadership
- B. Trait leadership
- C. Bureaucratic leadership
- D. Laissez faire leadership
Explanation: Situational leadership holds that effective behaviour depends on adapting direction and support to the follower's readiness or development…
Correct answer: Situational leadership