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There are 5 major categories of emotions.
In 2010, about one in four members of the U.S. workforce was a contingent worker.
According to the perspective of your text, taking office supplies home for personal use
constitutes theft.
Starbucks and Dell have been recognized for their efforts to advance the interests of
women.
From society's point of view, whistle blowing is usually considered a pro-social action.
Prescriptive norms dictate specific behavior that should be avoided.
Decisions made on conventional levels of moral development are motivated by doing
what society thinks is correct.
Women tend to cope more effectively with workplace stress than men do.
Treating people fairly can go a long way toward reducing employee theft caused by
feelings of resentment.
The practice of communicating with another online by typing messages into boxes that
pop up on the screen as needed is known as e-mailing.
John tends to encourage most of his teammates to better performance when he is
working with them. This is an example of social facilitation.
Effective team leaders make the most of team differences by building respect for
diverse viewpoints, as well as ensuring that all team members can express their views.
Jasmine is trying to manage all the information that came across her desk while she was
gone. She has taken the phone messages and stacked them in priority order, assigned
priorities to her e-mail and sorted it accordingly, and asked her secretary to hold any
calls that didn't need immediate attention. Jasmine is managing her communication
overload through omission and redundancy.
Research has shown that Machiavellianism is closely related to success in the kinds of
job in which people operate with a great deal of autonomy.
It is estimated that close to 50% of companies have at least one team in place that is
self-directed to at least some extent.
Cultural norms in Great Britain encourage people there to "tone down" their emotional
displays.
The anterior insula part of the brain is activated in response to procedural injustice.
Val responds to Ed's question by saying, "That way would work well, but can I suggest
a variation of that?" In doing this, Val is using validating language in her conversation
with Ed.
Both openness to experience and agreeableness correlate highly with effective job
performance.
Stretch goals, in which managers perform tasks they have never done before, are known
as horizontal stretch goals.
The concept that work can be both a productive effort while being a pleasant experience
for the employee is an example of Theory Y.
Cross-cultural communication can be promoted by assuming that people are different
from you.
The fastest-growing segment of the U.S. population is the Baby Boom generation.
The tendency for various specialized roles to emerge as a group develops is called
prescriptive norms.
Accuracy in perceiving others is known as social adaptability.
Harold is part of a human resources team researching a cafeteria benefits program for
his company. Once their research is complete and presented to management, Harold
will return to his regular HR responsibilities. Harold is part of a temporary,
self-managed, cross-functional team.
If employees believe that hard work will lead to good performance and that they will
receive low valence rewards according to their performance, then they will most likely
feel highly motivated.
In most situations, an individual who performs a task well can be considered to be
highly motivated.
A strong organizational culture is necessary for the culture to have a positive impact on
productivity.
In a study conducted in the People's Republic of China, companies that used
maintenance-oriented practices used to manage human resources ________.
A) increased continuance commitment, thus boosting financial performance
B) increased affective commitment, but stunted financial performance
C) increased continuance commitment, which left financial performance unchanged
D) increased normative commitment and increased financial performance
________ are based on people's fears and anxieties.
A) Pipe dreams
B) Bogie rumors
C) Wedge drivers
D) Home-stretchers
Effective team leaders:
A) foresee and influence change.
B) build one-on-one relationships.
C) minimize team conflict.
D) focus on training.
Table 12.2
The boss wants the staff to work overtime this week on a big project. He tells the
managers that if they want to keep their jobs, they better keep their people here. Bob
goes to his department and calls a meeting. He explains the problem and asks if
everyone would be willing to stay and put in the time. His employees recognize his
right to ask them, he's been good to them in the past, and they want to help him out, so
they all agree to stay. Joan goes to her department, calls everyone together and tells
them the bad news. She then begins assigning responsibilities and scheduling work.
One of her new supervisors says, "Who are you to tell us we have to work overtime?"
Her answer is, "I'm your boss, that's who, now get with it." Joseph offers everyone in
his department compensatory time and a pizza party if they put in the overtime.
Refer to Table 12.2. Bob uses ________ power to get his workers to comply.
A) personal
B) coercive
C) legitimate
D) referent
The expectancy theory suggests that motivation may be enhanced by
A) administering low-valence rewards to employees.
B) providing all employees with the same rewards.
C) implementing a pay for performance plan.
D) eliminating instrumentality.
A mutual commitment between employer and employees to do things to help one
another achieve each other's goals and aspirations is known as:
A) engagement.
B) core competency.
C) i-deals.
D) corporate restructuring.
The stepladder technique has the advantage of:
A) minimizing nonparticipation.
B) having the lowest cost of all group problem-solving techniques.
C) being the fastest of all techniques.
D) All of the above.
Suppose you observe your neighbor running away from a dog who comes into your
backyard during a picnic. You've seen him run away from dogs before, and you've seen
him run away from all dogs. Also, you don't see anyone else run away from this dog.
You would say that he ran away from this dog because ________, which is an example
of an ________ attribution.
A) the dog is scary; internal
B) the dog is scary; external
C) he is afraid of dogs; internal
D) he is afraid of dogs; external
Table 8.4
Nermina is preparing to implement teams in her functional area. Currently she is
studying how to create a team. In her past experience she often found that groups of
people did less work than just one or two people could do. It is now two weeks later.
Nermina is well into the process of creating teams. She is ensuring the correct
resources, both human and material are available for the team.
Refer to Table 8.4. Nermina's original experience with groups is an example of:
A) social loafing.
B) common goals within work groups.
C) social facilitation.
D) distraction-conflict effect.
We use stereotypes:
A) because we need mental shortcuts.
B) to help us understand the differences among people.
C) to reinforce our perceptual biases.
D) as a way of accurately classifying people in order to interact more effectively.
Joe is thinking through the company's market and its financial standing. Joe is in the
________ stage of strategic planning.
A) defining goals
B) defining the scope of the product/service
C) assessing internal resources
D) analyzing internal arrangements
The possibility of condoning acts that violate one's own sense of morality can occur in
which of the following:
A) ethical imperialism.
B) ethical relativism.
C) Sarbanes-Oxley.
D) False Claims Act.
Organizations that emphasize flexibility while also paying a great deal of attention to
the external environment are said to have a(n):
A) market culture.
B) clan culture.
C) adhocracy culture.
D) competing values culture.
Greater concern for how things appear to others rather than how they really are is
known as:
A) ethical relativism.
B) bottom-line mentality.
C) exploitative mentality.
D) Madison Avenue mentality.
Automakers like Ford, General Motors, etc., produce and market their cars through
separate divisions. This is an example of:
A) functional organizations.
B) matrix organizations.
C) product organizations.
D) boundaryless organizations.
The analytical model of the decision-making process focuses on which key aspects of
decision-making:
A) heuristic and programming.
B) the style and the system used.
C) who and how.
D) formulation and implementation.
An organization with a hierarchy culture is best described by all of the following
EXCEPT:
A) internal focus.
B) emphasis on stability.
C) emphasis on production.
D) emphasis on control.
Henrietta thinks that the dip in stock prices is a good sign she should buy because her
broker describes the dip as an opportunity rather than as a downturn. Henrietta's
behavior is an example of:
A) goal framing.
B) a heuristic for buying stock.
C) attribute framing.
D) risky choice framing effect.
Telecommuting works best with jobs that:
A) involve a lot of driving.
B) are manufacturing based.
C) are customer-service oriented.
D) are easily portable.
Table 4.1
The HR director is reviewing personality files. She is reviewing the five dimensions of
personality. She notes that Jane is described as imaginative, curious, and urbane. Peter
is profiled as quiet, cautious, and reserved. Tim's file describes him as down-to-earth,
simple, and narrow. The HR director reviews her own profile and sees that she is
described as sad and out of control.
Refer to Table 4.1. The HR director's review of Peter is focusing on the personality
dimension of:
A) conscientiousness.
B) extraversion.
C) agreeableness.
D) openness to experience.
The concept of ________ involves people's perceptions of the fairness of the
information used as the basis for making a decision.
A) distributive justice
B) informational justice
C) procedural justice
D) interpersonal justice
Which of the following is NOT an example of a social emotion?
A) Pity
B) Jealousy
C) Scorn
D) Pride
People's perception of the fairness of the procedures used to determine the outcomes
they receive is:
A) distributive justice.
B) corporate social responsibility.
C) procedural justice.
D) interpersonal justice.
An individual's belief about having the capacity to perform a task is called:
A) goal commitment.
B) goal setting.
C) self-actualization.
D) self-efficacy.
________ suggests that leaders form different kinds of relationships with various
groups of subordinates.
A) Attribution theory
B) Contingency theory
C) Leader-member exchange theory
D) Grid management theory
________ occurs when decision makers stick to the first idea that comes to mind
without adequately evaluating it consequences.
A) Unconflicted change
B) Unconflicted adherence
C) Defensive avoidance
D) Hypervigilance
The desire to exercise influence over others to reach shared goals is known as:
A) social influence.
B) leadership motivation.
C) social power motivation.
D) organizational politics.
If a person believes that the best way to deal with people is to tell them what they want
to hear, not to tell them the real reason he/she are asking for something, and to push
them, because they don't work hard unless watched, this person is exhibiting:
A) low self-efficacy.
B) high "Mach" behavior.
C) a Type A personality.
D) high self-monitoring skills.
The desire to perform well to demonstrate one's competence in others is:
A) learning goal orientation.
B) performance goal orientation.
C) avoidance goal orientation.
D) Machiavellianism.
When people are willing to stay in an organization because they share its goals, they
have:
A) a normative commitment.
B) an affective commitment.
C) a cognitive commitment.
D) a continuance commitment.
Culture shock tends to result from an individual's tendency:
A) to be overly optimistic about their international experience.
B) to be parochial or ethnocentric in their worldview.
C) to depend on a contingency management approach in other countries.
D) All of these experiences.
The process of putting people in charge of what they do, by passing power from
managers to employees is known as:
A) consultation-based social influence.
B) information power.
C) empowerment.
D) organizational politics.
Managers can increase employee motivation by giving them more responsibility and
control. This is done by:
A) loading jobs vertically.
B) enlarging jobs.
C) loading jobs horizontally.
D) increasing feedback and task significance.
How can an individual better manage time to reduce stress?
How can an organization facilitate feedback and open the channels of communication
with employees?
What are social dilemmas and mixed motives?
Describe the major effects of organizational stress.
Identify and explain the sources of work-related stress.
Discuss the three predominate models of individual decision-making.
