Question 1

________ is the personality dimension that describes how achievement-oriented and persistent a person is.

Accepted Answer

A)  Emotional stability 
B)  Locus of control 
C)  Extroversion 
D)  Conscientiousness 
E)  Self-efficacy 
A)  Emotional stability 
B)  Locus of control 
C)  Extroversion 
D)  Conscientiousness 
E)  Self-efficacy

Question 2

Anastasia impressed her boss by making many suggestions for department improvements and by putting in many weekend hours to do extra tasks to develop the new procedures. Anastasia is exhibiting

Accepted Answer

A)  self-efficacy. 
B)  onboarding traits. 
C)  the halo effect. 
D)  organizational citizenship behavior. 
E)  counterproductive work behavior. 
A)  self-efficacy. 
B)  onboarding traits. 
C)  the halo effect. 
D)  organizational citizenship behavior. 
E)  counterproductive work behavior.

Question 3

Which of the following is NOT one of the four layers of the diversity wheel?

Accepted Answer

A)  organizational dimensions 
B)  external dimensions 
C)  internal dimensions 
D)  management status 
E)  personality 
A)  organizational dimensions 
B)  external dimensions 
C)  internal dimensions 
D)  management status 
E)  personality

Question 4

________ programs help employees integrate and transition to a new job.

Accepted Answer

A)  Organizational citizenship 
B)  Employee assistance 
C)  Attribution 
D)  Onboarding 
E)  Proactive 
A)  Organizational citizenship 
B)  Employee assistance 
C)  Attribution 
D)  Onboarding 
E)  Proactive

Question 5

Organizational dimensions, the outer layer of the diversity wheel, include all of the following EXCEPT

Accepted Answer

A)  management status. 
B)  union affiliation. 
C)  seniority. 
D)  work location. 
E)  ethnicity. 
A)  management status. 
B)  union affiliation. 
C)  seniority. 
D)  work location. 
E)  ethnicity.

Question 6

Define stress and describe at least four sources of stress on the job.

Accepted Answer

Here are six sources of stress on the jo

Question 7

At what point during development are our values set?

Accepted Answer

A)  early adulthood 
B)  late teens 
C)  in college 
D)  early teens 
E)  mid-thirties 
A)  early adulthood 
B)  late teens 
C)  in college 
D)  early teens 
E)  mid-thirties

Question 8

Jenn switched jobs to one that was within a half mile of her home and she could walk on most days. After about three months, her new boss announced the company was moving 15 miles outside the city. This would mean that Jenn would now have an hour and half commute that involved a subway and two busses. Her stressor would be considered a

Accepted Answer

A)  negative stressor. 
B)  strong stressor. 
C)  crises. 
D)  hassle. 
E)  positive stressor. 
A)  negative stressor. 
B)  strong stressor. 
C)  crises. 
D)  hassle. 
E)  positive stressor.

Question 9

Internals likely would prefer and respond more productively to incentives such as merit pay or sales commissions.

Accepted Answer

A) True 
 B)False

Question 10

People with ________ exhibit less anxiety, greater motivation, and stronger expectations that effort leads to performance.

Accepted Answer

A)  high self-efficacy 
B)  high self-monitoring 
C)  low self-efficacy 
D)  an internal locus of control 
E)  an external locus of control 
A)  high self-efficacy 
B)  high self-monitoring 
C)  low self-efficacy 
D)  an internal locus of control 
E)  an external locus of control

Question 11

________ is the extent to which people like or dislike themselves.

Accepted Answer

A)  Emotional stability 
B)  Self-awareness 
C)  Locus of control 
D)  Self-efficacy 
E)  Self-esteem 
A)  Emotional stability 
B)  Self-awareness 
C)  Locus of control 
D)  Self-efficacy 
E)  Self-esteem

Question 12

________ is the ability to control your emotions and act with honesty and integrity in reliable and adaptable ways.

Accepted Answer

A)  Self-awareness 
B)  Situational awareness 
C)  Social awareness 
D)  Self-management 
E)  Relationship management 
A)  Self-awareness 
B)  Situational awareness 
C)  Social awareness 
D)  Self-management 
E)  Relationship management

Question 13

________ occurs when we form an impression of an individual based on a single trait.

Accepted Answer

A)  The recency effect 
B)  A self-fulfilling prophecy 
C)  Fundamental attribution error 
D)  Self-serving bias 
E)  The halo effect 
A)  The recency effect 
B)  A self-fulfilling prophecy 
C)  Fundamental attribution error 
D)  Self-serving bias 
E)  The halo effect

Question 14

Sylvester is 57 and his company is downsizing. He knows that his position is one that will be cut so he has started to prepare his résumé to look for a new job. Hunter tells him not to bother, as he will not get another job, at least not one that is equivalent to his current job. He tells Sylvester that things have changed since Sylvester went to college and that he couldn't realistically offer too much in the workforce today. Hunter is demonstrating a(n)

Accepted Answer

A)  causal attribution. 
B)  age stereotype. 
C)  recency effect. 
D)  implicit bias. 
E)  halo effect. 
A)  causal attribution. 
B)  age stereotype. 
C)  recency effect. 
D)  implicit bias. 
E)  halo effect.

Question 15

The glass ceiling is a concept that applies to women, but not to minorities.

Accepted Answer

A) True 
 B)False

Question 16

Using examples, define role overload, role conflict, and role ambiguity.

Accepted Answer

Role overload occurs when others' expect

Question 17

An employee's ________ behavior helps the employee exceed the work-role requirements for the job.

Accepted Answer

A)  counterproductive work 
B)  halo effect 
C)  organizational citizenship 
D)  self-efficacy 
E)  proactive 
A)  counterproductive work 
B)  halo effect 
C)  organizational citizenship 
D)  self-efficacy 
E)  proactive

Question 18

Alicia really doesn't like her new boss and is not happy with the new tasks she's been assigned and the long hours she's been working. Still, she truly believes in what the company is trying to accomplish. Alicia has

Accepted Answer

A)  poor job performance. 
B)  low job satisfaction. 
C)  low organizational commitment. 
D)  poor job enrichment. 
E)  low job involvement. 
A)  poor job performance. 
B)  low job satisfaction. 
C)  low organizational commitment. 
D)  poor job enrichment. 
E)  low job involvement.

Question 19

Define the five types of distortion in perception. Give an example of each.

Accepted Answer

The five types of distortion are as foll

Question 20

Define the two attributional tendencies that can distort one's interpretation of observed behavior-fundamental attribution bias and self-serving bias-and provide an example of each.

Accepted Answer

• Fundamental attribution bias: In funda

________ is the personality dimension that describes how achievement-oriented and persistent a person is.

Anastasia impressed her boss by making many suggestions for department improvements and by putting in many weekend hours to do extra tasks to develop the new procedures. Anastasia is exhibiting

Which of the following is NOT one of the four layers of the diversity wheel?

________ programs help employees integrate and transition to a new job.

Organizational dimensions, the outer layer of the diversity wheel, include all of the following EXCEPT

Define stress and describe at least four sources of stress on the job.

At what point during development are our values set?

Internals likely would prefer and respond more productively to incentives such as merit pay or sales commissions.

People with ________ exhibit less anxiety, greater motivation, and stronger expectations that effort leads to performance.

________ is the extent to which people like or dislike themselves.

________ is the ability to control your emotions and act with honesty and integrity in reliable and adaptable ways.

________ occurs when we form an impression of an individual based on a single trait.

The glass ceiling is a concept that applies to women, but not to minorities.

Using examples, define role overload, role conflict, and role ambiguity.

An employee's ________ behavior helps the employee exceed the work-role requirements for the job.

Alicia really doesn't like her new boss and is not happy with the new tasks she's been assigned and the long hours she's been working. Still, she truly believes in what the company is trying to accomplish. Alicia has

Define the five types of distortion in perception. Give an example of each.

Define the two attributional tendencies that can distort one's interpretation of observed behavior-fundamental attribution bias and self-serving bias-and provide an example of each.

The Exceptional Manager: What You Do, How You Do It

Management Theory: Essential Background for the Successful Manager

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management Managing Across Borders

Planning: the Foundation of Successful Management

Strategic Management: How Exceptional Managers Realize a Grand Design

Individual and Group Decision Making: How Managers Make Things Happen

Organizational Culture, Structure, and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People

Organizational Change and Innovation: Lifelong Challenges

Motivating Employees: Achieving Superior Performance in the Workplace

Groups and Teams: Increasing Cooperation, Reducing Conflict

Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader

Interpersonal and Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

Entrepreneurship

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Exam 11: Managing Individual Differences and Behaviour: Supervising People As People

________ is the personality dimension that describes how achievement-oriented and persistent a person is.

Anastasia impressed her boss by making many suggestions for department improvements and by putting in many weekend hours to do extra tasks to develop the new procedures. Anastasia is exhibiting

Which of the following is NOT one of the four layers of the diversity wheel?

________ programs help employees integrate and transition to a new job.

Organizational dimensions, the outer layer of the diversity wheel, include all of the following EXCEPT

Define stress and describe at least four sources of stress on the job.

At what point during development are our values set?

Internals likely would prefer and respond more productively to incentives such as merit pay or sales commissions.

People with ________ exhibit less anxiety, greater motivation, and stronger expectations that effort leads to performance.

________ is the extent to which people like or dislike themselves.

________ is the ability to control your emotions and act with honesty and integrity in reliable and adaptable ways.

________ occurs when we form an impression of an individual based on a single trait.

The glass ceiling is a concept that applies to women, but not to minorities.

Using examples, define role overload, role conflict, and role ambiguity.

An employee's ________ behavior helps the employee exceed the work-role requirements for the job.

Alicia really doesn't like her new boss and is not happy with the new tasks she's been assigned and the long hours she's been working. Still, she truly believes in what the company is trying to accomplish. Alicia has

Define the five types of distortion in perception. Give an example of each.

Define the two attributional tendencies that can distort one's interpretation of observed behavior-fundamental attribution bias and self-serving bias-and provide an example of each.

The Exceptional Manager: What You Do, How You Do It

Management Theory: Essential Background for the Successful Manager

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management Managing Across Borders

Planning: the Foundation of Successful Management

Strategic Management: How Exceptional Managers Realize a Grand Design

Individual and Group Decision Making: How Managers Make Things Happen

Organizational Culture, Structure, and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People

Organizational Change and Innovation: Lifelong Challenges

Motivating Employees: Achieving Superior Performance in the Workplace

Groups and Teams: Increasing Cooperation, Reducing Conflict

Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader

Interpersonal and Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

Entrepreneurship

Filters