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

Directions: In the following passage, there are blanks, each of which has been numbered.

Motivating employees with traditional authority and financial __(1) __ has become increasingly _____ (2) _____ as employees become economically secure and their dependency on any one particular organization _____ (3) _____ According to expectancy theorists, the motivation to _____ (4) _____ increases when an employee feels his _____ (5) _____ is an instrument for obtaining desired rewards. Nevertheless, in many organisations, today, employees are _____ (6) _____ to organisational rewards just by being employed. Unions, governmental regulations, and the nature of the job itself in some cases _____ (7) _____ management from _____ (8) _____ financial rewards for performance. People may be attracted to join and remain in organisations to receive organisational rewards, but _____ (9) _____ motivated to join an organisation is _____ (10) _____ 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…(1) incentives…increasingly (2) difficult as employees become economically secure …and their dependency…(3) decreases… motivation to (4) work increases when … (5) performance…is an instrument for …rewards. In many organisations, employees are (6) entitled to rewards just by…Unions …(7) prevent management from (8) establishing rewards for performance. But, (9) being motivated…is (10) not the same…as being motivated (to work).

Multiple choice

Directions: In the following passage, there are blanks, each of which has been numbered.

Motivating employees with traditional authority and financial __(1) __ has become increasingly _____ (2) _____ as employees become economically secure and their dependency on any one particular organization _____ (3) _____ According to expectancy theorists, the motivation to _____ (4) _____ increases when an employee feels his _____ (5) _____ is an instrument for obtaining desired rewards. Nevertheless, in many organisations, today, employees are _____ (6) _____ to organisational rewards just by being employed. Unions, governmental regulations, and the nature of the job itself in some cases _____ (7) _____ management from _____ (8) _____ financial rewards for performance. People may be attracted to join and remain in organisations to receive organisational rewards, but _____ (9) _____ motivated to join an organisation is _____ (10) _____ 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…(1) incentives…increasingly (2) difficult as employees become economically secure …and their dependency…(3) decreases… motivation to (4) work increases when … (5) performance…is an instrument for …rewards. In many organisations, employees are (6) entitled to rewards just by…Unions …(7) prevent management from (8) establishing rewards for performance. But, (9) being motivated…is (10) not the same…as being motivated (to work).

Multiple choice

Directions: In the following passage, there are blanks, each of which has been numbered.

Motivating employees with traditional authority and financial __(1) __ has become increasingly _____ (2) _____ as employees become economically secure and their dependency on any one particular organization _____ (3) _____ According to expectancy theorists, the motivation to _____ (4) _____ increases when an employee feels his _____ (5) _____ is an instrument for obtaining desired rewards. Nevertheless, in many organisations, today, employees are _____ (6) _____ to organisational rewards just by being employed. Unions, governmental regulations, and the nature of the job itself in some cases _____ (7) _____ management from _____ (8) _____ financial rewards for performance. People may be attracted to join and remain in organisations to receive organisational rewards, but _____ (9) _____ motivated to join an organisation is _____ (10) _____ the same as being motivated.

  1. entitled

  2. exposed

  3. entrusted

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

Motivating with…(1) incentives…increasingly (2) difficult as employees become economically secure …and their dependency…(3) decreases… motivation to (4) work increases when … (5) performance…is an instrument for …rewards. In many organisations, employees are (6) entitled to rewards just by…Unions …(7) prevent management from (8) establishing rewards for performance. But, (9) being motivated…is (10) not the same…as being motivated (to work).

Multiple choice

Directions: In the following passage, there are blanks, each of which has been numbered.

Motivating employees with traditional authority and financial __(1) __ has become increasingly _____ (2) _____ as employees become economically secure and their dependency on any one particular organization _____ (3) _____ According to expectancy theorists, the motivation to _____ (4) _____ increases when an employee feels his _____ (5) _____ is an instrument for obtaining desired rewards. Nevertheless, in many organisations, today, employees are _____ (6) _____ to organisational rewards just by being employed. Unions, governmental regulations, and the nature of the job itself in some cases _____ (7) _____ management from _____ (8) _____ financial rewards for performance. People may be attracted to join and remain in organisations to receive organisational rewards, but _____ (9) _____ motivated to join an organisation is _____ (10) _____ 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…(1) incentives…increasingly (2) difficult as employees become economically secure …and their dependency…(3) decreases… motivation to (4) work increases when … (5) performance…is an instrument for …rewards. In many organisations, employees are (6) entitled to rewards just by…Unions …(7) prevent management from (8) establishing rewards for performance. But, (9) being motivated…is (10) not the same…as being motivated (to work).

Multiple choice

Directions: In the following passage, there are blanks, each of which has been numbered.

Motivating employees with traditional authority and financial __(1) __ has become increasingly _____ (2) _____ as employees become economically secure and their dependency on any one particular organization _____ (3) _____ According to expectancy theorists, the motivation to _____ (4) _____ increases when an employee feels his _____ (5) _____ is an instrument for obtaining desired rewards. Nevertheless, in many organisations, today, employees are _____ (6) _____ to organisational rewards just by being employed. Unions, governmental regulations, and the nature of the job itself in some cases _____ (7) _____ management from _____ (8) _____ financial rewards for performance. People may be attracted to join and remain in organisations to receive organisational rewards, but _____ (9) _____ motivated to join an organisation is _____ (10) _____ 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…(1) incentives…increasingly (2) difficult as employees become economically secure …and their dependency…(3) decreases… motivation to (4) work increases when … (5) performance…is an instrument for …rewards. In many organisations, employees are (6) entitled to rewards just by…Unions …(7) prevent management from (8) establishing rewards for performance. But, (9) being motivated…is (10) not the same…as being motivated (to work).

Multiple choice

Directions: In the following passage, there are blanks, each of which has been numbered.

Motivating employees with traditional authority and financial __(1) __ has become increasingly _____ (2) _____ as employees become economically secure and their dependency on any one particular organization _____ (3) _____ According to expectancy theorists, the motivation to _____ (4) _____ increases when an employee feels his _____ (5) _____ is an instrument for obtaining desired rewards. Nevertheless, in many organisations, today, employees are _____ (6) _____ to organisational rewards just by being employed. Unions, governmental regulations, and the nature of the job itself in some cases _____ (7) _____ management from _____ (8) _____ financial rewards for performance. People may be attracted to join and remain in organisations to receive organisational rewards, but _____ (9) _____ motivated to join an organisation is _____ (10) _____ the same as being motivated.

  1. only

  2. just

  3. not

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

Motivating with…(1) incentives…increasingly (2) difficult as employees become economically secure …and their dependency…(3) decreases… motivation to (4) work increases when … (5) performance…is an instrument for …rewards. In many organisations, employees are (6) entitled to rewards just by…Unions …(7) prevent management from (8) establishing rewards for performance. But, (9) being motivated…is (10) not the same…as being motivated (to work).

Multiple choice

Consider following statements with regards to Fiedler's contingency model: (1) When situation is very favorable then a task oriented leader will be effective. (2) When situation is very unfavorable, then a task oriented leader will be effective

Which of the above statements are true?

  1. 1 only

  2. 2 only

  3. Both 1 and 2

  4. Neither 1 nor 2
Reveal answer Fill a bubble to check yourself
C Correct answer
Explanation

According to Fiedler's Contingency Model, task-oriented leaders perform best in both very favorable situations (clear structure, strong authority, good relationships) where they can focus on execution, AND in very unfavorable situations (poor conditions, weak authority) where their directive style is needed. Relationship-oriented leaders excel best in moderate situations where interpersonal skills matter more.

Multiple choice

Which of the following is not a characteristic of open model of organisation? (i) Ends (or getting to job done) rather than means are emphasized. (ii) Non routine tasks occur in unstable conditions (iii) Interaction between people in organization tends to be horizontal as well as vertical. (iv) Conflicts within organisation are adjudicated from top.

  1. (i)

  2. (ii)

  3. (iii)

  4. (iv)
Reveal answer Fill a bubble to check yourself
D Correct answer
Explanation

The open model of organization emphasizes ENDS over MEANS (i), operates in unstable conditions with non-routine tasks (ii), encourages horizontal communication (iii), and resolves conflicts through negotiation rather than top-down adjudication. Therefore, statement (iv) - 'Conflicts within organization are adjudicated from top' - represents a CLOSED/BUREAUCRATIC model characteristic, not an open one.

Multiple choice

Which of the following is not one of the process theory of motivation? (i) Mc Clelland's Achievement motivation theory (ii) Vroom's valence Expectancy theory (iii) Equity theory of J. C. Adams (iv) Goal setting theory of Edwin locker

  1. (i)

  2. (ii)

  3. (iii)

  4. (iv)
Reveal answer Fill a bubble to check yourself
A Correct answer
Explanation

Motivation theories are classified into content theories (what motivates people) and process theories (how motivation occurs). McClelland's Achievement motivation theory is a CONTENT theory - it focuses on needs for achievement, power, and affiliation. Vroom's Expectancy theory, Adams' Equity theory, and Locke's Goal-setting theory are all PROCESS theories - they explain the cognitive process of motivation.

Multiple choice

You work with dedication and concentration, but some of your colleagues in the office think the opposite of you. You will

  1. confront them and also raise the issue with your boss

  2. enter into a heated argument with them

  3. get frustrated and let it affect your work

  4. not react as it does not affect your work
Reveal answer Fill a bubble to check yourself
D Correct answer
Explanation

It's none of your business to judge others and expect them to be like you. If you are not an authority over others, you don't have to do anything about it.

Multiple choice

Which of the following software team organisations has a defined leader who coordinates specific tasks and secondary leaders that have responsibility for subtasks?

  1. Controlled centralised organisation

  2. Line organisation

  3. Controlled decentralised organisation

  4. Middle management

  5. Committee organisation
Reveal answer Fill a bubble to check yourself
C Correct answer
Explanation

This software team organisation has a defined leader who coordinates specific tasks and secondary leaders that have the responsibility for subtasks.

Multiple choice

Unmanaged feelings can lead to _____.

Directions: Read the passage and answer the following question:

What's a manager have to do about feelings in business? 

Why, manage them of course.
Not to mock your question in the slightest: We are dead serious. If there’s one thing that doesn't get enough attention for undermining productivity, creativity and the general smooth functioning of the business, it's the mismanagement of the emotion in the workplace. Too many managers would rather let people act, well, unmanaged.

Now, we're not even slightly qualified to opine on human nature; well, maybe we are as qualified as the next guy; but you don’t have to watch reality TV to know that, left unattended, people can fall into some pretty dysfunctional behaviours. Maybe it’s because gossip, ganging up, paranoia and the like were hardwired into the human brain to ensure the survival of the species, as some scientists have hypothesized.

But the underlying reasons why groups of people can get so terribly caught up in the negative feelings don’t really matter. All that does-from a manager’s point of view-is that unhealthy emotions usually beget more unhealthy emotions.

That’s why you have to manage them-which, fortunately, takes neither a degree in psychology nor more time than you already have. It takes only an active commitment to remove uncertainty from your organization and to instill a purposeful approach to inspiration.

  1. undermining productivity

  2. general smooth running of the company

  3. creativity in the company

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

The first passage states that 'If there’s one thing that doesn’t get enough attention for undermining productivity, creativity and the general smooth functioning of the business, it’s the mismanagement of the emotion in the workplace'.