Question 1

People who tend to be sociable, outgoing, and friendly are low in _____.

Accepted Answer

A)  extraversion 
B)  introversion 
C)  openness to experience 
D)  affiliation 
E)  agreeableness 
A)  extraversion 
B)  introversion 
C)  openness to experience 
D)  affiliation 
E)  agreeableness

Question 2

People who are high on extraversion are especially likely to experience _____.

Accepted Answer

A)  fear 
B)  hostility 
C)  distress 
D)  enthusiasm 
E)  nervousness 
A)  fear 
B)  hostility 
C)  distress 
D)  enthusiasm 
E)  nervousness

Question 3

According to McClelland, the extent to which people have strong desires to perform challenging tasks and to meet personal standards of excellence is known as _____.

Accepted Answer

A)  the need for affiliation 
B)  the need for achievement 
C)  the need for power 
D)  the need for acceptance 
E)  the need for solidarity 
A)  the need for affiliation 
B)  the need for achievement 
C)  the need for power 
D)  the need for acceptance 
E)  the need for solidarity

Question 4

_____ values help explain what managers are striving to achieve in their organizations and what they will focus their efforts on.

Accepted Answer

A)  Terminal 
B)  Nominal 
C)  Strategic 
D)  Instrumental 
E)  Extrinsic 
A)  Terminal 
B)  Nominal 
C)  Strategic 
D)  Instrumental 
E)  Extrinsic

Question 5

Emotions are less intense feelings than moods and are long-lasting.

Accepted Answer

A) True 
 B)False

Question 6

Which of the following is true of managers in conservative cultures?

Accepted Answer

A)  They lead by example, encouraging their employees to take risks. 
B)  They are likely to try to create a flat, organic structure. 
C)  They constantly monitor the progress of their employees. 
D)  They are flexible and encourage creativity. 
E)  They decentralize authority so that employees can work together easily. 
A)  They lead by example, encouraging their employees to take risks. 
B)  They are likely to try to create a flat, organic structure. 
C)  They constantly monitor the progress of their employees. 
D)  They are flexible and encourage creativity. 
E)  They decentralize authority so that employees can work together easily.

Question 7

Organizational citizenship behaviors (OCBs) are behaviors that are not required of organization members but that contribute to organizational efficiency and effectiveness.

Accepted Answer

A) True 
 B)False

Question 8

_____ 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 9

A manager's instrumental values have little or no effect on organizational culture.

Accepted Answer

A) True 
 B)False

Question 10

What are the three major needs identified by McClelland? Describe the characteristics associated with each need.

Accepted Answer

not answered
Explanation:Psychologist Da

People who tend to be sociable, outgoing, and friendly are low in _____.

People who are high on extraversion are especially likely to experience _____.

According to McClelland, the extent to which people have strong desires to perform challenging tasks and to meet personal standards of excellence is known as _____.

_____ values help explain what managers are striving to achieve in their organizations and what they will focus their efforts on.

Emotions are less intense feelings than moods and are long-lasting.

Which of the following is true of managers in conservative cultures?

Organizational citizenship behaviors (OCBs) are behaviors that are not required of organization members but that contribute to organizational efficiency and effectiveness.

_____ are intense and relatively short-lived feelings.

A manager's instrumental values have little or no effect on organizational culture.

What are the three major needs identified by McClelland? Describe the characteristics associated with each need.

Managers and Managing

The Evolution of Management

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 a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

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

People who tend to be sociable, outgoing, and friendly are low in _____.

People who are high on extraversion are especially likely to experience _____.

According to McClelland, the extent to which people have strong desires to perform challenging tasks and to meet personal standards of excellence is known as _____.

_____ values help explain what managers are striving to achieve in their organizations and what they will focus their efforts on.

Emotions are less intense feelings than moods and are long-lasting.

Which of the following is true of managers in conservative cultures?

Organizational citizenship behaviors (OCBs) are behaviors that are not required of organization members but that contribute to organizational efficiency and effectiveness.

_____ are intense and relatively short-lived feelings.

A manager's instrumental values have little or no effect on organizational culture.

What are the three major needs identified by McClelland? Describe the characteristics associated with each need.

Managers and Managing

The Evolution of Management

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 a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

Filters