HCA 507

First Edition, 2009

ISBN-13: 9780763742850; ISBN-l 0: 0763742856

HCA
507

Organizational
Behavior in Health Care

Text: Organizational Behavior, Theory, and Design in Health Care
Author(s):
Nancy Borkowski
Publisher:
Jones & Bartlett
a.

HCA 507 Organizational Behavior in Health Care

Multiple Choice Questions (Enter your answers on the enclosed answer sheet)
1. Organizational behavior is an applied behavioral science that emerged from the disciplines of
psychology, sociology, anthropology, political science and _
b. Mathematics
c. Physical Science
d. Economics
e. Biology
f. None of the above
2. In the healthcare industry, OB has become less important because we work with _
populations.
a. technological
b. heterogenous
c. homogeneous
d. singular
e. None ofthe above
3. With a greater understanding of OB, managers are better able to and, thus,
_____ the behavior of employees to achieve organizational goals.
a. Understand, Control
b. Predict, Influence
c. Predict, Control
d. Understand, Influence
e. None of the above
4. Why was the Hawthorne Effect significant to the develoopment of OB?
a. they demonstrated the important influence of human factors on worker productivity.
b. it is a cogent articulation of the basic assumption of OB
c. explains how companies are organized
d. clarifies the importance of management
e. None of the above.
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HCA 507 Organizational Behavior in Health Care
5. Theory X states that employees are:
a. productive and safe
b. creative and competent
c. contributive and participatory
d. unintelligent and lazy
e. None of the above
6. Why did McGregor’s Theory X and Theory Y have a significant impact in the development of
organizational behavior?
a. It emphasized the little effect a manager’s assumptions are
b. Manager’s need to allow employee’s to express themselves
c. Employee’s lack motivation
d. A manager’s assumptions cause employee’s behavior
e. None of the above
7. According to the US Census Bureau, by mid-century the white, non-Hispanic po;ulation will
comprise less than .
a. 25
b. 30
c. 50
d. 72
e. 91
8. The Office of Minority Health defines cultural competence as:
a. patterns of human behavior
b. recruitment and retaining of adequate cultural practices
c. a set of congruent behaviors, attitudes, and policies that come together
d. a differentiation of policies, behaviors and attitudes
e. None ofthe above
9. Of the following, which is NOT a key recommendation to safegard against ageist bias:
a. Increase training and education of healthcare providers and research into aging
b. Demonstrate patience.
c. Include older patients in clinical trials.
d. Utilize appropriate screening and treatment methods.
e. Empower and educate older Americans.
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HCA 507 Organizational Behavior in Health Care
, O. is a strategically driven process whose emphasis is on building skills and
creating policies that will address the changing demographics of the workforce patient
population.
a. Healthcare Management
b. Diverisity Management
c. Primary Management
d. National Management
e. None of the above.
t t. Which group will be the fastest-growing segment of the workforce?
a. Generation-X
b. Women
c. Minorities
d. Generation-Y
e. None of the above
12. The three areas that are key organization-specific factors for shaping career outcomes for
women and racially/ethnically diverse individuals are:
a. Higher salaries, time, and leadership
b. Leadership, culture, and human resources practices
c. Leadership, higher salaries and better job descriptions
d. Culture, human resources, practices, and time
e. Culture, higher salaries, and leadership
13. This theory predicts that employees pursue a balance between their investments in and the
rewards gained from their work.
a. Cognitive dissonance
b. Attributive
c. Cognitive
d. Perceptve
e. Equity
14. Perception process follows four stages: stimulation, registration, organization and:
a. acceptance
b. information
c. interpretation
d. conception
e. None ofthe above
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HCA 507 Organizational Behavior in Health Care
15. Managers make attributions about employees based on “consistency” and “distinctiveness”
as well as which is “the extent to which an employee’s performance is the
same or different from other employees:’
a.
attribute
b.
stereotype
c.
habit
d.
differentiation
e.
consensus
16. A hospital is well known for Cardiac surgery, but is therefore also perceived to be a good
hospital for Gastric surgeries as well. This generalized carryover based on just one characteris-
tic is known as _
a. a stereotype
b. the halo effect
c. the horn effect
d. the placebo effect
e. angel syndrome
17. From reading about the “contrast effect” in person perception, we know that if compared to a
highly attractive person, a target person will be judged as than s/he would have
been if rated on his or her own.
a. more attractive
b. less attractive if female, more attractive if male
c. neutral – contrasts have no effects on judgment of attractiveness
d. less attractive
e. less attractive if male, more attractive if female
18. What is another name for the “self fulfilling prophesy” where individuals tend to live up to
other’s stated expectations about us?
a. Pygmalion Effect
b. Projection
c. Halo Effect
d. Stereotype
e. Sublimation
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HCA 507 Organizational Behavior in Health Care
19. Keyton (2002) describes various forms of feedback. Which one is an example of a form of
feedback?
a. Prospective Feedback
b. Descriptive Feedback
c. Evaluative Feedback
d. band c
e. All of the above
20. All BUT which is an area that comprises the Johari Window?
a.
Hidden Area
b.
Closed Area
c.
Unknown Area
d.
Open Area
e.
Blind Area
21. Porter (1985) provides guidelines for achieving effective linkages among business units. Which
one is a linkage discussed?
a. Diagonal communication that flow through task forces or committees
b. Use cross-organizational management processes
c. Use human resources policies and procedures
d. All of the above
e. None of the above
22. Which is NOT one of the key elements to effective communication for physicians and hospital
administrators?
a. Must have a desire to communicate
b. Must have an understanding of how others learn
c. Must be able to write clearly
d. The receiver of the message should be cued to the purpose of the message
e. None ofthe above
23. is an intentional process of presenting ideas in a clear, concise and persuasive way.
a. Communication effectiveness
b. Strategic communication
c. Effective communication
d. Intraorganizational communication
e. None of the above
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HCA 507 Organizational Behavior in Health Care
24. Sperry and Whiteman identify five components of a strategic communication plan. Which of
the following is NOT one of them?
a. Context
b. Messages
c. Tactical Reinforcement
d. Feedback
e. Purpose
25. The sharing of information among peers at similar levels to keep organizational staff informed
of all current practices, policies and procedures is an example of _
a.
upward flow
b.
downward flow
c.
horizontal flow
d.
diagonal flow
e.
None of the above
52
l.

HCA 507 Organizational Behavior in Health Care
Multiple Choice Questions (Enter your answers on the enclosed answer sheet)
1. The most effective style of leadership is one which leaders _
a. sets direction and influences others to accomplish a task.
b. show that they are in charge and make decisions accordingly
c. allow important decisions to be made by managers
d. follow the advice of the experts
e. allow others to make the decisions
2. In McClelland’s 3-Needs theory, socialized power need is associated with effecive leaders who:
a. dominate over the members
b. direct their power in ways that benefit others and the organization
c. follow what the members want
d. allow decisions to be made by experts
e. all of the above
3. All of the followinq are five bases or surces of power identified by French and Raven EXCEPT:
a. reward power
b. individual power
c. coercive power

e. referent power
4. The manager exercises minimal effort on getting the task accomplished,
doing only that amount of work that is required to sustain his or per position within the organi-
zation.
a. Impoverished
b. Ideal
c. Middle-of-the-Road
d. Country club
e. Task
5. The manager balances the concern for task and the concern for people in an
effort to boost morale and satisfaction.
a. impoverished
b. ideal
c. middle-of-the-road
d. country club
e. task
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HCA 507 Organizational Behavior in Health Care
6. The three components of the process of motivation are ,
a. goals, incentives, and behavior
b. behavior, wants, and direction
c. incentives, behavior and goals
d. unsatisfied need, drive, and satisfied need
e. incentive, behavior, drive
7. The levels in Maslow’s Hierarchy of Needs are _
a. growth, relatedness, and existence
b. satisfiers, physiological, relatedness, self-esteem, and safety
c. physiological, affiliation, safety, self-actualization, and self-esteem
d. hygiene, affiliation, safety, satisfiers, and self-actualization
e. self-actualization, self-esteem, affiliation, safety, and physiological
8. The three categories of Alderfer’s ERG Theory are _
a. existence, relatedness, and gain
b. existence, relatedness, and growth
c. extrinsic, recognition, and growth
d. environment, recognition, and gain
e. gain, improvement, interelatedness
9. According to Herzberg’s Two-Factor Theory, motivators do NOT include _
a.
salary
b.
recognition
c.
responsibility
d.
work itself
e.
advancement
10. Which of the following is NOT one of the five core motivational job characteristics identified by
Hackman and Oldham?
a. Skill variety
b. Task significance
c. Autonomy
d. Feedback
e. Advancement
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HCA 507 Organizational Behavior in Health Care
11. Managers are dependent on others because of division of labor and _
a. division of power
b. division of growth
c. division of advancement
d. limited resources
e. lack of su pport
12. Which of the following is a method of inequity resolution?
a. Altering inputs or outputs
b. Changing the other comparison
c. Cognitively distorting inputs or outputs
d. Resign from the organization
e. All of the above
13. Managers must ensure that employees have adequate resources to reach their goals. Which of
the following is NOT a support element?
a. Company policies
b. Training
c. Action Plan
d. Feedback
e. None of the above
14. suggests that an employee’s behavior will be repeated if it is associated with
positive rewards.
a. ExpectancyTheory
b. Equity Theory
c. Reinforcement Theory
d. VIE theory
e. Punishment Theory
15. What type of reinforcement occurs when an unpleasant effect is eliminated or avoided?
a.
Positive
b.
Negative
c.
Punishment
d.
Extinction
e.
Equity
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HCA 507 Organizational Behavior in Health Care
16. is defined as the removal of an established reinforcement that was previously
used to reinforce an employee’s behavior.
a. Positive reinforcement
b. Negative reinforcement
c. Punishment
d. Extinction
e. Variable
17. A schedule allows reinforcements to be administered at irregular intervals.
a.
continuous
b.
variable-interval
c.
variable-ratio
d.
fixed-interval
e.
fixed-ratio
18. Which motivational state tends to favor internal and stable attributions for successes and
external and unstable attributions for failures?
a. Learned helplessness
b. Resilience
c. Aggression
d. Empowerment
e. Reflective
19. Which motivational state tends to favor internal and stable attributions for failures and external
attributions for successes?
a. Learned helplessness
b. Resilience
c. Aggression
d. Empowerment
e. Strength
20. Which motivational state tends to favor accurate attributions, not biased toward overly internal
or external attributions for successes or failures?
a. Learned helplessness
b. Resilience
c. Aggression
d. Empowerment
e. Strength
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HCA 507 Organizational Behavior in Health Care
21. An individual with a(n) attribution style frequently attributes undesirable events to
internal and frequently stable factors such as lack of intelligence, while attributing desirable
outcomes to external and frequently unstable factors, such as bad luck.
a. optimistic
b. pessimistic
c. hostile
d. negative
e. positive
22. An individual with a(n) attribution style has a tendency to attribute negative outcomes
to external factors coupled with a tendency to attribute positive outcomes to internal factors.
a. optimistic
b. pessimistic
c. hostile
d. negative
e. positive
23. is a process through which an individual attempts to intentionally influence human
systems in order to accomplish a goal.
a. Leadership
b. Management
c. 1’1::1 SUd~IUII
d. Empowerment
e. None ofthe above
24. In this type of behavior, leadership behavior is goal and task centered but seeks a high degree
of follower involvement.
a. High production and high people orientation
b. High production and low people orientation
c. Low production and low people orientation
d. Low production and high people orientation
e. All ofthe above
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HCA 507 Organizational Behavior in Health Care
25. According to Lewin’s behavioral research, which type of leadership style is
demonstrated when the leader offers guidance and encourages participation to
group members?
a.
Authoritarian
b.
Democratic
c.
Laissez-faire
d.
Diplomatic
e.
Fair
121
r.

~~A 507 Organizational Behavior in Health Care
Multiple Choice Questions (Enter your answers on the enclosed answer sheet)
1. Situational favorableness is based upon three contingency dimensions that were related to
leadership effectiveness. Which of following contingency dimensions is not identified as part of
Fiedler’s theory?
a. Leader-member relations
b. Task structure
c. Administrative interdependence
d. Leader position power
e. All of the above
2.

____ is the degree of certainty, trust, and deference between the subordinate and the
leader.
a. Leader-member relations
b. Position of power
c. Task structure
d. Subordinate relations
e. All of the above
3. is the extent to which job assignments are clear through the implementation
of formalization and policy.
a. Leader-member relations
b. Position of power
c. Task structure
d. Subordinate relations
e. All of the above
4. is the degree of control and influence the leader legitimately possesses in dealing
with organizational activities; highly dependent upon the support the leader receives from
senior management.
a. Task structure
b. Leadership skills
c. Leader-member relations
d. Dependency
e. Leader Position Power
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HCA 507 Organizational Behavior in Health Care
5. The Ieadership style can increase employee motivation.
a. directive
b. supportive
c. participative
d. achievement-oriented
e. plaintive
6. Hershey and Blanchard suggests leaders should adapt their leadership style based on:
a. use of authority by the manager and area of freedom of subordinates
b. task behavior, relationship behavior and the level of maturity of the subordinate
c. task behavior, subordinate beharior and maturity level
d. all of the above
e. none of the above
7. leaders incorporates emotion, values, and vision to motivate individuals and seeks
to change the status quo.
a. Symbolic
b. Transactional
c. Transformational
d. Integrated
e. None of the above
8. Characteristics of transactional leadership include all the following, except _
a. contingent reward
b. management by exception (active)
c. laissez-faire
d. inspirational
e. management by exception (passive)
9. Characteristics of transformational leadership include all but:
a. charisma
b. inspiration
c. teamwork
d. individualized consideration
e. intellectual
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HCA 507 Organizational Behavior in Health Care
10. All of the following are part of the Big Five Personality Factors EXCEPT:
a. Introversion
b. Extroversion
c. Agreeableness
d. Conscientiousness
e. Emotional Stability
11. Why does Goleman believe that EI is more important than IQ?
a. EI is easily measured.
b. IQ does not provide statistical data
c. EI is a better predictor of success in both personal and professional endeavors.
d. EI is the “end all” in determinig leadership characteristics
e. At the group level elements of EI can be identified, assessed and upgraded.
12. Translating competency into success requires both motivation and ‘
a. opportunity
b. competency
c. individual characteristics
d. leadership
e. professionalism
13. is designed to enhance an employee’s health and performance at work by
eliminating the stressors that lead to distress.
a. Organizational prevention
b. Tertiary prevention
c. Preventive coping
d. Secondary prevention
e. Primary Prevention
14. Healthcare occupations feel stress in the worksetting due to all EXCEPT:
a. risk of infection
b. lack of sleep
c. long hours
d. irregular shifts
e. fear of accident
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HCA 507 Organizational Behavior in Health Care
15. What does Friedman suggest for individual coping strategies for healthcare workers?
a. work on predicting what might happen
b. control the situation so one is not in a stressful situation
c. training employees to cope with stressful situations
d. explain they may be reprimanded if they are not able to handle stress
e. Taking a vacation
16. In the Hardiness Training concept, commitment refers to:
a. one’s beleif that if he or she tries, he or she can postiviely influence mucho of what
happens in his or her life.
b. an individual’s attitute that everything that happens to him or her is opportunity improve.
c. an individual’s belief that involving oneself in changes is the way to deepen meaning.
d. an individual’s belief that being optimistic changes how a situation will turn out
e. all ofthe above
17. Aniticipatory Coping is prevention.
a. tertiary
b. primary
c. secondary
d. proactive
e. skills
18. is a phenomenon in which people experience failure at a task and determine that
the task cannot be accomplished and therefore, stop trying.
a. Learned helplessness
b. Agoraphobia
c. Schizophrenia
d. Empowerment
e. Skill assessment
19. decision-making involves using one’s professional judgment based on past experi-
ences rather than sequential logic or explicit reasoning
a. Bounded rationality
b. Intuition
c. Heuristics
d. Biases
e. All of the above
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HCA 507 Organizational Behavior in Health Care
20. Of the five conflict-handling modes described byTomas and Kilmann, which one reflects a
win-win approach to conflict?
a.
Avoidance
b.
Accommodation
c.
Competition
d.
Compromise
e.
Colla boration
21. bias is an intuitive technique where the perceived probability of an event is influ-
enced by the ease of recollection.
a. Adjustment
b. Anchoring
c. Representativeness
d. Availability
e. All of the above
22. Of the four categories of intergroup conflict, which one relates authority relationships?
a. Vertical conflict
b. Horizontal conflict
c. Line-staff conflict
d. Diversity-based conflict
e. None of the above
23. What type of intergroup conflict may occur when supervisors attempt to control subordinates?
a. Adjustment conflict
b. Horizontal conflict
c. Line-staff conflict
d. Diversity-based conflict
e. Vertical conflict
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HCA 507 Organizational Behavior in Health Care
24. Of the five conflict-handling modes, which one reflects a win-lose
approach to conflict?
a. Avoidance
b. Accommodation
c. Collaboration
d. Compromise
e. Competition
25. are guidelines or “rules of thumb” that help make our world
manageable by simplifying complex tasks.
a. Bounded rationalities
b. Intuitions
c. Rational
d. Heuristics
e. Decision-making
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HCA 507 Organizational Behavior in Health Care
Multiple Choice Questions (Enter your answers on the enclosed answer sheet)
l , Based on research, what is the optimum size for developing group cohesiveness?
a.
Three members
b.
Five members
c.
Seven members
d.
Nine members
e.
, a or more members
2.

____ refers to the decreased effort of individual members in a group when the size of the
group increases.
a. Conformity pressures
b. In-group status
c. Out-group status
d. Non-comformity pressures
e. Social loafing
3. is the term used to describe when we conform to what we believe to be the norms
of the group in order to be accepted by its members.
a. Group control
b. Conformity
c. Normative social influence
d. Non-conformity
e. Cohesiveness
4. The following is a symptom of : Direct pressure on any member who expresses
strong arguments against any of the group’s stereotypes, illusions or commitments, making
clear that this type of dissent is contrary to what is expected of all loyal members.
a. conformity
b. groupthink
c. social loafing
d. cohesiveness
e. group interaction
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HCA 507 Organizational Behavior in Health Care
5. All are forms of groupthink EXCEPT:
a. Overestimation of the group
b. Closed-mindedness
c. Open-mindedness
d. Pressures toward uniformity
e. All ofthe above
6. Cohesiveness of a group will increase _
a. if the group has experienced prior successes
b. when admission into the group is more difficult to obtain due to various barriers or high
criteria
c. if members perceive that an external force may prohibit the group from obtaining its goals
d. all of the above
e. none ofthe above
7. groups are those that we compare ourselves to for developing our personal behavior
and social attitudes.
a. Reference
b. Secondary
c. Primary
d. Formal
e. Informal
8. groups are organized based on members’ common interests or goals.
a.
Primary
b.
Secondary
c.
Informal
d.
Formal
e.
Reference
9. Managers need to be aware that groups can be a powerful force within their
organization.
a.
primary
b.
secondary
c.
informal
d.
formal
e.
reference
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HCA 507 Organizational Behavior in Health Care
10. groups are created by the organization, therefore, they are part of the organization’s
formal structure.
a.
Primary
b.
Formal
c.
Reference
d.
Secondary
e.
Informal
11. Groups go through sequential stages of development. The following is as example of what
development stage: In this stage the rules for behavior are explicitly and implicitly defined.
There is a greater degree of order and a strong sense of group membership.
a.
Forming
b.
Storming
c.
Performing
d.
Norming
e.
Adjourning
12. Which ofthe following is NOT an approach for building team performance?
a. Establish urgency and direction
b. Challenge the group regularly with new information
c. Set clear rules of behavior
d. Select members based on personality, not skills
e. Use positive feedback, recognition and rewards
13 Which of the following is NOT a barrier to effective teamwork?
a. lack of friendship
b. lack of management support
c. lack of resources
d. lack of leadership
e. lack of training
14. Which of the following is NOT a characteristics of successful teams?
a. Clear goals
b. Autocratic leadership
c. Valued diversity
d. Cooperative relationships
e. Open communication
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HCA 507 Organizational Behavior in Health Care
15. Which data collection method might enable the practitioner to learn more about
communication patterns, leadership issues or ineffective conflict resolution strategies in the
team?
a. Questionnaires
b. Interviews
c. Observation
d. Unobtrusive methods
e. Primary
16. Changing from a functional to a matrix structure is an example of which type of intervention?
a. Strategic
b. Organic
c. Human process
d. Human resource management
e. Technostructural
17. Which of the following interventions deal primarily with issues between people in an organiza-
tion?
a. Strategic
b. Technostructural
c. Artistic
d. Human resource management
e. Human process
18. A career planning system is an example of which type of intervention?
a. Strategic
b. Technostructural
c. Human process
d. Human resource management
e. Innovative
19. A diversification in products is an example of which type of intervention?
a. Technostructural
b. Strategic
c. Human process
d. Human resource management
e. Interpretive
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HCA 507 Organizational Behavior in Health Care
20. This intervention is designed to enable groups of people to work together on a single problem
and through a regimented process utilizing specific problem solving tools.
a. Team building
b. Process improvement
c. Total quality management
d. Work design
e. Task related
21. Which of the following interventions is often mistakenly seen as the only intervention needed
but the goal of this intervention should be to build or improve a skill base?
a. Training
b. Process improvement
c. Team building
d. Work design
e. Task related
22. The design and implementation of planned change has three basic requirements. Which of the
following is NOT one ofthe basic requirements?
a. A new mission statement must be approved by the Board of Directors before change can be
initiated.
b. Sufficient time exists for planning and implementing change
c. Adequate resources are available
d. Employees involved have the necessary skills and knowledge to design and implement
the changes
e. All of the above
23. An important strength at this approach lies in the fact that management has been involved in
all exploration activities:
a. Examine Existing Conditions
b. Define Need for Change
c. Conduct a management audit analysis
d. Defining current organizational objectives
e. Document an overview action plan
24. Revising organizational structures require addressing all BUT which issue:
a. Has the organization become more rigid?
b. Has the fluidity of work processes been improved?
c. Have communication demands been reduced?
d. Has the use of new technology been successfully implemented?
e. Have working condiions improved for employees?
245
25. According to Kotter, managers need to follow eight steps for successful organiza­tional change. Which one of the following is one of the eight steps?
a. Establish a sense of urgency
b. Comunicate the vision
c. Empower others
d. All of the above
e. None of the above