Question 1

A(n) _____ value is a personal belief or opinion about desired modes of conduct or ways of behaving.

Accepted Answer

A) terminal 
B) strategic 
C) nominal 
D) extrinsic 
E) instrumental 
A) terminal 
B) strategic 
C) nominal 
D) extrinsic 
E) instrumental

Question 2

Organizational culture reflects the distinctive ways in which organization members relate to one another and work together.

Accepted Answer

A) True 
 B)False

Question 3

Define job satisfaction and discuss its effect on managers.

Accepted Answer

Job satisfaction is the collection of fe

Question 4

Which of the following is true about managers who are low on extraversion?

Accepted Answer

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

Question 5

Turnovers of managers can hurt an organization because it results in the loss of the managers' experience and knowledge.

Accepted Answer

A) True 
 B)False

Question 6

Organizations can have a strong organizational culture when

Accepted Answer

A) managers have emotional intelligence. 
B) the organization and its employees have instrumental values. 
C) the organization and its employees have terminal values. 
D) managers perform organizational citizenship behaviors (OCBs). 
E) the organizational commitment is strong. 
A) managers have emotional intelligence. 
B) the organization and its employees have instrumental values. 
C) the organization and its employees have terminal values. 
D) managers perform organizational citizenship behaviors (OCBs). 
E) the organizational commitment is strong.

Question 7

What role do terminal and instrumental values play in organizational culture?

Accepted Answer

Shared terminal and instrumental values

Question 8

Which of the following rites of an organization prepare people for promotion or retirement?

Accepted Answer

A) rites of passage 
B) rites of integration 
C) rites of inclusion 
D) rites of acceptance 
E) rites of enhancement 
A) rites of passage 
B) rites of integration 
C) rites of inclusion 
D) rites of acceptance 
E) rites of enhancement

Question 9

Richard had some ideas and developed a new process for the production line, but when he implemented the changes, the results were not what he expected.Instead of improving production speed, the new process slowed down the production and caused some deficiency in the quality of the product.Although he was frustrated with the results, Richard's manager told him to keep working on the project and fix the problems.This is an example of a(n) _____ culture.

Accepted Answer

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

Question 10

According to McClelland, the need for ________ is the extent to which people have strong desires to perform challenging tasks and to meet personal standards of excellence.

Accepted Answer

A) affiliation 
B) achievement 
C) power 
D) acceptance 
E) solidarity 
A) affiliation 
B) achievement 
C) power 
D) acceptance 
E) solidarity

Question 11

_____ is an example of an instrumental value.

Accepted Answer

A) Self-discipline 
B) Security 
C) Prosperity 
D) Equality 
E) Inner-harmony 
A) Self-discipline 
B) Security 
C) Prosperity 
D) Equality 
E) Inner-harmony

Question 12

Describe the "Big Five" personality traits briefly.

Accepted Answer

i) Extroversion: the tendency to experie

Question 13

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

Accepted Answer

A) True 
 B)False

Question 14

Tony is a manager with the ability to understand and gauge the moods and feelings of his employees with little difficulty.Tony 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 15

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

Accepted Answer

Organizational culture comprises the sha

Question 16

Sandra, an employee of Silver 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.

Question 17

Low extraversion hinders the possibility of effectiveness and efficiency.

Accepted Answer

A) True 
 B)False

Question 18

Jolene just started working at Elogics, an electronics company.During her first week of employment, she attended an orientation meeting where the managers talked about the company's history.As they talked about the actions of those who contributed to Elogics' growth and those who caused problems over the years, Jolene learned what values and norms are appropriate.The company used _____ to communicate organizational culture.

Accepted Answer

A) rites of integration 
B) rites of enhancement 
C) values of the founder 
D) stories and language 
E) social events 
A) rites of integration 
B) rites of enhancement 
C) values of the founder 
D) stories and language 
E) social events

Question 19

The employees of Burger Point enjoy their work very much.This is largely due to their manager, Elise, who is always sympathetic to the needs of her employees and is seldom uncooperative.Elise can be said to be low on the agreeableness continuum.

Accepted Answer

A) True 
 B)False

Question 20

Donna is an efficient manager who is on very good terms with her employees.She is known for taking risks and being innovative in her planning and decision making.Which of the following statements is true about Donna?

Accepted Answer

A) She is high on introversion. 
B) She is low on agreeableness. 
C) She is high on openness to experience. 
D) She is low on positive affectivity. 
E) She is low on conscientiousness. 
A) She is high on introversion. 
B) She is low on agreeableness. 
C) She is high on openness to experience. 
D) She is low on positive affectivity. 
E) She is low on conscientiousness.

A(n) _____ value is a personal belief or opinion about desired modes of conduct or ways of behaving.

Organizational culture reflects the distinctive ways in which organization members relate to one another and work together.

Define job satisfaction and discuss its effect on managers.

Which of the following is true about managers who are low on extraversion?

Turnovers of managers can hurt an organization because it results in the loss of the managers' experience and knowledge.

Organizations can have a strong organizational culture when

What role do terminal and instrumental values play in organizational culture?

Which of the following rites of an organization prepare people for promotion or retirement?

According to McClelland, the need for ________ is the extent to which people have strong desires to perform challenging tasks and to meet personal standards of excellence.

_____ is an example of an instrumental value.

Describe the "Big Five" personality traits briefly.

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

Tony is a manager with the ability to understand and gauge the moods and feelings of his employees with little difficulty.Tony displays high

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

Sandra, an employee of Silver Stone Inc., is extremely ambitious and insists on working on important projects by herself.According to McClelland, she has a high need for

Low extraversion hinders the possibility of effectiveness and efficiency.

The employees of Burger Point enjoy their work very much.This is largely due to their manager, Elise, who is always sympathetic to the needs of her employees and is seldom uncooperative.Elise can be said to be low on the agreeableness continuum.

Donna is an efficient manager who is on very good terms with her employees.She is known for taking risks and being innovative in her planning and decision making.Which of the following statements is true about Donna?

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

A(n) _____ value is a personal belief or opinion about desired modes of conduct or ways of behaving.

Organizational culture reflects the distinctive ways in which organization members relate to one another and work together.

Define job satisfaction and discuss its effect on managers.

Which of the following is true about managers who are low on extraversion?

Turnovers of managers can hurt an organization because it results in the loss of the managers' experience and knowledge.

Organizations can have a strong organizational culture when

What role do terminal and instrumental values play in organizational culture?

Which of the following rites of an organization prepare people for promotion or retirement?

According to McClelland, the need for ________ is the extent to which people have strong desires to perform challenging tasks and to meet personal standards of excellence.

_____ is an example of an instrumental value.

Describe the "Big Five" personality traits briefly.

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

Tony is a manager with the ability to understand and gauge the moods and feelings of his employees with little difficulty.Tony displays high

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

Sandra, an employee of Silver Stone Inc., is extremely ambitious and insists on working on important projects by herself.According to McClelland, she has a high need for

Low extraversion hinders the possibility of effectiveness and efficiency.

The employees of Burger Point enjoy their work very much.This is largely due to their manager, Elise, who is always sympathetic to the needs of her employees and is seldom uncooperative.Elise can be said to be low on the agreeableness continuum.

Donna is an efficient manager who is on very good terms with her employees.She is known for taking risks and being innovative in her planning and decision making.Which of the following statements is true about Donna?

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