Test Name: BMO Old Period 2 2012 1. 2. 3. 4. 5. 6. !. #. $. 1%. 11. 12. 13. 14. 15. 16. 1!. 1#.

1$. 2%. 21. 22. 23. 24. 25. 26. c. staffing b. planning c. decisional d. networking b. It is a current assessment of what an individual can do. d. dynamic fle ibility b. likelihood of "uitting a. classical conditioning c. behaviour is a function of its conse"uences b. a man learns how to perform yoga by watching a videotape of a yoga teacher. b. &hey can be substantially different. c. attribution theory b. 'n employee is late because of a flat tire. a. consensus d. self(serving bias b. defining the problem b. self(actuali)ation b. &heories * and + c. high nPow, low nAff d. enactive mastery c. e"uity tension is created d. a"uire more tenure c. moods c. hate c. 'll cultures agree on the interpretation they give to emotions. c. negative affect

2!. 2#. 2$. 3%. 31. 32. 33. 34. 35. 36. 3!. 3#. 3$. 4%.

b. affect intensity b. informal c. e"uity c. intragroup conflict often occurs a. conformity b. deviant workplace behaviour c. status a. speed c. provide means by which individual efforts can be identified c. centrali)ation-decentrali)ation c. functional a. chain of command c. 'n individual should be directly responsible to only one supervisor. c. high employee .ob discretion

/ection 01 2ssays 1. Group Behaviour (25 points) a3 4ame the 5 stages of group development model 55 points3
Forming - Members feel much uncertainty Storming - Lots of conflict between members of the group Norming - Members have developed close relationships and cohesiveness Performing - The group is finally fully functional Ad ourning - !n temporary groups" characteri#ed by concern with wrapping up activities rather than performance

b) Explain the criticisms of this model? (2 points for each criticism; total 10 points)

Assumption$ the group becomes more effective as it progresses through the first four stages% Not always true & group behavior is more comple' (igh levels of conflict may be conducive to high performance The process is not always linear Several stages may occur simultaneously )roups may regress !gnores the organi#ational conte't

c) Explain how cultural differences may affect group behavior (10 points)
Status and Culture o The importance of status varies with culture o Managers must understand who and what holds status when interacting with people from another culture Social Loafing

o Group o o o o

Most often in *estern +individualistic, cultures Diversity !ncreased diversity leads to increased conflict May cause early withdrawal and lowered morale !f the initial difficulties are overcome" diverse groups may perform better Surface diversity may increase openness

2. Motivation (25 points) a3 6efine what motivation is and what it7s 3 key elements are 52 points for definition and 2 points for each key element8 total # points3
The processes that account for an individual-s intensity" direction" and persistence of effort toward attaining a goal & specifically" an organi#ational goal%

Three key elements: !ntensity & how hard a person tries .irection & effort that is channeled toward" and consistent with" organi#ational goals Persistence & how long a person can maintain effort

b) Explain what oc!e"s #goal setting theory" is and why it can lead to increased organi$ational performance% (& points for definition and & points for explanation of increased performance; total 10 points)
That specific and difficult goals" with self-generated feedbac/" lead to higher performance .ifficult )oals$ o o o o Focus and direct attention 0nergi#e the person to wor/ harder .ifficulty increases persistence Force people to be more effective and efficient

c)% 'ame 2 factors that affect the relationship between goals and performance% (( points)
a% b% c% )oal commitment +the more public the better, Tas/ characteristics +simple" well-learned, 1ulture +best match is in North America,