Contemporary Management 11Th Edition By Gareth Jones -Test Bank

 

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Sample Test

Contemporary Management, 11e (Jones)

Chapter 3   Values Attitudes, Emotions, and Culture: The Manager as a Person

 

1) In order to complete projects quickly, Bennett, a hard worker, prefers not to spend work time chatting with coworkers or attending social gatherings with them. Bennett is high in extraversion.

 

Answer:  FALSE

Explanation:  People who are low in extraversion may be highly effective and efficient, especially when their jobs do not require much social interaction.

Difficulty: 2 Medium

Topic:  Big Five personality dimensions

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Apply

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

2) The employees of Burger Prince enjoy their work very much. This is largely due to their manager, Violet, who is always sympathetic to the needs of her employees and is seldom uncooperative. Violet can be said to be low on the agreeableness continuum.

 

Answer:  FALSE

Explanation:  Managers who are high on the agreeableness continuum are likable, tend to be affectionate, and care about other people. Managers who are low on agreeableness may be somewhat distrustful of others, unsympathetic, uncooperative, and even at times antagonistic.

Difficulty: 2 Medium

Topic:  Agreeableness

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Understand

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

 

 

3) Carlos, a manager at Carz Autobody, always appears to be happy. He rarely exhibits negative emotions and moods and is always optimistic about himself and others. If you were his manager, you would tell Carlos that he needs to reduce his negative affectivity.

 

Answer:  FALSE

Explanation:  Managers who are low on negative affectivity do not tend to experience many negative emotions and moods and are less pessimistic and critical of themselves and others.

Difficulty: 2 Medium

Topic:  Negative affectivity

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Apply

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

4) Successful managers who take chances and use new methods in their planning and decision making are likely low on openness to experience.

 

Answer:  FALSE

Explanation:  Managers who are high on openness to experience may be especially likely to take risks and be innovative in their planning and decision making.

Difficulty: 2 Medium

Topic:  Big Five personality dimensions

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Understand

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation

 

5) Joleen has just been promoted to president of her company. It is likely that she has a high need for power, which is an important trait in high-level managers.

 

Answer:  TRUE

Explanation:  The need for power is the extent to which an individual desires to control or influence others. Research suggests that high needs for achievement and for power are assets for first-line and middle managers and that a high need for power is especially important for upper-level managers.

Difficulty: 2 Medium

Topic:  Need for power

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Apply

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

 

 

6) The need for affiliation is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.

 

Answer:  FALSE

Explanation:  The need for achievement is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.

Difficulty: 1 Easy

Topic:  Need for achievement

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Remember

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

7) A personal belief or opinion about lifelong goals or objectives is a terminal value.

 

Answer:  TRUE

Explanation:  A terminal value is a personal conviction about lifelong goals or objectives.

Difficulty: 1 Easy

Topic:  Values

Learning Objective:  03-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom’s:  Remember

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

8) Organizational citizenship behaviors (OCBs) are required behaviors of organization members that contribute to organizational efficiency and effectiveness.

 

Answer:  FALSE

Explanation:  Organizational citizenship behaviors (OCBs) are behaviors that are not required of organization members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage.

Difficulty: 2 Medium

Topic:  Behaviors

Learning Objective:  03-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom’s:  Understand

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

 

 

9) Emotional intelligence helps managers understand and relate well to subordinates and to energize them to aid the organization in attaining its goals.

 

Answer:  TRUE

Explanation:  Emotional intelligence helps managers understand and relate well to other people. It also helps managers maintain their enthusiasm and confidence and energize subordinates to help the organization attain its goals.

Difficulty: 1 Easy

Topic:  Emotional intelligence

Learning Objective:  03-04 Describe the nature of emotional intelligence and its role in management.

Bloom’s:  Remember

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

10) As CEO of a conservative company, Rashid is likely to emphasize a top-down approach to planning, which can slow down decision making.

 

Answer:  TRUE

Explanation:  Top-down planning may require a formal review process of suggestions from lower-level managers, slowing down the decision-making process. Managers in an organization with an innovative culture have a more flexible approach to planning.

Difficulty: 2 Medium

Topic:  Organizational culture

Learning Objective:  03-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom’s:  Apply

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

 

 

11) Managers who are low on extraversion tend to

1.   A) experience positive moods and emotions frequently.

2.   B) be friendly, affectionate, and highly social.

3.   C) be highly ineffective and inefficient in jobs that require little social interaction.

4.   D) view the world and their life with little optimism.

5.   E) always feel good about themselves and other people.

 

Answer:  D

Explanation:  Extraversion is the tendency to experience positive emotions and moods and feel good about oneself and the rest of the world. Managers who are low on extraversion (often called introverts) tend to be less inclined toward social interactions and to have a less positive outlook.

Difficulty: 1 Easy

Topic:  Big Five personality dimensions

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Remember

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

12) As a manager who is high on the extraversion continuum, Farid is likely to

1.   A) have a less optimistic outlook on life.

2.   B) feel good about himself and other people.

3.   C) be socially inept and avoid interacting with other people.

4.   D) be ineffective in situations which call for high levels of social interaction.

5.   E) be less outgoing and friendly than other people.

 

Answer:  B

Explanation:  Extraversion is the tendency to experience positive emotions and moods and feel good about oneself and the rest of the world. Managers who are high on extraversion (often called extraverts) tend to be sociable, affectionate, outgoing, and friendly.

Difficulty: 2 Medium

Topic:  Big Five personality dimensions

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Understand

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation

 

 

 

13) Marco is the product manager at Lawns R Us. He is sociable, affectionate, outgoing, and friendly with his employees and clients. How would you rate him on the Big Five personality traits?

1.   A) Marco is low on conscientiousness.

2.   B) Marco is low on openness to experience.

3.   C) Marco is high on introversion.

4.   D) Marco is high on extraversion.

5.   E) Marco is low on agreeableness.

 

Answer:  D

Explanation:  Extraversion is the tendency to experience positive emotions and moods and to feel good about oneself and the rest of the world. Managers who are high on extraversion tend to be sociable, affectionate, outgoing, and friendly.

Difficulty: 2 Medium

Topic:  Big Five personality dimensions

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Apply

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

14) George is an effective and efficient manager. However, he tends to be pessimistic and avoids social interactions. How would you categorize him using the Big Five personality traits?

1.   A) low on extraversion

2.   B) high on negative affectivity

3.   C) low on organizational commitment

4.   D) low on introversion

5.   E) low on conscientiousness

 

Answer:  A

Explanation:  Managers who are low on extraversion (often called introverts) tend to be less inclined toward social interactions and to have a less positive outlook.

Difficulty: 2 Medium

Topic:  Big Five personality dimensions

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Apply

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

 

 

15) ________ is the tendency to experience negative emotions and moods.

1.   A) Extraversion

2.   B) Agreeableness

3.   C) Negative affectivity

4.   D) Affiliation

5.   E) Openness to experience

 

Answer:  C

Explanation:  Negative affectivity is the tendency to experience negative emotions and moods, to feel distressed, and to be critical of oneself and others.

Difficulty: 1 Easy

Topic:  Negative affectivity

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Remember

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

16) ________ is the tendency to be highly critical of oneself and of others.

1.   A) Agreeableness

2.   B) Extraversion

3.   C) Negative affectivity

4.   D) Affiliation

5.   E) Openness to experience

 

Answer:  C

Explanation:  Negative affectivity is the tendency to experience negative emotions and moods, to feel distressed, and to be critical of oneself and others.

Difficulty: 1 Easy

Topic:  Negative affectivity

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Remember

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

 

 

17) Emily is seldom in a bad mood and is always optimistic about herself and others. It can be said that Emily is low on

1.   A) negative affectivity.

2.   B) agreeableness.

3.   C) affiliation.

4.   D) positive affectivity.

5.   E) extraversion.

 

Answer:  A

Explanation:  Managers who are low on negative affectivity do not tend to experience many negative emotions and moods and are less pessimistic and critical of themselves and others.

Difficulty: 2 Medium

Topic:  Negative affectivity

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Apply

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

18) When Marta encounters a problem in her work, she is determined to find a way to solve it. Marta is

1.   A) high on conscientiousness.

2.   B) low on competence.

3.   C) low on perseverance.

4.   D) high on negligence.

5.   E) low on openness to experience.

 

Answer:  A

Explanation:  Managers who are high on the conscientiousness continuum are organized and self-disciplined, and their persistence and determination help them overcome obstacles and turn their ideas into successful new ventures; those who are low on this trait might sometimes appear to lack direction and self-discipline.

Difficulty: 2 Medium

Topic:  Big Five personality dimensions

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Understand

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

 

 

19) Delilah is an efficient manager who is on very good terms with her employees. She is known for taking risks and being innovative in her planning and decision making. Delilah is

1.   A) high on introversion.

2.   B) low on agreeableness.

3.   C) high on openness to experience.

4.   D) low on positive affectivity.

5.   E) low on conscientiousness.

 

Answer:  C

Explanation:  Managers who are high on openness to experiences may be especially likely to take risks and be innovative in their planning and decision making.

Difficulty: 2 Medium

Topic:  Big Five personality dimensions

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Understand

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

20) Jim has been employed at Fortis Services for nearly 15 years in the same job. He has been offered promotions, but he likes what he does. Which statement would imply that Jim is low on openness to experience?

1.   A) Jim is known for being unconventional and daring in his business plans.

2.   B) Jim is not conservative in his decision-making approaches.

3.   C) Jim often comes up with and implements radical ideas.

4.   D) Jim is not open to a wide range of stimuli.

5.   E) Jim does not have narrow, conservative interests.

 

Answer:  D

Explanation:  Openness to experience is the tendency to be original, have broad interests, be open to a wide range of stimuli, be daring, and take risks. Managers who are low on openness to experience may be less prone to take risks and more conservative in their planning and decision making.

Difficulty: 3 Hard

Topic:  Big Five personality dimensions

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Apply

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

 

 

21) Cheng is a district manager for a health insurance company. Recent reports indicated that Cheng’s district was not performing as well as other districts in his region. Cheng thinks he has been a poor leader and blames himself for the decline in performance in his district. Cheng’s view of the situation is an example of

1.   A) tolerance of failure.

2.   B) low self-esteem.

3.   C) need for affiliation.

4.   D) external locus of control.

5.   E) internal locus of control.

 

Answer:  E

Explanation:  People with an internal locus of control believe they themselves are responsible for their own fate; they see their own actions and behaviors as being major and decisive determinants of important outcomes such as attaining levels of job performance, being promoted, or being turned down for a choice job assignment.

Difficulty: 3 Hard

Topic:  Internal locus of control

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Understand

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

22) Dwight was working with two of his colleagues to create a marketing plan for his company’s new product. The team was scheduled to meet with their manager on Monday to present the plan, but the plan wasn’t final when the team met with the manager. Instead of accepting any responsibility, Dwight told the manager that the plan was not final because the profile of the geographical area was inaccurate. Dwight’s view of the situation is an example of

1.   A) external locus of control.

2.   B) internal locus of control.

3.   C) high self-esteem.

4.   D) tolerance of failure.

5.   E) need for affiliation.

 

Answer:  A

Explanation:  People with an external locus of control believe that outside forces are responsible for what happens to and around them; they do not think their own actions make much of a difference. As such, they tend not to intervene to try to change a situation or solve a problem leaving it to someone else.

Difficulty: 3 Hard

Topic:  External locus of control

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Understand

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

23) Karly is a real estate agent. She has an outgoing and friendly personality, and she has strong networking skills that help her gain referred clients. Karly builds a rapport with her clients and they are very satisfied because she is sensitive to their needs. This implies that Karly is high on which Big Five personality trait?

1.   A) intelligence

2.   B) openness to experience

3.   C) conscientiousness

4.   D) agreeableness

5.   E) introversion

 

Answer:  D

Explanation:  Agreeableness is the tendency to get along well with others. Managers who are high on the agreeableness continuum are likable, tend to be affectionate, and care about other people. Being high on agreeableness may be especially important for managers whose responsibilities require that they develop good, close relationships with others.

Difficulty: 2 Medium

Topic:  Agreeableness

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Apply

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

24) People with an internal locus of control

1.   A) believe that outside forces are responsible for events in their life.

2.   B) do not make attempts to solve problems or change situations.

3.   C) tend to be highly unethical and unhelpful.

4.   D) see their own actions and behaviors as being major and decisive determinants of important outcomes.

5.   E) believe that their actions make no difference to the events around them.

 

Answer:  D

Explanation:  People with an internal locus of control believe they themselves are responsible for their own fate; they see their own actions and behaviors as being major and decisive determinants of important outcomes such as attaining levels of job performance, being promoted, or being turned down for a choice job assignment.

Difficulty: 2 Medium

Topic:  Internal locus of control

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Understand

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation

 

 

 

25) People with an external locus of control

1.   A) tend not to intervene to try to change a situation or solve a problem, leaving it to someone else.

2.   B) believe that their actions always make a difference.

3.   C) believe that they themselves are responsible for the events in their life.

4.   D) tend to solve problems easily.

5.   E) tend to be highly ethical and extremely helpful.

 

Answer:  A

Explanation:  People with an external locus of control believe that outside forces are responsible for what happens to and around them; they do not think their own actions make much of a difference.

Difficulty: 2 Medium

Topic:  External locus of control

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Understand

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation

 

26) Marjorie has high self-esteem, so she is likely to

1.   A) be frequently unsure of herself.

2.   B) be insecure and often feel incompetent.

3.   C) believe that she is capable of handling most situations.

4.   D) be timid and afraid to take on new tasks.

5.   E) have low confidence in her abilities and understanding.

 

Answer:  C

Explanation:  People with high self-esteem believe they are competent, deserving, and capable of handling most situations.

Difficulty: 2 Medium

Topic:  Self-esteem

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Understand

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation

 

 

 

27) According to McClelland, the need for ________ is exemplified by people who set clear goals for themselves and like to receive performance feedback.

1.   A) affiliation

2.   B) achievement

3.   C) power

4.   D) acceptance

5.   E) solidarity

 

Answer:  B

Explanation:  According to McClelland, the need for achievement is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.

Difficulty: 1 Easy

Topic:  Need for achievement

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Remember

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

28) According to McClelland, the need for ________ is the extent to which a person is concerned with being liked and having others get along well with one another.

1.   A) power

2.   B) control

3.   C) independence

4.   D) achievement

5.   E) affiliation

 

Answer:  E

Explanation:  According to McClelland, the need for affiliation is the extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her get along with one another.

Difficulty: 1 Easy

Topic:  Need for affiliation

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Remember

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

 

 

29) According to McClelland, the need for ________ reflects the extent to which a person has a strong desire to control and to influence others.

1.   A) affiliation

2.   B) agreeableness

3.   C) power

4.   D) conscientiousness

5.   E) achievement

 

Answer:  C

Explanation:  According to McClelland, the need for power is the extent to which an individual desires to control or influence others.

Difficulty: 1 Easy

Topic:  Need for power

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Remember

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

30) Caleb, the CEO of Doberry Edibles, is very particular about establishing and maintaining good interpersonal relations with his employees. He also has high standards for personal excellence and works hard to accomplish his goals. According to McClelland, this indicates that Caleb has a

1.   A) high need for power and low need for affiliation.

2.   B) high need for control and low need for affiliation.

3.   C) high need for power and low need for achievement.

4.   D) high need for affiliation and high need for achievement.

5.   E) low need for power and low need for achievement.

 

Answer:  D

Explanation:  According to McClelland, the need for achievement is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence. A person with a high need for affiliation is concerned about establishing and maintaining good interpersonal relations and being liked.

Difficulty: 3 Hard

Topic:  Need for affiliation

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Apply

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

 

 

31) Siena, an employee of Scarlet Stone Inc., is extremely ambitious and insists on working on important projects by herself. According to McClelland, she has a high need for

1.   A) affiliation.

2.   B) power.

3.   C) agreeableness.

4.   D) socialization.

5.   E) achievement.

 

Answer:  E

Explanation:  According to McClelland, a high need for achievement indicates a strong desire to perform challenging tasks well.

Difficulty: 2 Medium

Topic:  Need for achievement

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Apply

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

32) Managers who are high in ________ are likely to be successful in positions that require high levels of social interaction with other employees.

1.   A) the need for affiliation

2.   B) the need for power

3.   C) organizational skills

4.   D) negative affectivity

5.   E) extraversion

 

Answer:  E

Explanation:  Recent studies suggest that personality traits may even predict job performance in certain situations. For example, researchers found that extraversion better predicted performance in jobs requiring social skills, while agreeableness was less positively related to job performance in competitive environments

Difficulty: 2 Medium

Topic:  Big Five personality dimensions

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Understand

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation

 

 

 

33) Sergeant Miller, an army drill instructor, needs to train his new recruits on their first day in camp. He will likely be low in

1.   A) extraversion.

2.   B) power.

3.   C) organization.

4.   D) negative affectivity.

5.   E) agreeableness.

 

Answer:  E

Explanation:  Being high on agreeableness may be especially important for managers whose responsibilities require that they develop good, close relationships with others. Nevertheless, a low level of agreeableness may be an asset in managerial jobs that actually require that managers be antagonistic, such as drill sergeants and some other kinds of military managers.

Difficulty: 2 Medium

Topic:  Managerial skills

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Apply

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

34) Catherine was nervous on her first day on the job. She convinced herself that they had made a mistake hiring her because she was concerned she might not do the work well. Catherine is low in

1.   A) extraversion.

2.   B) locus of control.

3.   C) need for achievement.

4.   D) affiliation.

5.   E) self-esteem.

 

Answer:  E

Explanation:  People with low self-esteem have poor opinions of themselves, are unsure about their capabilities, and question their ability to succeed at different endeavors.

Difficulty: 2 Medium

Topic:  Self-esteem

Learning Objective:  03-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom’s:  Apply

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

 

 

35) When Luana is nervous about a particular project, her ________ affect(s) her ability to creatively solve problems.

1.   A) terminal values

2.   B) instrumental values

3.   C) abilities and capabilities

4.   D) need for power

5.   E) mood and emotions

 

Answer:  E

Explanation:  Moods and emotions encompass how managers actually feel when they are managing.

Difficulty: 2 Medium

Topic:  Emotional stability

Learning Objective:  03-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom’s:  Understand

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

36) A(n) ________ value is a personal belief or opinion about desired modes of conduct or ways of behaving.

1.   A) terminal

2.   B) strategic

3.   C) nominal

4.   D) extrinsic

5.   E) instrumental

 

Answer:  E

Explanation:  An instrumental value is a personal conviction about desired modes of conduct or ways of behaving.

Difficulty: 1 Easy

Topic:  Values

Learning Objective:  03-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom’s:  Remember

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

 

 

37) A(n) ________ is what a person is striving to achieve in life and how he or she wants to behave.

1.   A) terminal value

2.   B) value system

3.   C) instrumental value

4.   D) attitude

5.   E) need for affiliation

 

Answer:  B

Explanation:  A value system is a combination of the terminal and instrumental values that are guiding principles in an individual’s life. By rank ordering the terminal and instrumental values, people can give good pictures of their value systems—what they are striving to achieve in life and how they want to behave.

Difficulty: 1 Easy

Topic:  Value systems

Learning Objective:  03-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom’s:  Remember

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

38) Norms are

1.   A) standards for personal excellence set by people with a high need for achievement.

2.   B) formalized codes of conduct that govern the behavior of employees in corporate organizations.

3.   C) ever-changing rules that govern the daily activities of organizations.

4.   D) unwritten codes of conduct considered important by most members of a group.

5.   E) laws set down by the government that affect the way nongovernmental organizations function.

 

Answer:  D

Explanation:  Unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group or organization are called norms.

Difficulty: 1 Easy

Topic:  Norms

Learning Objective:  03-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom’s:  Remember

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

 

 

39) Value systems are defined as

1.   A) the terminal and instrumental values that are guiding principles in an individual’s life.

2.   B) reward systems that encourage valued employees to set high standards for themselves.

3.   C) valuable contributions employees have made toward organizations in the past.

4.   D) the rules valued by organizations by which employees are expected to abide.

5.   E) the personality traits of employees valued by organizations.

 

Answer:  A

Explanation:  A value system is a combination of the terminal and instrumental values that are guiding principles in an individual’s life.

Difficulty: 1 Easy

Topic:  Value systems

Learning Objective:  03-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom’s:  Remember

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

40) The most widely used personality instrument is the

1.   A) DiSC Inventory Profile.

2.   B) Rorschach.

3.   C) Myers-Briggs Type Indicator.

4.   D) 16Personalities.

5.   E) Strengths Finder.

 

Answer:  C

Explanation:  The Myers-Briggs Type Indicator (MBTI) is the most widely used personality instrument around the world—an estimated 3.5 million assessments are administered annually.

Difficulty: 1 Easy

Topic:  Personality inventories

Learning Objective:  03-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom’s:  Remember

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

 

 

41) The MBTI measures a person’s preference for

1.   A) thinking versus acting.

2.   B) feeling versus needing.

3.   C) introversion versus extraversion.

4.   D) experience versus intuition.

5.   E) judging versus understanding.

 

Answer:  C

Explanation:  MBTI measures a person’s preferences for introversion versus extraversion, sensation versus intuition, thinking versus feeling, and judging versus perceiving.

Difficulty: 2 Medium

Topic:  Personality inventories

Learning Objective:  03-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom’s:  Understand

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

42) In the DiSC inventory, a person’s behavioral style may be described in terms of

1.   A) determination.

2.   B) imagination.

3.   C) conscientiousness.

4.   D) cooperativeness.

5.   E) diligence.

 

Answer:  C

Explanation:  Behavior style is described in terms of dominance, influence, steadiness, and conscientiousness (DiSC).

Difficulty: 2 Medium

Topic:  Personality inventories

Learning Objective:  03-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom’s:  Understand

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

 

 

43) An example of a terminal value that is important to managers is

1.   A) ambition.

2.   B) competence.

3.   C) equality.

4.   D) self-discipline.

5.   E) responsibility.

 

Answer:  C

Explanation:  Several terminal values seem to be especially important for managers, such as a sense of accomplishment, equality, and self-esteem.

Difficulty: 2 Medium

Topic:  Values

Learning Objective:  03-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom’s:  Understand

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation

 

44) An example of an instrumental value that is important to managers is

1.   A) self-esteem.

2.   B) a sense of accomplishment.

3.   C) social recognition.

4.   D) responsibility.

5.   E) freedom.

 

Answer:  D

Explanation:  Rokeach’s instrumental values that are important modes of conduct for managers include being ambitious, open minded, competent, responsible, and self-disciplined.

Difficulty: 2 Medium

Topic:  Values

Learning Objective:  03-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom’s:  Understand

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation

 

 

 

45) Job ________ is the collection of feelings and beliefs that managers have about their current jobs.

1.   A) affiliation

2.   B) satisfaction

3.   C) agreeability

4.   D) acceptance

5.   E) evaluation

 

Answer:  B

Explanation:  Job satisfaction is the collection of feelings and beliefs that managers have about their current jobs.

Difficulty: 1 Easy

Topic:  Affective attitude

Learning Objective:  03-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom’s:  Remember

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

46) The 2017 Conference Board’s annual survey of employee satisfaction found that more than half of U.S. workers indicated they were satisfied with their jobs. This is mostly due to

1.   A) employee recognition.

2.   B) low layoff rates.

3.   C) the performance review process.

4.   D) training programs.

5.   E) salary increases.

 

Answer:  B

Explanation:  The increase in job satisfaction is largely due to the improving labor market in which layoff rates were at an all-time low.

Difficulty: 1 Easy

Topic:  Affective attitude

Learning Objective:  03-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom’s:  Remember

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

 

 

47) Which employee best exhibits organizational citizenship behavior?

1.   A) Greyson: an efficient manager who doesn’t work beyond the minimum hours stipulated by his company

2.   B) Moses: an efficient manager who, as a matter of principle, never consents to work on weekends

3.   C) Kara: a hardworking employee who is willing to work overtime for her company if a project necessitates it

4.   D) Seth: an astute employee who is always on the lookout for better jobs

5.   E) Vicky: an agreeable manager who has a high need for affiliation and a low need for achievement

 

Answer:  C

Explanation:  Behaviors that are not required of organization members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage are called organizational citizenship behaviors.

Difficulty: 3 Hard

Topic:  Affective attitude

Learning Objective:  03-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom’s:  Analyze

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

48) Organizational ________ is the collection of feelings and beliefs that managers have about their organization as a whole.

1.   A) culture

2.   B) commitment

3.   C) structure

4.   D) emotion

5.   E) citizenship behavior

 

Answer:  B

Explanation:  Organizational commitment is the collection of feelings and beliefs that managers have about their organization as a whole.

Difficulty: 2 Medium

Topic:  Affective attitude

Learning Objective:  03-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom’s:  Remember

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

 

 

49) Which statement about organizational commitment is true?

1.   A) It is the process by which individuals enter, advance within, and leave organizations.

2.   B) It helps managers perform their figurehead and spokesperson roles.

3.   C) It is of the same intensity across all countries and is unaffected by sociocultural factors.

4.   D) It is the process by which newcomers internalize an organization’s values and norms.

5.   E) It contributes little toward the formation of a strong organizational culture.

 

Answer:  B

Explanation:  Organizational commitment is likely to help managers perform some of their figurehead and spokesperson roles. It is much easier for a manager to persuade others both inside and outside the organization of the merits of what the organization has done and is seeking to accomplish if the manager truly believes in and is committed to the organization.

Difficulty: 3 Hard

Topic:  Affective attitude

Learning Objective:  03-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom’s:  Understand

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation

 

50) People who are high on negative affectivity

1.   A) frequently experience positive moods.

2.   B) are very optimistic and friendly.

3.   C) are incapable of feeling happy.

4.   D) frequently experience negative moods.

5.   E) are incapable of being pessimistic.

 

Answer:  D

Explanation:  People who are high on negative affectivity are especially likely to experience negative moods.

Difficulty: 1 Easy

Topic:  Negative affectivity

Learning Objective:  03-03 Appreciate how moods and emotions influence all members of an organization.

Bloom’s:  Remember

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation

 

 

 

51) ________ are intense and relatively short-lived feelings.

1.   A) Moods

2.   B) Emotions

3.   C) Attitudes

4.   D) Norms

5.   E) Values

 

Answer:  B

Explanation:  Emotions are more intense feelings than moods. They are often directly linked to whatever caused the emotion and are more short-lived.

Difficulty: 1 Easy

Topic:  Affective attitude

Learning Objective:  03-03 Appreciate how moods and emotions influence all members of an organization.

Bloom’s:  Remember

AACSB:  Knowledge Application

Accessibility:  Keyboard Navigation

 

52) Some research suggests that moods and emotions

1.   A) are essentially the same thing.

2.   B) persist over long periods of time.

3.   C) never linger after they are acknowledged.

4.   D) may play important roles in ethical decision making.

5.   E) do not affect judgment.

 

Answer:  D

Explanation:  Research suggests that moods and emotions may play an important role in ethical decision making. For example, researchers at Princeton University found that when people are trying to solve difficult personal moral dilemmas, the parts of their brains that are responsible for emotions and moods are especially active.

Difficulty: 2 Medium

Topic:  Affective attitude

Learning Objective:  03-03 Appreciate how moods and emotions influence all members of an organization.

Bloom’s:  Understand

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation

 

 

 

53) In what way do moods differ from emotions?

1.   A) Unlike emotions, moods are extremely intense and are directly linked to a cause.

2.   B) Unlike emotions, moods do not affect ethical decision making.

3.   C) Unlike moods, emotions are relatively short-lived.

4.   D) Unlike moods, emotions don’t linger after being acknowledged.

5.   E) Unlike moods, emotions can result in increased creativity, whether positive or negative.

 

Answer:  C

Explanation:  Emotions are more intense feelings than moods, are often directly linked to whatever caused the emotion, and are more short-lived.

Difficulty: 2 Medium

Topic:  Affective attitude

Learning Objective:  03-03 Appreciate how moods and emotions influence all members of an organization.

Bloom’s:  Understand

AACSB:  Analytical Thinking

Accessibility:  Keyboard Navigation