Contemporary Management, Middle East Edition By Jones

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Sample Test

Chapter 03

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

True / False Questions

1. The ability to feel, think, and act are referred to as personality traits.
True False

2. The effectiveness of a personality trait depends upon both the characteristics of the job of the manager and the particular organization in which the manager is working.
True False

3. Introverts tend to be sociable, outgoing, and friendly.
True False

4. Managers who are low on extraversion cannot be highly effective and efficient.
True False

5. The tendency of a manager to feel distressed and to be critical of himself and others is called negative affectivity.
True False

6. The tendency of a manager to feel distressed and to be critical of himself and others is called disagreeableness.
True False

7. Craig, a manager at XYZ Manufacturing, is a very positive individual. He exhibits very little negative emotions and moods and is always optimistic about himself and others. It can be said that Craig is low on negative affectivity.
True False

8. Conscientiousness has been found to be a good predictor of job performance.
True False

9. Entrepreneurs are less likely to be high on openness to experiences than a manager working for a large bureaucratic organization.
True False

10. Managers who believe that forces that exist outside of their own control are primarily responsible for their own success or failure are said to have a high internal locus of control.
True False

11. Effective managers need to have a high external locus of control.
True False

12. A high need for power is more important for first-line managers than it is for top managers.
True False

13. The extent to which a manager has a strong interest in performing challenging tasks in order to meet his or her own standards of excellence is said to have a high need for affiliation.
True False

14. A personal conviction about lifelong goals or objectives is called a terminal value.
True False

15. Terminal values often lead to the formation of norms.
True False

16. The terminal and instrumental values that are guiding principles in an individual’s life are referred to as norms.
True False

17. Satisfied managers are more likely to perform organizational citizenship behaviors than dissatisfied managers.
True False

18. Satisfied managers are more likely to quit an organization.
True False

19. Downsizing tends to increase employee satisfaction because employees’ increased workloads make them feel more responsible and empowered.
True False

20. When companies lay off managers, the satisfaction levels of managers who remain tends to rise.
True False

21. Organizational commitment is likely to help managers perform some of their figurehead and spokesperson roles.
True False

22. A strong organizational culture is the product of managers and employees being committed to organizational values.
True False

23. Differences in the levels of organizational commitment among managers in different countries can be attributed to forces in the general environment of the organization.
True False

24. People who are extraverted are more likely to experience positive moods than people who are introverted.
True False

25. Emotions are more intense feelings than moods and are long-lived.
True False

26. Managers who are high on negative affectivity are always in a bad mood.
True False

27. Positive moods may promote critical thinking.
True False

28. Emotional intelligence concerns understanding and managing the moods and emotions of others but not oneself.
True False

29. If an organization has a strong culture, it is appropriate for us to think of that culture as the organization’s “personality”.
True False

30. Managers and workers play equally important roles in the formation of organizational culture.
True False

31. The personal characteristics of the founders of organizations can have a strong influence on the culture that is created.
True False

32. The attraction-selection-attrition framework suggests that the founders of organizations tend to attract and select employees whose personalities are opposite to theirs.
True False

33. The attraction-selection-attrition framework suggests that employees who are dissimilar in personality are more likely to leave the organization over time.
True False

34. Terminal values of managers play a role in determining organizational culture, but instrumental values have little to no effect on organizational culture.
True False

35. Managers determine and shape organizational culture through the kinds of values and norms they promote in an organization.
True False

36. Organizational socialization is the process by which newcomers learn an organization’s values and norms and acquire the work behaviors necessary to perform jobs effectively.
True False

37. A new employee or “cast member” at Disney is required to attend Disney University. This is a rite of initiation.

True False

38. Rites of integration make employees feel connected to each other.
True False

39. The U.S. Army develops socialization programs to determine how individuals enter, advance within, and leave the organization. This is a rite of integration.
True False

40. The formal business attire that supports the conservative culture at Missouri Bank is part of the organizational language.
True False

41. Culture does not affect the way the basic managerial functions (planning, organizing, leading, and controlling) are performed.
True False

42. Missouri Bank has a very conservative culture, managers are likely to lead by example,

encouraging employees to take risks and experiment.
True False

Multiple Choice Questions

43. The tendency of a person to feel good about himself and the rest of the world is known as:
A. Conscientiousness
B. Openness to experience
C. The internal locus of control
D. Extraversion
E. The external locus of control

44. People who tend to be sociable, outgoing, and friendly are frequently referred to as:
A. Extraverts
B. Introverts
C. Low in self-esteem
D. Conscientious
E. High in external locus of control

45. Glenn is a very effective and efficient manager. However, he seems to be a bit pessimistic and avoids social interactions. Glenn can be classified as:
A. Extraverts
B. High in external locus of control
C. Low in self-esteem
D. Introverts
E. High in internal locus of control

46. The tendency of a person to feel bad emotions and to be critical of oneself and others is called:
A. Disagreeableness
B. Conscientiousness
C. Negative affectivity
D. Negative valence
E. An internal locus of control

47. Craig, a manager at XYZ Manufacturing, is a very positive individual. He exhibits very little negative emotions and moods and is always optimistic about himself and others. It can be said that Craig is:
A. Low on negative affectivity
B. High on agreeableness
C. Low on Conscientiousness
D. Low on positive affectivity
E. High on extraversion

48. The tendency of a person to be careful and persevering in work-related tasks is known as:
A. Conscientiousness
B. Internal locus of control
C. Perfectionism
D. Agreeableness

49. Positive valence

49. As a manager, Donna is known in the company as a risk-taker and an innovator. Which of the following statements is most likely to be true about her?
A. She is high on extraversion.
B. She is low on agreeableness.
C. She is high on openness to experience.
D. She is low on negative affectivity.
E. She is highly conscientious.

50. Jim has been employed at Chance Electronics for nearly 15 years. He is an effective manager, but doesn’t like to take risks. Jim is more comfortable following guidelines and maintaining the status quo. Jim is:
A. High on conscientiousness
B. Low on extraversion
C. High on extraversion
D. Low on open to experience
E. High on the need for affiliation

51. Managers who believe that they are largely responsible for their own fate are said to be high in:
A. External locus of control.
B. Conscientiousness.
C. Negative affectivity.
D. Internal locus of control.
E. Openness to experience.

52. People who believe that forces outside of their control are largely responsible for what happens to them are said to be high in:
A. Openness to experience
B. Negative affectivity
C. Internal locus of control
D. External locus of control
E. Need for power

53. As the night manager of the Tasty Treat, Ethan feels competent, deserving, and capable of handling most situations. Ethan has:
A. High self-concept
B. High agreeableness
C. High self-esteem
D. High need for power
E. High need for achievement

54. According to McClelland, the extent to which a person has a strong desire to do challenging tasks and to meet personal standards of excellence is known as:
A. The need for affiliation
B. The need for achievement
C. The need for power
D. The need for self-esteem
E. The need for conscientiousness

55. According to McClelland, the extent to which a person is concerned with being liked and having others get along well with one another is called:
A. The need for power
B. The need for self-esteem
C. The need for conscientiousness
D. The need for achievement
E. The need for affiliation

56. According to McClelland, the extent to which a person has a strong desire to control and to influence others is known as:
A. The need for affiliation
B. The need for self-esteem
C. The need for power
D. The need for conscientiousness

57. The need for achievement

57. A person’s personal conviction about lifelong goals is known as:
A. A terminal value
B. An instrumental value
C. The internal locus of control
D. The external locus of control
E. Conscientiousness

58. A person’s personal conviction about ways of behaving is known as:
A. A terminal value
B. The internal locus of control
C. Conscientiousness
D. The external locus of control
E. An instrumental value

59. All of the following are examples of terminal values EXCEPT:
A. A comfortable life
B. A sense of accomplishment
C. Social recognition
D. Courage

60. Wisdom

60. All of the following are examples of terminal values EXCEPT:
A. Inner harmony
B. Capability
C. A world of beauty
D. A sense of accomplishment
E. Social recognition

61. All of the following are examples of instrumental values EXCEPT:
A. Independence
B. Responsibility
C. Inner harmony
D. Courage
E. Capability

62. All of the following are examples of instrumental values EXCEPT:
A. Ambitious
B. Helpful
C. Responsible
D. Socially recognized
E. Courage

63. Sara is a youth case worker for the Department of Social Services. Though the pay is modest, Sara is truly satisfied with her position because she wants to make a difference in children’s lives. Sara is expressing which terminal value?
A. Sense of accomplishment
B. A world of beauty
C. Exciting life
D. Comfortable life
E. Family security

64. In hopes of being considered for an upcoming promotion, Stacy has started taking additional courses at the area community college. Stacy is expressing which type of instrumental value?
A. Ambitious
B. Capable
C. Responsible
D. Broad-minded
E. Intellectual

65. Britney hates working in teams, strongly preferring to be given a goal that she can pursue on her own. Which type of instrumental or terminal value is she expressing?
A. Independence; instrumental
B. Independence; terminal
C. Ambition; instrumental
D. Capability; instrumental
E. Capability; terminal

66. Jerry worked very hard to make the Relay for Life event a huge success. He hoped that it would be covered in the local newspaper and on the local TV station. He is expressing which type of instrumental or terminal value?
A. Wisdom; terminal
B. Social recognition; terminal
C. Inner harmony; terminal
D. A sense of accomplishment; instrumental
E. A comfortable life; terminal

67. A person who values freedom from inner conflict is expressing which type of terminal value?
A. Wisdom
B. Conscientiousness
C. Inner harmony
D. Salvation
E. A world of beauty

68. _______ values explain what a manager is trying to achieve, and _________ values explain how she is acting.
A. Terminal; instrumental
B. Terminal; attitudinal
C. Conceptual; terminal
D. Instrumental; conceptual
E. Instrumental; terminal

69. The collection of feelings and beliefs that a person has about her current job is referred to as:
A. Organizational citizenship
B. Job satisfaction
C. Internal locus of control
D. Organizational commitment
E. Openness to experience

70. People who are satisfied with their jobs are more likely to:
A. Leave the organization
B. Perform more OCB’s
C. Be laid off
D. Have low organizational commitment
E. Be less creative

71. The collection of feelings and beliefs that a person has about his organization is known as:
A. Organizational commitment
B. Organizational acculturation
C. Organizational citizenship
D. Organizational satisfaction
E. Organizational attachment

72. Which of the following would NOT affect the levels of job satisfaction in a country?
A. Unemployment rate
B. Legislation in the country
C. Strength of family and community ties
D. Climate
E. Economic condition

73. People who are high on extraversion are especially likely to experience _________.
A. Emotions
B. Negative affectivity
C. Negative moods
D. Positive moods
E. Positive affectivity

74. A feeling or state of mind is called a(n):

1. Value
B. Emotion
C. Personality factor
D. Belief
E. Mood

75. An intense, relatively short-lived feeling is called a(n):
A. Emotion
B. Mood
C. Motivation
D. Commitment
E. Attitude

76. Giorgio is very angry with his co-worker Petra, who has made errors in her work that cause Giorgio to have to work late. Giorgio is experiencing a(n):
A. Attitude
B. Emotional intelligence incident
C. Emotion
D. Mood
E. Locus of control problem

77. Subordinates of managers who experience positive moods at work tend to _________ than

subordinates of managers with negative moods.
A. perform worse
B. be absent more
C. resign more
D. be more creative, under certain conditions
E. be more ethical

78. When people are in ______, they tend to be more Error! Hyperlink reference not valid. and focused on the facts at hand.
A. internal locus of control
B. negative emotions
C. positive emotions
D. positive moods
E. negative moods

79. People in negative moods tend to:
A. Be worse at critical thinking
B. Be more accurate in their judgments
C. Be less effective at devil’s advocacy
D. Be more satisfied with their bosses
E. Be less accurate in their judgments

80. One of the attributes that make Paul an excellent manager is his ability to understand the emotions of his subordinates coupled with his ability to manage his own emotions. Paul has a high level of:
A. Social intelligence
B. Emotional intelligence
C. Agreeableness
D. Negative affectivity
E. Locus of control

81. Emotional intelligence may help managers perform interpersonal roles such as:
A. Resource allocator
B. Monitor
C. Planner
D. Liaison
E. Decision maker

82. What is the ability to understand and manage one’s own moods and emotions and the moods and emotions of other people?
A. Emotional intelligence
B. Social intelligence
C. Agreeableness
D. Negative affectivity
E. Conscientiousness

83. Emotional intelligence helps managers maintain their ______ and ______ subordinates to help the organization attain its goals.
A. mood; disengage
B. organizational commitment; manipulate
C. confidence; energize
D. planning skills; encourage
E. negative affectivity; control

84. Recent theorizing and research suggest that managers’ emotional intelligence may be especially important in:
A. Increasing employee turnover
B. Decreasing employee satisfaction
C. Decreasing employee stress
D. Increasing employee creativity
E. Increasing employee resistance to change

85. An organization’s culture is most like its:
A. Structure
B. Strategy
C. Reward systems
D. Personality
E. Vision

86. The ASA framework suggests that people have become more similar to each other through:
A. Retention of potential employees with opposing personalities.
B. Acclimation of employees who are dissimilar.
C. Attraction of potential employees to firms that exhibit personalities like their own.
D. Turnover of employees who are similar will.
E. Attraction of potential employees with opposing personalities.

87. The “ASA” framework stands for:
A. Avoidance – selection – attribution
B. Attraction – selection – attrition
C. Aggression – survival – activation
D. Ability – skills – attitudes
E. Attitude – socialization – assimilation

88. Attraction-selection-attrition processes are most evident in:
A. Large firms
B. Small firms
C. Manufacturing firms
D. Financial firms
E. Not-for-profit organizations

89. Which of these characteristics of managers shape organizational culture?
A. Moods only
B. Emotional intelligence only
C. Values only
D. Attitudes, values, and emotional intelligence
E. Values and emotions but not emotional intelligence

90. __________ are unwritten, informal rules or guidelines that prescribe appropriate behaviors.
A. Terminal values
B. Personalities
C. Norms
D. Instrumental values
E. Cultures

91. Managers try to cultivate norms that fit other factors. Which of the following is NOT one of these factors?
A. The organization’s strategy
B. The organization’s language
C. The organization’s task environment
D. The organization’s general environment
E. The organization’s technology

92. Bill Gates’ terminal and instrumental values have a substantial influence on the ______ that develop over time within Microsoft.
A. rites and stories
B. structure
C. language
D. technology
E. values, norms, and standards of behavior

93. All of the following factors maintain and transmit the organizational culture EXCEPT:
A. Values of the founder
B. Language and stories
C. Ceremonies and rites
D. Values of the employees
E. Socialization

94. At Texas A&M University, for example, all new students are encouraged to go to “Fish Camp” to learn how to be an “Aggie”. This is an example of organizational:
A. Commitment
B. Socialization
C. Attribution
D. Integration
E. Embedding

95. The process by which newcomers to an organization learn the values and norms is:
A. Accumulation
B. Socialization
C. Attribution
D. Attitude adjustment
E. Embedding

96. A new employee or “cast member” at Disney is required to attend Disney University. This is Disney’s attempt at:
A. Rite of passage
B. Rite of initiation
C. Organizational socialization
D. Organizational commitment

1. Rite of enhancement

97. The U.S. Army develops socialization programs to determine how individuals enter, advance within, and leave the organization. This is a rite of:
A. Passage
B. Integration
C. Celebration
D. Ceremony
E. Enhancement

98. Every year on the Saturday prior to Christmas, RST Enterprises holds its annual holiday party. This is a rite of:
A. Passage
B. Integration
C. Celebration
D. Ceremony
E. Enhancement

99. ABC Company puts out newspaper releases announcing employees’ promotions. These are rites of:
A. Passage
B. Integration

100. Celebration
D. Ceremony
E. Enhancement

100. The members of the management team at RST Consulting Group all drive a company provided Toyota Prius hybrid car. This is a part of the organization’s:
A. Rites
B. Values
C. Stories
D. Socialization
E. Language

101. An organization’s culture influences how managers ______.
A. organize only
B. plan only
C. lead and control
D. plan and organize
E. plan, organize, lead, and control

Essay Questions

102. Researchers frequently refer to the “Big Five” personality traits. Discuss any three of these traits and explain the advantages and disadvantages of each of them in terms of helping or hurting the effectiveness of a manager.

103. Managers have very different points of view about how much control they have over what happens to them on the job and in their personal lives. Discuss the two major forces of control that can affect a manager and explain the advantages and disadvantages of each of

them in terms of their possible impact on the effectiveness of the manager.

104. David McClelland has done extensive research on the various “needs” of managers. Discuss the three major types of needs of managers according to McClelland and explain their possible advantages and disadvantages on the effectiveness of a manager.

105. Define job satisfaction and discuss why it is so important for managers to be satisfied with their jobs.

106. Define organizational commitment and its relationship to organizational culture. Discuss how organizational commitment differs between different countries.

107. Differentiate between moods and emotions. How do moods and emotions affect the organization?

108. Define the concept of “emotional intelligence”. How does having emotional intelligence help managers?

109. What is organizational culture? What are the factors that contribute to organizational culture?

110. Explain the ASA Model. How does it help explain the formation of organizational cultures?

111. Differentiate between terminal and instrumental values. How do they contribute to the organizational culture?

112. What is socialization? How does it occur? Why is it important for organizations?

113. Explain what organizational rites are. What are the different types? Give examples.

114. Explain how culture influences the way managers perform their four main functions: planning, organizing, leading, and controlling.

Chapter 03 Values, Attitudes, Emotions, and Culture: The Manager as a Person Answer Key

True / False Questions

1. (p. 75)The ability to feel, think, and act are referred to as personality traits.

TRUE

These characteristics are personality traits: particular tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual.

AACSB: Reflective Thinking
Bloom’s: Understand
Difficulty: Easy
Learning Objective: 03-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Personality Traits

2. (p. 76)The effectiveness of a personality trait depends upon both the characteristics of the job of the manager and the particular organization in which the manager is working.
TRUE

Rather, effectiveness is determined by a complex interaction between the characteristics of managers (including personality traits) and the nature of the job and organization in which they are working. Moreover, personality traits that enhance managerial effectiveness in one situation may impair it in another.

3. (p. 76)Introverts tend to be sociable, outgoing, and friendly.

FALSE

Extraverts tend to be sociable, outgoing, and friendly.

AACSB: Reflective Thinking
Bloom’s: Remember
Difficulty: Easy
Learning Objective: 03-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Personality Traits

4. (p. 76)Managers who are low on extraversion cannot be highly effective and efficient.
FALSE

Managers who are low on extraversion may nevertheless be highly effective and efficient, especially when their jobs do not require much social interaction.

AACSB: Reflective Thinking
Bloom’s: Remember
Difficulty: Medium
Learning Objective: 03-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Personality Traits

5. (p. 76)The tendency of a manager to feel distressed and to be critical of himself and others is called negative affectivity.
TRUE

The tendency of a manager to feel distressed and to be critical of himself and others is called

negative affectivity.

6. (p. 76)The tendency of a manager to feel distressed and to be critical of himself and others is called disagreeableness.
FALSE

The tendency of a manager to feel distress and to be critical of himself and others is called negative affectivity.

7. (p. 76)Craig, a manager at XYZ Manufacturing, is a very positive individual. He exhibits very little negative emotions and moods and is always optimistic about himself and others. It can be said that Craig is low on negative affectivity.
TRUE

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.

AACSB: Reflective Thinking
Bloom’s: Apply
Difficulty: Hard
Learning Objective: 03-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Personality Traits

8. (p. 78)Conscientiousness has been found to be a good predictor of job performance.
TRUE

Conscientiousness has been found to be a good predictor of performance in many kinds of jobs, including managerial jobs in a variety of organizations.

9. (p. 78-79)Entrepreneurs are less likely to be high on openness to experiences than a manager working for a large bureaucratic organization.
FALSE

Managers who are high on openness to experiences may be especially likely to take risks and be innovative in their planning and decision-making. Entrepreneurs who start their own businesses are, in all likelihood, high on openness to experience, which has contributed to

their success as entrepreneurs and managers.

AACSB: Reflective Thinking
Bloom’s: Understand
Difficulty: Hard
Learning Objective: 03-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Personality Traits

10. (p. 80)Managers who believe that forces that exist outside of their own control are primarily responsible for their own success or failure are said to have a high internal locus of control.
FALSE

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.

11. (p. 80)Effective managers need to have a high external locus of control.
FALSE

Managers need an internal locus of control because they are responsible for what happens in organizations; they need to believe they can and do make a difference.

AACSB: Reflective Thinking
Bloom’s: Understand
Difficulty: Medium
Learning Objective: 03-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Personality Traits

12. (p. 81)A high need for power is more important for first-line managers than it is for top managers.
FALSE

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.

13. (p. 81)The extent to which a manager has a strong interest in performing challenging tasks in order to meet his or her own standards of excellence is said to have a high need for affiliation.
FALSE

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.

14. (p. 82)A personal conviction about lifelong goals or objectives is called a terminal value.
TRUE

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

AACSB: Reflective Thinking
Bloom’s: Remember
Difficulty: Easy
Learning Objective: 03-02 Explain what values and attitudes are and describe their impact on managerial action.
Topic: Values and Attitudes

15. (p. 82)Terminal values often lead to the formation of norms.
TRUE

Terminal values often lead to the formation of norms.

AACSB: Reflective Thinking
Bloom’s: Remember

Difficulty: Easy
Learning Objective: 03-02 Explain what values and attitudes are and describe their impact on managerial action.
Topic: Values and Attitudes

16. (p. 82)The terminal and instrumental values that are guiding principles in an individual’s life are referred to as norms.
FALSE

The terminal and instrumental values that are guiding principles in an individual’s life are referred to as a value system.

AACSB: Reflective Thinking
Bloom’s: Remember
Difficulty: Medium
Learning Objective: 03-02 Explain what values and attitudes are and describe their impact on managerial action.
Topic: Values and Attitudes

17. (p. 86)Satisfied managers are more likely to perform organizational citizenship behaviors than dissatisfied managers.
TRUE

Satisfied managers may be more likely to go the extra mile for their organization or perform organizational citizenship behaviors.

AACSB: Reflective Thinking
Bloom’s: Remember

Difficulty: Medium
Learning Objective: 03-02 Explain what values and attitudes are and describe their impact on managerial action.
Topic: Values and Attitudes

18. (p. 86)Satisfied managers are more likely to quit an organization.
FALSE

A second reason why it is desirable for managers to be satisfied with their jobs is that satisfied managers may be less likely to quit.

19. (p. 86)Downsizing tends to increase employee satisfaction because employees’ increased workloads make them feel more responsible and empowered.
FALSE

A growing source of dissatisfaction for many lower- and middle-level managers, as well as for nonmanagerial employees, is the threat of unemployment and increased workloads from organizational downsizings and layoffs.

AACSB: Reflective Thinking
Bloom’s: Understand

Difficulty: Medium
Learning Objective: 03-02 Explain what values and attitudes are and describe their impact on managerial action.
Topic: Values and Attitudes

20. (p. 86)When companies lay off managers, the satisfaction levels of managers who remain tends to rise.
FALSE

Downsizing hurts the managers who are laid off, and it also can reduce the job satisfaction levels of managers who remain.

AACSB: Reflective Thinking
Bloom’s: Understand
Difficulty: Medium
Learning Objective: 03-02 Explain what values and attitudes are and describe their impact on managerial action.
Topic: Values and Attitudes

21. (p. 87)Organizational commitment is likely to help managers perform some of their figurehead and spokesperson roles.
TRUE

Organizational commitment is likely to help managers perform some of their figurehead and spokesperson roles.

AACSB: Reflective Thinking
Bloom’s: Understand

Difficulty: Medium
Learning Objective: 03-02 Explain what values and attitudes are and describe their impact on managerial action.
Topic: Values and Attitudes

22. (p. 87)A strong organizational culture is the product of managers and employees being committed to organizational values.
TRUE

Organizational commitment can be especially strong when employees and managers truly believe in organizational values; it also leads to a strong organizational culture.

AACSB: Reflective Thinking
Bloom’s: Understand
Difficulty: Hard
Learning Objective: 03-02 Explain what values and attitudes are and describe their impact on managerial action.
Topic: Values and Attitudes

23. (p. 87)Differences in the levels of organizational commitment among managers in different countries can be attributed to forces in the general environment of the organization.
TRUE

Differences in the levels of job satisfaction and organizational commitment among managers in different countries are likely because these managers have different kinds of opportunities and rewards and because they face different economic, political, and socio-cultural forces in their organizations’ general environments.

24. (p. 87)People who are extraverted are more likely to experience positive moods than people who are introverted.
TRUE

People who are high on extraversion are especially likely to experience positive mood.

AACSB: Reflective Thinking
Bloom’s: Understand
Difficulty: Medium
Learning Objective: 03-03 Appreciate how moods and emotions influence all members of an organization
Topic: Moods and Emotions

25. (p. 87)Emotions are more intense feelings than moods and are long-lived.
FALSE

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

AACSB: Reflective Thinking
Bloom’s: Remember

Difficulty: Medium
Learning Objective: 03-03 Appreciate how moods and emotions influence all members of an organization
Topic: Moods and Emotions

26. (p. 87)Managers who are high on negative affectivity are always in a bad mood.
FALSE

People who are high on negative affectivity are not always in a bad mood, and people who are low on extraversion still experience positive moods.

AACSB: Reflective Thinking
Bloom’s: Remember
Difficulty: Medium
Learning Objective: 03-03 Appreciate how moods and emotions influence all members of an organization
Topic: Moods and Emotions

27. (p. 89)Positive moods may promote critical thinking.
FALSE

Some studies suggest that critical thinking and devil’s advocacy may be promoted by a negative mood, and sometimes especially accurate judgments may be made by managers in negative moods.

AACSB: Reflective Thinking
Bloom’s: Understand
Difficulty: Medium
Learning Objective: 03-03 Appreciate how moods and emotions influence all members of an organization

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