Students must answer all questions below Section A – Multiple Choice Questions (2 marks each)

1 Which is not related to organisational behaviour systematically study? A. Staff turnover B. Employee productivity C. Consumer behaviour D. Employee job satisfaction

2. Which of the following best described Frederick W. Taylor? A. His main concern was with workplace efficiency. B. His main concern was with leadership. C. His main concern was work-life balance. D. His main concern was working conditions.

3. . Which one is the characteristic of the organic structure? A. Standardised tasks B. Top-down communication C. Participative decision making D. High managerial control

4. What type of structure is flexible, adaptive, and outward-focused that thrives in dynamic environments? A. Organic organization B. Mechanistic organization C. Informal organization D. Formal organization

5. Contingency approach suggests that effective leadership depends on A. The relationship between leader and followers, the structure of the task and position power B. The business environment, technology and size of the organization C. Changes and the complexity of Information Technology D. The complexity of the business environment

6. The Blake and Mouton’s Leadership Grid Model is a … A. Behavioural theory B. Trait theory C. Situational theory D. Contingency theory

7. Which of the following would be a Hygiene factor of motivation? A. benefits B. recognition C. praise D. responsibility

8. The four interrelated dimensions in the study of organisational behaviour are: A) The individual, motivation, teams, leadership B) The individual, teams, decision-making, culture C) The individual, groups, micro politics, leadership D) The individual, groups, the organisation, the environment

9. Which of the following are sub-groupings of the classical approach? A. Work group and bureaucracy B. Scientific management and bureaucracy C. gender management D. Environment and individual

10. The contingency theory of organisational design suggests that: A. Effective organisational structures are hierarchical B. Effective organisational structures are decentralised C. Effective organisational structure depend on the environment D. Effective organisational structures require democratic leadership

11. With a _____ style, the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone else’s. A. Autocratic B. Laisse-faire C. Paternalistic D. Democratic

12. The Blake and Mouton’s Leadership Grid Model is a … A. Behavioural theory B. Trait theory C. Situational theory D. Contingency theory

13. An organisation’s structure should not fit …… A. Information technology B. Product price C. Organisation size D. Strategy

14. What type of organization is flexible, adaptive, and outward-focused that thrives in dynamic environments? A. Organic organization B. Mechanistic organization C. Informal organization D. Formal organization

15. Which is the critique of non-traditional organisational structure? A. Lack of overall control B. Difficult to transfer roles between employees C. Work is demotivating D. Dehumanising

16. The label ‘instrumentality’ means: A. performance – reward relationship B. effort – performance relationship C. rewards – personal goal relationship D. outcomes – achievement relationship

17 . Tuckman’s team formation involves: A. Storming, forming, norming, performing, adjourning. B. Forming, storming, norming, adjourning, performing. C. Adjourning, forming, storming, norming, performing. D. Forming, storming, norming, performing, adjourning.

18 . In which team, the members are geographically dispersed, and interdependent activity occurs through electronic communications. A. Project teams B. Virtual teams C. Multi-cultural teams D. Task teams

19. Legitimate power is associated with: A. Authority B. b. Despotism C. c. Non-hierarchical relationships D. d. Employee relationships

20. Power distance is one of Hofstede’s cultural dimensions and relates to: A. Masculine and feminine values within a national business culture. B. The degree of risk-taking within a national business culture. C. The degree of individualism in a national business culture D. The degree of delegation of authority within a national business culture.

Section B – Short Questions (5 marks each)

1. Motivation is one of the most important ways to achieve good performance and achieve organisational objectives. Please explain Maslow’s hierarchy of Needs.

2. Leadership is about influencing people to achieve results. Please explain Mountain and Blake grid of Leadership. Section C – Essay Questions (25 marks each)

1. Teamwork has become one of the most sought skills by employers as teams are more flexible, easy to deploy and accomplish tasks that cannot be accomplished individually. In the light of this, please discuss the importance of teams and advantages and disadvantages of teamwork supporting your argument with the relevant literature.

2. Power is one of the factors that influence people’s behaviour at work. Please discuss this view with reference to Raven and French theory.