albert mehrabian the psychology professor who wrote of three elements of
communicating verbal
CH11
1. Workplace stress diminishes all of the following except _____.
a) positive emotions
b) job satisfaction
c) organizational commitment
d) job performance
e) job turnover
2. Matt is frequently nervous, tense, and worried, both at work and at home. He likely
scores low on which of the Big Five personality dimensions?
a) self-monitoring
b) conscientiousness
c) extroversion
d) openness to experience
e) emotional stability
3. Which of the following is not a Big Five Personality dimension?
a) extroversion
b) agreeableness
c) aggressiveness
d) conscientiousness
e) emotional stability
4. Boring, tedious jobs generally reduce people's perceptions of their _____.
a) self-esteem
b) anxiety
c) tolerance for pain
d) level of extroversion
e) self-efficacy
5. If a manager knows one of his employees has low self-esteem and wishes to
enhance it, he should _____.
a) provide frequent reminders about improving weaknesses
b) avoid delegating work to this employee
c) redesign the work so that it is routine and structured
d) reinforce the employee's positive attributes and skills
e) avoid giving feedback
6. People high in ______ are responsive to others' social and interpersonal cues.
a) self-esteem
b) external locus of control
c) emotional intelligence
d) self-efficacy
e) agreeableness
7. Those high in this emotional intelligence trait tend to be empathetic.
a) social awareness
b) self-awareness
c) self-efficacy
d) self-management
e) relationship management
8. _______________ is the ability to control your emotions and act with honesty and
integrity in reliable and adaptable ways.
a) Self-awareness
b) Situational awareness
c) Social awareness
d) Self-management
e) Relationship management
9. Organizational ______ tries to explain and predict workplace behavior to help
managers better lead and motivate others.
a) awareness
b) development
c) culture
d) strategy
e) behavior
10. Which of the following is not a distortion in perception?
a) causal attribution
b) stereotyping
c) halo effect
d) recency effect
e) cognitive dissonance
11. As an employee's age increases, his or her _____.
a) job involvement decreases
b) absenteeism increases
c) organizational commitment decreases
d) work motivation decreases
e) job satisfaction increases
12. Ted was hiring a new financial analyst, and he had several good candidates. He
was leaning toward hiring Akiko, a Japanese American woman, since he thinks Asians
are better at math. Ted is exhibiting which distortion in perception?
a) racism
b) recency effect
c) stereotyping
d) Pygmalion effect
e) self-serving bias
13. Carol really doesn't like her new boss and is not happy with the new tasks she's
been assigned and the long hours she's been working. Still, she truly believes in what
the company is trying to accomplish. Carol has _____.
a) poor job performance
b) low job satisfaction
c) low organizational commitment
d) poor job enrichment
e) low job involvement
14. A person's overall satisfaction with work depends on how he or she feels about
several components. Which of the following is not such a component?
a) life outside of work
b) pay
c) promotions
d) coworkers
e) supervision
15. Job satisfaction results in stronger ______ and lower levels of ______.
a) job involvement; work-life balance
b) organizational commitment; perceived stress
c) motivation; life satisfaction
d) perceived stress; life satisfaction
e) perceived stress; absenteeism
16. Melissa impressed her boss by making lots of suggestions for department
improvements and by putting in many weekend hours to do extra tasks to develop the
new procedures. Melissa is exhibiting _____.
a) self-efficacy
b) onboarding traits
c) the halo effect
d) organizational citizenship behaviors
e) counterproductive work behaviors
17. Absenteeism, drug and alcohol abuse, and disciplinary problems are examples of
_____.
a) organizational citizenship behaviors
b) self-efficacy
c) causal attribution
d) self-serving bias
e) counterproductive work behaviors
18. Organizational dimensions, the outer layer of the diversity wheel, include all of the
following except _____.
a) management status
b) union affiliation
c) seniority
d) work location
e) ethnicity
19. Jake has a master's degree in psychology, but he is working at a sunglasses cart
in the mall. He is currently experiencing _____.
a) reverse discrimination
b) the glass ceiling
c) attribution
d) underemployment
e) overemployment
20. Which of the following is the most common drug of abuse?
a) marijuana
b) tranquilizers
c) prescription pain medication
d) alcohol
e) methamphetamine
CH12
1. Paula's management professor just told her class that the final exam is optional for
students like her who currently have an A. She decides to take the exam anyway,
since she likes the subject and wants to master the material. Paula is motivated to
take the exam by a(n) _____.
a) hygiene factor
b) physiological need
c) high need for power
d) extrinsic reward
e) intrinsic reward
2. The need for status, reputation, and recognition are part of _____.
a) self-actualization
b) love
c) esteem
d) safety
e) physiological
3. After three shuttle accidents in three months, one of which resulted in a critical
injury to a driver, Citywide Shuttle drivers received additional training and all shuttles
were retrofitted with new braking systems. This helps to satisfy which of Maslow's
needs?
a) self-actualization
b) safety
c) love
d) esteem
e) physiological
4. For managers, the importance of Maslow's contribution is that he showed that
workers _____.
a) are interested only in compensation that helps them fulfill physiological needs
b) are as complex as their organization
c) have needs beyond that of just earning a paycheck
d) expect an employer to fulfill every level in their hierarchy of needs
e) have needs that cannot be understood by their employer
5. According to the acquired needs theory, the desire to influence others is part of the
need for _____.
a) power
b) affiliation
c) self-actualization
d) relatedness
e) achievement
6. Sharon has excelled as an auditor for a large financial consulting firm. She loves
building mutually beneficial relationships and is extremely well liked by her clients.
Sharon likely has a _____.
a) low need for affiliation
b) low need for power
c) low need for achievement
d) high need for achievement
e) high need for affiliation
7. According to Herzberg's two-factor theory, in the zone between the motivating
factors and the hygiene factors, employees are _____.
a) dissatisfied
b) satisfied
c) unmotivated
d) neither satisfied nor dissatisfied
e) stagnant
8. According to Herzberg's two-factor theory, only ______ factors can make
employees satisfied with their jobs.
a) growth
b) affiliation
c) motivating
d) hygiene
e) security
9. In equity theory, employees are motivated to _____.
a) resolve feelings of injustice and see fairness in the rewards they expect for task
performance
b) work harder when they have more freedom
c) correct themselves when they aren't working hard enough
d) blame others when they miss work or fail at tasks
e) work just hard enough to get what they want
10. When workers perceive they are being treated fairly on the job, they are most
likely to _____.
a) pass up promotional opportunities
b) support organizational change
c) be a whistle-blower
d) show improved safety practices
e) seek additional education
11. At his review last year, Bryan was promised a 20% raise if he met his production
goals. Raises were included in today's paychecks, and although Bryan has met all of
his goals, he only received a cost-of-living raise. In the future, Bryan's ______ will
probably be ______.
a) instrumentality; high
b) valence; low
c) expectancy; low
d) instrumentality; low
e) expectancy; high
12. Job ______ is the opposite of job ______.
a) rotation; enrichment
b) rotation; enlargement
c) loading; enrichment
d) enlargement; enrichment
e) enlargement; simplification
13. The process of building into a job such motivating factors as recognition and
achievement is called _____.
a) MBO
b) job enrichment
c) job satisfaction
d) job enlargement
e) horizontal loading
14. Which of the following is not a contingency factor in the job characteristics
model?
a) autonomy
b) knowledge
c) skills
d) desire for personal growth
e) context satisfactions such as right working conditions and pay
15. The motivating potential score (MPS) is calculated as part of using _____.
a) reinforcement theory
b) McClelland's acquired needs theory
c) equity theory
d) goal-setting theory
e) the job characteristics model
16. When using punishment, a manager should _____.
a) ignore undesirable behaviors
b) save reprimands until the end of the workday, or preferably before a weekend
c) make sure that other employees witness the punishment
d) do it in conjunction with positive reinforcement
e) punish even minor infractions, to appear consistent
17. Which of the following is not an advisable criterion for an effective incentive plan?
a) The rewards are believable and achievable.
b) Measureable rewards are linked to performance.
c) The rewards require rarely attainable performance.
d) The rewards satisfy individual needs.
e) The rewards are agreed on by the manager and employees.
18. A sales commission is an example of a ______ compensation plan.
a) pay-for-knowledge
b) profit-sharing
c) gainsharing
d) pay-for-performance
e) Scanlon
19. Because the production division at Heavenly Gates Inc. is $10,000 below budget
due to process improvements, this year 30% of the savings will be returned to the
division to spend as desired, as a form of _____.
a) pay for performance
b) pay for knowledge
c) gainsharing
d) profit sharing
e) stock options
20. Daniel teaches sixth grade at a local elementary school. He significantly increased
his salary by earning a master's degree in education. This is an example of _____.
a) pay for performance
b) profit sharing
c) a bonus
d) pay for knowledge or skill-based pay
e) gainsharing
1. affective component of an attitude consists of the
feelings or emotions one has
about a situation
2. attitudes three components affective, cognitive, and
behavioral
3. behavioral component of an attitude, also known as
the intentional component,
refers to how one intends or
expects to behave toward a
situation
4. Big Five personality dimensions extroversion
agreeableness
conscientiousness
emotional stability
openness to experience
5. burnout a state of emotional, mental,
and physical exhaustion
6. cognitive component of an attitude consists of the
beliefs and knowledge one had
about a situation
7. cognitive dissonance seek to reduce inconsistency
8. conscientiousness is how dependable, responsible,
achievement-oriented, and
persistent one is
9. counterproductive work behaviors absenteeism
drug and alcohol abuse
disciplinary problems
10. distortion in perception stereotyping
the halo effect
the recency effect
casual attribution
11. diversity wheel personality
internal dimensions
external dimensions
organizational dimensions
12. emotional intelligence is the ability to cope, to
empathize with others, and to
be self-motivated
13. employee assistance program includes plans to help
employees cope with stress,
burnout, substance abuse,
health problems, and family
issues that influence job
performance
14. external dimensions educational background
marital status
income
geo location
work experience
15. extroversion is how outgoing, talkative,
social, and assertive a person is
16. fundamental attribution bias people attribute another
persons behavior to his or her
personal characteristics rather
than to situational factors
17. halo effect occurs when we form an
impression of an individual
based on a single trait
18. internal dimensions gender
age
ethnicity
race
sexual orientation
physical abilities
19. internal locus of control exhibit less anxiety, greater
work motivation, and stronger
expectations that effort leads to
performance
20. inverted u shape curve relationship between stress and
performance
21. job satisfaction the extent to which you feel
positive or negative about
various aspects of your work
22. locus of control indicates how much people
believe they control their fate
though their own efforts
23. onboarding programs help employees to integrate and
transition to a new job
24. openness to experience is how intellectual, imaginative,
curious, and broadminded one
is
25. organizational citizenship behaviors are those employee behaviors
that are not directly part of
employees' job descriptions, or
that exceed their work-role
requirements
26. organizational dimension management status
union affiliation
work location
seniority
work content
division or department
27. overall satisfaction such as work
pay
promotions
coworkers
supervision
28. perception the process of interpreting and
understanding ones
environment
29. Personality Consists of the stable
psychological traits and
behavioral attributes that gives
a person his or her identity
30. personality center of diversity wheel
31. process of perception selective attention
interpretation and evaluation
storing in memory
retrieving from memory to make
judgements and decisions
32. the recency effect is the tendency to remember
recent information better than
earlier information
33. role conflict occurs when one feels torn by
the different expectations of
important people in ones life
34. role overload occurs when others
expectations exceed ones
ability
35. self-efficacy is a belief in ones personal
ability to do a task
36. self-esteem is the extent to which people
like or dislike themselves, their
overall self-evaluation
37. self fulfilling prophecy phenomenon in which peoples
expectations of themselves or
others lead them to behave in
ways that make those
expectations come true
38. self-managment is the ability to control your
emotions and act with honesty
and integrity in reliable and
adaptable ways
39. self-monitoring is the extent to which people
are able to observe their own
behavior and adapt it to external
situations
40. self serving bias people tend to take more
personal responsibility for
success than failure
41. stereotyping the tendency to attribute to an
individual the characteristics
one believes are typical of the
group to which that individual
belongs
42. traits of emotional intelligence self-awareness
self-mangment
social awareness
relationship management
43. US Workforce median age is increasing
44. values are abstract ideals that guide
ones thinking and behavior
across all situations
45. women's glass ceiling lack of mentors
1. The ability to control your emotions and act with honesty
and integrity in reliable and adaptable ways is known as
A. self-awareness.
B. self-management.
C. social awareness.
D. situational awareness.
E. relationship management.
self-management (B)
2. The ability to cope, empathize with others, and be self-
motivated is called
A. emotional intelligence.
B. self-awareness.
C. social awareness.
D. self-efficacy.
E. self-monitoring.
emotional intelligence (A)
3. Absenteeism, drug and alcohol abuse, and disciplinary
problems are examples of
A. organizational citizenship behaviors.
B. self-efficacy.
C. causal attribution.
D. counterproductive work behaviors.
E. self-serving bias
counterproductive work
behaviors (D)
4. The abstract ideals that guide a person's thinking and
behavior across all situations are called
A. ethics.
B. culture.
C. values.
D. attitudes.
E. perceptions.
values (C)
5. According to Festinger, which of the following factors is
most relevant as people deal with the discomfort of
cognitive dissonance?
A. Personal ethics
B. Judgment of others
C. Personality differences
D. Control over the situation
Control over the situation (D)
E. Experience with decision-making
6. Across professions, extroversion is a stronger predictor
of job performance than agreeableness
True
7. The activity of inferring causes for observed behavior is
called causal attribution
True
8. The affective component of an attitude consists of the
feelings or emotions one has about a situation.
True
9. The Americans with Disabilities Act requires employers
to
A. hire all qualified disabled persons who apply.
B. reasonably accommodate an individual's disability.
C. hire quotas of qualified disabled persons.
D. actively solicit job applications from disabled
persons.
E. hire disabled persons to qualify for tax breaks.
reasonably accommodate an
individual's disability (B)
10. The Americans with Disabilities Act requires
organizations to make all requested accommodations
for an individual's disabilities
False
11. A(n) ______ program includes plans to help employees
cope with stress, burnout, substance abuse, health
problems, and family issues that influence job
performance.
A. holistic wellness
B. employee engagement
C. counterproductive behavior
D. employee assistance
E. self-monitoring
employee assistance (D)
12. As an emotional intelligence trait, social awareness
refers to the ability to communicate clearly, disarm
conflicts, and build strong personal bonds.
False
(Relationship management)
13. As an employee's age increases, his or her
A. job involvement decreases.
B. absenteeism increases.
C. job satisfaction increases.
D. work motivation decreases.
E. organizational commitment decreases.
job satisfaction increases (C)
14. As employees' age increases, so does their job
involvement and satisfaction
True
15. At a working lunch with her boss and several people
from other departments, Sanaa asked others about their
projects and was genuinely interested in what they were
trying to do. Here, Sanaa was exhibiting organizational
citizenship.
True
16. Attitude/ 3 layers of attitude Learned predisposition
towards a certain object
1) affective component- "I feel"
2) cognitive- "I believe"
3) behavioral- "I intend"
17. Attitudes are abstract ideals that are directed toward
all objects, people, or events consistently over time
and related situations
False
(Values)
18. Because people are uncomfortable with inconsistency
between their attitudes and behaviors, they will seek to
reduce
A. a self-fulfilling prophecy.
B. fundamental attribution.
C. a self-serving bias.
D. causal attribution.
E. cognitive dissonance
cognitive dissonance
19. Belief in one's personal ability to do a task is called
A. self-esteem.
B. openness to experience.
C. self-efficacy.
D. locus of control.
E. self-monitoring.
self-efficacy (C)
20. Belittling the importance of one's inconsistent
behavior is a way to reduce cognitive dissonance
True
21. Boredom, irritability, and nervousness can be
symptoms of stress.
True
22. Brad was hiring a new financial analyst, and he had
several good candidates. He was leaning towards
hiring Kai, a Japanese American woman, since he
thinks Asians are better at math. Brad is exhibiting
which distortion in perception?
A. Racism
B. The recency effect
C. A fundamental attribution error
D. Stereotyping
E. The halo effect
stereotyping (D)
23. Cara's manager notices that she exhibits an
internal locus of control when she speaks about
her work. Her manager should
A. give Cara a lot of positive feedback.
B. ensure that Cara has a highly structured job.
C. give Cara a job with much social contact with
coworkers and customers.
D. closely supervise Cara's work.
E. provide an incentive structure to pay Cara
provide an incentive structure to
pay Cara (E)
24. Causal attribution is the process of interpreting
and understanding one's environment
False
(Perception)
25. Chris believes that he was not promoted to reverse discrimination (A)
professor at State University because of the
university's desire to promote minorities and
women to achieve greater diversity at higher ranks.
Chris thinks he is experiencing
A. reverse discrimination.
B. ethnocentrism.
C. an ethical dilemma.
D. diversity.
E. stereotyping
26. Cognitive dissonance The discomfort one feels when his
or her attitude and behavior are
incompatible
27. Cognitive dissonance is the tension people feel
when they are facing or enduring extraordinary
demands, constraints, or opportunities and are
uncertain about their ability to handle them
effectively
False
(Stress)
28. Complex, challenging, and autonomous jobs tend
to enhance people's perceptions of their
A. self-efficacy.
B. increased anxiety.
C. tolerance for pain.
D. learned helplessness.
E. self-esteem
self-efficacy (A)
29. The ______ component of an attitude consists of
the beliefs and knowledge one has about a
situation.
A. behavioral
B. decisional
C. cognitive
D. affective
E. factual
cognitive (C)
30. Conviviality is one of the Big Five personality
traits and is a measure of how outgoing, talkative,
sociable, and assertive a person is
False
(Extroversion)
31. Declining literacy is a problem in the American
workforce
True
32. Diversity is synonymous with differences False
(Diversity represents all the ways
people are unlike and alike.
Diversity is not synonymous with
differences. Rather, it encompasses
both differences and similarities)
33. Employee assistance programs focus on self-
responsibility, nutritional and environmental
awareness, relaxation techniques, and physical
False
(Holistic wellness)
fitness
34. Employee behaviors that exceed the work-role
requirements for the job are known as
A. organizational citizenship behaviors.
B. the halo effect.
C. counterproductive work behaviors.
D. self-efficacy behaviors.
E. proactive behaviors
organizational citizenship
behaviors (A)
35. Employees with a(n) ______ locus of control will
probably resist close managerial supervision.
A. high
B. internal
C. external
D. absent
E. low
internal (C)
36. Employees with low self-efficacy need lots of
constructive pointers and positive feedback
True
37. Ethnocentrism is a strong self-identification with
one's race or ethnicity, often to the exclusion of
other personal characteristics
False
38. The extent to which an employee identifies with an organization
and is committed to its goals is called
A. job involvement.
B. job performance.
C. organizational commitment.
D. job satisfaction.
E. job enrichment
organizational
commitment (C)
39. The extent to which employees have positive or negative feelings
about various aspects of their work refers to their
A. job involvement.
B. job performance.
C. organizational commitment.
D. job enrichment.
E. job satisfaction
job satisfaction (E)
40. The extent to which people believe they control their own fate
through their own efforts is called their
A. tolerance for ambiguity.
B. locus of control.
C. emotional stability.
D. self-efficacy.
E. self-monitoring.
locus of control
(B)
41. The extent to which people like or dislike themselves is called their
A. emotional stability.
B. self-esteem.
C. locus of control.
D. self-efficacy. E. self-monitoring
self-esteem (B)
42. Extra staff at peak periods is an example of buffers managers can
use to prevent employee burnout
True
43. The first step of the perception process is selective attention True
44. The five personality dimensions 1) Agreeableness
2) Extroversion
3)
Conscientiousnes
s
4) Openness to
experience
5) Emotional
stability
45. Four types of distortion in perception 1) recency
2) halo effect
3) stereotyping
4) casual
attribution
46. Gina was pregnant with her first child, and she ordered a beer at
lunch. She drank it despite reading the label that said consumption
of alcohol during pregnancy has been linked to birth defects. Her
actions are likely to cause cognitive dissonance in the other patrons
in the restaurant.
False
47. The glass ceiling is a concept that applies to both minorities and
women
True
48. The halo effect occurs only with positive traits False
49. ______ has been associated with success for managers and
salespeople.
A. Extroversion
B. Agreeableness
C. Openness to experience
D. Emotional stability
E. Conscientiousness
Extroversion (A)
50. Having to decide between working late at your boss's request or
attending your child's birthday party is an example of role overload
False
(Role conflict)
51. High job satisfaction is a fundamental predictor of high job
performance.
False
52. How should a manager use personality tests?
A. Use graphology tests to infer personality.
B. Create personality profiles of the desirable employee for different
jobs.
C. Experiment with various personality tests that appear on the
Internet.
D. Assess testing for any possible adverse impact on hiring women
and minorities.
E. Avoid them, as they are illegal
Assess testing
for any possible
adverse impact
on hiring women
and minorities (D)
53. I don't like socializing with my coworkers outside of work" is an False
example of the behavioral component of an attitude
54. If a manager knows one of her subordinates has low self-esteem
and wishes to enhance it, she should
A. provide frequent reminders about improving weaknesses.
B. avoid delegating work to this subordinate.
C. redesign the work so that it is routine and structured.
D. avoid giving feedback.
E. express confidence in the employee's abilities to complete given
tasks
express
confidence in the
employee's
abilities to
complete given
tasks (E)
55. If you have a personal belief that you have what it takes to succeed,
you would be best described as having an internal locus of control
False
(self efficacy)
56. Individuality is defined as the stable psychological
traits and behavioral attributes that give a person his
or her identity
False
(Personality consists of the
stable psychological traits and
behavioral attributes that give a
person his or her identity)
57. Individuals have some ability to control their external
dimensions of diversity
True
58. In research, both men and women prefer male bosses True
59. Integrity tests are effective because dishonest people
are unable to fake conscientiousness, even on a
paper-and-pencil test
True
60. The intentional component of an attitude is also
known as the cognitive component.
False
(Behavioral)
61. In the fundamental attribution bias, people tend to
take more personal responsibility for success than for
failure
False
(Self-serving bias)
62. In today's workplaces, the further up the pay scale
and the higher the education level, the wider the
earnings gap becomes between men and women
True
63. _____ is a state of emotional, mental, and even
physical exhaustion, expressed as listlessness,
indifference, or frustration.
A. Eustress
B. Distress
C. Role overload
D. Burnout
E. Breakdown
Burnout (D)
64. ______ is at the center of the diversity wheel.
A. Philosophy
B. Personality
C. Psychometrics
D. Philanthropy
Personality (B)
E. Psychology
65. ______ is the belief that one's native country, culture,
language, abilities, or behavior is superior to those of
another culture.
A. Reverse discrimination
B. Stereotyping
C. An ethical dilemma
D. Diversity
E. Ethnocentrism
Ethnocentrism (E)
66. ______ is the personality dimension that describes
how achievement-oriented and persistent a person is.
A. Emotional stability
B. Conscientiousness
C. Extroversion
D. Locus of control
E. Self-efficacy
Conscientiousness (B)
67. ______ is the personality dimension that describes
how intellectual, imaginative, curious, and broad-
minded a person is.
A. Inquisitiveness
B. Emotional stability
C. Openness to experience
D. Extroversion
E. Inventiveness
Openness to experience (C)
68. ______ is the tension people feel when they are facing
or enduring extraordinary demands, constraints, or
opportunities and are uncertain about their ability to
handle them effectively.
A. Apprehension
B. Role conflict
C. Role overload
D. Stress
E. Anxiety
Stress (D)
69. Jenna really enjoys mingling at work functions, both to
network for new contacts and simply to share stories
with other interesting people. Jenna probably scores
high in
A. emotional stability.
B. conscientiousness.
C. extroversion.
D. agreeableness.
E. openness to experience
Extroversion (C)
70. Job commitment is defined as an individual's
involvement, satisfaction, and enthusiasm for work
False
(Employee engagement)
71. Job satisfaction is correlated with lower absenteeism
and turnover.
True
72. Job satisfaction results in stronger ______ and lower levels of ______
A. job involvement; work-life balance.
B. motivation; life satisfaction.
C. organizational commitment; perceived stress.
D. perceived stress; life satisfaction.
E. perceived stress; absenteeism
organizational
commitment;
perceived
stress (C)
73. Job security and feelings of psychological safety propel engagement
among employees
True
74. Julia really doesn't like her new boss and is not happy with the new
tasks she's been assigned and the long hours she's been working.
Still, she truly believes in what the company is trying to accomplish.
Julia has
A. poor job performance.
B. low job involvement.
C. low organizational commitment.
D. poor job enrichment.
E. low job satisfaction.
low jab
satisfaction (E)
75. Leah has hired two new employees for her team, Jake and Margaret.
Jake is outgoing and attractive, while Margaret is very bright but
seems quiet and unsure of herself. Leah immediately expects Jake to
outperform Margaret at the job. Jake is likely experiencing the halo
effect.
False
76. Learned helplessness is the debilitating lack of faith in one's ability to
control one's environment
True
77. Lifelong behavior patterns are dictated by values that are fairly well
set by the time people are in their early teens
True
78. Low self-monitoring individuals tend to have greater career success
than high self-monitors
False
79. Low self-monitors are often criticized for being ______ to others.
A. insincere
B. boastful
C. aggressive
D. unfair
E. insensitive
insensitive
80. Melanie has a master's degree in psychology, but she is working at a
sunglasses cart in the mall. She is currently
A. experiencing reverse discrimination.
B. underemployed.
C. lacking a support system.
D. demotivated.
E. recession-resistant
underemployed
(B)
81. Michael is frequently nervous, tense, and worried, both at work and at
home. He likely scores low on which of the Big Five personality
dimensions?
A. Emotional stability
B. Conscientiousness
C. Extroversion
D. Openness to experience
Emotional
stability (A)
E. Self-monitoring
82. Miles impressed his boss by making lots of suggestions for
department improvements and by putting in many weekend hours to
do extra tasks to develop the new procedures. Miles is exhibiting
A. self-efficacy.
B. onboarding traits.
C. organizational citizenship behaviors.
D. the halo effect.
E. counterproductive work behaviors
organizational
citizenship
behaviors (C)
83. Millennials are more likely than older workers to
A. be very independent.
B. focus exclusively on financial rewards.
C. appreciate a slower pace.
D. want more hands-on guidance.
E. be more patient in seeing the results of their work
be very
independent (A)
84. Millennials should be provided with constant feedback and
recognition in the workplace
True
85. The ______ occurs when we form an impression of an individual
based on a single trait.
A. halo effect
B. self-fulfilling prophecy
C. fundamental attribution error
D. self-serving bias effect
E. selective perception error
halo effect (A)
86. Often personality tests can be used effectively as the sole basis for
hiring
False
87. One of the Big Five personality dimensions is
emotional stability
True
(The Big Five personality traits are:
1) extroversion 2)
conscientiousness 3) emotional
stability 4) openness to experience
5) agreeableness)
88. One of the four layers of diversity on
Gardenswartz and Rowe's diversity wheel is
labeled as organizational dimensions.
True
89. One of the things that Millennials are looking
for is a job with regular working hours
False
(What Millennials are looking for in
the workplace is not only a good
income and good relationships
with their bosses and coworkers
but also challenging daily work, the
opportunity for growth, the chance
to show off skills and be
recognized for their
accomplishments, casual dress
environment, and flexible
schedules for social and personal
time)
90. One of the ways to create a Pygmalion effect
is to encourage employees to visualize the
successful execution of tasks
True
91. On Gardenswartz and Rowe's diversity wheel,
biographical dimensions of diversity consist
of the personal characteristics that people
acquire, discard, or modify throughout their
lives
False
92. On Gardenswartz and Rowe's diversity wheel,
internal dimensions of diversity include
gender, age, and race
True
93. The opportunity to receive
mentoring in the workplace is
appealing to Millennials
True
94. Organizational behavior is an
interdisciplinary field dedicated to
better understanding and
management of people at work
True
95. Organizational commitment reflects
the extent to which an employee
identifies with an organization and is
dedicated to its goals
True
96. Organizational ______ tries to
explain and predict workplace
behavior to help managers better
lead and motivate others.
A. behavior
B. development
C. culture
D. strategy
E. science
behavior (A)
97. People with ______ exhibit less
anxiety, greater motivation, and
stronger expectations that effort
leads to performance.
A. high self-efficacy
B. high self-monitoring
C. internal locus of control
D. high tolerance for ambiguity
E. high self-esteem
inter locus of control (C)
98. People with high ______ are
responsive to social and
self-monitoring (B)
interpersonal cues of others.
A. self-esteem
B. self-monitoring
C. locus of control
D. self-efficacy
E. agreeableness
99. People with high self-esteem take
more risks and handle failure better
than those with low self- esteem
True
100. People with low self-esteem ______
than those who with higher self-
esteem.
A. handle failure better
B. choose more unconventional jobs
C. focus more on their strengths
D. are more dependent on others
E. exhibit more aggressive behavior
are more dependent on others
(D)
101. Personality is at the center of
Gardenswartz and Rowe's diversity
wheel
True
102. The personality trait of
conscientiousness has the
strongest positive correlation with
job performance
True
103. A person who is apt to take initiative and persevere to influence the
environment is said to have a(n) ______ personality.
A. emotionally stable
B. proactive
C. extroverted
D. emotionally intelligent
E. self-efficacious
proactive
(B)
104. A person with an external locus of control is likely to respond more
productively to merit pay incentives than one with an internal locus
False
105. The proactive personality has been associated with job satisfaction and
commitment to one's employer
True
106. The process of interpreting and understanding one's environment is
called
A. self-awareness.
B. perception.
C. cognition.
D. self-monitoring.
E. openness to experience.
perception
(B)
107. ________ programs help employees to integrate and transition to a new
job.
A. Organizational citizenship
Onboarding
(C)
B. Employee assistance
C. Onboarding
D. Self-efficacy
E. Proactive
108. ______ represent(s) all the ways people are unlike and alike.
A. Lifestyle
B. Dimensions
C. Background
D. Conditions
E. Diversity
Diversity
(E)
109. Role overload is a state of emotional, mental, and physical exhaustion,
expressed as listlessness, indifference, or frustration
False
(Burnout)
110. Self-awareness is the extent to which people are able to observe their
own behavior and adapt it to external situations
False
(Self
monitoring)
111. Self-awareness is the most essential trait of emotional intelligence True
112. The self-fulfilling prophecy describes the phenomenon in which people's
expectations of themselves or others lead them to behave in ways that
make those expectations come true
True
113. Self-serving bias, according to Leon Festinger, describes the
psychological discomfort a person experiences between his or her
cognitive attitude and incompatible behavior
False
(Cognitive
Dissonance)
114. Sets of behaviors that people expect of occupants of a position are
known as roles
True
115. A smoker who claims that the habit is not as dangerous as antismoking
messages suggest, saying "My grandmother smokes and she's in her
80s," is attempting to reduce cognitive dissonance
True
116. The stable psychological traits and behavioral attributes that give a
person her identity are known as her
A. character.
B. values.
C. attitudes.
D. attributions.
E. personality
personality
(E)
117. The statement, "I really don't like that Samuel got so angry in that
meeting," reflects the ______ component of an attitude.
A. behavioral
B. emotion
C. cognitive
D. affective
E. value
affective (D)
118. The statement, "I won't give Kim such a tight deadline again," reflects
the ______ component of an attitude.
A. behavioral
behavioral
(A)
B. decisional
C. cognitive
D. affective
E. value
119. The statement, "Spencer is slow to return phone calls," reflects the
______ component of an attitude.
A. behavioral
B. decisional
C. cognitive
D. affective
E. value
cognitive (C)
120. Status is a common value held in the workplace True
121. Steadiness is the Big Five personality trait that refers to
how dependable, responsible, achievement- oriented,
and persistent one is
False
(Conscientiousness)
122. Stereotyping is a type of distortion in perception. True
(Four distortion in
perceptions: 1) recency bias
2) stereotyping 3) the halo
effect 4) casual attribution)
123. Stereotyping is holding negative notions about less
privileged groups such as women or ethnic minorities
False
(Stereotyping is the tendency
to attribute to an individual
the characteristics one
believes are typical of the
group to which that
individual belongs)
124. Stressors can be both positive and negative. True
125. A student who blames his failing test grade on unclear
lectures and a poorly worded exam rather than his
limited effort likely has a self-serving bias
True
126. Studies show a surprising lack of correlation between
organizational commitment and job satisfaction.
False
127. Surveys show that employees are more interested in
______ rather than just earning a paycheck.
A. advancement opportunity
B. recognition
C. benefits
D. work-life balance
E. status
work-life balance (D)
128. The tendency to attribute another person's behavior to
his or her personal characteristics rather than to the
situation the person is in is called
the fundamental attribution
bias (C)
A. the halo effect.
B. a self-serving bias.
C. the fundamental attribution bias.
D. selective perception.
E. stereotyping
129. The tendency to attribute to an individual the
characteristics one believes are typical of the group to
which that individual belongs is called
A. generalization.
B. selective perception.
C. a fundamental attribution error.
D. stereotyping.
E. the halo effect.
stereotyping (D)
130. The tendency to remember recent information better
than earlier information is called
A. the recency effect.
B. a self-serving bias.
C. the fundamental attribution bias.
D. selective perception.
E. stereotyping
the recency effect (A)
131. The three components of ______ are affective, cognitive,
and behavioral.
A. value assessment
B. attitude
C. job satisfaction
D. personality
E. stress
attitude (B)
132. Tori has been telling everyone in the sales department
of her incredible skill as a salesperson, since she beat
her goal this year by nearly 30%. But last year when she
didn't even reach her goal, she said it was simply the
economy. This is an example of the
A. halo effect.
B. self-fulfilling prophecy.
C. fundamental attribution bias.
D. self-serving bias.
E. selective perception error.
self-serving bias (D)
133. Turnover is very costly for an organization in terms of
recruitment and training
True
134. Type A behavior has been associated with decreased
work performance
False
135. Under which of the following circumstances would the desire to
reduce cognitive dissonance be greatest?
A. When large amounts of money are on the line.
B. When the individual has little control.
C. When the elements seem like an inconsequential ambiguity.
When large
amounts of money
are on the line (A)
D. When there is little emotional investment in the situation.
E. When the components of attitude have no inconsistency
136. A value is a learned predisposition toward a specific object False
(Attitude)
137. Very low levels of stress lead to the best workplace performance False
138. Violence is considered a dysfunctional work behavior False
(Counterproductive
work behaviors)
139. A waiter expects a group of poorly dressed customers to be
stingy tippers and gives them poor service, so he gets the result
that he expects, a very small tip. This is an example of the
A. halo effect.
B. self-fulfilling prophecy.
C. fundamental attribution bias.
D. self-serving bias.
E. selective perception error
self-fulfilling
prophecy (B)
140. Wei is a manager of several subordinates who seem to be low in
self-efficacy. In an effort to improve this, she should
A. let them learn new tasks independently.
B. give them simplistic jobs.
C. immediately create very challenging goals for them. D. provide
guided experiences and mentoring.
E. avoid giving positive feedback
provide guided
experiences and
mentoring (D)
141. When an employee does not show up for work every day it is
known as turnover
False
(Absenteeism)
142. When others' expectations exceed one's ability, ______ has
occurred.
A. Burnout
B. Role overload
C. Learned helplessness
D. Role conflict
E. Role ambiguity
Role overload (B)
143. Which of the following best describes the graph of stress (x-axis)
versus performance (y-axis)?
A. Line with a positive slope
B. Line with a negative slope
C. A horizontal line
D. U-shaped curve
E. Inverted u-shaped curve
Inverted u-shaped
curve (D)
144. Which of the following dimensions is an example of an
organizational dimension on the diversity wheel?
A. Income
B. Work experience
Union affiliation
(C)
C. Union affiliation
D. Educational background
E. Physical abilities
145. Which of the following dimensions is an example of a secondary
dimension on the diversity wheel?
A. Income
B. Race
C. Sexual orientation
D. Physical abilities
E. Age
Income (A)
146. Which of the following diversity issues is true in the U.S.
workforce?
A.Unemployment among the disabled has dropped sharply since
the introduction of the Americans with
Disabilities Act.
B. Literacy has ceased to be an issue among American workers.
C. The median age of the American worker is increasing.
D. White households continue to have higher median incomes
than Asian ones.
E. Among the top 500 U.S. companies, most currently do not yet
offer domestic partner benefits for same-
sex couples
The median age of
the American
worker is
increasing (C)
147. Which of the following factors is most relevant to a person's
overall satisfaction with his or her job?
A. Life outside of work
B. Coworkers
C. Locus of control
D. Industry
E. Self-efficacy
Coworkers (B)
148. Which of the following is a reason that some women face a
glass ceiling?
A. Poor goal-setting
B. Inability to motivate others
C. Poor financial performance
D. Lack of mentors
E. Inability to produce high-quality work
Lack of mentors (D)
149. Which of the following is a trait of emotional intelligence?
A. situational awareness
B. self-sufficiency
C. self-monitoring
D. social awareness
E. self-efficacy
situational awareness
(A)
150. Which of the following is not a distortion in perception? A.
Cognitive dissonance
B. Stereotyping
C. Halo effect
D. The recency effect
Cognitive dissonance (A)
E. Causal attribution
151. Which of the following is not a step in the perceptual
process?
A. Selective attention.
B. Retrieving from memory to make judgments and
decisions.
C. Causal attribution.
D. Interpretation and evaluation.
E. Storing in memory
Casual attribution (C)
152. Which of the following is not a suggested strategy for
reducing unhealthy stressors in organizations?
A. Rollout employee assistance programs.
B. Recommend a holistic wellness approach.
C. Develop a more formal structure with authoritative
supervision.
D. Make jobs interesting.
E. Make career counseling available
Develop a more formal
structure with
authoritative supervision
(C)
153. Which of the following is not a symptom of stress?
A. Slurred speech
B. Insomnia
C. Hostility
D. Alcohol abuse
E. Heart attack
Slurred speech (A)
154. Which of the following is not one of the main ways to reduce
cognitive dissonance?
A. Change your attitude.
B. Change your behavior.
C. Eliminate the self-serving bias.
D. Find consonant elements that outweigh the dissonant
ones.
E. Belittle the importance of the inconsistent behavior
Eliminate the self-
serving bias (C)
155. Which of the following is one of the Big 5 personality
dimensions?
A. Dependability
B. Tolerance for ambiguity
C. Openness to change
D. Agreeableness
E. Openness to extremes
Agreeableness (D)
156. Which of the following is one of the four layers of the
diversity wheel?
A. Gender
B. External dimensions
C. Llfestyle
D. Management status
E. Physical ability
External dimensions (B)
157. Which of the following is the most common drug of abuse?
A. Marijuana
B. Tranquilizers
Alcohol (E)
C. Prescription pain medication
D. Methamphetamine
E. Alcohol
158. Which of the following would be considered a primary
dimension of diversity?
A. Physical ability
B. Religion
C. Lifestyle
D. Appearance
E. Educational background
Physical ability (A)
159. While different from Gen Xers that were born in the
generation before them, the Millennials can be managed in
much the same way the Boomers are
False
160. While it would be desirable, there is currently no way to
screen employees at hiring to prevent counterproductive
work behaviors.
False
161. You have important clients in town
who want to have dinner with you,
but your mother has a plumbing
leak and has asked you to come
over and shut off the water until
she can get it fixed tomorrow. You
are experiencing
A. role ambiguity.
B. burnout.
C. learned helplessness.
D. role overload.
E. role conflict
Role conflict (E)
1. A. avoiding Rachel missed another deadline and her boss Keri
is very upset. She will have to explain to the client
again why the project is behind. Keri thinks she
may say something she'll regret if she talks to
Rachel about this now, so she decides to wait
awhile. Keri is using the ______ conflict-handling
style.
A. avoiding
B. collaborating
C. compromising
D. forcing
E. accommodating
2. A. behavior Organizational ______ tries to explain and predict
workplace behavior to help managers better lead
and motivate others.
A. behavior
B. development
C. culture
D. strategy
E. science
3. A. behavioral The statement, "I won't give Kim such a tight
deadline again," reflects the ______ component of
an attitude.
A. behavioral
B. decisional
C. cognitive
D. affective
E. value
4. A. cognitive dissonance Which of the following is not a distortion in
perception?
A. Cognitive dissonance
B. Stereotyping
C. Halo effect
D. The recency effect
E. Causal attribution
5. A. decentralized ______ control is an approach to organizational
control that is characterized by informal and
organic structural arrangements.
A. Decentralized
B. Functional
C. Relational
D. Bureaucratic
E. Market
6. A. Emotional stability Michael is frequently nervous,
tense, and worried, both at work
and at home. He likely scores
low on which of the Big Five
personality dimensions?
A. Emotional stability
B. Conscientiousness
C. Extroversion
D. Openness to experience
E. Self-monitoring
7. A. encoding The process of translating a
message into understandable
symbols or language is called
A. encoding.
B. transforming.
C. mediating.
D. decoding.
E. enriching.
8. A. Extroversion ______ has been associated with
success for managers and
salespeople.
A. Extroversion
B. Agreeableness
C. Openness to experience
D. Emotional stability
E. Conscientiousness
9. A. focus on what is accomplished,
not hours or locations
Which of the following is the
best way to manage virtual
teams?
A. Focus on what is
accomplished, not hours or
locations.
B. When beginning with a virtual
team, set the final deadline and
reprimand any virtual team
members who don't make the
deadline.
C. Because you don't have face-
to-face contact, relay
instructions via phone.
D. Require each team member to
keep their own personal record
of the work that's been done as a
team.
E. Utilize employees on a global
team around the clock
10. A. groupthink Dave sat through the meeting
feeling convinced his team was
misinterpreting recent marketing
research, but he didn't say
anything. The team leader was a
close friend. Plus, he didn't want
to disrupt the team since he
perceived himself to be the only
one with reservations. Dave's
team appears to be experiencing
A. groupthink.
B. storming.
C. social loafing.
D. norming.
E. devil's advocacy.
11. A. halo effect The ______ occurs when we form an
impression of an individual based on a
single trait.
A. halo effect
B. self-fulfilling prophecy
C. fundamental attribution error
D. self-serving bias effect
E. selective perception error
12. A. helping the team
identify group goals and
values
Since hard feelings about group
leadership and assignments had passed,
Elena's group recently seemed to be
relating much better. At the meeting
tomorrow she should take advantage of
this moment by
A. helping the team identify group goals
and values.
B. encouraging members to voice
disagreements.
C. helping people get to know each other.
D. empowering the members.
E. throwing a thank-you party.
13. A. human resources Tara was required to take a word
processing test as part of her application
for an executive assistant position. This
control is part of the ______ area.
A. human resources
B. physical
C. financial
D. informational
E. structural
14. A. Income Which of the following dimensions is an
example of a secondary dimension on the
diversity wheel?
A. Income
B. Race
C. Sexual orientation
D. Physical abilities
E. Age
15. A. information systems
that integrate all aspects
of business
Which of the following best describes
ERP systems?
A. Information systems that integrate all
aspects of business.
B. Comprehensive systems for identifying
and measuring changes in productivity.
C. Popular recruiting systems that help to
maximize diversity in the workplace.
D. Training systems for employees that
allow self-discovery and correction of
weaknesses.
E. Control systems in which managers
are made aware of all deviations from
standards.
16. A.
instrumentality;
low
At his review last year, Ryan was promised a big raise if he met his
production goals. Raises were included in today's paychecks, and
despite that Ryan has met all of his goals, he only received a cost-of-
living raise. In the future, Ryan's ______ will probably be
A. instrumentality; low.
B. valence; low.
C. expectancy; low.
D. instrumentality; high.
E. expectancy; high.
17. A. is low DeAndre leads a task force developing specifications for a new
customer database to be used by several departments. DeAndre is an
IT supervisor, but most of the others are directors of other
departments. At the first meeting, a few of them asked him questions
he couldn't answer. According to the contingency model, DeAndre's
situational control likely
A. is low.
B. is moderate.
C. is high.
D. is extremely high.
E. cannot be determined from the information.
18. A. jargon ______ is likely to cause a semantic barrier to communication.
A. Jargon
B. Technology
C. Gossip
D. The grapevine
E. Rhetoric
19. A. motivating According to Herzberg's two-factor theory, only ______ factors can
make employees satisfied with their jobs.
A. motivating
B. self-actualization
C. growth
D. hygiene
E. achievement
20. A. norming The stage during which a group sets guidelines about issues like
attendance and punctuality is the ______ stage.
A. norming
B. storming
C. forming
D. adjourning
E. performing
21. A. pay-for-
performance
Gabe has a summer job hand-dying shirts that will be sold on the
boardwalk. He is paid $3.50 per shirt. This is an example of a ______
compensation plan.
A. pay-for-performance
B. pay-for-knowledge
C. bonus
D. profit-sharing
E. gainsharing
22. A. personal
appeal
When Nielle saw Laura in the stockroom stuffing her purse with
expensive printer cartridges, Laura was quick to say, "We've been
friends since first grade, so I'm sure you won't say anything about
this." This is an example of using a(n)
A. personal appeal.
B. legitimating tactic.
C. pressure tactic.
D. coalition tactic.
E. exchange tactic.
23. A. poor leader-
member
relations
Craig's peers were surprised when he received a promotion and
suddenly became their supervisor. They thought he was rather
unreliable and weren't sure he was up to the task. According to the
contingency model, Craig has
A. poor leader-member relations.
B. weak position power.
C. poor worker facilitation.
D. low task structure.
E. unsuccessful leadership adaptation.
24. A. roles Members of a team develop their ______ based on the expectations
of the team, of the organization, and of themselves.
A. roles
B. norms
C. groupthink
D. job descriptions
E. social fit
25. A. self-
actualization
An accounting firm provides employees with educational
reimbursements if they complete job-related coursework with a B or
better, which helps them meet which of Maslow's levels of needs?
A. Self-actualization
B. Esteem
C. Love
D. Safety
E. Physiological
26. A. Self-efficancy Complex, challenging, and autonomous jobs tend to enhance
people's perceptions of their
A. self-efficacy.
B. increased anxiety.
C. tolerance for pain.
D. learned helplessness.
E. self-esteem.
27. A. sender barrier Claire wanted to tell her employee about the seminar, but she put the
flier in a stack of papers and forgot about it until after the deadline to
sign up. This is an example of what type of barrier to
communication?
A. Sender barrier
B. Encoding barrier
C. Medium barrier
D. Feedback barrier
E. Receiver barrier
28. A. slurred
speech
Which of the following is not a symptom of stress?
A. Slurred speech
B. Insomnia
C. Hostility
D. Alcohol abuse
E. Heart attack
29. A. solving
problems
According to Kotter, companies manage complexity in which of the
following ways?
A. Solving problems
B. Motivating people
C. Lobbying the government
D. Innovating new products
E. Setting a direction
30. A. storming The group development stage in which individuals test the leader's
policies and assumptions as they try to determine how they fit into
the power structure is the ______ stage.
A. storming
B. norming
C. performing
D. forming
E. adjourning
31. A. trust Which of the following is considered one of the most essential
considerations in building a group into an effective team?
A. Trust
B. Promoting groupthink
C. Organizational structure
D. Market stability
E. Size
32. A. try to move to a
more suitable
situation
In the contingency model, if your leadership orientation does not
match the situation in your workplace, Fiedler recommends that you
A. try to move to a more suitable situation.
B. alter your leadership style.
C. take management classes to improve your power.
D. get an assistant with the preferred orientation.
E. gradually change the makeup of your subordinates.
33. A. unfair work
distribution
Which of the following is a disadvantage of smaller groups?
A. Unfair work distribution
B. Autocratic leadership
C. Lower morale
D. Tendency to form cliques
E. Tendency to take unreasonable risk
34. A. writing a thank-
you note
Which of the following is not a way in which nonverbal
communication is expressed?
A. Writing a thank-you note.
B. Making someone wait an hour in the lobby.
C. Looking away while talking to someone.
D. Grimacing.
E. Touching someone's shoulder.
35. B.
accommodationg
The conflict-handling style in which a person allows the desires of
another to prevail is known as
A. forcing.
B. accommodating.
C. avoiding.
D. collaborating.
E. compromising.
36. B. administrative
oversight
Self-managed teams are groups of workers who have been given
______ for their task domains.
A. individual incentives
B. administrative oversight
C. reduced responsibility
D. complete freedom
E. no technology
37. B. allow people to
socialize
During the forming stage, the leader should
A. establish permanent control.
B. allow people to socialize.
C. empower team members.
D. encourage disagreement.
E. work through team conflicts
38. B. a personality
clash
Hannah is on a team with Carson, and they are often in conflict.
Hannah likes to begin her work with careful planning and she gets
started immediately. Carson, on the other hand, likes trying out
several ideas, and tends to be working frantically at the last minute.
Their team conflict most likely stems from
A. time pressure.
B. a personality clash.
C. communication failure.
D. ambiguous jurisdictions.
E. inconsistent goals.
39. B. a third Generally, people comprehend about ______ of a typical verbal
message.
A. 5%
B. a third
C. half
D. two-thirds
E. all
40. B. a type of
advice team
Which of the following is a characteristic of a continuous
improvement team?
A. A built-in part of any effective organizational group.
B. A type of advice team.
C. Requires assigned membership.
D. Emerged from self-managed team concept.
E. Encourages high empowerment
41. B. collaborating The disadvantage of the ______ conflict-handling style is that it is very
time consuming.
A. avoiding
B. collaborating
C. compromising
D. forcing
E. accommodating
42. B.
comprehensive
A(n) ________ listener tries to determine the rationale of the speaker's
argument, preferring logical presentations without interruptions,
focusing on relationships among ideas, and waiting until all
information is available before expressing opinions.
A. evaluative
B. comprehensive
C. appreciative
D. empathetic
E. impartial
43. B. decreased
stress
Which of the following is not a benefit of teamwork in an
organization?
A. Increased speed
B. Decreased stress
C. Reduced costs
D. Improved workplace cohesiveness
E. Reduced destructive internal competition
44. B. efficient
communicator
When your intended message is sent accurately in the least amount of
time, you are a(n)
A. economical communicator.
B. efficient communicator.
C. formal communicator.
D. collaborative communicator.
E. effective communicator.
45. B. esteem The need for status, reputation, and recognition are part of
A. self-actualization.
B. esteem.
C. love.
D. safety.
E. physiological.
46. B. existence Which of the following is a need in Alderfer's ERG theory?
A. Esteem
B. Existence
C. Realization
D. Rating
E. Generalization
47. B. expectancy After struggling with the training, Sachin is unsure whether he can
complete the end-of-year financial reporting with minimal errors in the
time allotted at his new job. In this case, Sachin is low on the ______
element of expectancy theory.
A. valence
B. expectancy
C. outcomes
D. instrumentality
E. performance
48. B. gainsharing A Scanlon plan is a type of ______ compensation plan.
A. pay-for-knowledge
B. gainsharing
C. benchmarking
D. pay-for-performance
E. profit-sharing
49. B. help
workers
understand
and accept
the goals
When using goal-setting theory to motivate employees, managers
should
A. set targets that are just out of employees' reach.
B. help workers understand and accept the goals.
C. set general goals that are emotionally appealing.
D. hold employees responsible for getting their own feedback.
E. set goals that are easily achievable.
50. B. Herzberg's
two-factor
theory
Which of the following is a need-based perspective on motivation?
A. Expectancy theory
B. Herzberg's two-factor theory
C. Job characteristics model
D. Goal-setting theory
E. Equity theory
51. B. hygiene
factors
Anders is manager for a large freight company. He has noticed low
morale lately, perhaps because of the cramped quarters and lack of
raises this year among workers on his shift. According to Herzberg,
Anders should first concentrate on
A. needs for achievement.
B. hygiene factors.
C. esteem needs.
D. motivating factors.
E. growth needs.
52. B. indecision Which of the following is characteristic of workgroups with too little
conflict?
A. Dissatisfaction
B. Indecision
C. Political infighting
D. Lack of teamwork
E. Turnover
53. B. informal
group
In all but the worst weather, Laura and four of her coworkers met each
day at 12:15 to walk the wilderness trail behind their office building. This
is an example of a(n)
A. continuous improvement team.
B. informal group.
C. self-managed team.
D. virtual team.
E. formal group
54. B. job design ______ involves division of an organization's work and applies
motivational theories to jobs to increase satisfaction and performance.
A. Job enlargement
B. Job design
C. Job simplification
D. Job development
E. Job enrichment
55. B. least
controversial
to most
controversial
Galen wants to change the CEO's mind about seeking an outside firm
to which they could outsoirce the customer service phone center. He
desides to wrtire a proposal, including a variety of arguments to
support of his idea. Here, Galen should order his ideas from
A. Most important to least important
B. Least controversial to most controversial
C. negative to positive
D. Positive to negative
E. Least important to most important
56. B. less
commitment
Which of the following is a disadvantage of larger groups?
A. Less creativity and innovation
B. Less commitment
C. More division of labor
D. Fewer resources
E. Fewer cliques
57. B. negative
reinforcement
Estefan tells one of his staff that he is taking her off of probation since
she has corrected her tardiness problem. Estefan is using
A. instrumentality.
B. negative reinforcement.
C. punishment.
D. intrinsic motivation.
E. positive reinforcement.
58. B. norming During the ______ stage of team development, close relationships
develop and unity and harmony emerge.
A. storming
B. norming
C. performing
D. forming
E. adjourning
59. B. pay for
knowledge
Erica teaches fourth grade at a local elementary school. She
significantly increased her salary by earning a master's degree in
education. This is an example of
A. pay for performance.
B. pay for knowledge.
C. a bonus.
D. profit sharing.
E. gainsharing.
60. B. perception The process of interpreting and understanding one's environment is
called
A. self-awareness.
B. perception.
C. cognition.
D. self-monitoring.
E. openness to experience.
61. B. Personality ______ is at the center of the diversity wheel.
A. Philosophy
B. Personality
C. Psychometrics
D. Philanthropy
E. Psychology
62. B. poor mental
health
Research shows that simplified jobs lead to
A. job satisfaction.
B. poor mental health.
C. a sense of accomplishment.
D. a sense of personal growth.
E. decreased worker productivity.
63. B. power According to the acquired needs theory, the desire to influence others
is part of the need for
A. affiliation.
B. power.
C. self-actualization.
D. relatedness.
E. achievement
64. B. Proactive A person who is apt to take initiative and persevere to influence the
environment is said to have a(n) ______ personality.
A. emotionally stable
B. proactive
C. extroverted
D. emotionally intelligent
E. self-efficacious
65. B. programmed
conflict
______ is designed to elicit different opinions without inciting people's
personal feelings.
A. Groupthink
B. Programmed conflict
C. Social loafing
D. Storming
E. Dysfunctional conflict
66. B. reasonably
accommodate
an individual's
disability
The Americans with Disabilities Act requires employers to
A. hire all qualified disabled persons who apply
B. reasonably accommodate an individual's disability.
C. hire quotas of qualified disabled persons.
D. actively solicit job applications from disabled persons.
E. hire disabled persons to qualify for tax breaks.
67. B. referent Tracy is outgoing, warm, and truly inspirational when she talks about
where she wants to lead her division. Her employees seem eager to
do anything she asks. Because of her personality and not her
position, Tracy has ______ power.
A. legitimate
B. referent
C. reward
D. coercive
E. expert
68. B. resolve
feelings of
injustice
In equity theory, employees are motivated to
A. work harder when they have more freedom.
B. resolve feelings of injustice.
C. correct themselves when they aren't working hard enough.
D. blame others when they miss work or fail at tasks.
E. work just hard enough to get what they want.
69. B. rich A(n) ______ form of media allows receivers to observe multiple cues,
such as body language and tone of voice, and allows senders to get
feedback.
A. encoded
B. rich
C. dense
D. complex
E. formal
70. B. Role
overload
When others' expectations exceed one's ability, ______ has occurred.
A. Burnout
B. Role overload
C. Learned helplessness
D. Role conflict
E. Role ambiguity
71. B. self-
esteem
The extent to which people like or dislike themselves is called their
A. emotional stability.
B. self-esteem.
C. locus of control.
D. self-efficacy.
E. self-monitoring.
72. B. self-
fulfilling
prophecy
A waiter expects a group of poorly dressed customers to be stingy tippers
and gives them poor service, so he gets the result that he expects, a very
small tip. This is an example of the
A. halo effect.
B. self-fulfilling prophecy.
C. fundamental attribution bias.
D. self-serving bias.
E. selective perception error.
73. B. servant Karen, the manager of a branch location of a large travel firm, treated
company resources as if they were her own and her employees even
better. She cared about the staff deeply and even organized international
volunteering activities to promote their growth. Karen could best be
described as which type of leader?
A. Situational
B. Servant
C. Laissez-faire
D. Shared
E. Transactional
74. B. task Marielle points out during the meeting that the group has fallen a half
hour behind schedule according to the agenda, and should get back to
the important work at hand. She is performing a ______ role.
A. relational
B. task
C. maintenance
D. social
E. production
75. B. trait The ______ approach to leadership attempts to identify distinctive
characteristics that account for the effectiveness of leaders.
A. attribute
B. trait
C. behavior
D. quality
E. contingency
76. B. trust ________ is defined as reciprocal faith in others' intentions and
behaviors.
A. Cooperation
B. Trust
C. Cohesiveness
D. Unity
E. Fairness
77. C. bring in
outside
experts for
fresh
perspectives
To prevent groupthink, a manager should
A. reinforce how capable the group is.
B. never admit errors to outsiders.
C. bring in outside experts for fresh perspectives.
D. encourage everyone to "get with the team."
E. express high confidence in the group's previous decisions.
78. C. cognitive The ______ component of an attitude consists of the beliefs and
knowledge one has about a situation.
A. behavioral
B. decisional
C. cognitive
D. affective
E. factual
79. C. conflict is
at a
moderate
level
Workplace performance is maximized when
A. conflict is absent.
B. conflict is at a very low level.
C. conflict is at a moderate level.
D. conflict is at a high level.
E. conflict occurs only at nonmanagerial levels.
80. C. Cross-
functional
team
A team composed of people from different departments who are
pursuing a common objective is called a
A. quality circle.
B. problem-solving team.
C. cross-functional team.
D. virtual team.
E. work force.
81. C. develop a more
formal structure
with authoritative
supervision
Which of the following is not a suggested strategy for reducing
unhealthy stressors in organizations?
A. Rollout employee assistance programs.
B. Recommend a holistic wellness approach.
C. Develop a more formal structure with authoritative supervision.
D. Make jobs interesting.
E. Make career counseling available.
82. C. eliminate the
self-serving bias
Which of the following is not one of the main ways to reduce
cognitive dissonance?
A. Change your attitude.
B. Change your behavior.
C. Eliminate the self-serving bias.
D. Find consonant elements that outweigh the dissonant ones.
E. Belittle the importance of the inconsistent behavior.
83. C. expect that
brady will reduce
his hours
Brady went to his boss Lynn to complain that he got the same
bonus this quarter as everyone else, despite the longer hours he's
been putting in and his higher level of experience and efficiency. If
Lynn can't change the bonuses, she should
A. tell Brady "That's just the way bonuses are given."
B. suggest that Brady take this up with her boss.
C. expect that Brady will reduce his hours.
D. start documenting Brady's complaints for future disciplinary
action.
E. expect that Brady's performance will improve.
84. C. expert ______ power results from one's specialized knowledge.
A. Legitimate
B. Referent
C. Expert
D. Reward
E. Coercive
85. C. extinction It has been seven quarters since any employee has received a
bonus at R & G Mills, so now the possibility of getting one does
not seem to be motivating the workers any longer. In this case,
management has inadvertently applied
A. expectancy.
B. negative reinforcement.
C. extinction.
D. intrinsic motivation.
E. punishment.
86. C. group
cohesiveness
The principal by-product of the norming stage of team development
is
A. adjournment.
B. uncertainty.
C. group cohesiveness.
D. conflict.
E. empowerment.
87. C. high need for
power
Even when he started his first job, Galen was not content to be just
one of the employees. His boss noticed that he often coached his
coworkers about ways to improve their work, even when it wasn't
his job. Galen probably has a
A. high need for achievement.
B. high need for affiliation.
C. high need for power.
D. low need for achievement.
E. high need for leadership.
88. C. increasing the
efficiency of
materials
Managers can increase overall productivity by
A. decreasing efficiency of capital.
B. increasing energy.
C. increasing the efficiency of materials.
D. decreasing the efficiency of labor.
E. decreasing outputs.
89. C. internal locus
of control
People with ______ exhibit less anxiety, greater motivation, and
stronger expectations that effort leads to performance.
A. high self-efficacy
B. high self-monitoring
C. internal locus of control
D. high tolerance for ambiguity
E. high self-esteem
90. C. job-centered Peizhi manages his employees through a careful monitoring of their
production, comparing what they do to predicted schedules and
desired budgets. Peizhi can best be described as a(n) ______
leader.
A. production-oriented
B. charismatic
C. job-centered
D. transformational
E. employee-centered
91. C. job enrichment The process of building into a job such motivating factors as
recognition and achievement is called
A. MBO.
B. job design.
C. job enrichment.
D. job enlargement.
E. horizontal loading.
92. C. job satisfaction increases As an employee's age
increases, his or her
A. job involvement
decreases.
B. absenteeism
increases.
C. job satisfaction
increases.
D. work motivation
decreases.
E. organizational
commitment
decreases.
93. C. laissez-faire According to the
concept of full-range
leadership, leadership
behaviors vary along a
range from ______
leadership at one
extreme to
transformational
leadership at the other.
A. transactional
B. shared
C. laissez-faire
D. servant
E. charismatic
94. C. maintenance Tension was thick in
the room as the
management team
discussed changes to
promotion
requirements. But then
Chris made a joke
about Jake's white-
knuckled grip on his
pen, and the laughter
seemed to improve the
mood. Chris was acting
in a ______ role.
A. relational
B. task
C. maintenance
D. social
E. production
95. C. onboarding ________ programs
help employees to
integrate and transition
to a new job.
A. Organizational
citizenship
B. Employee
assistance
C. Onboarding
D. Self-efficacy
E. Proactive
96. C. Openness to experience ________ is the
personality dimension
that describes how
intellectual,
imaginative, curios,
and broad-minded a
person is.
A. Inquisitiveness
B. Emotional stability
C. Openness to
experience
D. Extroversion
E. Inventiveness
97. C. organizational citizenship behaviors Miles impressed his
boss by making lots of
suggestions for
department
improvements and by
putting in many
weekend hours to do
extra tasks to develop
the new procedures.
Miles is exhibiting
A. self-efficacy.
B. onboarding traits.
C. organizational
citizenship behaviors.
D. the halo effect.
E. counterproductive
work behaviors.
98. C. organizational commitment;
perceived stress
Job satisfaction
results in stronger
______ and lower
levels of ______
A. job involvement;
work-life balance.
B. motivation; life
satisfaction.
C. organizational
commitment;
perceived stress.
D. perceived
stress; life
satisfaction.
E. perceived
stress;
absenteeism.
99. C. overemphasis on means instead of
ends
Recruiters for
Littleton University
were under
extreme pressure
to meet their
objective of a 10%
increase in the size
of the freshman
class. As a result,
they admitted
many students
who were not
qualified and who
failed to perform in
classes. This is an
example of which
problem
associated with
control systems?
A. Overemphasis
on one instead of
multiple
approaches.
B. Overemphasis
on paperwork.
C. Overemphasis
on means instead
of ends.
D. Too much
control.
E. Too little
participation.
100. C. oversized ego Kelly was recently
promoted to
manager. Though
he used to take
advice from his
peers, he seems no
longer willing to
listen to even his
superiors and is
really running the
project how he
thinks best. This is
an example of
which personal
barrier to
communication?
A. Tendency to
judge others'
messages.
B. Variable skills in
communicating
effectively.
C. Oversized ego.
D. Inability to listen
with
understanding.
E. Variation in
interpreting
information.
101. C. reforming Which of the
following is not
one of the stages
of group and team
development?
A. Norming
B. Storming
C. Reforming
D. Adjourning
E. Performing
102. C. take corrective
action
Jimmy's supervisor noticed that he was struggling with the
computerized setup for production runs at his new job. The
supervisor sat next to him while he tried it again and gave
suggestions for improvement. The supervisor is doing which step
of the control process?
A. Compare performance to standards.
B. Establish standards.
C. Take corrective action.
D. Measure performance.
E. Control productivity.
103. C. task-oriented Marco supervises the pool of word processors serving the firm's
lawyers. He gets along well with his people, and has created
detailed procedures for all types of legal document they
encounter. Marco hires and fires, and gives work assignments,
performance appraisals, and promotions. According to the
contingency model, the optimal leadership style is
A. transformational.
B. team management.
C. task-oriented.
D. relationship-oriented.
E. consideration.
104. C. task
significance
Of the following, which is a core job characteristic?
A. Meaningfulness
B. Skill specificity
C. Task significance
D. Teamwork
E. Task variety
105. C. team A _______ is defined as a small group of people with
complementary skills who are committed to a common purpose,
performance goals, and approach for which they hold themselves
accountable.
A. cross-functional team
B. group
C. team
D. panel
E. formal group
106. C. the
fundamental
attribution bias
The tendency to attribute another person's behavior to his or her
personal characteristics rather than to the situation the person is
in is called
A. the halo effect.
B. a self-serving bias.
C. the fundamental attribution bias.
D. selective perception.
E. stereotyping.
107. C. the job
characteristics
model
The motivating potential score is calculated as part of using
A. reinforcement theory.
B. McClelland's acquired needs theory.
C. the job characteristics model.
D. goal-setting theory.
E. equity theory.
108. C. the median age
of the american
worker is
increasing
Which of the following diversity issues is true in the U.S.
workforce?
A. Unemployment among the disabled has dropped sharply since
the introduction of the Americans with Disabilities Act.
B. Literacy has ceased to be an issue among American workers.
C. The median age of the American worker is increasing.
D. White households continue to have higher median incomes
than Asian ones.
E. Among the top 500 U.S. companies, most currently do not yet
offer domestic partner benefits for same-sex couples.
109. C.
videoconferencing
Using video and audio links along with computers to allow people
at different locations to see, hear, and talk with each other is
called
A. telecommuting.
B. collaborative computing.
C. videoconferencing.
D. telecollaborating.
E. using the extranet.
110. D. Action team A work team that works to accomplish tasks that require people
with specialized training and a high degree of coordination is
called a(n)
A. production team.
B. project team.
C. development team.
D. action team.
E. advice team
111. D. allow members
to hire their own
coworkers
When using a self-managed team, a manager should
A. maintain detailed monitoring of its performance.
B. create the team within whatever structure currently exists.
C. offer lucrative individual bonuses.
D. allow members to hire their own coworkers.
E. provide elaborate retreats for team discussions.
112. D. "Can we do
the job
properly?"
During the performing stage of team development, the group answers
the question
A. "Can we agree on roles and work as a team?"
B. "Why are we here?"
C. "Why are we fighting?"
D. "Can we do the job properly?"
E. "Who's in charge?"
113. D. extrinsic
reward
Craig's sales manager has just told the group that all sales in the
month of September will earn an extra 5% commission. The team gets
right to work, being motivated by a(n)
A. intrinsic reward.
B. physiological need.
C. high need for power.
D. extrinsic reward.
E. hygiene factor.
114. D. forcing Malia told her team that she is moving forward with a change to the
bonus structure, despite vocal objections from several team
members. Malia is using the ______ conflict-handling style.
A. avoiding
B. collaborating
C. compromising
D. forcing
E. accommodating
115. D. Influence Leadership is the ability to _____ employees to pursue organizational
goals
A. Force
B. Reward
C. Request
D. Influence
E. Compensate
116. D. mentally
summarize
what's been
said
What do good listeners do during the information gap between what
someone says and how fast we process?
A. Daydream.
B. Decide what they will say next.
C. Think about other things.
D. Mentally summarize what's been said.
E. Make a convincing argument against what is being said.
117. D. Motivation ______ is defined as the psychological processes that arouse and
direct goal-directed behavior.
A. Stimulus
B. Productivity
C. Enticement
D. Motivation
E. Incented action
118. D. positive
reinforcement
The use of desirable consequences to strengthen a particular
behavior is called
A. constructive feedback.
B. extinction.
C. intrinsic motivation.
D. positive reinforcement.
E. valence.
119. D. project
GLOBE
______ studies reveal that visionary and inspirational charismatic
leaders who are good team builders generally are most desirable
worldwide.
A. Servant leader
B. E-leadership
C. Contingency model
D. Project GLOBE
E. Full-range approach
120. D. quantifiable Standards are best measured when they are
A. broad.
B. efficient.
C. narrow.
D. quantifiable.
E. ethical.
121. D. receiver
barrier
Rodrigo was in meetings all day and didn't get a chance to check his
e-mail before he had to pick up his children from daycare, so he
missed an important message from a client. This is an example of
what type of barrier to communication?
A. Medium barrier
B. Decoding barrier
C. Feedback barrier
D. Receiver barrier
E. Encoding barrier
122. D.
relationships
According to Herzberg, which of the following is an example of a
hygiene factor?
A. Responsibility
B. Advancement
C. The work itself
D. Relationships
E. Recognition
123. D. servant
leader
A leader who focuses on providing increased service to others is
called a
A. charismatic leader.
B. transformational leader.
C. transactional leader.
D. servant leader.
E. situational leader
124. D.
significance
Research shows that followers seek and admire leaders who create
feelings of
A. anticipation.
B. individualism.
C. clarity.
D. significance.
E. freedom.
125. D. Social
awareness
Which of the following is a trait of emotional intelligence?
A. situational awareness
B. self-sufficiency
C. self-monitoring
D. social awareness
E. self-efficacy
126. D. status
differences
Ken, whose primary job is supervising a small production group, is not
getting cooperation from all members on the cross-functional team he
leads. In particular, Bethany, a marketing manager, seems to resist his
direction. The source of conflict in this cause may be
A. time pressure.
B. a personality clash.
C. communication failure.
D. status differences.
E. ambiguous jurisdictions.
127. D. stress ______ is the tension people feel when they are facing or enduring
extraordinary demands, constraints, or opportunities and are uncertain
about their ability to handle them effectively.
A. Apprehension
B. Role conflict
C. Role overload
D. Stress
E. Anxiety
128. D. task
significance
As a maintenance person for the Air Force, Craig services aircraft
engines, which protects the lives and safety of military personnel and
their ability to conduct missions. Craig's job has a high level of
A. autonomy.
B. task identity.
C. skill variety.
D. task significance.
E. context satisfactions.
129. D. the rewards
require rarely
attainable
performance
Which of the following is not an advisable criterion for an effective
incentive plan?
A. The rewards are believable.
B. The rewards are linked to performance.
C. The rewards satisfy individual needs.
D. The rewards require rarely attainable performance.
E. The rewards are agreed on by the manager and employees.
130. D. They
encourage
people to do
exceptional
things
Which of the following is a characteristic of transformational leaders?
A. They are better in stable situations.
B. They clarify employees' roles.
C. They set goals and monitor progress toward their achievement.
D. They encourage people to do exceptional things.
E. They provide rewards in exchange for subordinates doing the work.
131. D. to
emphasize the
Nordstrom's department store chain emphasizes the great lengths to
which it goes in customer service, an example of which of these
group's
important
values
reasons to enforce norms?
A. To clarify role expectations.
B. To help the group survive.
C. To create cohesiveness.
D. To emphasize the group's important values.
E. To help individuals avoid embarrassing situations.
132. D. work-life
balance
Surveys show that employees are more interested in ______ rather
than just earning a paycheck.
A. advancement opportunity
B. recognition
C. benefits
D. work-life balance
E. status
133. E. Alcohol Which of the following is the most common drug of abuse?
A. Marijuana
B. Tranquilizers
C. Prescription pain medication
D. Methamphetamine
E. Alcohol
134. E. autonomy The extent to which a job allows an employee to make decisions
about scheduling different tasks and deciding how to perform them
is called
A. horizontal loading.
B. skill variety.
C. task identity.
D. task significance.
E. autonomy.
135. E.clearly
communicate the
desired behavior
In using reinforcement, a manager should
A. avoid using punishment.
B. reward both desired and undesired behavior.
C. give all subordinates the same rewards to ensure fairness.
D. save rewards for weekly or monthly celebrations.
E. clearly communicate the desired behavior.
136. E. close your
eyes
Which of the following is a "don't" when attempting to improve
communication?
A. Occasionally nod in agreement.
B. Lean toward the speaker.
C. Speak in a quiet, reassuring tone.
D. Smile and show animation.
E. Close your eyes.
137. E. cognitive
dissonance
Because people are uncomfortable with inconsistency between
their attitudes and behaviors, they will seek to reduce
A. a self-fulfilling prophecy.
B. fundamental attribution.
C. a self-serving bias.
D. causal attribution.
E. cognitive dissonance.
138. E.
Complementary
to each other
According to Kotter, management and leadership are considered to
be
A. opposing forces.
B. causal; here, management causes leadership.
C. equivalent to one another.
D. almost entirely unrelated.
E. complementary to each other.
139. E. consultation Jesse brought his proposal to Erica even before the meeting
saying, "I'm sure you have some ideas on this and we could try to
get them incorporated upfront." Jesse is using which influence
tactic?
A. Legitimating tactics
B. Inspirational appeals
C. Ingratiating tactics
D. Personal appeals
E. Consultation
140. E. contingency The approach to leadership that suggests that effective leadership
behavior depends on the situation at hand is the ______ approach.
A. trait
B. transformational
C. circumstantial
D. behavioral
E. contingency
141. E. Diversity ______ represent(s) all the ways people are unlike and alike.
A. Lifestyle
B. Dimensions
C. Background
D. Conditions
E. Diversity
142. E. emphasis on
accountability
Which of the following is not a common characteristic of
successful control systems?
A. Results oriented
B. Realistic
C. Encouragement of self-control
D. Flexible
E. Emphasis on accountability
143. E. emphasizing
members'
common
characteristics
Which of the following is a way managers can enhance team
cohesiveness?
A. Isolating the group from the actions of competitors or other
threats.
B. Providing team members precise instructions for their tasks.
C. Creating a relatively large team.
D. Assigning members randomly to teams.
E. Emphasizing members' common characteristics.
144. E. establish a
system of
measurements
Reema was recently promoted to facilities director at Harvest
Processing. Which of the following should she do immediately as
she tries to improve productivity?
A. Use the established technology with which her employees are
most familiar.
B. Rotate all personnel so that each has an opportunity to try
something new.
C. Hire new employees such that they are similar to those already
on the team.
D. Immediately cut costs.
E. Establish a system of measurement.
145. E. Ethnocentrism ______ is the belief that one's native country, culture, language,
abilities, or behavior is superior to those of another culture.
A. Reverse discrimination
B. Stereotyping
C. An ethical dilemma
D. Diversity
E. Ethnocentrism
146. E. express
confidence in the
employee's
abilities to
complete given
tasks
If a manager knows one of her subordinates has low self-esteem
and wishes to enhance it, she should
A. provide frequent reminders about improving weaknesses.
B. avoid delegating work to this subordinate.
C. redesign the work so that it is routine and structured.
D. avoid giving feedback.
E. express confidence in the employee's abilities to complete given
tasks.
147. E. externally Shortly after the end of the fiscal year, Stavanger Investments
released an earnings report to clients. This is an example of
communicating
A. vertically.
B. upward.
C. horizontally.
D. downward.
E. externally.
148. E. formal group Jane organized several teachers to discuss the school's interior
painting scheduled for summer. They looked at several brands, and
heard a presentation by a designer who then helped them choose a
color palette to recommend to school administrators. In this
instance, the teachers make up a(n)
A. self-managed team.
B. virtual team.
C. cross-functional team.
D. informal group.
E. formal group.
149. E. grapevine;
informal
Gossip and rumor in an organization are part of the _____, which
itself is a type of ______ communication channel.
A. organization chart; horizontal
B. culture; horizontal
C. organization chart; informal
D. grapevine; horizontal
E. grapevine; informal
150. E. increased
ability to hire
certain workers,
such as disabled
people
Which of the following is characteristic of telecommuting?
A. Increased capital costs.
B. Attractive to people with high social needs.
C. More difficult recruiting.
D. Increased turnover.
E. Increased ability to hire certain workers, such as disabled people.
151. E. insensitive Low self-monitors are often criticized for being ______ to others.
A. insincere
B. boastful
C. aggressive
D. unfair
E. insensitive
152. E. irregularities Carlyon Land Development has effective control processes,
allowing its managers to discover ______ in bookkeeping right
away, before a would-be embezzler could seriously affect its
business.
A. team problems
B. a potential merger
C. competence
D. a tax break
E. irregularities
153. E. low job
satisfaction
Julia really doesn't like her new boss and is not happy with the new
tasks she's been assigned and the long hours she's been working.
Still, she truly believes in what the company is trying to accomplish.
Julia has
A. poor job performance.
B. low job involvement.
C. low organizational commitment.
D. poor job enrichment.
E. low job satisfaction.
154. E. Maslow's self-
actualization
needs
McClelland's need for achievement corresponds most closely to
A. Herzberg's hygiene factors.
B. Maslow's esteem needs.
C. extrinsic rewards.
D. Alderfer's relatedness needs.
E. Maslow's self-actualization needs.
155. E. most
important to
least important
When you want your reader to take a logical and fairly nonpolitical
action, you should order ideas in your writing from
A. least controversial to most controversial
B. least important to most important
C. negative to positive
D. Positive to negative
E. most important to least important
156. E. newsletter A manager wants to tell
employees that the
quarterly project
management training
will start on April 12,
about two months from
now. Generally, which
of the following should
the manager use?
A. Videoconferencing
B. Telephone
C. Personal notes
D. Face-to-face meeting
E. Newsletter
157. E. Personality The stable
psychological traits and
behavioral attributes
that give a person her
identity are known as
her...
A. Character
B. Values
C. Attitudes
D. Attributions
E. Personality
158. E. process perspectives Theories that try to
understand the thought
processes by which
people decide how to
act are called
A. needs-based
perspectives.
B. reinforcement
perspectives.
C. job design
perspectives.
D. cognitive
perspectives.
E. process
perspectives.
159. E. provide an incentive structure to pay
Cara
Cara's manager notices
that she exhibits an
internal locus of control
when she speaks about
her work. Her manager
should
A. give Cara a lot of
positive feedback.
B. ensure that Cara has
a highly structured job.
C. give Cara a job with
much social contact
with coworkers and
customers.
D. closely supervise
Cara's work.
E. provide an incentive
structure to pay Cara.
160. E. reward Jennifer congratulated
her staff when the team
received an industry
award for their project,
and also sent a
companywide e-mail
announcing it. Here,
Jennifer is using her
______ power.
A. personalized
B. referent
C. coercive
D. expert
E. reward
161. E. setting goals linked to an action plan According to goal-
setting theory,
which of the
following is
necessary for
goals to create
high motivation
and performance?
A. Setting general
goals that will
work for multiple
employees.
B. Predetermining
acceptable
rewards for
meeting goals.
C. Setting goals
that fulfill self-
actualization
needs.
D. Reinforcing of
desired behaviors.
E. Setting goals
linked to an action
plan.
162. E. the dialectic method ______ is the
process of having
two people or
groups play
opposing roles in
a debate in order
to better
understand a
proposal.
A. Storming
B. Positive conflict
C. Devil's
advocacy
D. Groupthink
E. The dialectic
method
163. E. videoconferencing Of the following,
which medium is
the richest?
A. Company
newsletter
B. Telephone
C. E-mail
D. Memos
E.
Videoconferencing
164. E. virtual team A team that
consists of
members who
interact by
computer network
to collaborate on
projects is called
a(n)
A. remote team.
B. e-team.
C. self-managed
team.
D. informal team.
E. virtual team.
165. E. weak position power Liz is trying to lead
a cross-functional
team, but she is
having some
issues. Most
members were
other department
managers at her
level, and they saw
no reason to do
what she told them
to. Here, Liz has
A. low tolerance
for ambiguity.
B. high task
structure.
C. weak referent
power.
D. poor leader-
member relations.
E. weak position
power.
1. 1.True Job enlargement by
itself does not have a
significant and
lasting positive effect
on job performance.
2. 2.extinction. The weakening of
behavior by ignoring
it or making sure it is
not reinforced is
called:
3. 3.negative reinforcement. Estefan tells one of
his staff that he is
taking her off of
probation since she
has corrected her
tardiness problem.
Estefan is using
4. 4. False According to
reinforcement theory,
workers will be more
motivated and
perform better when
they experience their
work as meaningful,
feel responsible for
results, and know
how well they are
doing.
5. 5.False Job design works
even when the
affected employees
have no desire for
personal growth
6. 6.False According to
McClelland's theory,
people are born with
their needs for
power, achievement,
and affiliation.
7. 7.True Having a best friend
at work is one factor
that is characteristic
of the best
workplaces.
8. 8.False McClelland identifies
the need for personal
power as positive
and involving
problem solving to
further mutual goals.
9. 9.True Reinforcement
theory suggests
behavior tends to be
repeated if it has
positive
consequences and
tends not to be if it
has negative
consequences.
10. 10.False Job enrichment
consists of
increasing the
number of tasks in a
job to increase
variety and
motivation.
11. 11.Positive reinforcement The use of desirable
consequences to
strengthen a
particular behavior is
called
12. 12.reinforcement theory. The theory that
attempts to explain
behavior change by
suggesting that
behavior with
positive
consequences tends
to be repeated while
behavior with
negative
consequences tends
not to be repeated, is
called
13. 13.Maslow's self-actualization needs. McClelland's need
for achievement
corresponds most
closely to
14. 14.True A manager should reward
only desirable behavior, and
should do so as soon as
possible after the behavior
appears.
15. 15.True Something that inhibits a
given behavior can be called
reinforcement.
16. 16.Gainsharing. The marketing department at
State College was nearly
$8,000 under budget last
year due to a variety of cost-
cutting measures. This year
50% of the savings were
returned to the department
to spend as desired, as a
form of
17. 17.False ERG theory assumes that
three basic needs influence
behavior: esteem,
relatedness, and growth.
18. 18. pay for knowledge. Erica teaches fourth grade at
a local elementary school.
She significantly increased
her salary by earning a
master's degree in
education. This is an
example of
19. 19.False Feedback in the simple
motivation model serves to
tell you if you have
demanded appropriate
benefits.
20. 20. job enrichment The process of building into
a job such motivating
factors as recognition and
achievement is called
21. 21. Power According to the acquired
needs theory, the desire to
influence others is part of
the need for
22. 22.True According to expectancy
theory, for a person's
motivation to be high, he or
she must be high on all three
elements: instrumentality,
expectancy, and valence.
23. 23.False Negative reinforcement is
the process of weakening
behavior by presenting
something negative.
24. 24.resolve feelings of
injustice
In equity theory, employees
are motivated to
25. 25.extrinsic reward Craig's sales manager has
just told the group that all
sales in the month of
September will earn an extra
5% commission. The team
gets right to work, being
motivated by a(n)
26. 26.True Those with a high need for
affiliation may not be the
most efficient managers
because they resist making
decisions that make others
resent them.
27. 27.True One difference
between it and
Maslow's
theory is that
ERG theory
suggests that
more than one
level of needs
may be
activated at
one time.
28. 28.Meaningfulness of work According to
the job
characteristics
model, the
core job
characteristics
of skill variety,
task identity,
and task
significance
combine to
affect
29. 29.True Expectancy
theory
suggests that
people are
motivated by
how much
they want
something and
how likely they
think they are
to get it.
30. 30.False In equity
theory,
employees are
most
motivated to
make a change
under
circumstances
in which they
perceive all
parties to have
the same
ratios.
31. 31.False In two-factor
theory,
hygiene
factors include
achievement,
recognition,
and
responsibility.
32. 32.poor mental health Research
shows that
simplified jobs
lead to
33. 33.True Job
enrichment
requires some
vertical
loading rather
than just
horizontal
loading.
34. 34.Task significance Of the
following,
which is a core
job
characteristic?
35. 35.Job design ______
involves
division of an
organization's
work and
applies
motivational
theories to
jobs to
increase
satisfaction
and
performance.
36. 36.True Unfulfilled
needs are a
part of the
simple
motivation
model. - True
37. 37.True Alderfer's ERG
theory is a
need-based
perspective on
motivation.
38. 38.Help workers understand and accept the goals When using
goal-setting
theory to
motivate
employees,
managers
should
39. 39.Safety After a series
of bus
accidents, one
of which
resulted in a
critical injury
to a driver,
Inland Shuttle
drivers
received
additional
training and
buses were
retrofitted with
new braking
systems. This
helps to
satisfy which
of Maslow's
needs?
40. 40.False Research
shows that the
cubicle is a
motivational
environment
for most
employees.
41. 41.The rewards
require rarely
attainable
performance
Which of the following is not an advisable criterion for an effective
incentive plan?
42. 42.Gainsharing Which of the following is not a practice used to create a flexible
workplace?
43. 43.Supervisors According to Herzberg, which of the following is an example of a
hygiene factor?
44. 44.Motivation ______ is defined as the psychological processes that arouse and
direct goal-directed behavior.
45. 45.Vertical
loading
Gwen's job as an accounting assistant was recently modified to
include reconciling of bank accounts and delivering checks to the
bank, two tasks previously done by the accounting manager. This
increase in responsibility would best be described as
46. 46.True According to Alderfer's ERG theory, when one's higher-level needs
are frustrated, he or she will seek more intensely to fulfill lower-level
needs in what is called the frustration-regression component.
47. 47.False Content perspectives of motivation emphasize the emotions that
employees feel in the workplace.
48. 48. neither
satisfied nor
dissatisfied.
According to Herzberg's two-factor theory, in the zone between the
motivating factors and the hygiene factors, employees are
49. 49.False According to Maslow's theory, safety needs are the most basic, at the
lowest level in the hierarchy of needs.
50. 50.True Task significance describes the extent to which a job affects the lives
of other people, whether inside or outside the organization. - True
51. 51. do it in
conjunction
with positive
reinforcement.
When using punishment, a manager should
52. 52.Motivating According to Herzberg's two-factor theory, only ______ factors can
make employees satisfied with their jobs.
53. 53.The work
itself
According to Herzberg, which of the following is an example of a
motivating factor?
54. 54.True Stock options allow certain employees to buy stock at a future date
for a discounted price.
55. 55.Goal-setting
theory
Which of the following is a process perspective on motivation?
56. 56.False The use of reinforcement theory to change human behavior is called
behavior alteration.
57. 57.False According to the job characteristics model, job characteristics directly
affect the work outcomes.
58. 58.False A manager should administer punishment in public because the
embarrassment amplifies the punishment and therefore its
effectiveness.
59. 59.expect that
Brady will
reduce his
hours.
Brady went to his boss Lynn to complain that he got the same bonus
this quarter as everyone else, despite the longer hours he's been
putting in and his higher level of experience and efficiency. If Lynn
can't change the bonuses, she should
60. 60.
physiological,
safety, love,
esteem, and
self-
actualization.
Maslow's levels of needs, in order from lowest (most basic) to highest
level, are
61. 61.Desire for
personal
growth
Which of the following is a contingency factor in the job characteristics
model?
62. 62.True Job design that fits jobs to people is based on the assumption that
people are underutilized at work and that they want more variety and
responsibility.
63. 63.True According to Herzberg, motivating factors are the only factors
associated with job satisfaction.
64. 64.High need
for afflilation
Anne has excelled as a consultant for a large financial institution. She
loves building mutually beneficial relationships and is extremely well
liked by her clients. Anne likely has a
65. 65.Valence Chad was interviewing for jobs, and the HR manager at one firm told
him that the company pays the total health insurance costs for a family
of four. As a single man, this benefit did not seem especially important
to him right now. Here, Chad is low on the ______ element of the
expectancy theory.
66. 66.Esteem Which of the following is a higher-level need based on the four content
theory perspectives?
67. 67.True When GE paid employee smokers up to $750 to quit and stay off
cigarettes, it was an extrinsic reward.
68. 68.True Process perspectives try to explain why employees have different
needs and what behaviors they select to satisfy them.
69. 69.False In McClelland's acquired needs theory, the desire to excel at
challenging tasks is part of the need for power.
70. 70.clearly
communicate the
desired behavior.
In using reinforcement, a manager should
71. 71.True A job diagnostic survey can be used to identify problems with a
job's motivational characteristics and help determine if a job
redesign is appropriate.
72. 72.Negative
reinforcement
The process of strengthening a behavior by withdrawing
something negative is called
73. 73.Expectancy
theory
The theory under which people make the choice that promises
them the greatest reward if they think they can get it is
74. 74.instrumentality;
low.
At his review last year, Ryan was promised a big raise if he met
his production goals. Raises were included in today's paychecks,
and despite that Ryan has met all of his goals, he only received a
cost-of-living raise. In the future, Ryan's ______ will probably be
75. 75.the job
characteristics
model
The motivating potential score is calculated as part of using
76. 76.True Job design involves the division of an organization's work among
its employees and the application of motivational theories to jobs
to increase satisfaction and performance.
77. 77.Personal Janet is very aggressive at her job, and her coworkers complain
that she often manipulates them and her boss in order to get
ahead. She attempts to direct everything and everyone,
regardless of the consequences to others or even the
organization itself. Janet is expressing what type of need for
power?
78. 78.Punishment Your boss requires you to give up your company car since you
have missed your sales goals for three consecutive quarters. She
is using
79. 79.False According to Maslow, a person who is deprived in both
physiological and love needs will attempt to satisfy his or her love
needs first.
80. 80.Job
enlargement
The process of increasing the number of tasks in a job to increase
variety and motivation is called
81. 81.False Job simplification increases job satisfaction by allowing workers
to become expert at a fewer number of tasks.
82. 82.Autonomy The extent to which a job allows an employee to make decisions
about scheduling different tasks and deciding how to perform
them is called
83. 83.Task
significance
As a maintenance person for the Air Force, Craig services aircraft
engines, which protects the lives and safety of military personnel
and their ability to conduct missions. Craig's job has a high level
of
84. 84.It is not
challenging
enough
A goal that states "Attend work at least 80% of the time this
quarter" has which of the following problems?
85. 85.True Equity theory focuses on how fairly employees think they are
being treated compared to others.
86. 86.extinction It has been seven quarters since any employee has received a
bonus at R & G Mills, so now the possibility of getting one does
not seem to be motivating the workers any longer. In this case,
management has inadvertently applied
87. 87.True Specificity of goals can often be improved by making them
quantitative.
88. 88.Existence Which of the following is a need in Alderfer's ERG theory?
89. 89.True Janice has been difficult for some of her teammates to work with.
According to equity theory, if she were to receive a raise so as to
be compensated similarly to her peers, she would be more likely to
cooperate in a group setting.
90. 90.False Expectancy theory is considered a reinforcement perspective on
motivation.
91. 91.True According to Herzberg's two-factor theory, a worker's salary is not
a possible source of job satisfaction.
92. 92.True Managers use motivation to get talented people to
come work for them.
93. 93.Gainsharing A Scanlon plan is a type of ______ compensation
plan.
94. 94.decreased task identity Vanessa runs a flower shop. She recently made
some changes so that one employee answers
phones and does paperwork, while another creates
arrangements, and a third packages and delivers the
arrangements. Previously, each employee was
responsible for the order from the phone call
through the delivery. Vanessa's job redesign has
95. 95.False To be most motivating, goals should be set to be
very difficult, just out of the reach of workers, so that
they never stop pushing themselves.
96. 96.Herzberg's two-factor theory Which of the following is a need-based perspective
on motivation?
97. 97.False Pay for performance compensation plans base
employee pay on the number of job-relevant skills or
academic degrees they earn.
98. 98.False Management's assessment of fairness is most
important under equity theory.
99. 99. hygiene factors Anders is manager for a large freight company. He
has noticed low morale lately, perhaps because of
the cramped quarters and lack of raises this year
among workers on his shift. According to Herzberg,
Anders should first concentrate on
100. 100.Esteem The need for status, reputation, and recognition are
part of
101. 101.Process perspectives Theories that try to understand the thought
processes by which people decide how to act are
called
102. 102.pay-for-performance A sales commission is an example of a ______
compensation plan.
103. 103.True Though research does not clearly support Maslow's
theory, it reminds managers that employees have
needs beyond earning a paycheck.
104. 104.False Inputs, outputs, and comparisons are the essential
elements in goal-setting theory.
105. 105.high need for power Even when he started his first job, Galen was not
content to be just one of the employees. His boss
noticed that he often coached his coworkers about
ways to improve their work, even when it wasn't his
job. Galen probably has a
106. 106.False According to equity theory, increasing their inputs
is one way that employees deal with perceptions of
inequity.
107. 107.False Motivation can be directly observed in another's
behavior.
108. 108.have needs beyond that of
just earning a paycheck.
For managers, the importance of Maslow's
contribution is that he showed that workers
109. 109.Reactions A simple model of motivation does not include
which of the following?
110. 110.True If you are happy with accomplishment of a task
being its own reward, you may have a high need for
achievement.
111. 111.True In the job characteristics model, feedback is one of
the five core job characteristics.
112. 112.False An intrinsic reward is the payoff a person receives
from others for performing a particular task.
113. 113.Setting goals linked to an
action plan
According to goal-setting theory, which of the
following is necessary for goals to create high
motivation and performance?
114. 114.Simplification;enlargement Job ______ is the opposite of job
115. 115.Self-
actualization
An accounting firm provides employees with educational
reimbursements if they complete job-related coursework with a B
or better, which helps them meet which of Maslow's levels of
needs?
116. 116.Alderfer's
ERG theory
______ assumes that three basic needs influence behavior and
that they may be activated concurrently.
117. 117.intrinsic
reward
Arianna's management professor just told her class that the final
exam is optional for students like her who currently have an A. She
decides to take the exam anyway, since she likes the subject and
wants to master the material. Here, Arianna is motivated to take the
exam by a(n)
118. 118. make sure
pay levels,
policies, and
According to Herzberg's theory, the first thing managers of
employees who dislike their jobs should do is to
working
conditions are
reasonable.
119. 119.True In expectancy theory, a person's expectancy is her belief that a
particular level of effort will lead to a particular level of
performance.
120. 120.Expectancy After struggling with the training, Sachin is unsure whether he can
complete the end-of-year financial reporting with minimal errors in
the time allotted at his new job. In this case, Sachin is low on the
______ element of expectancy theory.
121. 121.False According to Maslow's theory, friendship and affection are esteem
needs.
122. 122.False In managing for motivation, you should think about employees as
capital assets.
123. 123. Support
organizational
change
When workers perceive they are being treated fairly on the job,
they are most likely to
124. 124.pay-for-
performance
Gabe has a summer job hand-dying shirts that will be sold on the
boardwalk. He is paid $3.50 per shirt. This is an example of a
______ compensation plan.
125. 125.False In Herzberg's theory, the lower-level needs are known as security
factors, and the higher-level needs are called motivating factors.
126. 126.False The extent to which a job allows an employee to make choices
about scheduling different tasks and deciding how to do them is
known as task identity.
127. 127.True In reinforcement theory, both extinction and punishment reduce
the likelihood that a given behavior will be repeated.
128. 128.False Employers need only focus on fulfilling the bottom two levels of
Maslow's hierarchy of needs.
129. 129.Profit sharing Mark's employer passes out checks at the end of each quarter,
representing an equitable portion of 5% of the company's pretax
profits for the previous period. This is known as
130. 130. Reduce
production errors
by 10 percent by
the end of the
quarter.
Which of the following is the best statement of a goal?
131. 131.False Emilio's sales manager just told his group about this year's
contest, the winner of which will take a lavish trip to France. Emilio
does not like to travel to places where he can't speak the language,
so he is not very enthusiastic. Here, Emilio's instrumentality is low.
132. 132.
Instrumentality
______ is the expectation that successful performance of the task
will lead to the desired outcome.
1. Administrative oversight given to
self-managed teams does not
implementing change.
include
2. After struggling with the accounting
training, Peter is unsure whether he
can complete the end-of-year
financial reporting with no errors in
the time allotted. In this case, Peter
is low on the ______ element of
expectancy theory.
expectancy
Expectancy is the belief that a particular level of
effort will lead to a particular level of
performance. You are asking yourself, "Will I be
able to perform at the desired level on a task?"
3. Anders is manager for a large freight
company. He has noticed low morale
lately, perhaps because of the
cramped quarters and lack of raises
this year among workers on his shift.
According to Herzberg, Anders
should first concentrate on
hygiene factors.
According to Herzberg, the lower-level needs,
hygiene factors, are factors associated with job
dissatisfaction, such as salary, working
conditions, interpersonal relationships, and
company policy. Managers of dissatisfied
employees must concentrate on these factors
first.
4. A(n) ______ is a visual
representation of the balanced
scorecard that enables managers to
communicate their goals.
strategy map
A strategy map is a visual representation of the
four perspectives of the balanced scorecard that
enables managers to communicate their goals so
that everyone in the company can understand
how their jobs are linked to the overall objectives
of the organization.
5. Be careful with jokes and informality
in ______; nonverbal language and
other subtleties are often lost so
jokes may be taken as insults.
e-mail
According to Table 15.7, you should be careful
with jokes and informality in e-mail. Nonverbal
language and other subtleties are lost, so jokes
may be taken as insults or criticism.
6. Because people are uncomfortable
with inconsistency between their
attitudes and behaviors, they will
seek to reduce
cognitive dissonance.
In 1957, social psychologist Leon Festinger
proposed the term cognitive dissonance to
describe the psychological discomfort a person
experiences between his or her cognitive attitude
and incompatible behavior. Because people are
uncomfortable with inconsistency, Festinger
theorized, they will seek to reduce the
"dissonance" or tension of the inconsistency.
7. A committee investigating the
impacts of health care reform on the
organization is an example of a(n)
_____.
informal team
A formal group is a group established to do
something productive for the organization and is
headed by a leader. A formal group may be a
division, a department, a work group, or a
committee. It may be permanent or temporary.
8. A committee investigating the
impacts of health care reform on the
organization is an example of a(n)
formal group
A formal group is a group established to do
_____. something productive for the organization and is
headed by a leader. A formal group may be a
division, a department, a work group, or a
committee. It may be permanent or temporary.
9. Committees, task forces, and matrix
structures promote ________
communication.
horizontal
Horizontal communication flows within and
between work units; its main purpose is
coordination. Horizontal communication is
encouraged through the use of committees, task
forces, and matrix structures.
10. The first step in the control process
is to
establish standards.
The four control process steps are (1) establish
standards; (2) measure performance; (3) compare
performance to standards; and (4) take corrective
action, if necessary (see Figure 16.4).
11. Gossip and rumor in an
organization are part of the _____,
which itself is a type of ______
communication channel.
grapevine; informal
Two types of informal communication channels
are (1) the grapevine and (2) management by
wandering around. The grapevine is the unofficial
communication system of the informal
organization, a network of gossip and rumor of
what is called "employee language."
12. House's revision of his theory puts
more emphasis on the need for
leaders to foster
intrinsic motivation.
Besides expanding the number of leader behavior
styles, House's revision of his theory also puts
more emphasis on the need for leaders to foster
intrinsic motivation through empowerment.
13. In equity theory, employees are
motivated to
resolve feelings of injustice.
Equity theory is based on the idea that employees
are motivated to see fairness in the rewards they
expect for task performance. Employees are
motivated to resolve feelings of injustice.
14. It has been seven quarters since
any employee has received a
bonus at R & G Mills, so now the
possibility of getting one does not
seem to be motivating the workers
any longer. In this case,
management has inadvertently
applied
extinction
Extinction is the weakening of behavior by
ignoring it or making sure it is not reinforced.
15. The ______ leadership approaches
attempt to determine the
distinctive styles used by effective
leaders
behavioral
Behavioral leadership approaches attempt to
determine the distinctive styles used by effective
leaders. Leadership styles are the combination of
traits, skills, and behaviors that leaders use when
interacting with others.
16. Managerial leadership is defined as
the process of influencing others
to understand and agree about
what needs to be done and the
process of
facilitating individual and collective efforts to
accomplish shared objectives.
Managerial leadership is "the process of
influencing others to understand and agree about
what needs to be done and the process of
facilitating individual and collective efforts to
accomplish shared objectives." Influencing is
leadership; the "facilitating" part is management.
17. One characteristic of incremental budgeting is
that it
locks managers into stable spending
arrangements.
One difficulty of incremental budgeting
is that incremental budgets tend to
lock departments into stable spending
arrangements; they are not flexible in
meeting environmental demands.
18. One characteristic of incremental budgeting is
that it
locks managers into stable spending
arrangements.
One difficulty of incremental budgeting
is that incremental budgets tend to
lock departments into stable spending
arrangements; they are not flexible in
meeting environmental demands
19. People with low self-esteem ______ than those
who with higher self-esteem.
are more dependent on others
Low-self-esteem people confronted
with failure have been found to have
focused on their weaknesses and to
have had primarily negative thoughts.
Moreover, they are more dependent on
others and are more apt to be
influenced by them and to be less
likely to take independent positions.
20. The process of building into a job such
motivating factors as recognition and
achievement is called
job enrichment.
Job enrichment consists of building
into a job such motivating factors as
responsibility, achievement,
recognition, stimulating work, and
advancement.
21. Productivity equals goods and services produced, divided
by labor, capital, energy, and materials.
Productivity is defined by the formula
of outputs divided by inputs for a
specified period of time. Outputs are all
the goods and services produced.
Inputs are not only labor but also
capital, materials, and energy.
22. Randy complained to his boss, Maryann, that
he received the same bonus this quarter as
everyone else, despite the longer hours he had
worked and his higher level of experience,
production, and efficiency. If Maryann can't
change the bonus, she should expect that
Randy might respond in any of the following
ways except _____.
ignoring his feeling of resentment and
trying harder in next quarter
Employees who feel they are being
underrewarded will respond to the
perceived inequity in one or more
negative ways, as by reducing their
inputs, trying to change the rewards
they receive, distorting the inequity,
changing the object of comparison, or
leaving the situation.
23. Savannah leads a task force charged with
restructuring the order-processing system in
the organization. The task force is composed of
her peers over whom she has little control, and
some of whom do not seem to respect her.
According to the contingency model, Savannah
should adopt a(n) ___________ leadership style
task-oriented
The situational control is very low,
and Fiedler's model suggests a task-
oriented style will be more effective.
24. The six areas of control are physical, human,
informational, financial, structural, and
cultural.
The six areas of organizational control
are physical, human, informational,
financial, structural, and cultural.
25. The theory under which people make the choice
that promises them the greatest reward if they
think they can get it is
expectancy theory.
Expectancy theory suggests people
are motivated by two things: how
much they want something and how
likely they think they are to get it. In
other words, assuming they have
choices, people will make the choice
that promises them the greatest
reward if they think they can get it.
26. Vanessa runs a flower shop. She
recently made some changes so that
one employee answers phones and
does paperwork, while another
creates arrangements, and a third
packages and delivers the
arrangements. Previously, each
employee was responsible for the
order from the phone call through the
delivery. Vanessa's job redesign has
decreased task identity.
Task identity describes the extent to which a job
requires a worker to perform all the tasks
needed to complete the job from beginning to
end.
27. When a pharmacist can't read a
prescription because of a doctor's
poor handwriting, it can be due to
________, which is defined as any
disturbance that interferes with the
transmission of a message.
noise
Noise is any disturbance that interferes with the
transmission of a message. It can occur in the
encoding or decoding, as when a pharmacist
can't read a prescription because of a doctor's
poor handwriting.
28. Which of the following areas of
control for organizations exerts
informal control?
Cultural
The cultural area is an informal method of
control. It influences the work process and
levels of performance through the set of norms
that develop as a result of the values and beliefs
that constitute an organization's culture.
29. Which of the following factors is most
relevant to a person's overall
satisfaction with his or her job?
Coworkers
A person's overall satisfaction with work
depends on how he or she feels about several
components, such as work, pay, promotions,
coworkers, and supervision.
30. Which of the following factors is
most relevant to a person's overall
satisfaction with his or her job?
Coworkers
A person's overall satisfaction with work
depends on how he or she feels about several
components, such as work, pay, promotions,
coworkers, and supervision
31. Which of the following is an
employee characteristic of relevance
in path-goal theory?
Need for achievement
In path-goal theory there are five employee
characteristics: locus of control, task ability,
need for achievement, experience, and need for
path-goal clarity (see Figure 14.2).
32. Which of the following is not a
reason why control is needed?
Control allows one to maintain authority over
employees.
Control is needed to adapt to change and
uncertainty; to discover irregularities and errors;
to reduce costs, increase productivity, or add
value; to detect opportunities; to deal with
complexity; and to decentralize decision making
and facilitate teamwork.
33. Which of the following is the most
appropriate media for a manager
advising employees of a revision to
the company's bonus structure?
Face-to-face meeting.
A rich medium like a face-to-face meeting is more
effective with nonroutine situations. This
provides an opportunity for feedback and
prevents information oversimplification in which
the receiver does not get enough information.
34. Which of the following statements
about leadership and management is
true?
Management and leadership are complementary
systems of action.
You see the words manager and leader used
interchangeably all the time. However, as one
leadership expert has said, "leaders manage and
managers lead, but the two activities are not
synonymous." Retired Harvard Business School
professor John Kotter suggests that one is not
better than the other—that, in fact, they are
complementary systems of action. The difference
is that management is about coping with
complexity, and leadership is about coping with
change.
35. Which of the
following statements
about the
contingency
leadership model is
correct?
It considers whether the task-oriented or relationship-oriented
leadership style is most appropriate.
Neither task-motivated nor relationship-motivated leadership
style is effective all the time, Fiedler's research concludes,
although each is right in certain situations (see Figure 14.1).
36. Which type of
communication is
highest in media
richness?
Face-to-face
Media richness indicates how well a particular medium conveys
information and promotes learning. That is, the "richer" a
medium is, the better it is at conveying information. Face-to-face
communication, also the most personal form of communication,
is the richest.
Chapter 13
1. (1) Spur
Competition
among
Employees
good conflict
2. (2) Change the
Organization's
Culture &
Procedures
making public moves
3. (3) Bring in
Outsiders for
new
Perspectives
Good so the company does not become inbred and resitant to change
4. (4) Use
Programmed
Conflict: Devil's
Advocacy & the
Dialectic
Method
Programmed conflict - is designed to elicit different opinions without
inciting people's personal feelings
--Devil's Advocacy- role playing criticism to test whether a proposal is
workable. Devil's advocacy is the process of assigning someone to
play the role of critic.
--The dialectic method- role playing two sides of a proposal to test
whether it is workable. The dialectic method is the process of having
two people or groups play opposing roles in a debate in order to
better understand a proposal.
5. 13.1 E Self-
Managed
Teams: Workers
with Own
Administrative
Oversight
Quality Circles- which consist of small groups of volunteers or
workers and supervisors who meet intermittently to discuss
workplace and quality related problems.
Self-managed Teams- are defined as groups of workers who are given
administrative oversight for their task domains
6. Action Teams Action Teams work to accomplish tasks that require people with (1)
specialzed training and (2) a high degree of coordination as on a
baseball team, with specialized athletes acting in coordination. EX
hospital surgery teams, airline cockpit crews, mountain-climbing
expeditions, police SWAT teams, and labor contract negotiating
teams
7. Adjourning Final Stage, Adjourning, members prepare for disbandment
8. Advice Teams Advice teams are created to broaden the information base for
managerial decisions. EX. committees, review panels, advisory
councils, employee involvement groups, and quality circles
9. BUILDING
EFFECTIVE
TEAMS
Two types of change are reactive and proactive. F
Forces for change may consist of forces outside the organization --
demographic characteristics, market changes, technological
advancements, and social and political pressures.
Or they may be forces inside the organization -- employee problems
and managers' behavior.
10. Can too little or
too much
Conflict Affect
Performance?
Too Little- Indolence. The organizational performance suffers
Too Much Conflict - Warfare. Workplace aggression and violence are
manisfestations of excessive conflict
11. Cohesiveness:
The Importance
of Togetherness
Cohesiveness the tendency of a group or team to stick together
12. Cross-
functional Team
Members composed of people from different departments, such as
sales and production, pursuing a common objective
13. Dealing with
Disagreements:
Five Conflict-
Handling Styles
(1) Avoiding - "Maybe the Problem Will Go Away"
(2) Accommodating - "Let's Do It Your Way"
(3) Forcing - "You have to do it my Way"
(4) Compromising - "Let's Split the Difference"
(5) Collaborating - "Let's Cooperate to Reach a Win-Win Solution that
Benefits Both Of Us"
14. FORMAL
GROUPS
Created to do productive work. A FORMAL GROUP is a group
established to do something productive for the organization and is
headed by a leader
15. Formal Groups
Versus Informal
Groups
Formal groups vs informal groups
16. Forming Forming is the process of getting oriented and getting acquainted.
High degree of uncertainty
17. Groups &
Teams: How do
they differ
group and team
18. Groups Versus
Teams
Teamwork promises to be a cornerstone of future management. A team
is different from a group. A group typically is management-directed, a
team self-directed. Groups may be formal, created to do productive
work, or informal created for friendship.
Work teams, which engage in collective work requiring coordinated
effort, may be organized according to four bsic purposes: advice,
production, project, and action. Two types of teams are quality circles
and self-managed teams.
19. Groupthink Irvin Janis is groupthink -- a cohesive group's blind unwillingness to
consider alternatives
20. How to
Stimulate
Constructive
Conflict
Four Ways
21. INFORMAL
GROUPS
Created for friendship. An INFORMAL GROUP is a group formed by
people seeking friendship and has no officially appointed leader,
although a leader may emergebb from the membership.
22. Large Teams 10-16 members for more resources & Division of Labor
Advantages
-More Resources, Division of Labor (in which the works divided into
particular tasks that are assigned to particular workers
Disadvantages
-Less interaction, Lower Morale, Social Loafing (the tendency of
people to exert less effort when working in groups than when working
alone.
23. Managing
Conflict
Conflict, an enduring feature of the workplace, is a process in which
one party perceives that its interests are being opposed or negatively
affected by another party. Conflict can be negative (Bad) or functional
(Good). Indeed, either too much or too little conflict can affect
performance. This section identifies seven sources of conflict in
organizations and also describes four ways to stimulate constructive
conflict.
24. More
Teamwork:
Why teamwork
is important
1) Increased productivity (2) Increased speed (3) Reduced costs (4)
Improved quality (4) Reduced destructive internal competition (5)
Improved workplace cohesiveness
25. Motivation
through Mutual
Accountability
Being mutually accountable
26. The Nature of Conflict is process in which one party perceives that its interests are
Conflict:
Disagreement Is
Normal
being opposed or negatively affected by another party.
bad for organizations. It is conflict that hinders the organization's
performance or threatens its interests: Dysfunctional conflict
CONSTRUCTIVE CONFLICT - good for organizations. This benefits
the main purposes of the organization and serves its interests:
Functional conflict or cooperative conflict is advantageous
27. Norming Third stage, Norming, conflicts are resolved, close relationships
develop, and unity and harmony emerge.
GROUP COHESIVENESS , a "we feeling" binding group members
together
28. Norms:
Unwritten Rules
for Team
Members
Norms are general guidelines or rules of behavior that most group or
team members follow.
-To clarify role expeectations - "You have to go along to get along."
-To help individuals aoid embarrassing situations --"Don't call
attention to yourself."
-To emphasize the group's important values and identity - "we're
known for being special"
29. Performance
Goals &
Feedback
Individuals and teams like this
30. Performing In Performing - members concentrate on solving problems and
completing the assigned task.
31. Preventing
Groupthink:
Making criticism
& Other
Perspectives
Permissible
(1) Allow Criticism
(2) Allow other Perspectives
32. Problem-solving
Team
Knowledge workers who meet as a temporary team to solve a
specific problem and then disband
33. Production
Teams
Production Teams are responsible for performing day-to-day
operations. EX mining teams, flight-attendant crews, maintenance
crews, assembly teams, data processing groups, and manufacturing
crews
34. Project Teams Project Teams work to do creative problem solving, often by applying
the specialized knowledge of members of a CROSS-FUNCTIONAL
TEAM, which is staffed with specialists pursuing a common objective.
EX task forces, research groups, planning teams, architect teams,
engineering teams, and development teams
35. Quality Circle Volunteers of workers and supervisors who meet intermittently to
discuss workplace and quality-related problems
36. The results of
groupthink:
Decision-
Making Defects
(1) Reduction in Alternative Ideas
(2) Limiting of other information
37. Roles: How
Team Members
A role is a socially determined expectation of how an indiviual shoul
behave in a specific position
are expected to
behave
TASK ROLE or TASK-ORIENTED ROLE, consists of behavior that
concentrates on getting the team's tasks done
MAINTENANCE ROLES; KEEPING THE TEAM TOGETHER.
maintenance role,or relationship-oriented role, consists of behavior
that fosters constructive relationships among team members
38. Self-managed
Team
Workers are trained to do all or most of the jobs in a work unit, have
no direct supervisor, and do their own day-to-day supervision
39. Seven Causes
of Conflict
Conflict Triggers
(1) Competition for scarce resources: When two parties need the
same things
(2) Time Pressure: When people believe there aren't enough hours to
do the work
(3) Inconsistent Goals or Reward systems: When people Pursue
Different Objectives
(4) Ambiguous Juriadictions: When Job Boundaries are Unclear
(5) Status Differences: When There Are Inconsistencies in Power &
Influence
(6) Personality Clashes: When Individual Differences Can't Be
resolved
(7) Communication Failures: When People Misperceive &
Misunderstood
40. Size: Small Teams or Large Teams Size is often determined by a team's
purpose
41. Small Teams 2-9 members for better interaction &
Morale
Advantages
-Better interaction
-Better Morale
Disadvantages
-Fewer resources, possibly less
ninnovation, unfair work distribution
42. Stages of Group & Team Development groups may evolve into teams by going
through five stages of deelopment:
forming, storming, norming, performing
and adjourning
43. Storming Second stage, Storming, is characterized
by the emergence of individual
personalities and roles and conflicts
within the group.
44. Symptoms of Groupthink (1) Invulerability, inherent, morality, and
sterotyping of opposition
(2) Rationalization and self-censorship
(3) Illusion of unanimity, peer pressure,
and mindguards
(4) Groupthink versus "the wisdom of
crowds"
45. Top-management Team Members consist of the CEO, president,
and top department heads and work to
help the organization achieve its mission
and goals
46. Various Types of Teams These teams are not mutually exclusive.
Work Teams, for instance may also be
self-managed, cross functional, or virtual
47. Virtual Team Members interact by computer network to
collaborate on projects
48. Ways to build collaborative teams:
Eight Factors That Lead to Success
(1) Investing in signature relationship
practices
(2) Modeling Collaborative behavior
(3) Creating a "gift culture."
(4) Ensuring the requisite skills
(5) Supporting a strong sense of
community
(6) Assigning team leaders that are both
task - and - relationship - oriented
(7) Building on heritage relationships
(8) Understanding role clarity and task
ambiguity
49. What a GROUP is A group is defined as two or more freely
interacting individuals who share collectie
norms, share collective goals, and have a
common identity
50. What a TEAM is Team is defined as a small group of people
with complementary skills who are
committed to a common purpose,
performance goals, and approach for which
they hold themselves mutually accountable.
51. Work Team Members engage in collective work
requiring coordinated effort
DIFFERENT TYPES: advice, production,
project, or action
52. Work Teams for four Purposes Advice, Production, Project, Action
1. action team works toward accomplishing tasks
where people with specialized training
and a high degree of coordination are
required
2. adjourning members prepare for disbandment
3. cohesiveness tendency of a group or team to stick
together
4. conflict process in which one party perceives
that its interests are being opposed or
negatively affected by another party
5. the conflict-handling style in which a person
neglects their own concerns and allows the
concerns of another to prevail is known as
______
accomodating
6. ______ conflict is defined as interpersonal
opposition based on personal dislike,
disagreement, or differing styles
personality
7. continuous improvement team volunteers of workers and supervisors
who meet intermittently to discuss
workplace and quality-related problems;
formerly called quality circle
8. cooperating when their efforts are systematically
integrated to achieve a collective
objective
9. cross-functional team members composed of people from
different departments, such as sales and
production, pursuing a common
objective
10. devil's advocacy is the process of assigning someone to
play the role of critic
11. dialectic method is the process of having two people or
groups play opposing roles in a debate
in order to better understand a proposal
12. division of labor the work is divided into particular tasks
that are assigned to particular workers
13. during the ______ stage of team
development, close relationships develop
and unity and harmony emerge
norming
14. dysfunctional conflict (negative conflict) conflict that hinders the organizations's
performance or threatens its interests
15. empathy try to experience the other person's
feelings and point of view, showing you
are truly listening by using expressions
as "I appreciate how you feel"
16. equality treat the other's status and ideas as equal
to yours, allowing that person time to
completely express his or her opinions
17. formal group group assigned by organizations or its
managers to accomplish specific goals
18. forming is the process of getting oriented and
getting acquainted
19. functional conflict which benefits the main purposes of the
organization and serves its interests
20. group (1) two or more freely interacting
individuals who (2) share norms, (3)
share goals, and (4) have a common
identity
21. group cohesiveness a "we feeling" binding group members
together
22. a group that is created to do something
productive for the organization and is
headed by a leader is called a ______
formal group
23. groupthink a cohesive group's blind unwillingness to
consider alternatives
24. individuals are said to be cooperating when
______
their efforts are systematically integrated
to achieve a collective objective
25. informal group group formed by people whose
overriding purpose is getting together for
friendship or a common interest
26. ______ is a "we feeling" that binds group
members together
group cohesiveness
27. a ______ is defined as a small group of people
with complementary skills who are committed
to a common purpose, performance goals,
and approach for which they hold themselves
mutually accountable
team
28. ______ is ordering an outcome, when a
manager relies on his or her formal authority
and power to resolve a conflict, but the needs
of the other party are largely ignored
forcing or dominating
29. ______ is the conflict-handling style that both
parties give up something to gain something
compromising
30. ______ is the process of having two people or
groups play opposing roles in a debate to
better understand a proposal
the dialectic method
31. maintenance role (relationship-oriented role) consists of behavior that fosters
constructive relationships among team
members
32. norming conflicts are resolved, close
relationships develop, and unity and
harmony emerge
33. norms general guidelines or rules of behavior
that most group or team members
follow
34. openness state your views openly and honesty,
not trying to disguise the real object of
your disagreement
35. performing members concentrate on solving
problems and completing the assigned
task
36. personality conflict interpersonal opposition based on personal
dislike or disagreement
37. positiveness be positive about the other person and your
relationship
38. problem-solving team knowledgeable workers who meet as a
temporary team to solve a specific problem
and then disband
39. production team responsible for performing day-to-day
operations
40. programmed confilct elicit different opinions without inciting
people's personal feelings
41. project team works to do creative problem solving, often
by applying the specialized knowledge of
member of a cross-functional team
composed of specialists
42. A ______ role is behavior that
concentrates on getting the team's
work done
task
43. roles socially determined expectations of how
individuals should behave in a specific
position
44. self-managed team workers are trained to do all or most of the
jobs in a work unit, have no direct
supervisor, and do their own day-to-day
supervision
45. social loafing the tendency of people to exert less effort
when working in groups then working alone
46. storming is characterized by the emergence of
individual personalities and roles and
conflicts within the group
47. supportiveness let the other person know you want to find a
resolution that will benefit you both
48. task role (task-oriented role) consists of behavior that concentrates on
getting the team's tasks done
49. team a small group of people with complimentary
skills who are committed to a common
purpose, performance goals, and approach
for which they hold themselves mutually
accountable
50. a team composed of people from different
departments who are pursuing a common
objective is called a ______
cross-functional team
51. top-management team members consist of the
CEO, president, and
top department heads
and work to help the
organization achieve
its mission and goals
52. trust reciprocal faith in
others' intentions and
behaviors
53. two or more freely interacting individuals
who share collective norms, share
collective goals, and have a common
identity are called a ______
group
54. virtual team members interact by
computer network to
collaborate on projects
55. which of the following is not one of the
five stages of team development
reforming
56. work team members engage in
collective work
requiring coordinated
effort; purpose of team
is advice, production,
project, or action
57. a work team that works to accomplish
tasks that require people with specialized
training and a high degree of coordination
is called an ______
action team
1. adjourning members prepare for
disbandment
2. cohesiveness the tendency of a group or team
to stick together
3. conflict is a process in which one party
perceives that its interests are
being opposed or negatively
affected by another party
4. continuous improvement teams which consists of small groups of
volunteers or workers and
supervisors who meet
intermittently to discuss
workplace- and quality-related
problems
5. cooperating when their efforts are
systematically integrated to
achieve a collective objective
6. cross-functional team which is staffed with specialists
pursing a common objective
7. devil's advocacy is the process of assigning
someone to play the role of
critic/role-playing criticism to test
whether a proposal is workable
8. dialectic method is the process of having two
people or groups play opposing
roles in a debate in order to better
understand a proposal
9. division of labor in which the work is divided into
particular tasks that are assigned
to particular workers
10. dysfunctional conflict the tendency people to exert less
effort when working in groups
than when working alone
11. formal group is a group established to do
something productive for the
organization and is headed by a
leader
12. forming is the process of getting oriented
and getting acquainted
13. functional conflict which benefits the main purpose
of the organization and serves its
interests
14. group is defined as two or more freely
interacting individuals who share
collective norms, collective goals,
and have a common identity
15. group cohesiveness a "we feeling" binding group
members together
16. groupthink a cohesive group's blind
unwillingness to consider the
alternatives
17. informal group is a group formed by people
seeking friendship and has no
officially appointed leader,
although a leader may emerge
from the membership
18. maintenance role relationship-oriented role,
consists of behavior that fosters
constructive relationships among
team members
19. norming conflicts are resolved, close
relationships develop, and unity and
harmony emerge
20. norms are general guidelines or rules of
behavior that most group or team
members follow
21. performing members concentrate on solving
problems and completing the
assigned task
22. personality conflict is defined as interpersonal opposition
based on personal dislike,
disagreement, or differing styles
23. programmed conflict is designed to elicit different opinions
without inciting people's personal
feelings
24. roles are socially determined expectations
of how individuals should behave in a
specific position
25. self-managed teams are defined as groups of workers who
are given administrative oversight for
their task domains
26. social loafing the tendency of people to exert less
effort when working in groups than
when working alone
27. storming is characterized by the emergence of
individual personalities and roles and
conflicts within the group
28. task role task-oriented role, consists of
behavior that concentrates on getting
the team's task done
29. team is defined as a small group of people
with complementary skills who are
committed to a common purpose,
performance goals, and approach for
which they hold themselves mutually
accountable
30. trust is defined as reciprocal faith in other'
intentions and behaviors
1. Accommodating
Avoiding
Which of the
following are the
Forcing
Compromising
Collaborating
five primary styles
for dealing with
conflict?
2. Adjourning __________ the
final stage of team
development, and
is when members
prepare to disband.
3. advice A(n) ______ team is
created to broaden
the information
base needed for
making managerial
decisions.
4. Advocate for participative leadership
Develop and mentor others
Be sensitive to the needs of others
Which of the
following are
potential ways to
build cross-cultural
relationships?
5. Allow individuals and outside experts to present other
perspectives
Encourage each member of the team or group to
provide criticism
Which two of the
following are ways
managers can
prevent
groupthink?
6. Bring in outsiders for new perspectives
Make changes to the organization's procedures
Use the devil's advocacy and dialect methods
Create competition among employees
Which four of the
following are ways
managers can
stimulate
constructive
conflict?
7. Chance for meaningful participation
Skills training
Which of the
following are
potential benefits
for the participants
of continuous
improvements
teams?
8. cohesiveness The third
consideration in
developing an
effective team is
____________,
which is defined as
the tendency of a
group or team to
stick together.
9. cohesiveness The "we" feeling
that binds groups
members together
is called:
10. Conflict ________ is a process in which one party perceives
that its interests are being opposed or negatively
affected by another party.
11. constructive conflict Conflict that benefits the main purposes of the
organization or serves its interests is known as:
12. cross-functional A ________________ team is a team composed of
people from different departments, such as sales
and production, who are pursuing a common
objective.
13. Cultural adjustment Which of the following is not considered a form of
programmed conflict?
14. the dialect method Peter divided his team into two different teams that
played opposing roles in a debate. This is known
as:
15. division of labor Large teams often divide work into particular tasks
that are assigned to particular workers. This is
known as _________________.
16. Dysfunctional conflict ______________________ hinders the
organization's performance or threatens its
interests.
17. exhibit self-censorship Individuals in a team that is experiencing
groupthink will likely _______________________,
which aids in stifling debate of alternative courses
of action among team members.
18. formal A(n) ______ group is established by the
organization to accomplish specific goals.
19. forming The stage of group and team development that
involves getting oriented and acquainted is known
as:
20. group Connor, Luke, and Mason choose to meet with
each other regularly at work to discuss video
games. They share collective norms and goals, and
have a common identity. This is an example of a
_____.
21. groupthink People in Amy's group rarely offer contradicting
opinions. the group is very cohesive and unwilling
to consider alternatives or think outside the box.
This is an example of __________.
22. informal A group formed by people seeking friendship that
has no official leader or specific organizational
goal is called a(n) ________ group.
23. ______________ is the tendency for
people to exert less effort when working in
groups than when working alone, and they
can also draw the team into their negative
energy field and drag it down.
Social loafing
24. Lack of ethical consideration
Pressure to conform
An illusion of unanimity
Which of the following are
symptoms of a team
suffering from groupthink?
25. large A team with 10-16
members would be
considered a(n) _____
team.
26. A limitation of individuals bringing in new
information
Less alternative ideas being brought to
the table by members A potential
implication of a team suffering from
groupthink is:
A limitation of individuals
bringing in new
information
Less alternative ideas
being brought to the table
by members
27. Mountain-climbing expedition
Airline cockpit crew
Hospital surgical team
Police SWAT team
Based on their core
characteristics, which of
the following could be
considered action teams?
28. norming During the _______ stage
of team development,
conflicts are resolved,
close relationships
develop, and unity and
harmony emerge.
29. norms Most group members will
follow _____, which are the
rules and guidelines for
behavior that differentiate
between acceptable and
unacceptable behaviors.
30. The organization
Their team
Themselves
Members of teams will
develop their roles based
on the expectations of
which of the following?
31. performing During the __________
stage, team members
focus on completing
assigned tasks.
32. Personality conflicts
Intergroup conflicts
Multicultural conflicts
Which three of the
following are considered
control triggers?
33. The pit crew at an automobile race
The basketball squad at your university
Which of the following are examples of
teams?
34. production team A(n) _______________ is responsible for
performing day-to-day operations; example
include a mining team, flight-attendant
crews, and maintenance crews.
35. role A(n) ____ is a set of behaviors that people
expect of occupants in a certain position.
36. self-managed team A _________________ consists of workers
who are trained to do all or most of the jobs
in a work unit, have no direct supervision,
and do their own day-to-day supervision.
37. Show predictability
Show respect
Offer support
Which of the following are potential
methods to build trust in your team
members?
38. Size
Motivation through mutual
accountability
Groupthink
Clear performance goals and feedback
Cohesiveness
Which of the following are among the
seven considerations for transforming a
group into an effective team?
39. storming In Michelle's group, individual members are
beginning to assert their personalities and
the group is beginning to experience
interpersonal conflict amongst its
members. Michelle's group is entering the
________ stage of group development.
40. team A ____ is a group of people with
complimentary skills who are committed to
a common purpose, performance goals,
and approach for which they hold
themselves mutually accountable.
41. Teams _____ work intensely with each other to
achieve a specific, overriding, common
objective, holding themselves mutually
accountable for its achievement.
42. There is meta-analytic evidence to support
the notion that cooperation is superior to
competition in promoting achievement and
productivity.
Meta-analytic evidence supports the
notion that cooperation is superior to
individual effort in promoting achievement
and productivity.
Which of the
following statements
is accurate
concerning research
evidence about
cooperation as a
consideration to
building an effective
team?
43. They are unwritten.
They point out the boundaries between
acceptable and unacceptable behavior.
They have a powerful influence on group
and organizational behavior.
Which of the
following are true
statements about
norms?
44. to emphasize important values
to avoid embarrassing situations
to clarify role expectations
to help the group survive
Recall the four
reasons norms tend
to be enforced by
team members:
45. work The four types of
____ teams are
advice teams,
production teams,
project teams, and
action teams.
46. Workers not feeling they are being
exploited by others.
Work is considered meaningful.
Which of the
following conditions
supports teamwork?
1. 1. Advice Teams created to broaden the information
base for managerial decisions.
2. 1. Personality Conflicts defined as interpersonal opposition
based on personal dislike,
disagreement, or differing styles.
often begin with instances of
workplace incivility, or employees'
lack of regard for each other
3. 2. Intergroup Conflicts Inconsistent goals or reward systems
—when people pursue different
objectives.
Ambiguous jurisdictions—when job
boundaries are unclear.
Status differences—when there are
inconsistencies in power and
influence
4. 2. Production Teams responsible for performing day-to-day
operations.
5. 3. Multicultural Conflicts "Be sensitive to others' needs" and
"Be cooperative" are tied for second
place.
1. Be a good listener.
2. Be sensitive to others' needs.
3. Be cooperative, not overly
competitive.
4. Advocate inclusive (participative)
leadership.
5. Compromise rather than dominate.
6. Build rapport through
conversations.
7. Be compassionate and
understanding.
8. Avoid conflict by emphasizing
harmony.
9. Nurture others (develop and
mentor).
6. 3. Project Teams creative problem solving
cross-functional team, which is
staffed with specialists pursuing a
common objective.
7. 4. Action Teams accomplish tasks that require people
with (1) specialized training and (2) a
high degree of coordination
8. 4. Performance Goals &
Feedback
purpose needs to be defined in terms
of specific, measurable performance
goals with continual feedback to tell
team members how well they are
doing.
9. Cohesiveness the tendency of a group or team to
stick together.
10. Communication failures when people misperceive and
misunderstand.
11. Competition for scarce
resources
when two parties need the same
things.
12. conflict as a manager you will encounter more
subtle, nonviolent forms: opposition,
criticism, arguments.
13. conflict is a process in which one party
perceives that its interests are being
opposed or negatively affected by
another party.
14. continuous improvement teams which consist of small groups of
volunteers or workers and
supervisors who meet intermittently
to discuss workplace- and quality-
related problems.
15. Cooperation their efforts are systematically
integrated to achieve a collective
objective
16. Devil's advocacy the process of assigning someone to
play the role of critic to voice possible
objections to a proposal and thereby
generate critical thinking and reality
testing
17. The dialectic method process of having two people or
groups play opposing roles in a
debate in order to better understand a
proposal.
18. Dysfunctional conflict bad for organizations.
conflict that hinders the
organization's performance or
threatens its interests.
sometimes called negative conflict.
19. Five Conflict-Handling Styles Avoiding—"Maybe the Problem Will
Go Away"
Accommodating—"Let's Do It Your
Way"
Forcing—"You Have to Do It My Way"
Compromising—"Let's Split the
Difference"
Collaborating—"Let's Cooperate to
Reach a Win-Win Solution That
Benefits Both of Us"
20. Formal groups created to do productive work
a group established to do something
productive for the organization and is
headed by a leader.
21. Functional conflict good for organizations
benefits the main purposes of the
organization and serves its interests.
also called constructive conflict or
cooperative conflict—is considered
advantageous.
22. Groupthink a cohesive group's blind
unwillingness to consider
alternatives.
23. How can I as a manager build an
effective team?
To build a group into a high-
performance team, managers must
consider matters of cooperation,
trust, and cohesiveness, followed by
performance goals and feedback,
motivation through mutual
accountability, team size, roles,
norms, and awareness of groupthink.
24. How is one collection of workers
different from any other?
Teamwork promises to be a
cornerstone of future
management. A team is different
from a group. A group typically is
management-directed, a team self-
directed. Groups may be formal,
created to do productive work, or
informal, created for friendship.
Work teams, which engage in
collective work requiring
coordinated effort, may be
organized according to four basic
purposes: advice, production,
project, and action. Two types of
teams are continuous
improvement and self-managed
teams.
25. HOW TO BUILD & MAINTAIN TRUST
WITH TEAM MEMBERS
Communicate truthfully.
Offer support
Show respect
Show fairness
Show predictability
26. HOW TO ENHANCE
COHESIVENESS IN TEAMS: TEN
FACTORS THAT LEAD TO SUCCESS
1. Keep the team small.
2. Encourage members'
interaction and cooperation.
3. Emphasize members' common
characteristics.
4. Strive for a favorable public
image to enhance the team's
prestige.
5. Give each member a stake in
the team's success—a "piece of
the action."
6. Point out threats from
competitors to enhance team
togetherness.
7. Ensure performance standards
are clear, and regularly update
members on team goals.
8. Frequently remind members
they need each other to get the job
done.
9. Direct each member's special
talents toward the common goals.
10. Recognize each member's
contributions.
27. Informal groups created for friendship
group formed by people seeking
friendship and has no officially
appointed leader, although a
leader may emerge from the
membership.
28. Large Teams: 10-16 Members for
More Resources & Division of Labor
More resources
division of labor, in which the work
is divided into particular tasks that
are assigned to particular workers.
Less interaction, Lower morale,
Social loafing
29. most essential
considerations in
building a group
into an effective
team
(1) cooperation, (2) trust, and (3) cohesiveness (4) performance
goals and feedback, (5) motivation through mutual accountability,
(6) size, (7) roles, (8) norms, and (9) awareness of groupthink.
30. Norms general guidelines or rules of behavior that most group or team
members follow.
31. Personality
clashes
when individual differences can't be resolved.
32. Preventing
Groupthink:
Making Criticism
& Other
Perspectives
Permissible
Allow criticism. Each member of a team or group should be told to
be a critical evaluator, able to actively voice objections and doubts.
Allow other perspectives. Outside experts should be used to
introduce fresh perspectives.
33. Programmed
conflict
designed to elicit different opinions without inciting people's
personal feelings
34. The Results of
Groupthink:
Decision-Making
Defects
Reduction in alternative ideas
Limiting of other information
35. Roles socially determined expectations of how individuals should behave
in a specific position
36. Self-managed
teams
defined as groups of workers who are given administrative
oversight for their task domains.
37. Since conflict is a
part of life, what
should a manager
know about it in
order to deal
successfully with
it?
Conflict, an enduring feature of the workplace, is a process in which
one party perceives that its interests are being opposed or
negatively affected by another party. Conflict can be dysfunctional
(bad) or functional (good). Indeed, either too much or too little
conflict can affect performance. This section identifies three
sources of conflict in organizations and also describes four ways to
stimulate constructive conflict.
38. Small Teams: 2-9
Members for
Better Interaction
& Morale
Better interaction
Better morale.
Fewer resources
Possibly less innovation
Unfair work distribution
39. Social loafing the tendency of people to exert less effort when working in groups
than when working alone.
40. suggestions for
managing virtual
workers
Take Baby Steps & Manage by Results
State Expectations
Write It Down
Communicate, but Be Considerate
Be Aware of Cultural Differences
Meet Regularly
41. Symptoms of
Groupthink
Invulnerability, inherent morality, and stereotyping of opposition.
Rationalization and self-censorship.
Illusion of unanimity, peer pressure, and mindguards.
Groupthink versus "the wisdom of crowds."
42. Three Kinds of
Conflict
Personality, Intergroup, & Cross-Cultural
Three of the principal ones are (1) between personalities, (2) between
groups, and (3) between cultures.
43. Time pressure when people believe there aren't enough hours to do the work.
44. Too little conflict
—indolence
tend to be plagued by apathy, lack of creativity, indecision, and
missed deadlines. The result is that organizational performance
suffers.
45. Too much
conflict—warfare
can erode organizational performance because of political infighting,
dissatisfaction, lack of teamwork, and turnover.
46. Trust defined as reciprocal faith in others' intentions and behaviors.Trust
is based on credibility—how believable you are based on your past
acts of integrity and follow-through on your promises.
47. Two types of
team roles are
task and
maintenance.50
task role, or task-oriented role, consists of behavior that
concentrates on getting the team's tasks done.
maintenance role, or relationship-oriented role, consists of behavior
that fosters constructive relationships among team members.
48. What a Group Is A Collection of People Performing as Individuals
defined as two or more freely interacting individuals who share
collective norms, share collective goals, and have a common
identity.
49. What a Team Is A Collection of People with Common Commitment
defined as a small group of people with complementary skills who
are committed to a common purpose, performance goals, and
approach for which they hold themselves mutually accountable.
50. Why Norms Are Enforced:
Four Reasons
To help the group survive—"Don't do anything that will hurt
us."
To clarify role expectations—"You have to go along to get
along."
To help individuals avoid embarrassing situations—"Don't
call attention to yourself."
To emphasize the group's important values and identity
—"We're known for being special."
51. WHY TEAMWORK IS
IMPORTANT
Increased productivity
Increased speed
Reduced costs
Improved quality
Reduced destructive internal competition
Improved workplace cohesiveness
52. Work Teams for Four
Purposes
Advice, Production, Project, & Action
