Commerce Accountancy

Management and Organizational Behavior

2,434 Questions

Management and organizational behavior explore how individuals and groups interact within an organization. This hub covers motivation theories, leadership styles, and delegation. These topics are essential for commerce students and competitive exam aspirants.

Work motivation theoriesLeadership stylesDelegation of authorityOrganizational structure typesPerformance appraisal aimsGroup dynamics and social loafing

Management and Organizational Behavior Questions

Multiple choice

Fill blank (v).

Directions: Read the following passage having some numbered blanks.

Motivating employees with traditional authority and financial _____(i)_____ has become increasingly _____(ii)_____ as employees become economically secure and their dependency on any one particular organization _____(iii)_____ According to expectancy theorists, the motivation to _____(iv)_____ increases when an employee feels his _____(v)_____ is an instrument for obtaining desired rewards. Nevertheless, in many organizations, today, employees are _____(vi)_____ to organisational rewards just by being employed. Unions, governmental regulations, and the nature of the job itself in some cases _____(vii)_____ management from _____(viii)_____ financial rewards for performance. People may be attracted to join and remain in organizations to receive organizational rewards, but _____(ix)_____ motivated to join an organization is _____(x)_____ the same as being motivated.

  1. training

  2. strength

  3. behaviour

  4. performance
Reveal answer Fill a bubble to check yourself
D Correct answer
Explanation

Motivating with…(i) incentives…increasingly (ii) difficult as employees become economically secure …and their dependency…(iii) decreases… motivation to (iv) work increases when … (v) performance…is an instrument for …rewards. In many organisations employees are (vi) entitled to rewards just by…Unions …(vii) prevent management from (viii) establishing rewards for performance. But (ix) being motivated…is (x) not the same…as being motivated (to work).

Multiple choice

Fill blank (viii).

Directions: Read the following passage having some numbered blanks.

Motivating employees with traditional authority and financial _____(i)_____ has become increasingly _____(ii)_____ as employees become economically secure and their dependency on any one particular organization _____(iii)_____ According to expectancy theorists, the motivation to _____(iv)_____ increases when an employee feels his _____(v)_____ is an instrument for obtaining desired rewards. Nevertheless, in many organizations, today, employees are _____(vi)_____ to organisational rewards just by being employed. Unions, governmental regulations, and the nature of the job itself in some cases _____(vii)_____ management from _____(viii)_____ financial rewards for performance. People may be attracted to join and remain in organizations to receive organizational rewards, but _____(ix)_____ motivated to join an organization is _____(x)_____ the same as being motivated.

  1. relating

  2. donating

  3. attaching

  4. establishing
Reveal answer Fill a bubble to check yourself
D Correct answer
Explanation

Motivating with…(i) incentives…increasingly (ii) difficult as employees become economically secure …and their dependency…(iii) decreases… motivation to (iv) work increases when … (v) performance…is an instrument for …rewards. In many organisations employees are (vi) entitled to rewards just by…Unions …(vii) prevent management from (viii) establishing rewards for performance. But (ix) being motivated…is (x) not the same…as being motivated (to work).

Multiple choice

Fill blank (vii).

Directions: Read the following passage having some numbered blanks.

Motivating employees with traditional authority and financial _____(i)_____ has become increasingly _____(ii)_____ as employees become economically secure and their dependency on any one particular organization _____(iii)_____ According to expectancy theorists, the motivation to _____(iv)_____ increases when an employee feels his _____(v)_____ is an instrument for obtaining desired rewards. Nevertheless, in many organizations, today, employees are _____(vi)_____ to organisational rewards just by being employed. Unions, governmental regulations, and the nature of the job itself in some cases _____(vii)_____ management from _____(viii)_____ financial rewards for performance. People may be attracted to join and remain in organizations to receive organizational rewards, but _____(ix)_____ motivated to join an organization is _____(x)_____ the same as being motivated.

  1. compel

  2. vitiate

  3. leave

  4. prevent
Reveal answer Fill a bubble to check yourself
D Correct answer
Explanation

Motivating with…(i) incentives…increasingly (ii) difficult as employees become economically secure …and their dependency…(iii) decreases… motivation to (iv) work increases when … (v) performance…is an instrument for …rewards. In many organisations employees are (vi) entitled to rewards just by…Unions …(vii) prevent management from (viii) establishing rewards for performance. But (ix) being motivated…is (x) not the same…as being motivated (to work).

Multiple choice

Fill blank (iii).

Directions: Read the following passage having some numbered blanks.

Motivating employees with traditional authority and financial _____(i)_____ has become increasingly _____(ii)_____ as employees become economically secure and their dependency on any one particular organization _____(iii)_____ According to expectancy theorists, the motivation to _____(iv)_____ increases when an employee feels his _____(v)_____ is an instrument for obtaining desired rewards. Nevertheless, in many organizations, today, employees are _____(vi)_____ to organisational rewards just by being employed. Unions, governmental regulations, and the nature of the job itself in some cases _____(vii)_____ management from _____(viii)_____ financial rewards for performance. People may be attracted to join and remain in organizations to receive organizational rewards, but _____(ix)_____ motivated to join an organization is _____(x)_____ the same as being motivated.

  1. lasts

  2. perishes

  3. endangers

  4. decreases
Reveal answer Fill a bubble to check yourself
D Correct answer
Explanation

Motivating with…(i) incentives…increasingly (ii) difficult as employees become economically secure …and their dependency…(iii) decreases… motivation to (iv) work increases when … (v) performance…is an instrument for …rewards. In many organisations employees are (vi) entitled to rewards just by…Unions …(vii) prevent management from (viii) establishing rewards for performance. But (ix) being motivated…is (x) not the same…as being motivated (to work).

Multiple choice

Fill blank (ii).

Directions: Read the following passage having some numbered blanks.

Motivating employees with traditional authority and financial _____(i)_____ has become increasingly _____(ii)_____ as employees become economically secure and their dependency on any one particular organization _____(iii)_____ According to expectancy theorists, the motivation to _____(iv)_____ increases when an employee feels his _____(v)_____ is an instrument for obtaining desired rewards. Nevertheless, in many organizations, today, employees are _____(vi)_____ to organisational rewards just by being employed. Unions, governmental regulations, and the nature of the job itself in some cases _____(vii)_____ management from _____(viii)_____ financial rewards for performance. People may be attracted to join and remain in organizations to receive organizational rewards, but _____(ix)_____ motivated to join an organization is _____(x)_____ the same as being motivated.

  1. expensive

  2. simple

  3. difficult

  4. unrealistic
Reveal answer Fill a bubble to check yourself
C Correct answer
Explanation

Motivating with…(i) incentives…increasingly (ii) difficult as employees become economically secure …and their dependency…(iii) decreases… motivation to (iv) work increases when … (v) performance…is an instrument for …rewards. In many organisations employees are (vi) entitled to rewards just by…Unions …(vii) prevent management from (viii) establishing rewards for performance. But (ix) being motivated…is (x) not the same…as being motivated (to work).

Multiple choice

Fill blank (ix).

Directions: Read the following passage having some numbered blanks.

Motivating employees with traditional authority and financial _____(i)_____ has become increasingly _____(ii)_____ as employees become economically secure and their dependency on any one particular organization _____(iii)_____ According to expectancy theorists, the motivation to _____(iv)_____ increases when an employee feels his _____(v)_____ is an instrument for obtaining desired rewards. Nevertheless, in many organizations, today, employees are _____(vi)_____ to organisational rewards just by being employed. Unions, governmental regulations, and the nature of the job itself in some cases _____(vii)_____ management from _____(viii)_____ financial rewards for performance. People may be attracted to join and remain in organizations to receive organizational rewards, but _____(ix)_____ motivated to join an organization is _____(x)_____ the same as being motivated.

  1. having

  2. being

  3. posing

  4. getting
Reveal answer Fill a bubble to check yourself
B Correct answer
Explanation

Motivating with…(i) incentives…increasingly (ii) difficult as employees become economically secure …and their dependency…(iii) decreases… motivation to (iv) work increases when … (v) performance…is an instrument for …rewards. In many organisations employees are (vi) entitled to rewards just by…Unions …(vii) prevent management from (viii) establishing rewards for performance. But (ix) being motivated…is (x) not the same…as being motivated (to work).

Multiple choice

Fill blank (iv).

Directions: Read the following passage having some numbered blanks.

Motivating employees with traditional authority and financial _____(i)_____ has become increasingly _____(ii)_____ as employees become economically secure and their dependency on any one particular organization _____(iii)_____ According to expectancy theorists, the motivation to _____(iv)_____ increases when an employee feels his _____(v)_____ is an instrument for obtaining desired rewards. Nevertheless, in many organizations, today, employees are _____(vi)_____ to organisational rewards just by being employed. Unions, governmental regulations, and the nature of the job itself in some cases _____(vii)_____ management from _____(viii)_____ financial rewards for performance. People may be attracted to join and remain in organizations to receive organizational rewards, but _____(ix)_____ motivated to join an organization is _____(x)_____ the same as being motivated.

  1. earn

  2. work

  3. learn

  4. expect
Reveal answer Fill a bubble to check yourself
B Correct answer
Explanation

Motivating with…(i) incentives…increasingly (ii) difficult as employees become economically secure …and their dependency…(iii) decreases… motivation to (iv) work increases when … (v) performance…is an instrument for …rewards. In many organisations employees are (vi) entitled to rewards just by…Unions …(vii) prevent management from (viii) establishing rewards for performance. But (ix) being motivated…is (x) not the same…as being motivated (to work).

Multiple choice

Which is the oldest type of organisation'?

  1. Line

  2. Line and Staff

  3. Functional

  4. Matrix
Reveal answer Fill a bubble to check yourself
A Correct answer
Explanation

The line organization is the oldest and simplest type, with direct vertical authority flow from top to bottom (scalar chain). It originated in military organizations and early industrial management. Line and staff, functional, and matrix organizations evolved later as organizational complexity increased and specialized expertise became necessary.

Multiple choice

Process of delegation of authority involves:

  1. Transfer of authority

  2. Transfer of responsibility

  3. Transfer of authority and responsibility

  4. Transfer of key management functions
Reveal answer Fill a bubble to check yourself
C Correct answer
Explanation

Delegation is a fundamental management process where a superior transfers both authority (the right to act) and responsibility (accountability for results) to a subordinate. Authority alone is insufficient without corresponding responsibility, as the delegate must be accountable for outcomes. This transfer empowers employees while maintaining organizational accountability structures.

Multiple choice

In the technique of MBO: (i) Overall objectives are set at the top of the organisational hierarchy (ii) Individual objectives coincide with objectives of the organization (iii) Performance should be evaluated periodically (iv) Objectives are decided at the subordinate level

  1. (i) and (ii)

  2. (i) and (iii)

  3. (i), (ii) and (iii)

  4. All of the above
Reveal answer Fill a bubble to check yourself
C Correct answer
Explanation

Management by Objectives (MBO) involves setting overarching goals at the top executive levels, cascading them down so individual objectives align with organizational goals, and conducting regular periodic reviews of performance. Objectives are typically determined jointly or through consultation rather than solely at the bottom or subordinate level alone.

Multiple choice

A leader uses the following methods: (i) Uses criticism (ii) Encourages growth (iii) Sets objectives (iv) Gives orders and directions

Which of these methods are used by a democratic leader?

  1. (i) and (ii)

  2. (iii) and (iv)

  3. (ii) and (iii)

  4. (i), (ii) and (iv)
Reveal answer Fill a bubble to check yourself
B Correct answer
Explanation

A DEMOCRATIC leader balances guidance with participation. Setting OBJECTIVES provides clear direction, and giving ORDERS/DIRECTIONS ensures execution. While democratic leaders encourage growth (ii), criticism (i) is more characteristic of authoritarian styles. Democratic leadership involves structured direction combined with team input.

Multiple choice

360 degree method relates to:

  1. Performance appraisal

  2. Organisation climate

  3. Employees morale

  4. Retrenchment method
Reveal answer Fill a bubble to check yourself
A Correct answer
Explanation

360-degree feedback is a comprehensive performance appraisal method that collects feedback from all directions - supervisors, peers, subordinates, and even external stakeholders like customers. It provides a holistic view of employee performance.

Multiple choice

The concept of M.B.O. originally came from:

  1. F.W. Taylor

  2. A.H. Maslow

  3. Henry Fayol

  4. Peter F. Drucker
Reveal answer Fill a bubble to check yourself
D Correct answer
Explanation

Management by Objectives (MBO) was popularized by Peter F. Drucker in his 1954 book 'The Practice of Management.' While the concept has earlier roots, Drucker systematically developed and promoted MBO as a comprehensive management philosophy focusing on setting specific, measurable goals and evaluating performance against them. F.W. Taylor is associated with scientific management, Maslow with motivation theory, and Fayol with administrative principles.

Multiple choice

In a formal organisational structure authority flows:

  1. Upward

  2. Downward

  3. Horizontal

  4. None of the above
Reveal answer Fill a bubble to check yourself
B Correct answer
Explanation

In formal organizational structures, authority flows from top to bottom through the hierarchy. This downward flow ensures clear chain of command, accountability, and efficient decision-making within the organization.

Multiple choice

In management science “Grid” refers to

  1. Diverse managerial styles

  2. Co-ordination

  3. Communication

  4. Motivation
Reveal answer Fill a bubble to check yourself
A Correct answer
Explanation

In management science, specifically Blake and Mouton's Managerial Grid, 'Grid' refers to diverse managerial styles based on two dimensions: concern for people and concern for production. The Grid model classifies leadership styles into five categories ranging from impoverished to team management.