Organizational Behaviour MCQ | MCQ on Organizational Behaviour UGC NET

Organizational Behaviour MCQ | MCQ on Organizational Behaviour UGC NET and other competitive and academic examination preparations.

Organizational Behaviour, a multidisciplinary field that explores the interactions and dynamics within organizations, is of paramount importance in today’s rapidly changing business landscape. As professionals, students, and academics seek to deepen their understanding of this subject, the need for comprehensive study materials becomes imperative.

This article aims to provide a valuable resource for individuals preparing for the UGC NET exam or those simply looking to test their knowledge of Organizational Behaviour through Multiple Choice Questions (MCQ).

By offering an extensive range of MCQs specifically focused on Organizational Behaviour, this article intends to enhance readers’ comprehension and foster a deeper appreciation for this crucial aspect of organizational management.

Organizational Behaviour MCQ

1. According to ___ “Leadership is the process of influencing others towards the ___. It is the ability of a manager to induce subordinates to work with zeal and confidence”.
Ans: Koontz and O’Donnell, the accomplishment of the goal.

2. An ___ believes in strict commands. He passes orders and relies on negative influences. He gives orders which must be obeyed by their subordinates. He determines the policies of the group without consulting them.
Ans: Autocratic leader

3. In ___ decision-making power is dispersed among the group members. Policies are worked out in ___and with the acceptance of the group.
Ans: Participative style, group discussions

4. According to ___ theory, leadership qualities and their effectiveness are independent variables. These qualities cannot be acquired by formal training.
Ans: The Great Man Theory

5. Fiedler has introduced a scale called ___ to determine the style of leadership.
Ans: LPC (leased preferred co-worker)

6. In ___ a style of leadership is matched with the maturity of the followers. The maturity of the follower is decided by his ability to take responsibility, his education, his willingness to do a task, and his capacity to set high but attainable goals.
Ans: Situational model

7. ___was created and developed by Robert Blake and Jane S. Mouton.
Ans: The managerial grid theory.

8. Charismatic leaders influence followers by their ___ and by showing great passion and devotion.
Ans: Unique personal quality

9. Transformational leaders guide followers by___, provide vision and mission and show trust among the employees.
Ans: Providing a sense of respect.

10. Visionary leaders are ones who have ___a realistic, credible, and attractive vision of the future.
Ans: Ability to create and articulate

11. Dr. Hans Selye said that in a stressful situation, there can be a physiological response in people, which acts as a defense system that copes with the demand of the environment.
Ans: True

12. Demands are the pressures, responsibilities and uncertainties, faced by an individual at the workplace.
Ans: True

13. In the exhaustion stage, our body and mind are able to repair the damage caused by stress.
Ans: False

14. ___ exists when a job includes such duties and responsibilities, which conflict which each other.
Ans: Role conflicts

15. ___ is related to low job satisfaction, job anxiety and physical and mental health.
Ans: Role ambiguity

16. The main characteristics of Type A personalities are that they are ___, ___and set high targets for themselves.
Ans: Hard-working, ambitious.

17. The Type B personalities work at a ___, and set a reasonable target for themselves.
Ans: Slow pace, reasonable targets

18. Positive stress occurs when the level of stress is high enough for ___the employee to move into action to get things done.
Ans: motivate

19. If a person is under high or excessive stress, he may feel ill and the reactions can be___, ___ errors, accidents, poor performance or dissatisfaction.
Ans: absenteeism, turnover

20. The adverse effect of stress can be seen in terms of lower Productivity, Turnover, Absenteeism, and Lower Participation in Organizational Activities. True / False.
Ans: True.

21. Excessive stress results in job burnout where the work environment becomes adverse and the employee finds it difficult to confront and manage stress. True / False.
Ans: True.

22. Negative stress will not affect the decision-making ability of the employee. True / False.
Ans: False

23. In order To eliminate stress, one must prioritize the task and ___, ___, and ___, the time in such a manner that goals can be achieved without any delay.
Ans: plan, organize, control

24. A friendly supportive atmosphere with clear communication and participative decision-making can make the employee happy at the workplace. True/ False
Ans: True

25. ___ is a key idea that the sender wants to communicate.
Ans: Message

26. Downward communication represents the flow of information from the top level to the lower level of the organization.
Ans: True

27. Diagonal communication is the most convenient and informal style of communication as it does not involve any positions or protocols to be maintained.
Ans: False

28. ___ is the ability to understand and be sensitive to the feelings, emotions, thoughts and situations of others.
Ans: Empathizing

29. ___ is the process of receiving signals from the sender and paying attention to them.
Ans: Sensing

30. To become an active listener, one should continuously follow these three techniques – sensing, evaluating and ___.
Ans: Responding

31. ___ is the behavioral reaction to the exercise of power.
Ans: Influence

32. Interventions could be___ coaching, problem-solving, task force establishment, ___ consultation, life and career planning, planning and goal setting, and strategic management.
Ans: Structured training, techno structural activity

33. The theory of Transactional Analysis was developed by ___.
Ans: Dr. Eric Berne

34. ___ defines a boundary between one organization and the other.
Ans: Culture

35. Organization culture cannot be created ___.
Ans: Overnight

36. An organization becomes ___ in culture when its employees are not ready to support the values and beliefs of the organization.
Ans: Weak

37. Strong cultures are successful at translating their ___ into daily actions.
Ans: Abstract beliefs

38. The degree to which employees are encouraged to be innovative and risk-taking is known as___.
Ans: Innovation & risk-taking

39. The degree to which work is organized around teams rather than individuals is known as ___ orientation.
Ans: Team

40. Power is the ___ that A has to ___ the behavior of B.
Ans: Capacity, Influence

41. Conflict is a perceived ___between two or more parties that result in mutual opposition.
Ans: Difference in values

42. ___Conflict is always negative, it upsets the proper functioning of the organization, and creates chaos.
Ans: Classical conflict approach

43. ___ encourages conflict on the grounds that a harmonious, peaceful, tranquil and cooperative group is prone to becoming static, apathetic and nonresponsive to needs for change and innovation.
Ans: The interactionist view

44. When departments have very little interaction with each other but can be affected by each other’s actions, then it is known as ___
Ans: Pooled interdependence

45. When two or more people are ___ in accomplishing the task it is known as reciprocal interdependence.
Ans: Mutually interdependent

46. If the reward plan is associated with group performance and tasks are interdependent, then instead of cooperation, competition increases and people try to succeed ___
Ans: At the expense of others.

47. Intra-role conflict occurs when one person receives different messages from two role senders and he is unable to meet ___.
Ans: Different expectations

48. Person role conflict arises when a person has to perform a task that is against his ___.
Ans: Value system

49. When a person has to choose between two negative situations, he faces ___ conflict.
Ans: Avoidance –avoidance

50. Optimum level of conflict can ___ which can have a positive impact on the organization.
Ans: Stimulate competition

51. ___ style is used in a situation when an issue is important for another person and you want the other person to learn from his mistakes
Ans: Accommodating

52. ___ is a win-win position for both parties where people share information, try to listen to others and show cooperation.
Ans: Collaborating

53. Authority is a ___. Power on the other hand is ___ others.
Ans: Right, ability to influence

54. Authority is a ___ attribute whereas power is purely a ___ attribute.
Ans: Positional, personal

55. Legitimate power is derived from the socio-legal rights of a manager.
Ans: True

56. The implementation of a change is a multidimensional, complex process. The end result of the implementation is ___ and ___.
Ans: Institutionalization, stabilization

57. OD is a planned effort initiated by ___ to help an organization develop its diagnostic skills, coping capabilities, and linkage strategies, in the form of temporary and semi–permanent systems, and___.
Ans: Process specialists, a culture of mutuality

58. Use of ___ means and ___ objectives make politics bad.
a. Objective and subjective
b. Formal and informal
c. Positional and personal
d. Legitimate and Illegitimate
Ans: d. Legitimate and Illegitimate

59. Which of the following is not an individual factor that leads to increased political behavior?
a. People believe they have the power to manipulate the outcome
b. People are comfortable using politics to further their personal interests.
c. People having a strong sense of justice
d. People have less dependence on organization
Ans: c. People have a strong sense of justice

60. Which of the following is not a strategy used to achieve political ends:
a. Dependency
b. Rule manipulation
c. Image building
d. Inspirational appeal
Ans: a. Dependency

61. Organizational chance is always initiated by the ___. A need for change can be proposed by ___in the organization but action is taken by the top management only.
Ans: Top management, anybody

62. Kurt Lewin suggested that to bring about planned change in the organization there should be a multi-stage process. His model of planned change has three steps: ___, ___, and ___.
Ans: Unfreezing-change-refreezing

63. Individuals join groups because they want jobs ___.
(a) authentication
(b) clarification
(c) satisfaction
(d) modification
Ans: Satisfaction

64. Artifacts are ___ but often not interpretable.
Ans: Visible

65. ___ is the initial stage of group development.
Ans: Forming

66. The third stage of group development that is marked by harmonious relationships is known as___.
Ans: Norming

67. In the ___ stage, members are expected to break off their social ties and return to their original workplaces.
Ans: Adjourning

68. If people do not have enough information regarding the process and impact of change, people to___.
Ans: Resist to change

69. When people do not have adequate information, they substitute it with speculations and guesses which are mostly ___
Ans: Negative and fearsome

70. If individuals and groups themselves are involved in designing and implementation of change, they overcome their feeling of ___
Ans: Uncertainty and helplessness

71. People will give up resistance to change if and when they feel empowered. This empowerment is possible through encouragement, support, training, development, counseling and ___
Ans: Availability of resources

72. The main goal of a planned change in an organization is to improve the ability of the organization to ___
Ans: Adapt to changes in the environment

73. Evolutionary change is gradual, incremental, and specifically focused and ___ is sudden, drastic, and organization-wide.
Ans: Revolutionary change

74. Economic, political, and global forces affect organizations ___ the process they adopt for producing goods and services.
Ans: 4. By forcing them to change.

75. The factors which force organizations to bring about change are ___.
Ans: Competitive factors, demographic and social factors, ethical and technological factors.

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MCQ on Organisational Behaviour with Answers

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