Question 1

The component of an attitude reflects how an individual expects to behave toward or in a situation.

Accepted Answer

A) cognition 
B) intellect 
C) expectation 
D) affect 
E) intention 
A) cognition 
B) intellect 
C) expectation 
D) affect 
E) intention

Question 2

Cognitive dissonance results from contradictory or incongruent attitudes, behaviors, or both.

Accepted Answer

A) True 
 B)False

Question 3

George is highly committed and has an attachment to the organization where he works.He feels he is a true member of the company.George is demonstrating _.

Accepted Answer

A) organizational citizenship. 
B) organizational commitment. 
C) job identification. 
D) job satisfaction. 
E) job involvement. 
A) organizational citizenship. 
B) organizational commitment. 
C) job identification. 
D) job satisfaction. 
E) job involvement.

Question 4

The gratification or fulfillment a person finds in his or her work is called .

Accepted Answer

The answer of The gratification or fulfillment a person finds...

Question 5

Openness is the capacity to entertain new ideas and to change as a result of new information.

Accepted Answer

A) True 
 B)False

Question 6

The "Big Five" personality traits are a set of fundamental traits that are not especially relevant to organizations.

Accepted Answer

A) True 
 B)False

Question 7

is behavior directed at gaining power and controlling the behavior of others.

Accepted Answer

A) Authoritarianism 
B) Positive affectivity 
C) Machiavellianism 
D) Selective perception 
E) None of these are correct. 
A) Authoritarianism 
B) Positive affectivity 
C) Machiavellianism 
D) Selective perception 
E) None of these are correct.

Question 8

Workplace behavior is a pattern of action by the members of the organization that directly or indirectly influences organizational effectiveness.

Accepted Answer

A) True 
 B)False

Question 9

describes behavior directed at gaining power and controlling the behavior of others.

Accepted Answer

The answer of describes behavior directed at gaining power and...

Question 10

A manager with strong emotional intelligence is able to overcome his or her empathy when dealing with others.

Accepted Answer

A) True 
 B)False

Question 11

People with little negative emotionality are not able to withstand stress.

Accepted Answer

A) True 
 B)False

Question 12

suggests that we attribute causes to behavior based on our observations of certain characteristics of that behavior.

Accepted Answer

The answer of suggests that we attribute causes to behavior...

Question 13

The basis for the other components of emotional intelligence is self-awareness.

Accepted Answer

A) True 
 B)False

Question 14

A psychological contract is

Accepted Answer

A) a description of the intellectual work the employee will be required to complete on the job. 
B) a legally binding agreement between the employer and the worker. 
C) a person's overall expectations regarding the employment arrangement. 
D) a written document outlining what the employee will be paid. 
E) a ideal employment contract developed by industrial psychologists. 
A) a description of the intellectual work the employee will be required to complete on the job. 
B) a legally binding agreement between the employer and the worker. 
C) a person's overall expectations regarding the employment arrangement. 
D) a written document outlining what the employee will be paid. 
E) a ideal employment contract developed by industrial psychologists.

Question 15

The ability of the Meyers-Briggs Type Indicator to provide valid and stable assessments of personality attributes is questionable.

Accepted Answer

A) True 
 B)False

Question 16

John believes that people from the south live a slow farm life indicates he is people from the south.

Accepted Answer

The answer of John believes that people from the south...

Question 17

The extent to which personality attributes are inherited from our parents or shaped by our environment is called by psychologists.

Accepted Answer

A) individual differences 
B) psychological contributions 
C) nature versus nurture 
D) psychological contract 
E) psychological inducements 
A) individual differences 
B) psychological contributions 
C) nature versus nurture 
D) psychological contract 
E) psychological inducements

Question 18

If you accept orders from your supervisor solely because he or she is "the boss," you are highly

Accepted Answer

A) authoritarian. 
B) self-monitoring. 
C) perceptual. 
D) motivational. 
E) dogmatic. 
A) authoritarian. 
B) self-monitoring. 
C) perceptual. 
D) motivational. 
E) dogmatic.

Question 19

Effort, skills, ability, and time are all that people make to the organization.

Accepted Answer

The answer of Effort, skills, ability, and time are all...

Question 20

Dan, one of your coworkers, performs acceptable work in terms of quantity and quality and is always willing to work late.He is probably considered a good organizational citizen.

Accepted Answer

A) True 
 B)False

The component of an attitude reflects how an individual expects to behave toward or in a situation.

Cognitive dissonance results from contradictory or incongruent attitudes, behaviors, or both.

George is highly committed and has an attachment to the organization where he works.He feels he is a true member of the company.George is demonstrating _.

The gratification or fulfillment a person finds in his or her work is called .

Openness is the capacity to entertain new ideas and to change as a result of new information.

The "Big Five" personality traits are a set of fundamental traits that are not especially relevant to organizations.

is behavior directed at gaining power and controlling the behavior of others.

Workplace behavior is a pattern of action by the members of the organization that directly or indirectly influences organizational effectiveness.

describes behavior directed at gaining power and controlling the behavior of others.

A manager with strong emotional intelligence is able to overcome his or her empathy when dealing with others.

People with little negative emotionality are not able to withstand stress.

suggests that we attribute causes to behavior based on our observations of certain characteristics of that behavior.

The basis for the other components of emotional intelligence is self-awareness.

A psychological contract is

The ability of the Meyers-Briggs Type Indicator to provide valid and stable assessments of personality attributes is questionable.

John believes that people from the south live a slow farm life indicates he is people from the south.

The extent to which personality attributes are inherited from our parents or shaped by our environment is called by psychologists.

If you accept orders from your supervisor solely because he or she is "the boss," you are highly

Effort, skills, ability, and time are all that people make to the organization.

Dan, one of your coworkers, performs acceptable work in terms of quantity and quality and is always willing to work late.He is probably considered a good organizational citizen.

An Overview of Organizational Behavior

The Changing Environment of Organizations

Motivation in Organizations

Motivating Employee Performance Through Work

Motivating Employee Performance Through Rewards

Managing Stress and the Work-Life Balance

Decision Making and Problem Solving

Foundations of Interpersonal and Group Behavior

Using Teams in Organizations

Communication in Organizations

Traditional Models for Understanding Leadership

Contemporary Views of Leadership in Organizations

Power, Politics, and Organizational Justice

Conflict and Negotiation in Organizations

Foundations of Organization Structure

Organization Design

Organization Culture

Organization Change and Development

Filters

Exam 3: Foundations of Individual Behavior

The component of an attitude reflects how an individual expects to behave toward or in a situation.

Cognitive dissonance results from contradictory or incongruent attitudes, behaviors, or both.

George is highly committed and has an attachment to the organization where he works.He feels he is a true member of the company.George is demonstrating _.

The gratification or fulfillment a person finds in his or her work is called .

Openness is the capacity to entertain new ideas and to change as a result of new information.

The "Big Five" personality traits are a set of fundamental traits that are not especially relevant to organizations.

is behavior directed at gaining power and controlling the behavior of others.

Workplace behavior is a pattern of action by the members of the organization that directly or indirectly influences organizational effectiveness.

describes behavior directed at gaining power and controlling the behavior of others.

A manager with strong emotional intelligence is able to overcome his or her empathy when dealing with others.

People with little negative emotionality are not able to withstand stress.

suggests that we attribute causes to behavior based on our observations of certain characteristics of that behavior.

The basis for the other components of emotional intelligence is self-awareness.

A psychological contract is

The ability of the Meyers-Briggs Type Indicator to provide valid and stable assessments of personality attributes is questionable.

John believes that people from the south live a slow farm life indicates he is people from the south.

The extent to which personality attributes are inherited from our parents or shaped by our environment is called by psychologists.

If you accept orders from your supervisor solely because he or she is "the boss," you are highly

Effort, skills, ability, and time are all that people make to the organization.

Dan, one of your coworkers, performs acceptable work in terms of quantity and quality and is always willing to work late.He is probably considered a good organizational citizen.

An Overview of Organizational Behavior

The Changing Environment of Organizations

Motivation in Organizations

Motivating Employee Performance Through Work

Motivating Employee Performance Through Rewards

Managing Stress and the Work-Life Balance

Decision Making and Problem Solving

Foundations of Interpersonal and Group Behavior

Using Teams in Organizations

Communication in Organizations

Traditional Models for Understanding Leadership

Contemporary Views of Leadership in Organizations

Power, Politics, and Organizational Justice

Conflict and Negotiation in Organizations

Foundations of Organization Structure

Organization Design

Organization Culture

Organization Change and Development

Filters