47.
A(n) ________ value is a personal conviction about lifelong goals or objectives.
A.
terminal
B.
instrumental
C.
moral
D.
means
E.
competence-related
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.
48.
A(n) ________ value is a personal conviction about desired modes of conduct or ways of
behaving.
A.
terminal
B.
personal
C.
social
D.
ends
E.
instrumental
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.
49.
Unwritten, informal codes of conduct that prescribe how people should act in particular
situations and are considered important by most members of a group are known as
________.
A.
norms
B.
goals
C.
values
D.
ideologies
E.
rules
Terminal values often lead to the formation of norms, which are unwritten, informal codes
of conduct, such as behaving honestly or courteously, that prescribe how people should
act in particular situations and are considered important by most members of a group or
an organization.
50.
Which of the following refers to the terminal and instrumental values that are guiding
principles in an individual’s life?
A.
Value system
B.
Organization values
C.
Grading system
D.
Ruling system
E.
Regulations and norms
“Value system” refers to the terminal and instrumental values that are guiding principles in
an individual’s life. By rank ordering the terminal values and instrumental values, people
can give good pictures of their value systems—what they are striving to achieve in life and
how they want to behave.
51.
Which of the following is an example of a terminal value?
A.
Self-reliant
B.
Self-sufficient
C.
Self-respect
D.
Self-controlled
E.
Self-disciplined
A sense of self-respect is an example of a terminal value. Being self-reliant, self–
sufficient, self-controlled, and self-disciplined are examples of instrumental values.
Several of Milton Rokeach’s terminal values seem to be especially important for managers
such as “a sense of accomplishment (a lasting contribution),” “equality (brotherhood,
equal opportunity for all),” and “self-respect (self-esteem).”
52.
Jayden, a production manager at AKC Inc., has successfully developed a cost-effective
nebulizer that has made a lasting contribution to the firm. Which of the following terminal
values of Jayden is discussed here?
A.
Need for affiliation
B.
Sense of accomplishment
C.
Need for power
D.
Self-esteem
E.
Need for recognition
Several of Rokeach’s terminal values seem to be especially important for managers such
as “a sense of accomplishment (a lasting contribution),” “equality (brotherhood, equal
opportunity for all),” and “self-respect (self-esteem).” A manager who thinks a sense of
accomplishment is of paramount importance might focus on making a lasting contribution
to an organization by developing a new product that can save or prolong lives.
53.
A(n) ________ is a collection of feelings and beliefs.
A.
habit
B.
attitude
C.
value
D.
norm
E.
aptitude
An attitude is a collection of feelings and beliefs. Like everyone else, managers have
attitudes about their jobs and organizations, and these attitudes affect how they approach
their jobs.
54.
The collection of feelings and beliefs that managers have about their current jobs is
referred to as ________.
A.
organizational citizenship behavior
B.
job satisfaction
C.
organizational culture
D.
organizational commitment
E.
emotional intelligence
Job satisfaction is the collection of feelings and beliefs that managers have about their
current jobs. Managers who have high levels of job satisfaction generally like their jobs,
feel they are fairly treated, and believe their jobs have many desirable features or
characteristics.
55.
Organizational citizenship behaviors are an employee’s ________.
A.
strict adherence to organizational goals
B.
willingness to perform above and beyond the call of duty
C.
indisposition to offer suggestions to the organization
D.
emotional attachment to the organization
E.
collection of feelings and beliefs about the organization as a whole
Satisfied managers may be more likely to go the extra mile for their organizations or
perform organizational citizenship behaviors (OCBs)—behaviors that are not required of
organizational members but that contribute to and are necessary for organizational
efficiency, effectiveness, and competitive advantage. Managers who are satisfied with
their jobs are more likely to perform these “above and beyond the call of duty” behaviors.
56.
The collection of feelings and beliefs that managers have about their organization as a
whole is known as organizational ________.
A.
commitment
B.
climate
C.
citizenship
D.
socialization
E.
culture
Organizational commitment is the collection of feelings and beliefs that managers have
about their organization as a whole. Managers who are committed to their organizations
believe in what their organizations are doing, are proud of what these organizations stand
for, and feel a high degree of loyalty toward their organizations.
57.
Sharon is working as a shift manager at XT, Inc. She has a high degree of loyalty toward
her organization and is proud of what the organization stands for. Sharon is likely to have
organizational ________.
A.
culture
B.
efficiency
C.
commitment
D.
value
E.
development
Organizational commitment is the collection of feelings and beliefs that managers have
about their organization as a whole. Managers who are committed to their organizations
believe in what their organizations are doing, are proud of what these organizations stand
for, and feel a high degree of loyalty toward their organizations.
58.
Managers who have ________________ perform some of their figurehead and spokesperson
roles and persuade others both inside and outside the organization of the organization’s
merits.
A.
competitive advantage
B.
organizational commitment
C.
high self-esteem
D.
need for power
E.
organizational culture
Organizational commitment is likely to help managers perform some of their figurehead
and spokesperson roles. It is much easier for a manager to persuade others both inside
and outside the organization of the merits of what the organization has done and is
seeking to accomplish if the manager truly believes in and is committed to the
organization.
59.
Roger, manager of Spike & Co., is a person with relatively high levels of positive mood at
work. Predict the most likely condition of the subordinates under Roger.
A.
Less creative ideas
B.
Unhealthy work environment
C.
Higher performance
D.
Better salaries
E.
More professional experience
Research has found that moods and emotions affect the behavior of managers and all
members of an organization. For example, research suggests that the subordinates of
managers who experience positive moods at work may perform at somewhat higher levels
and be less likely to resign and leave the organization than the subordinates of managers
who do not tend to be in a positive mood at work.
60.
Which of the following defines emotion?
A.
A feeling or state of mind
B.
Intense, relatively short-lived feelings
C.
Superficial, relatively long-lived feelings
D.
A condition
E.
Clear, sound reasoning
Emotions are more intense feelings than moods, are often directly linked to whatever
caused the emotion, and are more short-lived. However, once whatever has triggered the
emotion has been dealt with, the feelings may linger in the form of a less intense mood.
61.
People who are most likely to experience negative moods ________.
A.
are high on negative affectivity
B.
are low on negative affectivity
C.
are low on positive affectivity
D.
are high on positive affectivity
E.
have balanced affectivity
People who are high on negative affectivity are especially likely to experience negative
moods. 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.
62.
Which of the following refers to a feeling or state of mind?
A.
Affect
B.
Mood
C.
Value
D.
Emotional labor
E.
Self-efficacy
A mood is a feeling or state of mind. When people are in a positive mood, they feel excited,
enthusiastic, active, or elated.
63.
An intense, relatively short-lived feeling is called a(n) ________.
A.
emotion
B.
value
C.
motivation
D.
commitment
E.
attitude
Emotions are more intense feelings than moods, are often directly linked to whatever
caused the emotion, and are more short-lived. However, once whatever has triggered the
emotion has been dealt with, the feelings may linger in the form of a less intense mood.
64.
Which term refers to the ability to understand and manage one’s own moods and emotions
and those of other people?
A.
Emotional intelligence
B.
Critical thinking
C.
Decision making
D.
Cultural intelligence
E.
Devil’s advocacy
Emotional intelligence is the ability to understand and manage one’s own moods and
emotions and the moods and emotions of other people.
65.
One of the attributes that make Anthony an excellent manager is his ability to understand
the moods of his subordinates coupled with his ability to manage his own moods. Anthony
has a high level of ________.
A.
fluid intelligence
B.
intelligence quotient
C.
emotional intelligence
D.
crystallized intelligence
E.
dispositional effect
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.
66.
Emotional intelligence can help managers perform interpersonal roles like that of a
________.
A.
resource allocator
B.
monitor
C.
planner
D.
liaison
E.
decision maker
Emotional intelligence can help managers perform their important roles such as their
interpersonal roles (figurehead, leader, and liaison). Understanding how the subordinates
feel, why they feel that way, and how to manage these feelings is central to developing
strong interpersonal bonds with them.
2-59
67.
Emotional intelligence has the potential to contribute to effective ______ in multiple ways.
A.
leadership
B.
emotions
C.
values
D.
goals
E.
feelings
More generally, emotional intelligence has the potential to contribute to effective
leadership in multiple ways.
2-60
68.
Organizational ________ comprises the shared set of beliefs, expectations, values, norms,
and work routines that influence how members of an organization relate to one another
and work together to achieve organizational goals.
A.
planning
B.
hierarchy
C.
chart
D.
structure
E.
culture
Organizational culture comprises the shared set of beliefs, expectations, values, norms,
and work routines that influence how members of an organization relate to one another
and work together to achieve organizational goals. In essence, organizational culture
reflects the distinctive ways in which organizational members perform their jobs and relate
to others inside and outside the organization.