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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99 questions · page 4 of 5
- A. Role conflict
- B. Role ambiguity
- C. Role overload
- D. Role isolation
Explanation: Role conflict occurs when a person faces incompatible demands from different sources.
Correct answer: Role conflict- A. Distributive justice
- B. Procedural justice
- C. Interactional justice
- D. Corrective justice
Explanation: Interactional justice concerns the interpersonal treatment and explanations people receive during organisational decisions.
Correct answer: Interactional justice- A. Affective commitment
- B. Continuance commitment
- C. Normative commitment
- D. Professional commitment
Explanation: Continuance commitment is based on the perceived costs of leaving an organisation.
Correct answer: Continuance commitment- A. Age
- B. Gender
- C. Physical ability
- D. Personal values
Explanation: Deep-level diversity concerns less visible differences such as values, attitudes and beliefs.
Correct answer: Personal values- A. One functional manager only
- B. A functional manager and a project manager
- C. The chief executive and a board member
- D. Two managers from the same department
Explanation: A matrix structure combines functional and project or product authority, so an employee often has dual reporting relationships.
Correct answer: A functional manager and a project manager- A. Mechanistic structure
- B. Organic structure
- C. Bureaucratic structure
- D. Functional structure
Explanation: An organic structure uses flexibility, collaboration and less rigid authority relationships, making it suitable for uncertain…
Correct answer: Organic structure- A. Forming
- B. Storming
- C. Norming
- D. Performing
Explanation: Storming is the stage in which members challenge roles, leadership and group procedures.
Correct answer: Storming- A. Social loafing
- B. Social facilitation
- C. Group polarisation
- D. Role modelling
Explanation: Social facilitation describes the effect of others' presence on individual performance, often improving well-learned tasks and impairing…
Correct answer: Social facilitation- A. Self-serving bias
- B. Halo effect
- C. Stereotyping
- D. Availability bias
Explanation: Self-serving bias involves attributing success to internal qualities and failure to external circumstances.
Correct answer: Self-serving bias- A. Positive reinforcement
- B. Negative reinforcement
- C. Punishment
- D. Extinction
Explanation: Extinction occurs when a previously reinforced behaviour no longer receives reinforcement and consequently decreases.
Correct answer: Extinction- A. Specific and challenging
- B. General and flexible
- C. Easy and comfortable
- D. Unrelated and complex
Explanation: Goal-setting theory holds that specific, challenging goals direct attention and increase effort when employees accept them.
Correct answer: Specific and challenging- A. Leader's formal education
- B. Favourableness of the situation
- C. Size of the organisation
- D. Followers' personal income
Explanation: Fiedler's model proposes that leadership effectiveness depends on whether a relatively task-oriented or relationship-oriented style fits…
Correct answer: Favourableness of the situation- A. Legitimate power
- B. Reward power
- C. Referent power
- D. Coercive power
Explanation: Referent power comes from admiration, identification and personal appeal.
Correct answer: Referent power- A. Downward communication
- B. Upward communication
- C. Horizontal communication
- D. Diagonal communication
Explanation: Upward communication moves from employees or lower organisational levels to supervisors and senior managers.
Correct answer: Upward communication- A. Widely shared and intensely held
- B. Written only in formal manuals
- C. Changed by every new employee
- D. Limited to senior executives
Explanation: A strong culture exists when many members share the important values and are strongly committed to them.
Correct answer: Widely shared and intensely held- A. Functional departmentalisation
- B. Product departmentalisation
- C. Geographical departmentalisation
- D. Process departmentalisation
Explanation: Product departmentalisation organises activities around separate products or product lines.
Correct answer: Product departmentalisation- A. Clear information about the change
- B. Employee participation in planning
- C. Fear of losing skills or job security
- D. Adequate training before implementation
Explanation: Employees commonly resist change when they fear loss of competence, status, income or job security.
Correct answer: Fear of losing skills or job security- A. Self-managed work team
- B. Advisory committee
- C. Temporary project group
- D. Social support group
Explanation: A self-managed work team takes substantial responsibility for organising and controlling its own work.
Correct answer: Self-managed work team- A. Distributive bargaining
- B. Integrative bargaining
- C. Avoidance bargaining
- D. Positional bargaining
Explanation: Integrative bargaining seeks mutual gains by identifying interests and creating additional value for the parties.
Correct answer: Integrative bargaining- A. Repeat an existing routine more quickly
- B. Correct errors without questioning assumptions
- C. Question and revise the underlying assumptions
- D. Record outcomes without changing action
Explanation: Double-loop learning examines and changes the assumptions, rules or policies that produced an action.
Correct answer: Question and revise the underlying assumptions