The level of responsibility in a job is higher when the number, scope, and importance of the obligations in the level of responsibility at the job are higher.

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Action processes become important before the team actually begins to conduct the core aspects of its work.

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The importance of trust propensity is most obvious in interactions with strangers, in which any acceptance of vulnerability would amount to “blind trust.”

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Job satisfaction is higher and stress is lower when there is a good person-organization fit.

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Emotional intelligence is a more important determinant of job performance for people with lower levels of cognitive intelligence.

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In sequential interdependence, the member performing the task in the latter part of the sequence depends on the member performing the task in the earlier part of the sequence, but not the other way around.

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Adaptive task performance involves employee responses to task demands that are novel, unusual, or, at the very least, unpredictable.

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Whatever a company’s underlying assumptions are, its hidden beliefs are those that are the most likely to dictate employee behavior and affect employee attitudes.

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Abigail, a manager at ABC Company, is always very careful to award bonuses and other rewards to her subordinates based on each individual’s performance and contribution. Abigail is concerned with interpersonal justice.

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Firms that do not undergo an IPO typically have shorter histories and need an infusion of cash to grow or introduce some new technology.
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High levels of specialization are more acceptable in smaller firms in which employees must be more flexible in their job duties.

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In the absence of a goal, it is difficult to rely on trial and error to figure out how best to do a task.

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In a 360-degree rating system, when participants believe the information will be used for compensation, rather than for skill development, there is a very low level of bias.
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When teams engage in routine decision making, their activities are focused on generating novel and useful ideas and solutions.

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Satisfaction with the work itself is the single strongest driver of overall job satisfaction.

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Economic exchanges are impersonal and resemble contractual agreements, such that employees agree to fulfill the duties in their job description in exchange for financial compensation.

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Organizations that have mercenary cultures are likely to be very political.

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OB research suggests that there are several OB practices that each can increase profitability, that is, they serve as “magic bullets” for organizations.
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Employees in the category of apathetics demonstrate passive, destructive behavior. They exert the minimum level of effort required to keep their jobs.

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Embeddedness summarizes a person’s links to the organization and the community, his/her sense of fit with that organization and community, and what he/she would have to sacrifice for a job change.

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Focusing on leaders’ traits holds more practical relevance than focusing on leaders’ actions.
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Cognition-based trust is driven by the trustor’s faith in human nature.

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Expectancy represents the belief that low performance is the outcome of high efforts.
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Stressful demands that are perceived as obstructing progress toward personal accomplishments or goal attainment are called challenge stressors.
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Highly neurotic employees experience lower levels of job satisfaction than their less neurotic counterparts.

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One of the main disadvantages of realistic job previews is that they are very expensive.

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Leader-member exchange theory argues that new leader-member relationships are typically marked by a role taking phase.

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Nations that are above the poverty line are no happier than those below the poverty line.

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The time-driven model of leadership suggests that the focus should shift away from autocratic, consultative, facilitative, and delegative situations to autocratic, consultative, facilitative, and delegative leaders.

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Motivation is not one thing but rather a set of distinct forces.

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Research tends to support many of the time-driven model’s propositions, particularly when it uses practicing managers as participants.

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Conscientious employees do not prioritize accomplishment striving.
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The autocratic style of leadership is characterized by high follower control.
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According to the similarity-attraction approach, a team with high diversity will have high team effectiveness.

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There are trade-offs when organizations make jobs highly specialized.

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Rational persuasion, consultation, inspirational appeals, and collaboration take advantage of organizational rather than personal forms of power.
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Research has shown that trust does not have a positive correlation with _____.

A. job performance
B. affective commitment
C. normative commitment
D. continuance commitment
E. task performance

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“Diversity on attributes such as cultural background, race, and attitudes is associated with communication problems and ultimately poor team effectiveness.” This statement represents the theory of the _____ approach to diversity in teams.

A. cooperative diversity
B. similarity-attraction
C. surface-level
D. diversity combining
E. value in diversity problem-solving

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The scientific method begins with _____.

A. auditing
B. hypotheses
C. theory
D. verification
E. paradigm

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Which of the following statements is not true about life satisfaction?

A. Job satisfaction is strongly related to life satisfaction.
B. It is the degree to which employees feel a sense of happiness with their lives.
C. Research shows that job satisfaction is one of the strongest predictors of life satisfaction.
D. Increases in salary have a stronger impact on life satisfaction than do increases in job satisfaction.
E. If we want to feel better about our days, we need to find a way to be more satisfied with our jobs.

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_____ is a strong predictor of task performance.

A. Emotional ability
B. General cognitive ability
C. Spatial ability
D. Psychomotor ability
E. Sensory ability

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Which of the following is one of the most widely used cognitive ability tests?

A. Wonderlic Personnel Test
B. Keirsey Temperament Sorter
C. Woodworth Personal Data Sheet
D. NEO Five-factor Inventory
E. Myers-Briggs Type Inventory

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Of the five facets of value-percept theory, if job satisfaction had to increase to a large extent, which facet should be given high priority for improvement?

A. Pay satisfaction
B. Promotion satisfaction
C. Supervision satisfaction
D. Coworker satisfaction
E. Satisfaction with the work itself

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Noah, a services manager at the Feel Well Health Clinic, consulted an alternative medicine specialist to see if it is feasible to incorporate certain treatments as part of the clinic’s services. Noah is performing a(n) _____ activity of the boundary spanning process.

A. action learning
B. scout
C. groupthink
D. ambassador
E. staff validity

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Which of the following occurs when the target of influence agrees with and becomes committed to the influence request?

A. Resistance
B. Ingratiation
C. Compliance
D. Collaboration
E. Internalization

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Carl, Andy, and Ben are employees at Palliative Care Home (PCH). They report to Lisa, who is the department manager. Lisa has a tremendous amount of freedom to make decisions on how she manages her employees. She recently gave Andy the preferred shift for his outstanding service to the patients at PCH, along with an employee-of-the-month award. In his acceptance speech, Andy indicated he is simply trying to emulate Carl, who is liked by all the patients at PCH. He admires Carl and has learned several things about the job by just observing him. Ben, feeling left out, has started to enlist other employees in the department to help influence Lisa for next month’s award.
Lisa’s freedom to make her own decisions is indicative of the _____ contingency factor of power.

A. centrality
B. discretion
C. substitutability
D. ingratiation
E. visibility

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Teams differ from groups because:

A. teams have no limits on the number of members, while groups have a restricted membership.
B. members of teams work independently of each other, while those in groups show greater dependence on each other.
C. members of teams work toward individual goals that may or may not be related, while groups have a common goal.
D. members of teams have a specific task-related purpose, while groups do not.
E. teams have a no fixed duration, while groups have a fixed duration.

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Which of the following is an allocation norm under which all group members receive exactly the same outcome on a project regardless of their individual productivity levels?

A. Propensity norm
B. Need norm
C. Equity norm
D. Reciprocity norm
E. Equality norm

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Having prestige, power over others, and fame are examples of work values related to _____.

A. altruism
B. pay
C. status
D. promotion
E. supervision

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Matt, a training coordinator at ARC Technologies, and his team are organizing a workshop for the employees. Matt is meeting the vice president of finance to get support for an increase in the budget to accommodate a session by a well-known motivational speaker. Matt, in this case, is performing a(n) _____ activity of the boundary-spanning process.

A. groupthink
B. social loafing
C. scout
D. action learning
E. ambassador

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In the _____ stage of team development, members come to realize that they need to work together to accomplish team goals, and consequently, they begin to cooperate with one another.

A. performing
B. forming
C. storming
D. norming
E. projecting

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When employees engage in _____, they use work time and resources to complete something other than their job duties, such as assignments for another job.

A. daydreaming
B. moonlighting
C. social loafing
D. satisficing
E. cyberloafing

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Jackson High School formed several teams to plan and execute the 150th anniversary celebrations of the school. Over a period of two months, the teams organized events, oversaw logistics, and coordinated student activities. The events that were planned were on a large scale and required a lot of input from the teachers and students. This is an example of a(n) _____ team.

A. project
B. management
C. work
D. action
E. parallel

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Which of the following is a feature of social exchange relationships between organizations and employees?

A. Narrow definition of work demands
B. Explicit repayment schedule
C. Advance knowledge of occupational obligations
D. Impersonal and contractual
E. Mutual investment

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Which of the following refer(s) to the degree to which members believe that the team can be effective across a variety of situations and tasks?

A. Cohesion
B. Mental models
C. Groupthink
D. Potency
E. Boundary spanning

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To assure a high level of goal interdependence, a team should:

A. have a formalized mission statement.
B. have an organizational chart.
C. have clear expectations.
D. have explicitly assigned roles.
E. have high outcome interdependence.

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Family time demands are what type of stressor?

A. Nonwork challenge stressor
B. Nonwork hindrance stressor
C. Work challenge stressor
D. Work hindrance stressor
E. Emotional stressor

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Which form of conflict resolution is the most common?

A. Accommodating
B. Compromise
C. Collaboration
D. Competing
E. Avoiding

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Eliza and Samantha work at the Snack Time factory. The company is short-staffed and the employees are finding it difficult to meet the daily production requirements. Both Eliza and Samantha are facing time pressures in their respective departments. Eliza decided to work longer hours to meet the deadline, whereas Samantha tries to distance herself from her problems at work by thinking about the positive things in her life.
Which of these coping strategies is Eliza utilizing?

A. Emotion-focused behavior coping
B. Problem-focused behavior coping
C. Emotion-focused cognitive coping
D. Problem-focused cognitive coping
E. Primary cognitive coping

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Which of the following is a type of serious interpersonal counterproductive behavior?

A. Sabotage
B. Harassment
C. Incivility
D. Gossiping
E. Wasting resources

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Allan and Danny have been working for Yummy Treats for about five years, at the same level of management and doing similar kinds of work. Allan has been focusing on setting specific and difficult goals for himself and believes that exerting a high level of effort will result in the successful performance in his job. On the other hand, Danny compares himself to different managers, such as Jim who works for the competitor in a similar work position. He feels disheartened when he finds out that he is significantly underrewarded at Yummy Treats.
Allan’s focus on concepts such as difficulty and specificity is a key aspect of:

A. equity theory.
B. extrinsic motivation.
C. goal setting.
D. expectancy.
E. psychological empowerment.

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Organizations that have cultures in which employees think alike but are not friendly to one another can be considered _____ cultures.

A. communal
B. mercenary
C. networked
D. fragmented
E. collective

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Which of the following actions is necessary when a company is hiring and firing at the same time?

A. Having honest and frequent communication with layoff survivors.
B. Providing more money to layoff survivors.
C. Providing more salaries to layoff survivors.
D. Providing higher salaries to new employees.
E. Providing better jobs for new employees.

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Just a week into the job at the marketing and advertising division of a company, Alex, Neil, and John were given the task of creating an advertising campaign for the company’s new product. Alex and Neil had much trouble with the task, and when John volunteered to take it up on their behalf, they readily agreed. Though they had no idea of John’s skills in this area, they felt that John could be trusted to do a good job. John, who had done a paper on marketing while in college, reviewed numerous articles, studied the new product thoroughly, and came up with a campaign that received good reviews from his team leaders.
Which of the following is true with regard to Alex and Neil?

A. Alex and Neil had a high degree of trustworthiness to execute the job they were given.
B. Alex and Neil had high degree of disposition-based trust.
C. Alex and Neil used a rational assessment to arrive at the conclusion that John would do a good job with their assignment.
D. Alex and Neil had a high level of the abilities required for their job at present.
E. Alex and Neil share a mentor-protégé relationship with John at present.

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Jonas continually breaks off from his assigned tasks to check sports news or check his friends’ Facebook updates. He is engaging in ______, which is a type of ______.

A. cyberloafing, psychological withdrawal
B. psychological withdrawal, daydreaming
C. cyberloafing, antisocial behavior
D. socializing, psychological withdrawal
E. psychological absenteeism, negative organizational behavior

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_____ commitment exists when there is a sense that staying at a firm is the “right” or “moral” thing to do.

A. Normative
B. Evaluative
C. Social
D. Continuance
E. Affective

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Which of the following best describes the function of the role of an orienter in a group?

A. He or she offers constructive challenges to the team’s status quo.
B. He or she establishes the direction for the team.
C. He or she motivates team members to work harder toward team goals.
D. He or she resolves differences among teammates.
E. He or she praises the work of teammates.

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Which of the following terms refers to a passive, destructive response in which interest and effort in the job declines?

A. Exit
B. Loyalty
C. Voice
D. Ignorance
E. Neglect

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Which of the following is defined as a psychological response to demands for which there is something at stake and coping with those demands taxes or exceeds a person’s capacity or resources?

A. Stressors
B. Type A behavior
C. Strains
D. Stress
E. Type B behavior

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The tendency for people to base their judgments on information that is easier to recall refers to the:

A. availability bias.
B. bandwagon effect.
C. self-fulfilling prophecy.
D. projection bias.
E. environmental bias.

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Describe each of the Big Five dimensions. Which dimension has the biggest influence on job performance?Explain.
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Explain the principle of situational strength and principle of trait activation.

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Compare and contrast extraversion and neuroticism. Explain the negative implications of neuroticism.

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Describe the practices that organizations use to reduce employee strains.

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Contrast clear purpose tests with veiled purpose tests.

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Tom and Jerry have had similar educational backgrounds, share the same interests, and work in the same organization. Tom systematically exhibits an assertive character that may be hostile and aggressive, while Jerry is a patient, calm, and relaxed individual who is also an organized, methodological professional. Describe the personality characteristics in the Big Five model, and analyze the personality traits of both Tom and Jerry.

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What is meta-analysis?
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Describe the strategies for fostering goal commitment.

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Cross-training and training in transportable teamwork competencies focus on individual experiences that promote individual learning. Explain.

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Job satisfaction is strongly related to life satisfaction. Explain.
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What are the various ways in which leader effectiveness can be gauged?
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Tina is a highly ambitious graphic designer. She has a constant sense of urgency, and tends to be impatient with persons who do not live up to her sense of perfection. Her general activity level is very high, and she sets high standards for herself work-wise. She puts much more effort into her work than other people do. What type of behavior pattern does she have? How would this influence her work? Are there any risks associated with her behavior pattern?
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An easy way to remember the elements of the Big Five is by thinking of the acronym “CAN DO.”

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Explain how information richness influences the communication process.

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