Question 1

Top managers in an organization with an innovative culture are likely to emphasize formal top-down planning.

Accepted Answer

A) True 
 B)False

Question 2

Differences in the levels of organizational commitment among managers in different countries are likely because these managers have different kinds of opportunities and rewards.

Accepted Answer

A) True 
 B)False

Question 3

A sense of accomplishment and a strong desire for equality are examples of instrumental values.

Accepted Answer

A) True 
 B)False

Question 4

The effectiveness of managers is determined by a complex interaction between the characteristics of managers and the nature of the job and organization in which they are working.

Accepted Answer

A) True 
 B)False

Question 5

The attraction-selection-attrition framework suggests that employees who are dissimilar in personality from that of the founders are more likely to leave the organization over time.

Accepted Answer

A) True 
 B)False

Question 6

People who believe that outside forces are responsible for what happens to and around them and do not think that their own make much of a difference have:

Accepted Answer

A)  a high sense of achievement. 
B)  less neuroticism. 
C)  an internal locus of control. 
D)  an external locus of control. 
E)  high self-esteem. 
A)  a high sense of achievement. 
B)  less neuroticism. 
C)  an internal locus of control. 
D)  an external locus of control. 
E)  high self-esteem.

Question 7

An individual's enduring tendency to feel,think,and act in certain ways are referred to as his/her:

Accepted Answer

A)  personality traits. 
B)  terminal values. 
C)  norms. 
D)  attitudes. 
E)  moods. 
A)  personality traits. 
B)  terminal values. 
C)  norms. 
D)  attitudes. 
E)  moods.

Question 8

Steven is an effective and efficient manager.However,he is quite pessimistic and avoids social interactions.Steven can be classified as an:

Accepted Answer

A)  extravert. 
B)  individual with a high external locus of control. 
C)  individual with high self-esteem. 
D)  introvert. 
E)  individual who is open to change. 
A)  extravert. 
B)  individual with a high external locus of control. 
C)  individual with high self-esteem. 
D)  introvert. 
E)  individual who is open to change.

Question 9

Edward,a manager at Real Corp.,is a very positive individual.He rarely exhibits adverse emotions or moods and is always optimistic about himself and others.It can be said that Edward is:

Accepted Answer

A)  low on negative affectivity. 
B)  low on agreeableness. 
C)  high on conscientiousness. 
D)  high on self-esteem. 
E)  an extravert. 
A)  low on negative affectivity. 
B)  low on agreeableness. 
C)  high on conscientiousness. 
D)  high on self-esteem. 
E)  an extravert.

Question 10

Managers who are low on agreeableness are,in all likelihood,strongly antagonistic most of the time.

Accepted Answer

A) True 
 B)False

Question 11

The formal events that recognize incidents of importance to the organization as a whole and to specific employees are known as:

Accepted Answer

A)  values. 
B)  rituals. 
C)  stories. 
D)  rites. 
E)  norms. 
A)  values. 
B)  rituals. 
C)  stories. 
D)  rites. 
E)  norms.

Question 12

Every year on the Saturday prior to Christmas,Smart Enterprises holds its annual holiday party.This is an example of a rite of:

Accepted Answer

A)  enhancement. 
B)  integration. 
C)  inauguration. 
D)  celebration. 
E)  passage. 
A)  enhancement. 
B)  integration. 
C)  inauguration. 
D)  celebration. 
E)  passage.

Question 13

Explain the attraction-selection-attrition (ASA)framework.How does it help explain the formation of organizational cultures?

Accepted Answer

The attraction-selection-attrition (ASA)

Question 14

With regard to the managerial function of leading in an organization with an innovative culture,managers:

Accepted Answer

A)  emphasize formal top-down communication. 
B)  emphasize caution, maintenance of the status quo, and set specific goals. 
C)  are likely to lead by example, encouraging employees to take risks and experiment. 
D)  are likely to use management by objectives. 
E)  constantly monitor subordinates' progress toward goals, overseeing their every move. 
A)  emphasize formal top-down communication. 
B)  emphasize caution, maintenance of the status quo, and set specific goals. 
C)  are likely to lead by example, encouraging employees to take risks and experiment. 
D)  are likely to use management by objectives. 
E)  constantly monitor subordinates' progress toward goals, overseeing their every move.

Question 15

Whenever Cate does not perform well in a test,she blames it on the lack of preparedness on her part.Cate is said to have:

Accepted Answer

A)  an external locus of control. 
B)  low self-esteem. 
C)  a low sense of achievement. 
D)  high neuroticism. 
E)  an internal locus of control. 
A)  an external locus of control. 
B)  low self-esteem. 
C)  a low sense of achievement. 
D)  high neuroticism. 
E)  an internal locus of control.

Question 16

What is socialization? How does it help an organization?

Accepted Answer

Organizational socialization is the proc

Question 17

An intense,relatively short-lived feeling is called a(n):

Accepted Answer

A)  emotion. 
B)  value. 
C)  motivation. 
D)  commitment. 
E)  attitude. 
A)  emotion. 
B)  value. 
C)  motivation. 
D)  commitment. 
E)  attitude.

Question 18

Define personality traits.What are the Big Five personality traits?

Accepted Answer

Personality traits refer to the enduring

Question 19

Managers who are high on the conscientiousness continuum are organized and self-disciplined.

Accepted Answer

A) True 
 B)False

Question 20

Differentiate between terminal and instrumental values.How do they contribute to the organizational culture?

Accepted Answer

Shared terminal and instrumental values

Top managers in an organization with an innovative culture are likely to emphasize formal top-down planning.

Differences in the levels of organizational commitment among managers in different countries are likely because these managers have different kinds of opportunities and rewards.

A sense of accomplishment and a strong desire for equality are examples of instrumental values.

The effectiveness of managers is determined by a complex interaction between the characteristics of managers and the nature of the job and organization in which they are working.

The attraction-selection-attrition framework suggests that employees who are dissimilar in personality from that of the founders are more likely to leave the organization over time.

People who believe that outside forces are responsible for what happens to and around them and do not think that their own make much of a difference have:

An individual's enduring tendency to feel,think,and act in certain ways are referred to as his/her:

Steven is an effective and efficient manager.However,he is quite pessimistic and avoids social interactions.Steven can be classified as an:

Edward,a manager at Real Corp.,is a very positive individual.He rarely exhibits adverse emotions or moods and is always optimistic about himself and others.It can be said that Edward is:

Managers who are low on agreeableness are,in all likelihood,strongly antagonistic most of the time.

The formal events that recognize incidents of importance to the organization as a whole and to specific employees are known as:

Every year on the Saturday prior to Christmas,Smart Enterprises holds its annual holiday party.This is an example of a rite of:

Explain the attraction-selection-attrition (ASA)framework.How does it help explain the formation of organizational cultures?

With regard to the managerial function of leading in an organization with an innovative culture,managers:

Whenever Cate does not perform well in a test,she blames it on the lack of preparedness on her part.Cate is said to have:

What is socialization? How does it help an organization?

An intense,relatively short-lived feeling is called a(n):

Define personality traits.What are the Big Five personality traits?

Managers who are high on the conscientiousness continuum are organized and self-disciplined.

Differentiate between terminal and instrumental values.How do they contribute to the organizational culture?

The Management Process Today

Managing Ethics and Diversity

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

Planning, Strategy, and Competitive Advantage

Designing Organizational Structure

Control, Change, and Entrepreneurship

Motivation

Leaders and Leadership

Effective Team Management

Building and Managing Human Resources

Communication and Information Technology Management

Operations Management: Managing Vital Operations and Processes

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Exam 2: Values, Attitudes, Emotions, and Culture: The Manager As a Person

Top managers in an organization with an innovative culture are likely to emphasize formal top-down planning.

Differences in the levels of organizational commitment among managers in different countries are likely because these managers have different kinds of opportunities and rewards.

A sense of accomplishment and a strong desire for equality are examples of instrumental values.

The effectiveness of managers is determined by a complex interaction between the characteristics of managers and the nature of the job and organization in which they are working.

The attraction-selection-attrition framework suggests that employees who are dissimilar in personality from that of the founders are more likely to leave the organization over time.

People who believe that outside forces are responsible for what happens to and around them and do not think that their own make much of a difference have:

An individual's enduring tendency to feel,think,and act in certain ways are referred to as his/her:

Steven is an effective and efficient manager.However,he is quite pessimistic and avoids social interactions.Steven can be classified as an:

Edward,a manager at Real Corp.,is a very positive individual.He rarely exhibits adverse emotions or moods and is always optimistic about himself and others.It can be said that Edward is:

Managers who are low on agreeableness are,in all likelihood,strongly antagonistic most of the time.

The formal events that recognize incidents of importance to the organization as a whole and to specific employees are known as:

Every year on the Saturday prior to Christmas,Smart Enterprises holds its annual holiday party.This is an example of a rite of:

Explain the attraction-selection-attrition (ASA)framework.How does it help explain the formation of organizational cultures?

With regard to the managerial function of leading in an organization with an innovative culture,managers:

Whenever Cate does not perform well in a test,she blames it on the lack of preparedness on her part.Cate is said to have:

What is socialization? How does it help an organization?

An intense,relatively short-lived feeling is called a(n):

Define personality traits.What are the Big Five personality traits?

Managers who are high on the conscientiousness continuum are organized and self-disciplined.

Differentiate between terminal and instrumental values.How do they contribute to the organizational culture?

The Management Process Today

Managing Ethics and Diversity

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

Planning, Strategy, and Competitive Advantage

Designing Organizational Structure

Control, Change, and Entrepreneurship

Motivation

Leaders and Leadership

Effective Team Management

Building and Managing Human Resources

Communication and Information Technology Management

Operations Management: Managing Vital Operations and Processes

Filters