1. Ravi receives applause from the class every time he asks a question.
Soon, he begins asking
more questions. This is an example of:
a) Negative reinforcement
b) Classical conditioning
c) Positive reinforcement
d) Cognitive learning
2. Preeti watches her manager calmly handle a rude customer and later mimics this behavior
herself. This reflects:
a) Operant conditioning
b) Social learning
c) Assimilation learning
d) Passive learning
3. A student studies consistently to avoid parental scolding. This motivation stems from:
a) Positive punishment
b) Negative reinforcement
c) Cognitive dissonance
d) Reflective observation
4. Ajay gets late to class and is denied entry. From next time, he arrives early. This change
illustrates:
a) Operant conditioning
b) Classical conditioning
c) Passive learning
d) Modeling
5. A company punishes employees who do not follow safety procedures. Over time, safety
incidents reduce. This is an example of:
a) Positive reinforcement
b) Positive punishment
c) Negative reinforcement
d) Cognitive learning
6. In Kolb's cycle, when an employee reflects on a failed pitch to understand what went
wrong, they are practicing:
a) Reflective observation
b) Concrete experience
c) Active experimentation
d) Abstract conceptualization
7. A learner who prefers to learn by doing, experimenting, and immediate feedback fits
which Honey-Mumford style?
a) Theorist
b) Activist
c) Reflector
d) Pragmatist
8. Jaya dislikes being taught with theories but learns best through role-plays and team
exercises. Her dominant style is:
a) Theorist
b) Reflector
c) Activist
d) Assimilator
9. Using employee mistakes as case studies to help others learn is most aligned with:
a) Operant conditioning
b) Negative punishment
c) Social learning
d) Reinforcement schedules
10. A manager who rewards team members only after every third successful sale uses which
reinforcement schedule?
a) Fixed interval
b) Continuous
c) Fixed ratio
d) Variable interval
SECTION B: PERCEPTION (10 MCQs)
11. Meera believes all finance students are introverted. When she meets one, she ignores their
outgoing behavior. This is an example of:
a) Stereotyping
b) Contrast effect
c) Halo effect
d) Self-serving bias
12. After one team member fumbled a presentation, the manager rated the whole team
poorly. This is an example of:
a) Attribution error
b) Halo/horn effect
c) Stereotyping
d) Selective perception
13. A manager blames an employee's poor performance on laziness, ignoring their heavy
workload. This reflects:
a) Fundamental attribution error
b) Self-fulfilling prophecy
c) Selective perception
d) Anchoring bias
14. A professor expected a student to fail, so never encouraged them. Eventually, the student
underperformed. This illustrates:
a) Self-fulfilling prophecy
b) Selective perception
c) Availability bias
d) Anchoring
15. You see a candidate with a Harvard degree and assume they are a great leader. This is:
a) Stereotyping
b) Halo effect
c) Self-serving bias
d) Framing bias
16. A recruiter sees one resume first and uses it as the benchmark for all others. This is:
a) Selective perception
b) Anchoring bias
c) Confirmation bias
d) Contrast effect
17. In a job interview, you focus only on points that confirm your belief that the candidate is
overconfident. This is:
a) Anchoring
b) Self-serving bias
c) Confirmation bias
d) Selective perception
18. After making a bad hire, the manager claims, "I knew this person wouldn't work out." This
is an example of:
a) Confirmation bias
b) Hindsight bias
c) Self-serving bias
d) Halo effect
19. Rishi perceives traffic jams as personal bad luck, not external conditions. He is likely
showing:
a) Internal attribution
b) External attribution
c) Self-serving bias
d) Defensive perception
20. Despite evidence, the project leader keeps funding a failing project. This is due to:
a) Sunk cost fallacy
b) Anchoring
c) Overconfidence bias
d) Risk aversion
SECTION C: ATTITUDES & VALUES (10 MCQs)
21. An employee values honesty and fairness at work. These are:
a) Attitudes
b) Values
c) Beliefs
d) Emotions
22. Cognitive dissonance occurs when:
a) You act as per your values
b) There’s a mismatch between beliefs and actions
c) You follow company culture
d) You agree with feedback
23. Despite disagreeing with management’s decision, Rahul follows it due to his sense of
loyalty. His commitment type is:
a) Affective
b) Normative
c) Continuance
d) Instrumental
24. Mira believes that working late shows commitment, and she feels good when she does it.
This is which ABC component?
a) Cognitive
b) Behavioral
c) Affective
d) Rational
25. An employee stays in a job only because no better alternatives exist. This reflects:
a) Normative commitment
b) Continuance commitment
c) Affective commitment
d) Attitudinal conflict
26. An intern starts caring deeply about the company’s reputation and defends it online. This
reflects:
a) Organizational identification
b) Job involvement
c) Job satisfaction
d) Self-monitoring
27. You believe OB is a boring subject, feel irritated during class, and plan to skip it. Which ABC
components match this?
a) Behavioral only
b) Affective only
c) All three
d) Cognitive only
28. An employee who keeps justifying their unethical behavior to reduce guilt is likely coping
with:
a) Cognitive dissonance
b) Framing bias
c) Attitude conflict
d) Attribution error
29. The belief that 'hard work always pays off' is a:
a) Terminal value
b) Instrumental value
c) Mood
d) Perception
30. A leader who emphasizes teamwork and humility likely ranks high on:
a) Achievement orientation
b) Individualism
c) Collectivism
d) Power distance
SECTION D: PERSONALITY & EMOTIONS (20 MCQs)
31. Which of the following Big Five traits describes someone organized and dependable?
a) Agreeableness
b) Conscientiousness
c) Openness
d) Neuroticism
32. Someone imaginative and curious scores high on:
a) Conscientiousness
b) Openness to experience
c) Agreeableness
d) Neuroticism
33. A person who adapts easily to social situations and changes behavior based on context is
high on:
a) Self-monitoring
b) Extraversion
c) Locus of control
d) Emotional intelligence
34. A highly emotional and insecure person is likely high in:
a) Extraversion
b) Neuroticism
c) Agreeableness
d) Openness
35. Which MBTI dimension indicates preference for structure over spontaneity?
a) Judging
b) Feeling
c) Sensing
d) Perceiving
36. Narcissists may appear charismatic at first but fail in the long run due to:
a) Low openness
b) Exploitative behavior
c) High agreeableness
d) Emotional stability
37. A person who manipulates others to achieve their goals likely scores high on:
a) Neuroticism
b) Agreeableness
c) Machiavellianism
d) Conscientiousness
38. Which of the following traits is NOT part of the Dark Triad?
a) Psychopathy
b) Self-monitoring
c) Machiavellianism
d) Narcissism
39. An ideal match between an employee’s personality and job role is explained by:
a) Trait theory
b) Big Five theory
c) Holland’s Personality-Job Fit Theory
d) Affective events theory
40. A manager gets very angry when his team misses a deadline, but later feels guilty. This
shift represents:
a) Mood swing
b) Emotional regulation
c) Organizational identification
d) Cognitive dissonance
41. A person who is quiet, reflective, and prefers working alone likely scores high on:
a) Extraversion
b) Openness
c) Introversion
d) Agreeableness
42. People who see their own fate as under personal control have an internal:
a) Locus of control
b) Self-esteem
c) Conscientiousness
d) Risk tolerance
43. Which personality type is most suitable for a researcher role, per Holland’s model?
a) Enterprising
b) Investigative
c) Realistic
d) Conventional
44. The MBTI dimension “Thinking vs Feeling” explains how people:
a) Handle stress
b) Adapt to changes
c) Make decisions
d) Manage time
45. Which MBTI type is most associated with innovation and possibilities?
a) Sensing
b) Intuition
c) Judging
d) Perceiving
46. Frequent mood changes and emotional reactions best relate to:
a) Neuroticism
b) Openness
c) Extraversion
d) Thinking
47. You feel sad all day, even though nothing bad happened. This is an example of a:
a) Mood disorder
b) Mood
c) Emotion
d) Dissonance
48. Which trait contributes most to job performance across most roles?
a) Extraversion
b) Conscientiousness
c) Agreeableness
d) Neuroticism
49. Someone who thrives in chaotic and flexible environments prefers:
a) Judging
b) Perceiving
c) Thinking
d) Conscientiousness
50. According to Plutchik’s wheel, surprise and fear together can lead to:
a) Sadness
b) Awe
c) Anger
d) Confusion
Let me know if you want:
• These as a Google Forms quiz
• Separate answer key
• MCQs organized in a spreadsheet
• Visual aids (MBTI chart, Big Five diagram)
Would you also like 10 case-based MCQs or short answer application questions?
2/2
You said:
yes please. MCQ
ChatGPT said:
Here are 10 case-based, application-driven MCQs for Organizational Behaviour (OB), based on
realistic workplace scenarios. Each question presents a short situation followed by 4 options — all
aligned with the OB concepts from your slides (Sessions 1–8).
Case-Based MCQs (OB: Sessions 1–8)
1. (Learning & Reinforcement)
Case:
In a sales team, Raj is praised in front of the team every time he hits his target. His colleagues, who
initially weren’t performing well, also begin to meet their sales numbers more regularly.
What learning concept best explains this change?
a) Negative punishment
b) Classical conditioning
c) Operant conditioning – positive reinforcement
d) Cognitive dissonance
2. (Perception)
Case:
During campus recruitment, a candidate who graduated from IIM is assumed to be smart, confident,
and a good leader — even though the interview hasn’t started yet.
Which perceptual shortcut is being used here?
a) Contrast effect
b) Selective perception
c) Halo effect
d) Availability bias
3. (Attitudes – Cognitive Dissonance)
Case:
An HR manager believes strongly in gender equality, but continues to work at a company where
female employees are paid less. She feels uneasy and finds herself making excuses like “this happens
everywhere.”
What concept best describes her experience?
a) Affective commitment
b) Attitudinal conflict
c) Cognitive dissonance
d) Attribution bias
4. (Social Learning)
Case:
A new hire, observing that senior employees always close their laptops before meetings, starts doing
the same — without being told to.
This behavior is best explained by:
a) Classical conditioning
b) Social learning (modeling)
c) Fixed reinforcement
d) Self-fulfilling prophecy
5. (Personality – Dark Triad)
Case:
A manager often takes credit for team success, manipulates employees to do tasks for personal gain,
and lacks empathy. Yet, top management sees them as effective due to their results.
Which Dark Triad trait best describes this manager?
a) Psychopathy
b) Machiavellianism
c) Narcissism
d) High self-monitoring
6. (Values – Organizational Fit)
Case:
Sneha joins a startup that values speed, experimentation, and risk-taking. However, she prefers
structure, certainty, and long-term planning. She starts feeling anxious and misaligned.
Which of the following is most likely the cause of Sneha's discomfort?
a) Lack of technical fit
b) Low affective commitment
c) Poor person-organization value fit
d) Anchoring bias
7. (Decision Making – Biases)
Case:
A project manager continues investing in a failing product despite signs of market rejection. He
insists, “We’ve already spent too much to quit now.”
This decision-making bias is called:
a) Sunk cost fallacy
b) Overconfidence bias
c) Confirmation bias
d) Hindsight bias
8. (Kolb’s Learning Styles)
Case:
Aditya enjoys hands-on experiences, doesn’t prefer theoretical lectures, and often dives into new
tasks without much planning. He learns best by trying things out.
According to Kolb’s model, Aditya is likely a:
a) Theorist
b) Accommodator (CE/AE)
c) Reflector (CE/RO)
d) Assimilator (AC/RO)
9. (Attribution Theory)
Case:
A supervisor notices that Karan has been consistently late to meetings for weeks and assumes he is
careless — without asking if there are external issues.
Which attribution error is the supervisor making?
a) Self-serving bias
b) Hindsight bias
c) Fundamental attribution error
d) Stereotyping
10. (Job Attitudes – Exit Voice Loyalty Neglect)
Case:
Meena is unhappy with her manager's micromanagement. Instead of quitting or complaining, she
quietly reduces her effort and becomes disengaged.
Which EVLN response is Meena demonstrating?
a) Exit
b) Voice
c) Loyalty
d) Neglect
