Question 1

A manager who is organized and self-disciplined is _____.

Accepted Answer

A)  high on conscientiousness 
B)  low on competence 
C)  low on perseverance 
D)  high on negligence 
E)  low on determination 
A)  high on conscientiousness 
B)  low on competence 
C)  low on perseverance 
D)  high on negligence 
E)  low on determination

Question 2

Kenneth, the CEO of Dewberry Inc., is very particular about establishing and maintaining good interpersonal relations with his employees. He also has high standards for personal excellence and works hard to accomplish his goals. According to McClelland, this indicates that Kenneth has a _____.

Accepted Answer

A)  high need for power and low need for affiliation 
B)  high need for control and low need for affiliation 
C)  high need for power and low need for achievement 
D)  high need for affiliation and high need for achievement 
E)  low need for power and low need for achievement 
A)  high need for power and low need for affiliation 
B)  high need for control and low need for affiliation 
C)  high need for power and low need for achievement 
D)  high need for affiliation and high need for achievement 
E)  low need for power and low need for achievement

Question 3

Distinguish between moods and emotions. How do moods and emotions affect the organization?

Accepted Answer

A mood is a feeling or state of mind whe

Question 4

In what way do moods differ from emotions?

Accepted Answer

A)  Unlike emotions, moods are extremely intense and are directly linked to a cause. 
B)  Unlike emotions, moods do not affect ethical decision making. 
C)  Unlike moods, emotions are relatively short-lived. 
D)  Unlike moods, emotions never linger after being dealt with. 
E)  Unlike moods, emotions can result in increased creativity whether positive or negative. 
A)  Unlike emotions, moods are extremely intense and are directly linked to a cause. 
B)  Unlike emotions, moods do not affect ethical decision making. 
C)  Unlike moods, emotions are relatively short-lived. 
D)  Unlike moods, emotions never linger after being dealt with. 
E)  Unlike moods, emotions can result in increased creativity whether positive or negative.

Question 5

Explain the ASA Model. How does it help explain the formation of organizational cultures?

Accepted Answer

ASA stands for attraction-selection-attr

Question 6

Organizational socialization is the process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively.

Accepted Answer

A) True 
 B)False

Question 7

In a(n) _____ culture, managers are likely to lead by example, encouraging employees to take risks and experiment.

Accepted Answer

A)  formal 
B)  vertical 
C)  innovative 
D)  hierarchical 
E)  conservative 
A)  formal 
B)  vertical 
C)  innovative 
D)  hierarchical 
E)  conservative

Question 8

Craig, a manager at Carzone Ltd., is a very positive individual. He rarely exhibits negative emotions and moods and is always optimistic about himself and others. It can be said that Craig is high on negative affectivity.

Accepted Answer

A) True 
 B)False

Question 9

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

Accepted Answer

Shared terminal and instrumental values

Question 10

_____ values signify what an organization and its employees are trying to accomplish.

Accepted Answer

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

Question 11

Which of the following is true of people who are high on negative affectivity?

Accepted Answer

A)  They experience positive moods frequently. 
B)  They are very optimistic and friendly. 
C)  They are incapable of feeling happy. 
D)  They experience negative moods frequently. 
E)  They are incapable of being pessimistic. 
A)  They experience positive moods frequently. 
B)  They are very optimistic and friendly. 
C)  They are incapable of feeling happy. 
D)  They experience negative moods frequently. 
E)  They are incapable of being pessimistic.

Question 12

Organizational socialization is the collection of feelings and beliefs that managers have about their organization as a whole.

Accepted Answer

A) True 
 B)False

Question 13

Glenn is an effective and efficient manager. He, however, tends to be pessimistic and avoids social interactions. This implies that Glenn is low in _____.

Accepted Answer

A)  extraversion 
B)  negative affectivity 
C)  organizational commitment 
D)  introversion 
E)  conscientiousness 
A)  extraversion 
B)  negative affectivity 
C)  organizational commitment 
D)  introversion 
E)  conscientiousness

Question 14

The need for affiliation is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.

Accepted Answer

A) True 
 B)False

Question 15

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

Accepted Answer

Organizational culture comprises the sha

Question 16

The formal business attire that exemplifies the culture of an organization is also a part of organizational language.

Accepted Answer

A) True 
 B)False

Question 17

Why can hiring people through the attraction-selection-attrition (ASA) framework be disadvantageous?

Accepted Answer

A)  Like-minded employees have difficulty offering fresh perspective. 
B)  Like-minded employees prefer working in dynamic ever-changing environments. 
C)  Like-minded employees do not have an external locus of control. 
D)  Like-mindedness prevents the emergence of a dominant personality profile. 
E)  Like-minded employees are the least likely to stay in an organization for a long period of time. 
A)  Like-minded employees have difficulty offering fresh perspective. 
B)  Like-minded employees prefer working in dynamic ever-changing environments. 
C)  Like-minded employees do not have an external locus of control. 
D)  Like-mindedness prevents the emergence of a dominant personality profile. 
E)  Like-minded employees are the least likely to stay in an organization for a long period of time.

Question 18

Which of the following employees exhibits organizational citizenship behavior?

Accepted Answer

A)  Gary: An efficient manager who doesn't work beyond the minimum hours stipulated by his company 
B)  Morgan: An efficient manager who, as a matter of principle, never consents to work on weekends 
C)  Kelly: A hardworking employee who is willing to work overtime for her company if a project necessitates it 
D)  Sam: An astute employee who is always on the lookout for better jobs 
E)  Vivian: An agreeable manager with a high need for affiliation and a low need for achievement 
A)  Gary: An efficient manager who doesn't work beyond the minimum hours stipulated by his company 
B)  Morgan: An efficient manager who, as a matter of principle, never consents to work on weekends 
C)  Kelly: A hardworking employee who is willing to work overtime for her company if a project necessitates it 
D)  Sam: An astute employee who is always on the lookout for better jobs 
E)  Vivian: An agreeable manager with a high need for affiliation and a low need for achievement

Question 19

Compare the leadership styles of managers from innovative and conservative organizational cultures.

Accepted Answer

In an innovative culture, managers are l

Question 20

Which of the following statements demonstrates that Jonathan, the general manager of Dawson and Co., has low emotional intelligence?

Accepted Answer

A)  He has no trouble handling his own moods. 
B)  He is able to understand the challenges and frustrations faced by his employees. 
C)  He cannot identify or interpret the moods of his employees. 
D)  His emotions seldom interfere with his decision making. 
E)  His ability to empathize with his employees creates strong interpersonal ties. 
A)  He has no trouble handling his own moods. 
B)  He is able to understand the challenges and frustrations faced by his employees. 
C)  He cannot identify or interpret the moods of his employees. 
D)  His emotions seldom interfere with his decision making. 
E)  His ability to empathize with his employees creates strong interpersonal ties.

A manager who is organized and self-disciplined is _____.

Kenneth, the CEO of Dewberry Inc., is very particular about establishing and maintaining good interpersonal relations with his employees. He also has high standards for personal excellence and works hard to accomplish his goals. According to McClelland, this indicates that Kenneth has a _____.

Distinguish between moods and emotions. How do moods and emotions affect the organization?

In what way do moods differ from emotions?

Explain the ASA Model. How does it help explain the formation of organizational cultures?

Organizational socialization is the process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively.

In a(n) _____ culture, managers are likely to lead by example, encouraging employees to take risks and experiment.

Craig, a manager at Carzone Ltd., is a very positive individual. He rarely exhibits negative emotions and moods and is always optimistic about himself and others. It can be said that Craig is high on negative affectivity.

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

_____ values signify what an organization and its employees are trying to accomplish.

Which of the following is true of people who are high on negative affectivity?

Organizational socialization is the collection of feelings and beliefs that managers have about their organization as a whole.

Glenn is an effective and efficient manager. He, however, tends to be pessimistic and avoids social interactions. This implies that Glenn is low in _____.

The need for affiliation is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.

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

The formal business attire that exemplifies the culture of an organization is also a part of organizational language.

Why can hiring people through the attraction-selection-attrition (ASA) framework be disadvantageous?

Which of the following employees exhibits organizational citizenship behavior?

Compare the leadership styles of managers from innovative and conservative organizational cultures.

Which of the following statements demonstrates that Jonathan, the general manager of Dawson and Co., has low emotional intelligence?

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 manager who is organized and self-disciplined is _____.

Kenneth, the CEO of Dewberry Inc., is very particular about establishing and maintaining good interpersonal relations with his employees. He also has high standards for personal excellence and works hard to accomplish his goals. According to McClelland, this indicates that Kenneth has a _____.

Distinguish between moods and emotions. How do moods and emotions affect the organization?

In what way do moods differ from emotions?

Explain the ASA Model. How does it help explain the formation of organizational cultures?

Organizational socialization is the process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively.

In a(n) _____ culture, managers are likely to lead by example, encouraging employees to take risks and experiment.

Craig, a manager at Carzone Ltd., is a very positive individual. He rarely exhibits negative emotions and moods and is always optimistic about himself and others. It can be said that Craig is high on negative affectivity.

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

_____ values signify what an organization and its employees are trying to accomplish.

Which of the following is true of people who are high on negative affectivity?

Organizational socialization is the collection of feelings and beliefs that managers have about their organization as a whole.

Glenn is an effective and efficient manager. He, however, tends to be pessimistic and avoids social interactions. This implies that Glenn is low in _____.

The need for affiliation is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.

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

The formal business attire that exemplifies the culture of an organization is also a part of organizational language.

Why can hiring people through the attraction-selection-attrition (ASA) framework be disadvantageous?

Which of the following employees exhibits organizational citizenship behavior?

Compare the leadership styles of managers from innovative and conservative organizational cultures.

Which of the following statements demonstrates that Jonathan, the general manager of Dawson and Co., has low emotional intelligence?

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