Question 1

What determines an individual's personality?

Accepted Answer

Both nature and nurt

Question 2

The four elements of the MARS model directly influencing behaviour and performance are: motivation,ability,role perceptions and:

Accepted Answer

A)  Situational factors 
B)  Individual differences 
C)  Personality characteristics 
D)  Values 
A)  Situational factors 
B)  Individual differences 
C)  Personality characteristics 
D)  Values

Question 3

The Myers-Briggs Type Indicator measures the personality traits described by Swiss psychiatrist Carl Jung.

Accepted Answer

A) True 
 B)False

Question 4

'Self-efficacy is a perception of one's competence to complete a task successfully.' Explain this statement.

Accepted Answer

Self-efficacy is a person's belief that

Question 5

The chief executive of a start-up high-technology company recently made several public announcements about the company's values.She emphasised that,although the company is less than one year old,its employees already have adopted a strong set of values around sharing,freedom and achievement.However,you personally know two employees at the company who say that employees don't really have a common set of values,and they are certainly not unanimous about the three values stated by the CEO.The CEO is likely describing the company's:

Accepted Answer

A)  Espoused values 
B)  Ethical values 
C)  Professional values 
D)  Organisational values 
A)  Espoused values 
B)  Ethical values 
C)  Professional values 
D)  Organisational values

Question 6

Why is it critically important to understand individual perceptions,attitudes,decisions and behaviour before assigning someone a specific role in an organisation?

Accepted Answer

Being aware of the personality

Question 7

Ethically sensitive people tend to have more empathy and knowledge about the situation.

Accepted Answer

A) True 
 B)False

Question 8

One problem with the utilitarian principle of ethics is that:

Accepted Answer

A)  Not all utilitarian rights are protected by law 
B)  It is impossible to determine what factors should be relevant when distributing rewards 
C)  It is difficult to predict the 'trickle down' benefits to the least well off in society 
D)  It judges morality by the results but not by the means to attaining those results 
A)  Not all utilitarian rights are protected by law 
B)  It is impossible to determine what factors should be relevant when distributing rewards 
C)  It is difficult to predict the 'trickle down' benefits to the least well off in society 
D)  It judges morality by the results but not by the means to attaining those results

Question 9

Conscientiousness is one dimension of:

Accepted Answer

A)  The MARS model 
B)  Schwartz's values model 
C)  Myers-Briggs Type Indicator 
D)  None of the options listed here is correct 
A)  The MARS model 
B)  Schwartz's values model 
C)  Myers-Briggs Type Indicator 
D)  None of the options listed here is correct

Question 10

Competencies include:

Accepted Answer

A)  A person's aptitudes 
B)  A person's learned abilities 
C)  A person's skills 
D)  All of the options listed here are correct 
A)  A person's aptitudes 
B)  A person's learned abilities 
C)  A person's skills 
D)  All of the options listed here are correct

Question 11

Agreeableness,extroversion and conscientiousness are three of the 'Big Five' personality dimensions.

Accepted Answer

A) True 
 B)False

Question 12

The practice of giving simple accounts to newly hired employees,then adding more challenging accounts as employees master the simple tasks is mainly to:

Accepted Answer

A)  Improve role perceptions 
B)  Increase person-job matching 
C)  Reduce employee motivation 
D)  Provide more resources to accomplish the assigned task 
A)  Improve role perceptions 
B)  Increase person-job matching 
C)  Reduce employee motivation 
D)  Provide more resources to accomplish the assigned task

Question 13

Unscheduled absenteeism is something most employees cannot control and neither can organisations.

Accepted Answer

A) True 
 B)False

Question 14

The main limitation of the individual rights principle is that:

Accepted Answer

A)  It really isn't an ethical principle at all 
B)  Some individual rights conflict with other individual rights 
C)  It pays attention to whether consequences are ethical,but not to whether the means to those consequences are ethical 
D)  It is almost impossible to evaluate the benefits or costs of decisions when many stakeholders are affected 
A)  It really isn't an ethical principle at all 
B)  Some individual rights conflict with other individual rights 
C)  It pays attention to whether consequences are ethical,but not to whether the means to those consequences are ethical 
D)  It is almost impossible to evaluate the benefits or costs of decisions when many stakeholders are affected

Question 15

Which of the following is LEAST connected to the topic of values?

Accepted Answer

A)  Organisational culture 
B)  Collectivism 
C)  Ethical sensitivity 
D)  Neuroticism 
A)  Organisational culture 
B)  Collectivism 
C)  Ethical sensitivity 
D)  Neuroticism

Question 16

People arrange values into a needs hierarchy.

Accepted Answer

A) True 
 B)False

Question 17

People who use incivility,bullying,aggression,sabotage as well as flattery and charm to get their own way in organisations often show poor work performance.

Accepted Answer

A) True 
 B)False

Question 18

Ability includes which of these?

Accepted Answer

A)  Aptitudes and learned skills 
B)  Natural aptitude and intensity 
C)  Persistence and direction 
D)  Intensity and learned capabilities 
A)  Aptitudes and learned skills 
B)  Natural aptitude and intensity 
C)  Persistence and direction 
D)  Intensity and learned capabilities

Question 19

________ characterises people who are quiet,shy and cautious.

Accepted Answer

A)  Introversion 
B)  Openness to experience 
C)  Conscientiousness 
D)  Neuroticism 
A)  Introversion 
B)  Openness to experience 
C)  Conscientiousness 
D)  Neuroticism

Question 20

Deviating from preferred work methods is counterproductive behaviour when quality standards are not maintained or are threatened

Accepted Answer

A) True 
 B)False

What determines an individual's personality?

The four elements of the MARS model directly influencing behaviour and performance are: motivation,ability,role perceptions and:

The Myers-Briggs Type Indicator measures the personality traits described by Swiss psychiatrist Carl Jung.

'Self-efficacy is a perception of one's competence to complete a task successfully.' Explain this statement.

Why is it critically important to understand individual perceptions,attitudes,decisions and behaviour before assigning someone a specific role in an organisation?

Ethically sensitive people tend to have more empathy and knowledge about the situation.

One problem with the utilitarian principle of ethics is that:

Conscientiousness is one dimension of:

Competencies include:

Agreeableness,extroversion and conscientiousness are three of the 'Big Five' personality dimensions.

The practice of giving simple accounts to newly hired employees,then adding more challenging accounts as employees master the simple tasks is mainly to:

Unscheduled absenteeism is something most employees cannot control and neither can organisations.

The main limitation of the individual rights principle is that:

Which of the following is LEAST connected to the topic of values?

People arrange values into a needs hierarchy.

People who use incivility,bullying,aggression,sabotage as well as flattery and charm to get their own way in organisations often show poor work performance.

Ability includes which of these?

________ characterises people who are quiet,shy and cautious.

Deviating from preferred work methods is counterproductive behaviour when quality standards are not maintained or are threatened

Introduction to the Field of Organisational Behaviour

Perceiving Ourselves and Others in Organisations

Workplace Emotions, Attitudes and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organisations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organisational Settings

Organisational Structure

Organisational Culture

Organisational Change

Filters

Exam 2: Individual Behaviour, Personality and Values

What determines an individual's personality?

The four elements of the MARS model directly influencing behaviour and performance are: motivation,ability,role perceptions and:

The Myers-Briggs Type Indicator measures the personality traits described by Swiss psychiatrist Carl Jung.

'Self-efficacy is a perception of one's competence to complete a task successfully.' Explain this statement.

Why is it critically important to understand individual perceptions,attitudes,decisions and behaviour before assigning someone a specific role in an organisation?

Ethically sensitive people tend to have more empathy and knowledge about the situation.

One problem with the utilitarian principle of ethics is that:

Conscientiousness is one dimension of:

Competencies include:

Agreeableness,extroversion and conscientiousness are three of the 'Big Five' personality dimensions.

The practice of giving simple accounts to newly hired employees,then adding more challenging accounts as employees master the simple tasks is mainly to:

Unscheduled absenteeism is something most employees cannot control and neither can organisations.

The main limitation of the individual rights principle is that:

Which of the following is LEAST connected to the topic of values?

People arrange values into a needs hierarchy.

People who use incivility,bullying,aggression,sabotage as well as flattery and charm to get their own way in organisations often show poor work performance.

Ability includes which of these?

________ characterises people who are quiet,shy and cautious.

Deviating from preferred work methods is counterproductive behaviour when quality standards are not maintained or are threatened

Introduction to the Field of Organisational Behaviour

Perceiving Ourselves and Others in Organisations

Workplace Emotions, Attitudes and Stress

Foundations of Employee Motivation

Applied Performance Practices

Decision Making and Creativity

Team Dynamics

Communicating in Teams and Organisations

Power and Influence in the Workplace

Conflict and Negotiation in the Workplace

Leadership in Organisational Settings

Organisational Structure

Organisational Culture

Organisational Change

Filters