Question 1

How should a manager use personality tests?

Accepted Answer

A) Use graphology tests to infer personality. 
B) Create personality profiles of the desirable employee for different jobs. 
C) Experiment with various personality tests that appear on the Internet. 
D) Assess testing for any possible adverse impact on hiring women and minorities. 
E) Avoid them, as they are illegal. 
A) Use graphology tests to infer personality. 
B) Create personality profiles of the desirable employee for different jobs. 
C) Experiment with various personality tests that appear on the Internet. 
D) Assess testing for any possible adverse impact on hiring women and minorities. 
E) Avoid them, as they are illegal.

Question 2

Which of the following is not one of the main ways to reduce cognitive dissonance?

Accepted Answer

A) Change your attitude. 
B) Change your behavior. 
C) Eliminate the self-serving bias. 
D) Find consonant elements that outweigh the dissonant ones. 
E) Belittle the importance of the inconsistent behavior. 
A) Change your attitude. 
B) Change your behavior. 
C) Eliminate the self-serving bias. 
D) Find consonant elements that outweigh the dissonant ones. 
E) Belittle the importance of the inconsistent behavior.

Question 3

Employee behaviors that exceed the work-role requirements for the job are known as

Accepted Answer

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

Question 4

According to Festinger, which of the following factors is most relevant as people deal with the discomfort of cognitive dissonance?

Accepted Answer

A) Personal ethics 
B) Judgment of others 
C) Personality differences 
D) Control over the situation 
E) Experience with decision-making 
A) Personal ethics 
B) Judgment of others 
C) Personality differences 
D) Control over the situation 
E) Experience with decision-making

Question 5

Violence is considered a dysfunctional work behavior.

Accepted Answer

A) True 
 B)False

Question 6

On Gardenswartz and Rowe's diversity wheel, biographical dimensions of diversity consist of the personal characteristics that people acquire, discard, or modify throughout their lives.

Accepted Answer

A) True 
 B)False

Question 7

Studies show a surprising lack of correlation between organizational commitment and job satisfaction.

Accepted Answer

A) True 
 B)False

Question 8

A value is a learned predisposition toward a specific object.

Accepted Answer

A) True 
 B)False

Question 9

Self-awareness is the most essential trait of emotional intelligence.

Accepted Answer

A) True 
 B)False

Question 10

Julia 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.Julia has

Accepted Answer

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

Question 11

As employees' age increases, so does their job involvement and satisfaction.

Accepted Answer

A) True 
 B)False

Question 12

Belittling the importance of one's inconsistent behavior is a way to reduce cognitive dissonance.

Accepted Answer

A) True 
 B)False

Question 13

You have important clients in town who want to have dinner with you, but your mother has a plumbing leak and has asked you to come over and shut off the water until she can get it fixed tomorrow.You are experiencing

Accepted Answer

A) role ambiguity. 
B) burnout. 
C) learned helplessness. 
D) role overload. 
E) role conflict. 
A) role ambiguity. 
B) burnout. 
C) learned helplessness. 
D) role overload. 
E) role conflict.

Question 14

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

Accepted Answer

A) Organizational citizenship 
B) Employee assistance 
C) Onboarding 
D) Self-efficacy 
E) Proactive 
A) Organizational citizenship 
B) Employee assistance 
C) Onboarding 
D) Self-efficacy 
E) Proactive

Question 15

Having to decide between working late at your boss's request or attending your child's birthday party is an example of role overload.

Accepted Answer

A) True 
 B)False

Question 16

______ is the personality dimension that describes how intellectual, imaginative, curious, and broad-minded a person is.

Accepted Answer

A) Inquisitiveness 
B) Emotional stability 
C) Openness to experience 
D) Extroversion 
E) Inventiveness 
A) Inquisitiveness 
B) Emotional stability 
C) Openness to experience 
D) Extroversion 
E) Inventiveness

Question 17

Wei is a manager of several subordinates who seem to be low in self-efficacy.In an effort to improve this, she should

Accepted Answer

A) let them learn new tasks independently. 
B) give them simplistic jobs. 
C) immediately create very challenging goals for them. 
D) provide guided experiences and mentoring. 
E) avoid giving positive feedback. 
A) let them learn new tasks independently. 
B) give them simplistic jobs. 
C) immediately create very challenging goals for them. 
D) provide guided experiences and mentoring. 
E) avoid giving positive feedback.

Question 18

The abstract ideals that guide a person's thinking and behavior across all situations are called

Accepted Answer

A) ethics. 
B) culture. 
C) values. 
D) attitudes. 
E) perceptions. 
A) ethics. 
B) culture. 
C) values. 
D) attitudes. 
E) perceptions.

Question 19

Sets of behaviors that people expect of occupants of a position are known as roles.

Accepted Answer

A) True 
 B)False

Question 20

Define locus of control, self-efficacy, and self-esteem.Explain how a manager might deal with each of these personality traits at work.Describe how you would rate yourself on each of these dimensions, and explain why.

Accepted Answer

1.Locus of control: how much people beli

How should a manager use personality tests?

Which of the following is not one of the main ways to reduce cognitive dissonance?

Employee behaviors that exceed the work-role requirements for the job are known as

According to Festinger, which of the following factors is most relevant as people deal with the discomfort of cognitive dissonance?

Violence is considered a dysfunctional work behavior.

On Gardenswartz and Rowe's diversity wheel, biographical dimensions of diversity consist of the personal characteristics that people acquire, discard, or modify throughout their lives.

Studies show a surprising lack of correlation between organizational commitment and job satisfaction.

A value is a learned predisposition toward a specific object.

Self-awareness is the most essential trait of emotional intelligence.

Julia 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.Julia has

As employees' age increases, so does their job involvement and satisfaction.

Belittling the importance of one's inconsistent behavior is a way to reduce cognitive dissonance.

You have important clients in town who want to have dinner with you, but your mother has a plumbing leak and has asked you to come over and shut off the water until she can get it fixed tomorrow.You are experiencing

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

Having to decide between working late at your boss's request or attending your child's birthday party is an example of role overload.

______ is the personality dimension that describes how intellectual, imaginative, curious, and broad-minded a person is.

Wei is a manager of several subordinates who seem to be low in self-efficacy.In an effort to improve this, she should

The abstract ideals that guide a person's thinking and behavior across all situations are called

Sets of behaviors that people expect of occupants of a position are known as roles.

Define locus of control, self-efficacy, and self-esteem.Explain how a manager might deal with each of these personality traits at work.Describe how you would rate yourself on each of these dimensions, and explain why.

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 for Managerial Success

Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager

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 Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

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

How should a manager use personality tests?

Which of the following is not one of the main ways to reduce cognitive dissonance?

Employee behaviors that exceed the work-role requirements for the job are known as

According to Festinger, which of the following factors is most relevant as people deal with the discomfort of cognitive dissonance?

Violence is considered a dysfunctional work behavior.

On Gardenswartz and Rowe's diversity wheel, biographical dimensions of diversity consist of the personal characteristics that people acquire, discard, or modify throughout their lives.

Studies show a surprising lack of correlation between organizational commitment and job satisfaction.

A value is a learned predisposition toward a specific object.

Self-awareness is the most essential trait of emotional intelligence.

Julia 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.Julia has

As employees' age increases, so does their job involvement and satisfaction.

Belittling the importance of one's inconsistent behavior is a way to reduce cognitive dissonance.

You have important clients in town who want to have dinner with you, but your mother has a plumbing leak and has asked you to come over and shut off the water until she can get it fixed tomorrow.You are experiencing

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

Having to decide between working late at your boss's request or attending your child's birthday party is an example of role overload.

______ is the personality dimension that describes how intellectual, imaginative, curious, and broad-minded a person is.

Wei is a manager of several subordinates who seem to be low in self-efficacy.In an effort to improve this, she should

The abstract ideals that guide a person's thinking and behavior across all situations are called

Sets of behaviors that people expect of occupants of a position are known as roles.

Define locus of control, self-efficacy, and self-esteem.Explain how a manager might deal with each of these personality traits at work.Describe how you would rate yourself on each of these dimensions, and explain why.

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 for Managerial Success

Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager

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 Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

Filters