27.
________ is the tendency to be careful, scrupulous, and persevering.
A.
Conscientiousness
B.
Openness to experience
C.
Need for achievement
D.
Agreeableness
E.
Extraversion
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.
28.
Managers who are ________ appear to lack direction and self-discipline.
A.
low on negative affectivity
B.
low on conscientiousness
C.
low on agreeableness
D.
extraverts
E.
optimists
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.
29.
Managers who have high conscientiousness are known to be ________.
A.
introverts
B.
open to experience
C.
low on agreeableness
D.
organized and self-disciplined
E.
extroverts
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.
30.
________ is the tendency to be original, have broad interests, be daring, and take risks.
A.
Agreeableness
B.
Conscientiousness
C.
Openness to experience
D.
Introversion
E.
Negative affectivity
Openness to experience is the tendency to be original, have broad interests, be open to a
wide range of stimuli, be daring, and take risks. Managers who are high on this trait
continuum may be especially likely to take risks and be innovative in their planning and
decision making. Managers who are low on openness to experience may be less prone to
take risks and more conservative in their planning and decision making.
31.
As a manager, Nancy is known in the company as a risk-taker and an innovator. Nancy is
________.
A.
high on introversion
B.
low on agreeableness
C.
high on openness to experience
D.
high on negative affectivity
E.
high on conscientiousness
Openness to experience is the tendency to be original, have broad interests, be open to a
wide range of stimuli, be daring, and take risks. Managers who are high on this trait
continuum may be especially likely to take risks and be innovative in their planning and
decision making. Managers who are low on openness to experience may be less prone to
take risks and more conservative in their planning and decision making.
32.
Brian has been employed at Precision Services for nearly 10 years. He is an effective
manager but does not like to take risks. Brian is more comfortable following guidelines and
maintaining the status quo. Brian is ________.
A.
low on conscientiousness
B.
high on extraversion
C.
high on agreeableness
D.
low on openness to experience
E.
high on the need for affiliation
Openness to experience is the tendency to be original, have broad interests, be open to a
wide range of stimuli, be daring, and take risks. Managers who are high on this trait
continuum may be especially likely to take risks and be innovative in their planning and
decision making. Managers who are low on openness to experience may be less prone to
take risks and more conservative in their planning and decision making.
33.
People who have ________ believe they themselves are responsible for their own fate; they
see their own actions and behaviors as being major and decisive determinants of
important outcomes.
A.
low self-esteem
B.
a low sense of achievement
C.
high neuroticism
D.
an internal locus of control
E.
an external locus of control
People with an internal locus of control believe they themselves are responsible for their
own fate; they see their own actions and behaviors as being major and decisive
determinants of important outcomes such as attaining levels of job performance, being
promoted, or being turned down for a choice job assignment. Some managers with an
internal locus of control see the success of a whole organization resting on their
shoulders.
34.
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 ________.
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
People with an internal locus of control believe they themselves are responsible for their
own fate; they see their own actions and behaviors as being major and decisive
determinants of important outcomes such as attaining levels of job performance, being
promoted, or being turned down for a choice job assignment. Some managers with an
internal locus of control see the success of a whole organization resting on their
shoulders.
35.
Identify the personality trait that makes people accountable and responsible for their own
actions and ensures ethical behavior in an organization.
A.
Self-esteem
B.
Conscientiousness
C.
Internal locus of control
D.
External locus of control
E.
Attitude
An internal locus of control helps to ensure ethical behavior and decision making in an
organization because people feel accountable and responsible for their own actions.
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.
36.
People who believe that outside forces are responsible for what happens to and around
them and do not think that their own actions make much of a difference have ________.
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
People with an external locus of control believe that outside forces are responsible for
what happens to and around them; they do not think their own actions make much of a
difference. As such, they tend not to intervene to try to change a situation or solve a
problem, leaving it to someone else.
37.
Whenever Daniel performs well in a test, he thinks that his teacher was being lenient or
that he was lucky. Daniel is said to have ________.
A.
an internal locus of control
B.
high self-esteem
C.
a high sense of achievement
D.
low neuroticism
E.
an external locus of control
People with an external locus of control believe that outside forces are responsible for
what happens to and around them; they do not think their own actions make much of a
difference. As such, they tend not to intervene to try to change a situation or solve a
problem, leaving it to someone else.
38.
________ is the degree to which individuals feel good about themselves and their
capabilities.
A.
Self-esteem
B.
Attitude
C.
Emotional intelligence
D.
Self-criticism
E.
Hedonism
Self-esteem is the degree to which individuals feel good about themselves and their
capabilities. People with high self-esteem believe they are competent, deserving, and
capable of handling most situations.
39.
As the night manager of Spicy Bites, Ronald feels competent, deserving, and capable of
handling most situations. Ronald ________.
A.
has an external locus of control
B.
has low sense of achievement
C.
has high self-esteem
D.
is highly hedonistic
E.
is highly self-critical
Self-esteem is the degree to which individuals feel good about themselves and their
capabilities. People with high self-esteem believe they are competent, deserving, and
capable of handling most situations.
40.
Steve, a middle manager working at KT Corp., is unable to judge his own capabilities and
has a poor opinion of himself; Steve is likely to have ________.
A.
less external locus of control
B.
low self-esteem
C.
less need for affiliation
D.
less openness to experience
E.
low level of agreeableness
People with low self-esteem have poor opinions of themselves, are unsure about their
capabilities, and question their ability to succeed at different endeavors. Research
suggests that people tend to choose activities and goals consistent with their levels of
self-esteem.
41.
Which of the following traits is likely to help a manager in keeping high standards for
himself or herself and pushing ahead on hard projects?
A.
High neuroticism
B.
High need for affiliation
C.
High external locus of control
D.
High need for power
E.
High self-esteem
High self-esteem is desirable for managers because it facilitates their setting and keeping
high standards for themselves, pushes them ahead on difficult projects, and gives them
the confidence they need to make and carry out important decisions.
42.
According to psychologist David McClelland, the extent to which an individual has a strong
desire to perform challenging tasks well and to meet personal standards for excellence is
known as the individual’s need for ________.
A.
affiliation
B.
achievement
C.
power
D.
affection
E.
conscientiousness
Psychologist David McClelland has extensively researched the needs for achievement,
affiliation, and power. 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. People with a high need for achievement often set clear goals for themselves
and like to receive performance feedback.
43.
Jane, a first-line manager in an advisory firm, shows consistent interest in taking up
challenging tasks. She keeps clear goals for herself and likes to get regular feedback for
her performance in all levels. Which of the following personality traits best reflects her
behavior?
A.
Need for affiliation
B.
External locus of control
C.
Need for power
D.
Need for achievement
E.
Social behavior
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. People with
a high need for achievement often set clear goals for themselves and like to receive
performance feedback.
44.
The need for ________ 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.
A.
power
B.
self-esteem
C.
conscientiousness
D.
achievement
E.
affiliation
Psychologist David McClelland has extensively researched the needs for achievement,
affiliation, and power. 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.
45.
The extent to which an individual desires to control or influence others is known as the
individual’s need for ________.
A.
affiliation
B.
affection
C.
power
D.
conscientiousness
E.
benevolence
Psychologist David McClelland has extensively researched the needs for achievement,
affiliation, and power. The need for power is the extent to which an individual desires to
control or influence others.
46.
Which of the following describes what managers are trying to achieve through work and
how they think they should behave?
A.
Emotions
B.
Moods
C.
Intelligence
D.
Values
E.
Attitudes
Values, attitudes, and moods and emotions capture how managers experience their jobs
as individuals. Values describe what managers are trying to achieve through work and how
they think they should behave.