2-1
Chapter 02 Values, Attitudes, Emotions, and Culture: The Manager as
a Person Answer Key
True / False Questions
1.
The tendency of a manager to feel distressed and be critical of himself or herself and
others is called negative affectivity.
TRUE
Negative affectivity is the tendency to experience negative emotions and moods, feel
distressed, and be critical of oneself and others. Managers high on this trait may often feel
angry and dissatisfied and complain about their own and others’ lack of progress.
AACSB: Analytical Thinking
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Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Negative Affectivity
2.
Managers who are high on the conscientiousness continuum are organized and self–
disciplined.
TRUE
Conscientiousness is the tendency to be careful, scrupulous, and persevering. Managers
who are high on the conscientiousness continuum are organized and self-disciplined;
those who are low on this trait might sometimes appear to lack direction and self–
discipline.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Conscientiousness
3.
Since managers are accountable for ensuring that organizations and their members
behave in an ethical fashion, they need an external locus of control.
FALSE
Managers are responsible for ensuring that organizations and their members behave in an
ethical fashion, and for this as well they need an internal locus of control—they need to
know and feel they can make a difference.
AACSB: Analytical Thinking
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Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Internal Locus of Control
4.
The need for affiliation is the extent to which a manager has a strong interest in
performing challenging tasks well and to meet personal standards of excellence.
FALSE
The need for achievement is the extent to which an individual has a strong desire to
perform challenging tasks well and to meet personal standards for excellence. The need
for affiliation is the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and having the people around him or
her get along with one another.
AACSB: Analytical Thinking
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Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Need for Achievement
5.
A personal conviction about lifelong goals or objectives is called a terminal value.
TRUE
The two kinds of personal values are terminal and instrumental. A terminal value is a
personal conviction about lifelong goals or objectives; an instrumental value is a personal
conviction about desired modes of conduct or ways of behaving.
AACSB: Analytical Thinking
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Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.
Topic: Values
6.
Levels of job satisfaction tend to increase as one moves up the hierarchy in an
organization.
TRUE
Levels of job satisfaction tend to increase as one moves up the hierarchy in an
organization.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.
Topic: Values
7.
Downsizing tends to increase employee satisfaction because employees’ increased
workloads make them feel more responsible and empowered.
FALSE
A growing source of dissatisfaction for many lower– and middle-level managers, as well as
for nonmanagerial employees, is the threat of unemployment and increased workloads
from organizational downsizings and layoffs. This decision obviously hurts the managers
who are laid off, and it can reduce the job satisfaction levels of managers who remain.
AACSB: Analytical Thinking
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Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.
Topic: Values
8.
Differences in the levels of organizational commitment among managers in different
countries are likely because these managers have different kinds of opportunities and
rewards.
TRUE
Differences in the levels of job satisfaction and organizational commitment among
managers in different countries are likely because these managers have different kinds of
opportunities and rewards and because they face different economic, political, and
sociocultural forces in their organizations’ general environments.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.
Topic: Values
9.
People who are low on extraversion still experience positive moods.
TRUE
People who are high on negative affectivity are not always in a bad mood and people who
are low on extraversion still experience positive moods.
AACSB: Analytical Thinking
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Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 02-03 Appreciate how moods and emotions influence all members of an organization.
Topic: Emotional Stability
10.
Emotional intelligence concerns understanding and managing the moods and emotions of
others but not oneself.
FALSE
Emotional intelligence is the ability to understand and manage one’s own moods and
emotions and the moods and emotions of other people. Managers with a high level of
emotional intelligence are more likely to understand how they are feeling and why, and
they are more able to effectively manage their feelings.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 02-04 Describe the nature of emotional intelligence and its role in management.
Topic: Emotional Intelligence
11.
When organizational members share an intense commitment to cultural values, beliefs,
and routines and use them to achieve their goals, a strong organizational culture exists.
TRUE
When organizational members share an intense commitment to cultural values, beliefs,
and routines and use them to achieve their goals, a strong organizational culture exists.
When organizational members are not strongly committed to a shared system of values,
beliefs, and routines, organizational culture is weak.
AACSB: Analytical Thinking
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Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by
organizational culture.
12.
The personal characteristics of the founders of an organization have an important role in
the creation of the organization’s culture.
TRUE
Entrepreneurs who start their own companies are typically also the start-ups’ top
managers until the companies grow and become profitable. Often referred to as the firms’
founders, these managers literally create their organizations’ cultures. The founders’
personal characteristics play an important role in the creation of organizational culture.
AACSB: Analytical Thinking
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Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by
organizational culture.
Topic: Organizational Culture
13.
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.
TRUE
The attraction-selection-attrition (ASA) framework posits that when founders hire
employees for their new ventures, they tend to be attracted to and choose employees
whose personalities are similar to their own. These similar employees are more likely to
stay with the organization. Although employees who are dissimilar in personality might be
hired, they are more likely to leave the organization over time.
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organizational culture.
Topic: Organizational Culture
14.
The terminal values and not the instrumental values of managers play a role in
determining organizational culture.
FALSE
Both terminal and instrumental values of managers play a role in determining
organizational culture. Managers who highly value freedom and equality, for example,
might be likely to stress the importance of autonomy and empowerment in their
organizations, as well as fair treatment for all.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by
organizational culture.
Topic: Organizational Culture
15.
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.
TRUE
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.
AACSB: Analytical Thinking
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Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by
Multiple Choice Questions
16.
An individual’s enduring tendencies to feel, think, and act in certain ways are referred to
as his/her ________.
A.
personality traits
B.
terminal values
C.
D.
attitudes
E.
moods
All people, including managers, have certain enduring characteristics that influence how
they think, feel, and behave both on and off the job. These characteristics are personality
traits: particular tendencies to feel, think, and act in certain ways that can be used to
describe the personality of every individual.
AACSB: Analytical Thinking
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Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Big Five Personality Dimensions
17.
What are the Big Five personality traits?
A.
Extraversion, tension, perfectionism, self-reliance, and apprehension
B.
Extraversion, negative affectivity, agreeableness, conscientiousness, and openness to
experience
C.
Extraversion, negative affectivity, agreeableness, conscientiousness, and tension
D.
Extraversion, negative affectivity, agreeableness, tension, and perfectionism
E.
Extraversion, negative affectivity, tension, perfectionism, and self-reliance
An individual’s personality is composed of five general traits or characteristics:
extraversion, negative affectivity, agreeableness, conscientiousness, and openness to
experience. Researchers often consider these the Big Five personality traits.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Big Five Personality Dimensions
18.
The tendency to experience positive emotions and moods and feel good about oneself and
the rest of the world is known as ________.
A.
conscientiousness
B.
openness to experience
C.
rationality
D.
extraversion
E.
social recognition
Extraversion is the tendency to experience positive emotions and moods and feel good
about oneself and the rest of the world. Managers who are high on extraversion tend to be
sociable, affectionate, outgoing, and friendly. Managers who are low on extraversion tend
to be less inclined toward social interactions and to have a less positive outlook.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Big Five Personality Dimensions
19.
People who tend to be sociable, outgoing, and friendly are said to ________.
A.
be extraverts
B.
be introverts
C.
have low self-esteem
D.
be conscientious
E.
have an internal locus of control
Extraversion is the tendency to experience positive emotions and moods and feel good
about oneself and the rest of the world. Managers who are high on extraversion (often
called extraverts) tend to be sociable, affectionate, outgoing, and friendly. Managers who
are low on extraversion (often called introverts) tend to be less inclined toward social
interactions and to have a less positive outlook.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Big Five Personality Dimensions
20.
Max enjoys being the center of attraction during his office parties. He has excellent social
skills and easily makes friends with new employees. He can rightly be said to ________.
A.
have an internal locus of control
B.
be an extravert
C.
have a low self-esteem
D.
be an introvert
E.
be conscientious
Extraversion is the tendency to experience positive emotions and moods and feel good
about oneself and the rest of the world. Managers who are high on extraversion (often
called extraverts) tend to be sociable, affectionate, outgoing, and friendly. Managers who
are low on extraversion (often called introverts) tend to be less inclined toward social
interactions and to have a less positive outlook.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Big Five Personality Dimensions
21.
People who are less inclined toward social interactions and to have a less positive outlook
are known to be ________.
A.
optimistic
B.
dominant
C.
introverts
D.
agreeable
E.
extraverts
Extraversion is the tendency to experience positive emotions and moods and feel good
about oneself and the rest of the world. Managers who are high on extraversion (often
called extraverts) tend to be sociable, affectionate, outgoing, and friendly. Managers who
are low on extraversion (often called introverts) tend to be less inclined toward social
interactions and to have a less positive outlook.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Big Five Personality Dimensions
22.
Steven is an effective and efficient manager. However, he is quite pessimistic and avoids
social interactions. Steven can be classified as an ________.
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
Extraversion is the tendency to experience positive emotions and moods and feel good
about oneself and the rest of the world. Managers who are high on extraversion (often
called extraverts) tend to be sociable, affectionate, outgoing, and friendly. Managers who
are low on extraversion (often called introverts) tend to be less inclined toward social
interactions and to have a less positive outlook.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Big Five Personality Dimensions
23.
The tendency of a person to feel bad emotions and moods, to feel distressed, and to be
critical of oneself and others is called ________.
A.
agreeableness
B.
conscientiousness
C.
negative affectivity
D.
high on self-esteem
E.
optimism
Negative affectivity is the tendency to experience negative emotions and moods, feel
distressed, and be critical of oneself and others. Managers high on this trait may often feel
angry and dissatisfied and complain about their own and others’ lack of progress.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Negative Affectivity
24.
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 ________.
A.
low on negative affectivity
B.
low on agreeableness
C.
high on conscientiousness
D.
high on self-esteem
E.
an extravert
Negative affectivity is the tendency to experience negative emotions and moods, feel
distressed, and be critical of oneself and others. Managers high on this trait may often feel
angry and dissatisfied and complain about their own and others’ lack of progress.
Managers who are low on negative affectivity do not tend to experience many negative
emotions and moods and are less pessimistic and critical of themselves and others.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Negative Affectivity
25.
The tendency to get along well with others is known as ________.
A.
need for affiliation
B.
agreeableness
C.
conscientiousness
D.
self-esteem
E.
need for achievement
Agreeableness is the tendency to get along well with others. Managers who are high on
the agreeableness continuum are likable, tend to be affectionate, and care about other
people. Managers who are low on agreeableness may be somewhat distrustful of others,
unsympathetic, uncooperative, and even at times antagonistic.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Agreeableness
26.
Penelope is a manager with Quick Pizza. She is very good at understanding the feelings of
her subordinates and takes time out for all of them. She listens to their problems,
sympathizes with them, and tries her best to give them solutions regarding the same. From
this information, it can be said that Penelope is ________.
A.
an introvert
B.
a pessimist
C.
high on agreeableness
D.
low on conscientiousness
E.
high on ambition
Agreeableness is the tendency to get along well with others. Managers who are high on
the agreeableness continuum are likable, tend to be affectionate, and care about other
people. Managers who are low on agreeableness may be somewhat distrustful of others,
unsympathetic, uncooperative, and even at times antagonistic.
AACSB: Analytical Thinking
Accessibility: Keyboard Navigation
Blooms: Apply
Difficulty: 2 Medium
Learning Objective: 02-01 Describe the various personality traits that affect how managers think; feel; and behave.
Topic: Agreeableness