UGC NET Business Management and Org Behaviour MCQ-1UGC NET Business Management and Org Behaviour MCQ-1

  1. According to Organisational Culture Inventory (OCI), an organisation in     which members are encouraged to work together in ways that meet higher order human needs is classified as having a _________ culture.

(A) Constructive          (B) motivational      (C) Passive    (D) high achievement

  1. A matrix structure of organisation




(A) reinforces unity of command             (B) is inexpensive

(C) is easy to explain to the employees  (D) gives to some employees more than one boss

3.Organisational development (OD) is a planned change plus

(A) Evaluation   (B) Intervention   (C) Ability for self-renewal                            (D) Reinforcement

  1. Which of the following is a correct match ?

(A) McClelland – ERG Theory  (B) Skinner – Reinforcement Theory

(C) Vroom – Equity Theory   (D) Locke – Expectancy Theory

5 Corporate governance mechanism should ensure that corporate executive make strategic decisions that serve the entire group of

  • (A )Environmentalists (B) Government officials (C) Suppliers (D) Shareholders
  1. When we judge someone on the basis of our perception of the group to which he or she belongs, we are using the shortcut, called ________




(A) Selective Perceptive (B) Halo effect (C) Contrast effect (D) Stereotyping

  1. As per Roceach value survey, which of the following is not an instrumental value ?

(A) Ambitious (B) Imagination (C) Wise (D) Capable

  1. Which one is the correct combination ?

(A) Theory of Conditioning – Bernara (B) Operant Conditioning Theory – B.F. Skinner

(C) Stimulus Response Theory – Hoodman (D) Theory of Associates

  1. As __________, managers receive a wide variety of information and serve as the nerve centres of internal and external information of the organization.

(A) Leaders (B) Monitors (C) Distribution handlers (D) Resource allocators

10. Match the following :

  • Evaluative statements or judgements concerning objects, people or events    i. Attitudes
  • The opinion or belief segment of an attitude ii. Cognitive Component
  • The emotional or feeling segment of an attitude iii. Affective Component
  • An intention to behave in a certain way towards someone or something           iv. Behavioural component




        a b c d

(A) i ii iii iv

(B) iv iii ii i

(C) iv ii iii i

(D) i iii ii iv

  1. The ability to understand, communicate with, motivate and support other people, both individually and in groups, defines which of the following management skills?

(A) Hard Skills (B) Soft Skills (C) Conceptual Skills (D) Political Skills

  1. Performance = f (M, A, e). In this expression ‘e’ stands for

(A) Efficiency (B) Effectiveness (C) Environment (D) Entrepreneurship

  1. The form of learning in which people acquire new behaviours by systematically observing the rewards and punishments given to others is known as
  1. Diffusion of routine information takes place through

(A) Downward Communication (B) Upward Communication  (C) Horizontal Comm (D) External Comm

  1. An integrated group of activities to bring about a change is known as




(A) Organisation development (B) Interventions (C) OCTAPACE                     (D) Collaborative culture

Note: The eight important basic values or ethos are as – openness, confrontation, trust, authenticity, proaction, autonomy, collaboration and experimentation. The coined term OCTAPACE is a very meaningful and it shows – eight means Octa and pace means steps and thus, together means the functional ethos of any organization.

16. Match the following:

Motivation is a function of fairness in social exchanges. 1. Expectancy Theory

People are motivated to behave in ways that produce valued outcomes. 2. Alderfer’s ERG Theory

Determining specific levels of performance for workers to attain and then striving to attain them. 3.Equity Theory

When people are frustrated by their inability to meet needs at the next higher level in the hierarchy, they regress to the next lower category of needs and intensify their desire to gratify these needs. 4. Goal Setting Theory

a b c d

(A) 1 2 3 4                   (B) 4 3 2 1                    (C) 3 1 4 2                 (D) 3 4 1 2

17. Match the following :

Selfefficacy                        1. Determining specific levels of performance for workers to attain them

Goal setting      2. The belief that one’s efforts will positively influence one’s performance.

Expectancy       3. People strive to maintain ratio of their own outcomes to their own inputs that are equal to that of those with whom they compare themselves

Equity Theory      4. One’s belief about having the capacity to perform a task.

Codes: a b c d

(A) 1 2 3 4

(B) 4 1 2 3

(C) 3 4 1 2

(D) 2 3 4 1

  1. The psychological contract is:




A-The match between individual and organisational expectations

B- The changing relationship between staff and manager

C-The basis for performance management

D-A set of moral and ethical codes for employee behavior

  1. Which approach to the study of organisational behaviour emphasises the formal structure, hierarchy of management, the technical requirements and the assumption of rational behaviour?




A-The systems approach   B-The contingency theory  C-The human relations approach       D-The classical approach

  1. Which of the following statements are not correct ? Indicate the correct code.

Statement I : Organizational culture means the general pattern of behaviour, belief and values that organization members have in individuality.

Statement II : As per contingency theory of Leadership, people become leader only because of the demand of group members.

Statement III : The group judgment can only be obtained through the formal committees.

Statement IV : Ombudsperson in communication function is a person assigned to

investigate employee concerns and providing valuable upward communication link.

Codes :

(1) Statements I, II and IV (2) Statements I, III and IV

(3) Statements I, II and III (4) Statements II, III and IV.

  1. Which among the following is not a physical barrier of communication ?

(1) Poor vocabulary (2) Noise  (3) Improper time (4) Overload information

  1. Statement – I : Management control seeks to compel events to conform to plans.

Statement – II : Controlling is determining what is motivational to the employees of the

organization.

Code :

(1) Statement – I is correct but II is incorrect.         (2) Statement – II is correct but I is incorrect

(3) Both the statements I and II are correct    (4) Both the statements I and II are incorrect

  1. Assertion (A) : Sound planning is one of the essential elements for the success of corporate




entities.

Reasoning (R) : Planning is deciding in advance what is to be done. It involves the selection

of objectives, policies, procedures and programmes from among alternatives.

Code :

(1) Both (A) and (R) are correct and (R) is the right explanation of (A)

(2) Both (A) and (R) are correct but (R) is not the right explanation of (A).

(3) Both the statements (A) and (R) are incorrect.

(4) (A) is correct but (R) is incorrect.

  1. Match the items of List – I with List – II and indicate the correct code of their matching

relating to human resource management philosophy :

List – I List – II

(a) Rational System Approach                                                   (i) F.W. Taylor

(b) Experiments to improve productivity                                (ii) Max Weber

(c) Social System Approach                                                      (iii) A.K. Rice

(d) Functional organisation concept                                        (iv) Hawthorne studies

Code :

(a) (b) (c) (d)

(1) (ii) (iv) (iii) (i).

(2) (iii) (ii) (iv) (i)

(3) (iv) (iii) (i) (ii)

(4) (iii) (i) (ii) (iv)

  1. Match the items of List – I with List – II ; and choose the correct code of combination :

List – I List – II

(a) The Fundamentals of Top Management         (i) Peter F. Drucker

(b) Middle Management                                          (ii) R.C. Davis

(c) The Essence of Management                            (iii) E.L.F. Brech

(d) Principles and Practice of Management         (iv) Mary Caushing Nile:

(a) (b) (c) (d)

(1) (ii) (iv) (iii) (i).   (2) (ii) (iv) (i) (iii)  (3) (ii) (iii) (i) (iv)   (4) (iii) (iv) (i) (ii)

  1. Assertion (A) : Due to these experiments (Time, Motion and Fatigue Studies ) a factory

does not remain a factory, it is converted into a laboratory.

Reasoning (R) : Management succeeds or fails as human relations in business are intelligently

or unintelligently handled.

Code :

(1) Both (A) and (R) are correct and (R) is the right explanation of (A).

(2) Both (A) and (R) are correct but (R) is not the right explanation of (A)

(3) (A) is correct but (R) is not correct. (4) (R) is correct but (A) is not correct.

  1. Who among the following is not associated with theories of motivation ?




(1) A.H. Maslow (2) Cris Argyris-maturity theory  (3) Frederick Herzberg (4) Peter F. Drucker.

  1. As per the Herzberg’s Hygiene Theory of motivation, which among the following is not a

motivational factor ?

(1) Recognition (2) Working Conditions. (3) Responsibility (4) Achievements

  1. Which of the following factors is an example of a factor affecting national culture referred to by Brooks?

A-Mistrust        B-Individualism   C-Sensitivity  D-Values.

  1. Which approach to the study of organisational behaviour emphasises the formal structure, hierarchy of management, the technical requirements and the assumption of rational behaviour?

A-The systems approach         B-The contingency theory

C-The human relations approach    D-The classical approach

  1. Which of the following best defines the term “span of control”?

A-The vertical graduation of authority and responsibility

B-The length of the manager’s arms   C-The number of subordinates who report directly to a given manager

D-The responsibility the supervisor has for the actions of their subordinates

  1. A policy ________________?




A-Provides the basis for decision making and the course of action to follow to achieve objectives.

B-Is a set of managerial objectives        C-Both of the above     D-Neither of the above

33. Match the items of List II with the items of List I and indicate the code of correct matching.

List I                              List II

(a) Organisation Man (i) Maximising self interest.

(b) Self-actualising Man (ii) Using capabilities to develop a sense of creating certain things.

(c) Complex Man (iii) Sacrificing individuality for the sake of group.

(d) Rational-Economic Man (iv) Understanding human needs may not be the final step in understanding human behaviour.

Code :

(a) (b) (c) (d)

(1) (iv) (i) (iii) (ii)

(2) (iii) (ii) (iv) (i)

(3) (i) (iv) (ii) (iii)

(4) (ii) (i) (iv) (iii)

34. Who proposed the Balance Theory of attitude formation ?

(1) Festinger

(2) Fritz Heider

(3) Charles Osgood and Percy Tannenbaum

(4) Rosenberg

Balance theory is a theory of attitude change, proposed by Fritz Heider. It conceptualizes the cognitive consistency motive as a drive toward psychological balance. The consistency motive is the urge to maintain one’s values and beliefs over time.

35. Which one of the following is an element of motivation according to Vroom’s Vector Valence theory?

(1) Involvement (2) Equity

(3) Instrumentality (4) Existence

Vroom’s expectancy theory explains motivation in terms of four main concepts: force, valence, expectancy, and instrumentality. Force refers to the compulsion of an individual to behave in a given way, valence the preference for consequent reward, expectancy the perceived likelihood that the behavior will result in the intended outcome and instrumentality the perception that the intended outcome will lead to the consequent reward. Force is seen as the sum of the products of multiple valences, instrumentalities and expectancies involved in a course of action. It is reasoned that the motivation to behave in a particular way is determined by an individual’s expectation that behavior will lead to a particular outcome, multiplied by the preference or valence that person has for that outcome. This can be shown in the following mathematical equation:

Motivation (M) = Instrumentality (I) x Expectancy (E) x Valence (V)

36. Which one of the following is not a component of Bass’ Theory of Transformational Leadership ?

(1) Idealized influence (2) Inspirational motivation

(3) Intellectual stimulation (4) Team consideration

Bass defined transformational leadership in terms of how the leader affects followers, who are intended to trust, admire and respect the transformational leader.

He identified three ways in which leaders transform followers:

  1. Increasing their awareness of task importance and value.
  2. Getting them to focus first on team or organizational goals, rather than their own interests.
  3. Activating their higher-order needs.

Charisma is seen as necessary, but not sufficient, for example in the way that charismatic movie stars may not make good leaders. Two key charismatic effects that transformational leaders achieve is to evoke strong emotions and to cause identification of the followers with the leader. This may be through stirring appeals. It may also may occur through quieter methods such as coaching and mentoring.

Bass has recently noted that authentic transformational leadership is grounded in moral foundations that are based on four components:

  • Idealized influence
  • Inspirational motivation
  • Intellectual stimulation
  • Individualized consideration




37. Assertion (A) : Under stressful situations, a person is unable to listen to and understand the message correctly.

Reasoning (R) : During stressful situations, the psychological frame of mind changes and the message gets distorted due to the beliefs, experiences, goals and values held by the receiver of the message.

Code :

(1) (A) and (R) both are correct and (R) is the correct explanation of (A).

(2) (A) and (R) both are correct but (R) is not the correct explanation of (A).

(3) (A) is correct whereas (R) is incorrect.

(4) (R) is correct whereas (A) is incorrect.

38. Match the items of List-II with the items of List-I and suggest the correct code :

List-I List-II

(Source of resistance)           (Coping mechanisms)

(a) Perceived peripherality of change (i) Role redefinition and re-orientation

(b) Fear of loss of power (ii) Participation and involvement

(c) Fear of obsolescence (iii) Participation in diagnosis

(d) Fear of imposition (iv) Development of skills

Code :

(a) (b) (c) (d)

(1) (iv) (i) (iii) (ii)

(2) (ii) (i) (iv) (iii)

(3) (iii) (i) (iv) (ii)

(4) (i) (iii) (iv) (ii)

39. Match the items of List-II with the items of List-I and indicate the code of correct matching.

List-I List-II

(Model of Organisational Behaviour) (Employee Orientation)

(a) Autocratic (i) Responsible behaviour

(b) Custodial (ii) Security and benefits

(c) Supportive (iii) Job performance

(d) Collegial (iv) Obedience

Code :

(a) (b) (c) (d)

(1) (iv) (ii) (iii) (i)

(2) (iv) (iii) (i) (ii)

(3) (i) (iv) (iii) (ii)

(4) (iv) (i) (ii) (iii)

40. Match the items of List II with List I and select the correct code :

List I List II

(a) Mission (i) Aspiration expressed as strategic intent

(b) Vision (ii) Activities needed to accomplish plan

(c) Objectives (iii) Accomplishing results at certain time

(d) Programs (iv) Reason for existence

Code :

(a) (b) (c) (d)

(1) (iv) (i) (iii) (ii)

(2) (ii) (iii) (i) (iv)

(3) (iii) (iv) (ii) (i)

(4) (iv) (iii) (i) (ii)

1-a, 2-d, 3-c, 4-b, 5-d, 6-d, 7-c, 8-b, 9-b, 10-c, 11-c, 12-c, 13-a, 14-a, 15-a, 16-c, 17-b, 18-b, 19-d, 20-4, 2-4, 22-1, 23-1, 24-1, 25-1, 26-2, 27-4, 28-2, 29-d, 30-d, 31-c, 32-a, 33-2, 34-2, 35-3, 36-4, 37-1, 38-3, 39-1, 40-1

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