Question 1

Managers who are low on extraversion tend to

Accepted Answer

A) experience positive moods and emotions frequently. 
B) be friendly, affectionate, and highly social. 
C) be highly ineffective and inefficient in jobs that require little social interaction. 
D) view the world and their life with little optimism. 
E) always feel good about themselves and other people. 
A) experience positive moods and emotions frequently. 
B) be friendly, affectionate, and highly social. 
C) be highly ineffective and inefficient in jobs that require little social interaction. 
D) view the world and their life with little optimism. 
E) always feel good about themselves and other people. D

Question 2

What are the three major needs identified by McClelland? Describe the characteristics associated with each need, and give examples of positions in a company that would benefit from a high level of each.

Accepted Answer

Psychologist David McClelland has extensively researched the needs for achievement, affiliation, and power. 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. People with a high need for achievement often set clear goals for themselves and like to receive performance feedback. 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. 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.

Question 3

Critique the leadership styles of managers from innovative and conservative organizational cultures. In which of these types of culture would you be more comfortable working? Explain why.

Accepted Answer

In an innovative culture, managers are likely to lead by example, encouraging employees to take risks and experiment. They are supportive regardless of whether employees succeed or fail. In contrast, managers in a conservative culture are likely to use management by objectives and to constantly monitor subordinates' progress toward goals, overseeing their every move.

Question 4

The MBTI measures a person's preference for

Accepted Answer

A) thinking versus acting. 
B) feeling versus needing. 
C) introversion versus extraversion. 
D) experience versus intuition. 
E) judging versus understanding. 
A) thinking versus acting. 
B) feeling versus needing. 
C) introversion versus extraversion. 
D) experience versus intuition. 
E) judging versus understanding.

Question 5

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

Accepted Answer

A) high on conscientiousness. 
B) low on competence. 
C) low on perseverance. 
D) high on negligence. 
E) low on openness to experience. 
A) high on conscientiousness. 
B) low on competence. 
C) low on perseverance. 
D) high on negligence. 
E) low on openness to experience.

Question 6

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

Accepted Answer

A) True 
 B)False

Question 7

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

Accepted Answer

A) ambition. 
B) competence. 
C) equality. 
D) self-discipline. 
E) responsibility. 
A) ambition. 
B) competence. 
C) equality. 
D) self-discipline. 
E) responsibility.

Question 8

Tanya is a manager who has the ability to understand and gauge the moods and feelings of her employees with little difficulty. Tanya displays high

Accepted Answer

A) emotional intelligence. 
B) negative affectivity. 
C) organizational socialization. 
D) introversion. 
E) organizational integration. 
A) emotional intelligence. 
B) negative affectivity. 
C) organizational socialization. 
D) introversion. 
E) organizational integration.

Question 9

Define job satisfaction and discuss its effect on managers in general. Why do you think upper level managers tend to be more satisfied with their jobs than entry-level employees?

Accepted Answer

Job satisfaction is the collection of fe

Question 10

When people are in negative moods, they

Accepted Answer

A) are less likely to resign and leave the organization. 
B) often feel elated. 
C) are focused on the facts at hand. 
D) feel fearless. 
E) tend to be less detail-oriented. 
A) are less likely to resign and leave the organization. 
B) often feel elated. 
C) are focused on the facts at hand. 
D) feel fearless. 
E) tend to be less detail-oriented.

Question 11

People with an external locus of control

Accepted Answer

A) tend not to intervene to try to change a situation or solve a problem, leaving it to someone else. 
B) believe that their actions always make a difference. 
C) believe that they themselves are responsible for the events in their life. 
D) tend to solve problems easily. 
E) tend to be highly ethical and extremely helpful. 
A) tend not to intervene to try to change a situation or solve a problem, leaving it to someone else. 
B) believe that their actions always make a difference. 
C) believe that they themselves are responsible for the events in their life. 
D) tend to solve problems easily. 
E) tend to be highly ethical and extremely helpful.

Question 12

________ are intense and relatively short-lived feelings.

Accepted Answer

A) Moods 
B) Emotions 
C) Attitudes 
D) Norms 
E) Values 
A) Moods 
B) Emotions 
C) Attitudes 
D) Norms 
E) Values

Question 13

Jonathan, the general manager of Dawsen and Co., has low emotional intelligence. He

Accepted Answer

A) has no trouble handling his own moods. 
B) is able to understand the challenges and frustrations faced by his employees. 
C) cannot identify or interpret the moods of his employees. 
D) keeps his emotions from interfering with his decision making. 
E) has the ability to empathize with his employees, resulting in strong interpersonal ties. 
A) has no trouble handling his own moods. 
B) is able to understand the challenges and frustrations faced by his employees. 
C) cannot identify or interpret the moods of his employees. 
D) keeps his emotions from interfering with his decision making. 
E) has the ability to empathize with his employees, resulting in strong interpersonal ties.

Question 14

An organization that considers and analyzes the ideas and suggestions of all employees regardless of their hierarchical position has a(n)________ culture.

Accepted Answer

A) strong 
B) innovative 
C) conservative 
D) traditional 
E) instrumental 
A) strong 
B) innovative 
C) conservative 
D) traditional 
E) instrumental

Question 15

The most widely used personality instrument is the

Accepted Answer

A) DiSC Inventory Profile. 
B) Rorschach. 
C) Myers-Briggs Type Indicator. 
D) 16Personalities. 
E) Strengths Finder. 
A) DiSC Inventory Profile. 
B) Rorschach. 
C) Myers-Briggs Type Indicator. 
D) 16Personalities. 
E) Strengths Finder.

Question 16

Franny's Flowers encourages new employees to learn the company's values and norms and why these direct them to act in a right and proper way. This company's process is organizational

Accepted Answer

A) facilitation. 
B) socialization. 
C) attribution. 
D) enhancement. 
E) commitment. 
A) facilitation. 
B) socialization. 
C) attribution. 
D) enhancement. 
E) commitment.

Question 17

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

Accepted Answer

A) True 
 B)False

Question 18

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.

Accepted Answer

A) True 
 B)False

Question 19

Distinguish between values, attitudes, and moods of a manager in an organization. What implications do these have for how managers contribute to organizational effectiveness?

Accepted Answer

Values, attitudes, and moods and emotion

Question 20

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

Accepted Answer

A) affiliation. 
B) power. 
C) agreeableness. 
D) socialization. 
E) achievement. 
A) affiliation. 
B) power. 
C) agreeableness. 
D) socialization. 
E) achievement.

Managers who are low on extraversion tend to

What are the three major needs identified by McClelland? Describe the characteristics associated with each need, and give examples of positions in a company that would benefit from a high level of each.

Critique the leadership styles of managers from innovative and conservative organizational cultures. In which of these types of culture would you be more comfortable working? Explain why.

The MBTI measures a person's preference for

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

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

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

Tanya is a manager who has the ability to understand and gauge the moods and feelings of her employees with little difficulty. Tanya displays high

Define job satisfaction and discuss its effect on managers in general. Why do you think upper level managers tend to be more satisfied with their jobs than entry-level employees?

When people are in negative moods, they

People with an external locus of control

________ are intense and relatively short-lived feelings.

Jonathan, the general manager of Dawsen and Co., has low emotional intelligence. He

An organization that considers and analyzes the ideas and suggestions of all employees regardless of their hierarchical position has a(n)________ culture.

The most widely used personality instrument is the

Franny's Flowers encourages new employees to learn the company's values and norms and why these direct them to act in a right and proper way. This company's process is organizational

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

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.

Distinguish between values, attitudes, and moods of a manager in an organization. What implications do these have for how managers contribute to organizational effectiveness?

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

Managers and Managing

The Evolution of Management Thought

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and Strategist

Value Chain Management Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation and Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Using Advanced Information Technology to Increase Performance

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Exam 3: Values Attitudes, Emotions, and Culture: the Manager As a Person

Managers who are low on extraversion tend to

What are the three major needs identified by McClelland? Describe the characteristics associated with each need, and give examples of positions in a company that would benefit from a high level of each.

Critique the leadership styles of managers from innovative and conservative organizational cultures. In which of these types of culture would you be more comfortable working? Explain why.

The MBTI measures a person's preference for

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

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

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

Tanya is a manager who has the ability to understand and gauge the moods and feelings of her employees with little difficulty. Tanya displays high

Define job satisfaction and discuss its effect on managers in general. Why do you think upper level managers tend to be more satisfied with their jobs than entry-level employees?

When people are in negative moods, they

People with an external locus of control

________ are intense and relatively short-lived feelings.

Jonathan, the general manager of Dawsen and Co., has low emotional intelligence. He

An organization that considers and analyzes the ideas and suggestions of all employees regardless of their hierarchical position has a(n)________ culture.

The most widely used personality instrument is the

Franny's Flowers encourages new employees to learn the company's values and norms and why these direct them to act in a right and proper way. This company's process is organizational

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

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.

Distinguish between values, attitudes, and moods of a manager in an organization. What implications do these have for how managers contribute to organizational effectiveness?

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

Managers and Managing

The Evolution of Management Thought

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and Strategist

Value Chain Management Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation and Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Using Advanced Information Technology to Increase Performance

Filters