HCA 507 Organizational Behavior in Health Care Unit 1-4 MCQs

First Edition, 2009
ISBN-13: 9780763742850; ISBN-l 0: 0763742856

HCA 507 -Organizational Behavior in Health Care
Text: Organizational Behavior, Theory, and Design in Health Care
Author(s):
Nancy Borkowski
Publisher:
Jones & Bartlett

HCA 507 Organizational Behavior in Health Care

Multiple Choice Questions (Enter your answers on the enclosed answer sheet)
Organizational behavior is an applied behavioral science that emerged from the disciplines of psychology, sociology, anthropology, political science and _
Mathematics
Physical Science
Economics
Biology
None of the above
In the healthcare industry, OB has become less important because we work with _ populations.
technological
heterogenous
homogeneous
singular
None ofthe above
With a greater understanding of OB, managers are better able to and, thus, _____ the behavior of employees to achieve organizational goals.
Understand, Control
Predict, Influence
Predict, Control
Understand, Influence
None of the above
4. Why was the Hawthorne Effect significant to the develoopment of OB?
they demonstrated the important influence of human factors on worker productivity.
it is a cogent articulation of the basic assumption of OB
explains how companies are organized
clarifies the importance of management
None of the above.

5. Theory X states that employees are:
productive and safe
creative and competent
contributive and participatory
unintelligent and lazy
None of the above
Why did McGregor’s Theory X and Theory Y have a significant impact in the development of organizational behavior?
It emphasized the little effect a manager’s assumptions are
Manager’s need to allow employee’s to express themselves
Employee’s lack motivation
A manager’s assumptions cause employee’s behavior
None of the above
According to the US Census Bureau, by mid-century the white, non-Hispanic po;ulation will comprise less than .
25
30
50
72
91
8. The Office of Minority Health defines cultural competence as:
patterns of human behavior
recruitment and retaining of adequate cultural practices
a set of congruent behaviors, attitudes, and policies that come together
a differentiation of policies, behaviors and attitudes
None ofthe above
9. Of the following, which is NOT a key recommendation to safegard against ageist bias:
Increase training and education of healthcare providers and research into aging
Demonstrate patience.
Include older patients in clinical trials.
Utilize appropriate screening and treatment methods.
Empower and educate older Americans.

1 O. is a strategically driven process whose emphasis is on building skills and creating policies that will address the changing demographics of the workforce patient population.
Healthcare Management
Diverisity Management
Primary Management
National Management
None of the above.
t t. Which group will be the fastest-growing segment of the workforce?
Generation-X
Women
Minorities
Generation-Y
None of the above
The three areas that are key organization-specific factors for shaping career outcomes for women and racially/ethnically diverse individuals are:
Higher salaries, time, and leadership
Leadership, culture, and human resources practices
Leadership, higher salaries and better job descriptions
Culture, human resources, practices, and time
Culture, higher salaries, and leadership
This theory predicts that employees pursue a balance between their investments in and the rewards gained from their work.
Cognitive dissonance
Attributive
Cognitive
Perceptve
Equity
14. Perception process follows four stages: stimulation, registration, organization and:
acceptance
information
interpretation
conception
None ofthe above

Managers make attributions about employees based on “consistency” and “distinctiveness” as well as which is “the extent to which an employee’s performance is the same or different from other employees:’

a. attribute
b. stereotype
c. habit
d. differentiation
e. consensus
A hospital is well known for Cardiac surgery, but is therefore also perceived to be a good hospital for Gastric surgeries as well. This generalized carryover based on just one characteristic is known as _
a stereotype
the halo effect
the horn effect
the placebo effect
angel syndrome
From reading about the “contrast effect” in person perception, we know that if compared to a highly attractive person, a target person will be judged as than s/he would have been if rated on his or her own.
more attractive
less attractive if female, more attractive if male
neutral – contrasts have no effects on judgment of attractiveness
less attractive
less attractive if male, more attractive if female
What is another name for the “self fulfilling prophesy” where individuals tend to live up to other’s stated expectations about us?
Pygmalion Effect
Projection
Halo Effect
Stereotype
Sublimation

19. Keyton (2002) describes various forms of feedback. Which one is an example of a form of feedback?
Prospective Feedback
Descriptive Feedback
Evaluative Feedback
band c
All of the above
20. All BUT which is an area that comprises the Johari Window?

a. Hidden Area
b. Closed Area
c. Unknown Area
d. Open Area
e. Blind Area
Porter (1985) provides guidelines for achieving effective linkages among business units. Which one is a linkage discussed?
Diagonal communication that flow through task forces or committees
Use cross-organizational management processes
Use human resources policies and procedures
All of the above
None of the above
Which is NOT one of the key elements to effective communication for physicians and hospital administrators?
Must have a desire to communicate
Must have an understanding of how others learn
Must be able to write clearly
The receiver of the message should be cued to the purpose of the message
None ofthe above
23. is an intentional process of presenting ideas in a clear, concise and persuasive way.
Communication effectiveness
Strategic communication
Effective communication
Intraorganizational communication
None of the above

Sperry and Whiteman identify five components of a strategic communication plan. Which of the following is NOT one of them?
Context
Messages
Tactical Reinforcement
Feedback
Purpose
The sharing of information among peers at similar levels to keep organizational staff informed of all current practices, policies and procedures is an example of _

a. upward flow
b. downward flow
c. horizontal flow
d. diagonal flow
e. None of the above

Multiple Choice Questions (Enter your answers on the enclosed answer sheet)
1. The most effective style of leadership is one which leaders _
sets direction and influences others to accomplish a task.
show that they are in charge and make decisions accordingly
allow important decisions to be made by managers
follow the advice of the experts
allow others to make the decisions
2. In McClelland’s 3-Needs theory, socialized power need is associated with effecive leaders who:
dominate over the members
direct their power in ways that benefit others and the organization
follow what the members want
allow decisions to be made by experts
all of the above
3. All of the followinq are five bases or surces of power identified by French and Raven EXCEPT:
reward power
individual power
coercive power

e. referent power
The manager exercises minimal effort on getting the task accomplished, doing only that amount of work that is required to sustain his or per position within the organization.
Impoverished
Ideal
Middle-of-the-Road
Country club
Task
The manager balances the concern for task and the concern for people in an effort to boost morale and satisfaction.
impoverished
ideal
middle-of-the-road
country club
task
6. The three components of the process of motivation are ,
goals, incentives, and behavior
behavior, wants, and direction
incentives, behavior and goals
unsatisfied need, drive, and satisfied need
incentive, behavior, drive
7. The levels in Maslow’s Hierarchy of Needs are _
growth, relatedness, and existence
satisfiers, physiological, relatedness, self-esteem, and safety
physiological, affiliation, safety, self-actualization, and self-esteem
hygiene, affiliation, safety, satisfiers, and self-actualization
self-actualization, self-esteem, affiliation, safety, and physiological
8. The three categories of Alderfer’s ERG Theory are _
existence, relatedness, and gain
existence, relatedness, and growth
extrinsic, recognition, and growth
environment, recognition, and gain
gain, improvement, interelatedness
9. According to Herzberg’s Two-Factor Theory, motivators do NOT include _

a. salary
b. recognition
c. responsibility
d. work itself
e. advancement
Which of the following is NOT one of the five core motivational job characteristics identified by Hackman and Oldham?
Skill variety
Task significance
Autonomy
Feedback
Advancement

11. Managers are dependent on others because of division of labor and _
division of power
division of growth
division of advancement
limited resources
lack of su pport
12. Which of the following is a method of inequity resolution?
Altering inputs or outputs
Changing the other comparison
Cognitively distorting inputs or outputs
Resign from the organization
All of the above
Managers must ensure that employees have adequate resources to reach their goals. Which of the following is NOT a support element?
Company policies
Training
Action Plan
Feedback
None of the above
14. suggests that an employee’s behavior will be repeated if it is associated with positive rewards.
ExpectancyTheory
Equity Theory
Reinforcement Theory
VIE theory
Punishment Theory
15. What type of reinforcement occurs when an unpleasant effect is eliminated or avoided?

a. Positive
b. Negative
c. Punishment
d. Extinction
e. Equity

16. is defined as the removal of an established reinforcement that was previously used to reinforce an employee’s behavior.
Positive reinforcement
Negative reinforcement
Punishment
Extinction
Variable
17. A schedule allows reinforcements to be administered at irregular intervals.

a. continuous
b. variable-interval
c. variable-ratio
d. fixed-interval
e. fixed-ratio
Which motivational state tends to favor internal and stable attributions for successes and external and unstable attributions for failures?
Learned helplessness
Resilience
Aggression
Empowerment
Reflective
Which motivational state tends to favor internal and stable attributions for failures and external attributions for successes?
Learned helplessness
Resilience
Aggression
Empowerment
Strength
Which motivational state tends to favor accurate attributions, not biased toward overly internal or external attributions for successes or failures?
Learned helplessness
Resilience
Aggression
Empowerment
Strength

21. An individual with a(n) attribution style frequently attributes undesirable events to internal and frequently stable factors such as lack of intelligence, while attributing desirable outcomes to external and frequently unstable factors, such as bad luck.
optimistic
pessimistic
hostile
negative
positive
An individual with a(n) attribution style has a tendency to attribute negative outcomes to external factors coupled with a tendency to attribute positive outcomes to internal factors.
optimistic
pessimistic
hostile
negative
positive
23. is a process through which an individual attempts to intentionally influence human systems in order to accomplish a goal.
Leadership
Management
1’1::1 SUd~IUII
Empowerment
None ofthe above
In this type of behavior, leadership behavior is goal and task centered but seeks a high degree of follower involvement.
High production and high people orientation
High production and low people orientation
Low production and low people orientation
Low production and high people orientation
All ofthe above

25. According to Lewin’s behavioral research, which type of leadership style is demonstrated when the leader offers guidance and encourages participation to group members?

a. Authoritarian
b. Democratic
c. Laissez-faire
d. Diplomatic
e. Fair

Multiple Choice Questions (Enter your answers on the enclosed answer sheet)
Situational favorableness is based upon three contingency dimensions that were related to leadership effectiveness. Which of following contingency dimensions is not identified as part of Fiedler’s theory?
Leader-member relations
Task structure
Administrative interdependence
Leader position power
All of the above

2. ____ is the degree of certainty, trust, and deference between the subordinate and the leader.
Leader-member relations
Position of power
Task structure
Subordinate relations
All of the above

3. is the extent to which job assignments are clear through the implementation of formalization and policy.
Leader-member relations
Position of power
Task structure
Subordinate relations
All of the above
4. is the degree of control and influence the leader legitimately possesses in dealing with organizational activities; highly dependent upon the support the leader receives from senior management.
Task structure
Leadership skills
Leader-member relations
Dependency
Leader Position Power
5. The Ieadership style can increase employee motivation.
directive
supportive
participative
achievement-oriented
plaintive
6. Hershey and Blanchard suggests leaders should adapt their leadership style based on:
use of authority by the manager and area of freedom of subordinates
task behavior, relationship behavior and the level of maturity of the subordinate
task behavior, subordinate beharior and maturity level
all of the above
none of the above
7. leaders incorporates emotion, values, and vision to motivate individuals and seeks to change the status quo.
Symbolic
Transactional
Transformational
Integrated
None of the above
8. Characteristics of transactional leadership include all the following, except _
contingent reward
management by exception (active)
laissez-faire
inspirational
management by exception (passive)
9. Characteristics of transformational leadership include all but:
charisma
inspiration
teamwork
individualized consideration
intellectual

10. All of the following are part of the Big Five Personality Factors EXCEPT:
Introversion
Extroversion
Agreeableness
Conscientiousness
Emotional Stability
11. Why does Goleman believe that EI is more important than IQ?
EI is easily measured.
IQ does not provide statistical data
EI is a better predictor of success in both personal and professional endeavors.
EI is the “end all” in determinig leadership characteristics
At the group level elements of EI can be identified, assessed and upgraded.
12. Translating competency into success requires both motivation and ‘
opportunity
competency
individual characteristics
leadership
professionalism
13. is designed to enhance an employee’s health and performance at work by eliminating the stressors that lead to distress.
Organizational prevention
Tertiary prevention
Preventive coping
Secondary prevention
Primary Prevention
14. Healthcare occupations feel stress in the worksetting due to all EXCEPT:
risk of infection
lack of sleep
long hours
irregular shifts
fear of accident

15. What does Friedman suggest for individual coping strategies for healthcare workers?
work on predicting what might happen
control the situation so one is not in a stressful situation
training employees to cope with stressful situations
explain they may be reprimanded if they are not able to handle stress
Taking a vacation
16. In the Hardiness Training concept, commitment refers to:
one’s beleif that if he or she tries, he or she can postiviely influence mucho of what happens in his or her life.
an individual’s attitute that everything that happens to him or her is opportunity improve.
an individual’s belief that involving oneself in changes is the way to deepen meaning.
an individual’s belief that being optimistic changes how a situation will turn out
e. all ofthe above
17. Aniticipatory Coping is prevention.
tertiary
primary
secondary
proactive
skills
18. is a phenomenon in which people experience failure at a task and determine that the task cannot be accomplished and therefore, stop trying.
Learned helplessness
Agoraphobia
Schizophrenia
Empowerment
Skill assessment
19. decision-making involves using one’s professional judgment based on past experiences rather than sequential logic or explicit reasoning
Bounded rationality
Intuition
Heuristics
Biases
All of the above
Of the five conflict-handling modes described byTomas and Kilmann, which one reflects a win-win approach to conflict?

a. Avoidance
b. Accommodation
c. Competition
d. Compromise
e. Colla boration
21. bias is an intuitive technique where the perceived probability of an event is influenced by the ease of recollection.
Adjustment
Anchoring
Representativeness
Availability
All of the above
22. Of the four categories of intergroup conflict, which one relates authority relationships?
Vertical conflict
Horizontal conflict
Line-staff conflict
Diversity-based conflict
None of the above
23. What type of intergroup conflict may occur when supervisors attempt to control subordinates?
Adjustment conflict
Horizontal conflict
Line-staff conflict
Diversity-based conflict
Vertical conflict

Of the five conflict-handling modes, which one reflects a win-lose approach to conflict?
Avoidance
Accommodation
Collaboration
d. Compromise
e. Competition
25. are guidelines or “rules of thumb” that help make our world manageable by simplifying complex tasks.
Bounded rationalities
Intuitions
Rational
Heuristics
Decision-making

Multiple Choice Questions (Enter your answers on the enclosed answer sheet)
l , Based on research, what is the optimum size for developing group cohesiveness?

a. Three members
b. Five members
c. Seven members
d. Nine members
e. , a or more members

2.

____ refers to the decreased effort of individual members in a group when the size of the group increases.
Conformity pressures
In-group status
Out-group status
Non-comformity pressures
Social loafing

3. is the term used to describe when we conform to what we believe to be the norms of the group in order to be accepted by its members.
Group control
Conformity
c. Normative social influence
Non-conformity
Cohesiveness
The following is a symptom of : Direct pressure on any member who expresses strong arguments against any of the group’s stereotypes, illusions or commitments, making clear that this type of dissent is contrary to what is expected of all loyal members.
conformity
groupthink
social loafing
cohesiveness
group interaction
5. All are forms of groupthink EXCEPT:
Overestimation of the group
Closed-mindedness
Open-mindedness
Pressures toward uniformity
All ofthe above
6. Cohesiveness of a group will increase _
if the group has experienced prior successes
when admission into the group is more difficult to obtain due to various barriers or high criteria
if members perceive that an external force may prohibit the group from obtaining its goals
all of the above
none ofthe above
7. groups are those that we compare ourselves to for developing our personal behavior and social attitudes.
Reference
Secondary
Primary
Formal
Informal
8. groups are organized based on members’ common interests or goals.

a. Primary
b. Secondary
c. Informal
d. Formal
e. Reference
9. Managers need to be aware that groups can be a powerful force within their organization.

a. primary
b. secondary
c. informal
d. formal
e. reference
10. groups are created by the organization, therefore, they are part of the organization’s formal structure.

a. Primary
b. Formal
c. Reference
d. Secondary
e. Informal
Groups go through sequential stages of development. The following is as example of what development stage: In this stage the rules for behavior are explicitly and implicitly defined. There is a greater degree of order and a strong sense of group membership.

a. Forming
b. Storming
c. Performing
d. Norming
e. Adjourning
12. Which of the following is NOT an approach for building team performance?
Establish urgency and direction
Challenge the group regularly with new information
Set clear rules of behavior
Select members based on personality, not skills
Use positive feedback, recognition and rewards
13 Which of the following is NOT a barrier to effective teamwork?
lack of friendship
lack of management support
lack of resources
lack of leadership
lack of training
14. Which of the following is NOT a characteristics of successful teams?
Clear goals
Autocratic leadership
Valued diversity
Cooperative relationships
Open communication

15. Which data collection method might enable the practitioner to learn more about communication patterns, leadership issues or ineffective conflict resolution strategies in the team?
Questionnaires
Interviews
Observation
Unobtrusive methods
Primary
16. Changing from a functional to a matrix structure is an example of which type of intervention?
Strategic
Organic
Human process
Human resource management
Technostructural
Which of the following interventions deal primarily with issues between people in an organization?
Strategic
Technostructural
Artistic
Human resource management
Human process
18. A career planning system is an example of which type of intervention?
Strategic
Technostructural
Human process
Human resource management
Innovative
19. A diversification in products is an example of which type of intervention?
Technostructural
Strategic
Human process
Human resource management
Interpretive

20. This intervention is designed to enable groups of people to work together on a single problem and through a regimented process utilizing specific problem solving tools.
Team building
Process improvement
Total quality management
Work design
Task related
Which of the following interventions is often mistakenly seen as the only intervention needed but the goal of this intervention should be to build or improve a skill base?
Training
Process improvement
Team building
Work design
Task related
The design and implementation of planned change has three basic requirements. Which of the following is NOT one ofthe basic requirements?
A new mission statement must be approved by the Board of Directors before change can be initiated.
Sufficient time exists for planning and implementing change
Adequate resources are available
Employees involved have the necessary skills and knowledge to design and implement the changes
e. All of the above
An important strength at this approach lies in the fact that management has been involved in all exploration activities:
Examine Existing Conditions
Define Need for Change
Conduct a management audit analysis
Defining current organizational objectives
Document an overview action plan
24. Revising organizational structures require addressing all BUT which issue:
Has the organization become more rigid?
Has the fluidity of work processes been improved?
Have communication demands been reduced?
Has the use of new technology been successfully implemented?
Have working condiions improved for employees?

25. According to Kotter, managers need to follow eight steps for successful organiza­tional change. Which one of the following is one of the eight steps?
a. Establish a sense of urgency
b. Comunicate the vision
c. Empower others
d. All of the above
e. None of the above

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