explains how companies are organized clarifies the importance of management None of the above.

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
Nancy Borkowski
Jones & Bartlett

HCA 507 Organizational Behavior in Health Care

Multiple Choice Questions (Enter your answers on the enclosed answer sheet)
Organizational behavior is an applied behavioral science that emerged from the disciplines of psychology, sociology, anthropology, political science and _
Physical Science
None of the above
In the healthcare industry, OB has become less important because we work with _ populations.
None ofthe above
With a greater understanding of OB, managers are better able to and, thus, _____ the behavior of employees to achieve organizational goals.
Understand, Control
Predict, Influence
Predict, Control
Understand, Influence
None of the above
4. Why was the Hawthorne Effect significant to the develoopment of OB?
they demonstrated the important influence of human factors on worker productivity.
it is a cogent articulation of the basic assumption of OB
explains how companies are organized
clarifies the importance of management
None of the above.

5. Theory X states that employees are:
productive and safe
creative and competent
contributive and participatory
unintelligent and lazy
None of the above
Why did McGregor’s Theory X and Theory Y have a significant impact in the development of organizational behavior?
It emphasized the little effect a manager’s assumptions are
Manager’s need to allow employee’s to express themselves
Employee’s lack motivation
A manager’s assumptions cause employee’s behavior
None of the above
According to the US Census Bureau, by mid-century the white, non-Hispanic po;ulation will comprise less than .
8. The Office of Minority Health defines cultural competence as:
patterns of human behavior
recruitment and retaining of adequate cultural practices
a set of congruent behaviors, attitudes, and policies that come together
a differentiation of policies, behaviors and attitudes
None ofthe above
9. Of the following, which is NOT a key recommendation to safegard against ageist bias:
Increase training and education of healthcare providers and research into aging
Demonstrate patience.
Include older patients in clinical trials.
Utilize appropriate screening and treatment methods.
Empower and educate older Americans.

1 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.
Healthcare Management
Diverisity Management
Primary Management
National Management
None of the above.
t t. Which group will be the fastest-growing segment of the workforce?
None of the above
The three areas that are key organization-specific factors for shaping career outcomes for women and racially/ethnically diverse individuals are:
Higher salaries, time, and leadership
Leadership, culture, and human resources practices
Leadership, higher salaries and better job descriptions
Culture, human resources, practices, and time
Culture, higher salaries, and leadership
This theory predicts that employees pursue a balance between their investments in and the rewards gained from their work.
Cognitive dissonance
14. Perception process follows four stages: stimulation, registration, organization and:
None ofthe above

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
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 characteristic is known as _
a stereotype
the halo effect
the horn effect
the placebo effect
angel syndrome
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.
more attractive
less attractive if female, more attractive if male
neutral – contrasts have no effects on judgment of attractiveness
less attractive
less attractive if male, more attractive if female
What is another name for the “self fulfilling prophesy” where individuals tend to live up to other’s stated expectations about us?
Pygmalion Effect
Halo Effect

19. Keyton (2002) describes various forms of feedback. Which one is an example of a form of feedback?
Prospective Feedback
Descriptive Feedback
Evaluative Feedback
band c
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
Porter (1985) provides guidelines for achieving effective linkages among business units. Which one is a linkage discussed?
Diagonal communication that flow through task forces or committees
Use cross-organizational management processes
Use human resources policies and procedures
All of the above
None of the above
Which is NOT one of the key elements to effective communication for physicians and hospital administrators?
Must have a desire to communicate
Must have an understanding of how others learn
Must be able to write clearly
The receiver of the message should be cued to the purpose of the message
None ofthe above
23. is an intentional process of presenting ideas in a clear, concise and persuasive way.
Communication effectiveness
Strategic communication
Effective communication
Intraorganizational communication
None of the above

Sperry and Whiteman identify five components of a strategic communication plan. Which of the following is NOT one of them?
Tactical Reinforcement
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

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

e. referent power
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 organization.
Country club
The manager balances the concern for task and the concern for people in an effort to boost morale and satisfaction.
country club
6. The three components of the process of motivation are ,
goals, incentives, and behavior
behavior, wants, and direction
incentives, behavior and goals
unsatisfied need, drive, and satisfied need
incentive, behavior, drive
7. The levels in Maslow’s Hierarchy of Needs are _
growth, relatedness, and existence
satisfiers, physiological, relatedness, self-esteem, and safety
physiological, affiliation, safety, self-actualization, and self-esteem
hygiene, affiliation, safety, satisfiers, and self-actualization
self-actualization, self-esteem, affiliation, safety, and physiological
8. The three categories of Alderfer’s ERG Theory are _
existence, relatedness, and gain
existence, relatedness, and growth
extrinsic, recognition, and growth
environment, recognition, and gain
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
Which of the following is NOT one of the five core motivational job characteristics identified by Hackman and Oldham?
Skill variety
Task significance

11. Managers are dependent on others because of division of labor and _
division of power
division of growth
division of advancement
limited resources
lack of su pport
12. Which of the following is a method of inequity resolution?
Altering inputs or outputs
Changing the other comparison
Cognitively distorting inputs or outputs
Resign from the organization
All of the above
Managers must ensure that employees have adequate resources to reach their goals. Which of the following is NOT a support element?
Company policies
Action Plan
None of the above
14. suggests that an employee’s behavior will be repeated if it is associated with positive rewards.
Equity Theory
Reinforcement Theory
VIE theory
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

16. is defined as the removal of an established reinforcement that was previously used to reinforce an employee’s behavior.
Positive reinforcement
Negative reinforcement
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
Which motivational state tends to favor internal and stable attributions for successes and external and unstable attributions for failures?
Learned helplessness
Which motivational state tends to favor internal and stable attributions for failures and external attributions for successes?
Learned helplessness
Which motivational state tends to favor accurate attributions, not biased toward overly internal or external attributions for successes or failures?
Learned helplessness

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.
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.
23. is a process through which an individual attempts to intentionally influence human systems in order to accomplish a goal.
1’1::1 SUd

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