1. The unconscious preparation to fight or flee that a person experiences when faced with any demand is known as
_____.
a. homeostasis
b. distress
c. stress
d. strain
2. The adverse psychological, physical, behavioral, and organizational consequence that may occur as a result of
demanding events is known as .
a. distress
b. grief
c. depression
d. homeostasis
3. The unconscious preparation to fight or flee that a person experiences when faced with any demand is known as
_____.
a. homeostasis
b. distress
c. strain
d. stress
4. Strain is the same as .
a. stress
b. distress
c. eustress
d. tension
5. The approach to stress suggests that stress occurs when an external, environmental demand upsets an
individual’s natural steady state balance.
a. medical
b. psychoanalytic
c. cognitive appraisal
d. self-image
6. The medical approach to stress is most similar to:
a. the person-environment fit approach.
b. the cognitive appraisal approach.
c. the psychoanalytic approach.
d. the homeostatic approach.
7. Which of the following persons is most closely associated with the homeostatic or medical approach to stress?
a. Richard Lazarus
b. Harry Levinson
c. Walter B. Cannon
d. Robert Kahn
8. In the context of cognitive approach to stress, problem-focused coping emphasizes:
a. managing your response.
b. managing the stressor.
c. managing the set of role expectations such that there is a good person-situation fit.
d. managing the gap between your ego-ideal and real self-image.
9. The person-environment approach to stress emphasizes the:
a. idea that confusing and conflicting expectations of a person in a social role create stress for that person.
b. belief that effort will lead to performance.
c. notion that perception and cognitive evaluations of situations differ and accordingly stress is mostly
determined by perception.
d. idea that the fit between a person’s self-image or concept and their ideal generates large stress when there is
lack of fit.
10. The person-environment fit approach to studying and understanding stress emphasizes:
a. homeostasis.
b. cognitive appraisal of the stress situation.
c. ego involvement.
d. social role stress.
11. The fight–or-flight stress response is most closely associated with the .
a. homeostatic approach
b. cognitive appraisal approach
c. person-environment fit approach
d. psychoanalytic approach
12. Which of the following statements is most accurate with regard to the stress response?
a. The approach to stress will determine the stress response sequence in the mind and body.
b. The stress response sequence in the mind and body begins with the activation of the sympathetic nervous
system and the endocrine system.
c. The stress response in the mind and body begins with the release of chemical messengers, primarily
adrenaline, into the bloodstream.
d. The stress response is inherently bad and destructive.
13. Task demands include all of the following except:
a. sexual harassment.
b. lack of control.
c. work overload.
d. uncertainty.
14. Two of the most stressful demands people face at work are:
a. globalization and company policy.
b. lack of control and globalization.
c. new technologies and lack of control.
d. change and organizational commitment.
15. Role conflict results from:
a. lack of control.
b. globalization.
c. work overload.
d. inconsistent expectations.
16. An employee with a major sales presentation on Monday and a sick child at home Sunday night is likely to
experience:
a. interrole conflict.
b. intrarole conflict.
c. person-role conflict.
d. role ambiguity.
17. A manager who presses employees for both very fast work and high-quality work would likely cause:
a. interrole conflict.
b. intrarole conflict.
c. person-role conflict.
d. role ambiguity.
18. A manager instructs an employee to ship an item with a minor defect to a customer in violation of the employee’s
personal values. This is an example of:
a. role ambiguity.
b. person-role conflict.
c. interrole conflict.
d. non–role conflict.
19. Role ambiguity is:
a. the difficulty stemming from a situation where expectations of two roles conflict.
b. an imbalanced preoccupation with work at the expense of home and personal life satisfaction.
c. the difficulty a person has in reconciling job demands and personal values.
d. the confusion one experiences in relation to the expectations of others.
20. The two major categories of “role stress” at work include:
a. lack of control and role overload.
b. role conflict and role ambiguity.
c. new technologies and role overload.
d. role overload and ethical conflict.
21. All of the following are stress-related interpersonal demands of the workplace except:
a. an authoritarian leadership style.
b. sexual harassment.
c. emotional toxins.
d. intrarole conflict.
22. All of the following would be considered a source of stress due to interpersonal demands except:
a. role ambiguity.
b. functional diversity.
c. leadership style.
d. sexual harassment.
23. The most notable self-imposed personal demand is probably:
a. child rearing.
b. workaholism.
c. civic duties.
d. being a perfectionist.
24. Organizational costs of distress may take the form of all of the following except:
a. performance loss.
b. interpersonal conflicts.
c. accidents.
d. medical illness.
25. Healthy or normal stress is known as .
a. distress
b. strain
c. eustress
d. normstress
26. The Yerkes-Dodson law suggests that:
a. initial stress (or the onset of stress) causes performance to drop significantly.
b. the greatest performance benefits are achieved in the midrange of the curve.
c. stress and performance are unrelated.
d. stress and performance are inversely related.
27. The Yerkes-Dodson law suggests that the relationship between stress level and performance arousal is:
a. u-shaped.
b. linear and negative.
c. bell-shaped.
d. dependent on the person.
28. Benefits of eustress include all of the following except:
a. increased arousal.
b. bursts of physical strength.
c. cardiovascular efficiency.
d. overstimulation.
29. Psychosomatic disorders:
a. are a form of burnout.
b. are a form of rust-out.
c. are physical ailments that begin in the mind.
d. can always be traced to the work situation.
30. The three forms of individual distress include:
a. psychological, medical, and behavioral problems.
b. participation problems, performance decrements, and compensations deficit.
c. work-related, stress-related, and organizational problems.
d. performance decrements, work-related and stress-related problems.
31. A positive consequence of organizational distress may take the form of:
a. performance increments.
b. absenteeism.
c. employee work stoppage.
d. functional turnover.
32. Three direct costs of organizational distress include:
a. participation problems, performance decrements, and compensation awards.
b. functional turnover, high performance, and compensation awards.
c. functional turnover, increased production quality, and compensation awards.
d. performance variation, participation problems, and compensation awards.
33. Costs associated with absenteeism, tardiness, strikes, work stoppages, and turnover are known as .
a. performance decrements
b. participation problems
c. unrealistic job interview problems
d. intrarole conflicts
34. In the context of individual differences in the stress–strain relationship, individuals possessing a Type A personality:
a. are socially secure.
b. are less prone than Type B personalities to heart attacks.
c. may become aggressive when faced with work-related difficulties.
d. manage their time well and do not exhibit time urgency.
35. Assume that you are the supervisor of a team of ten employees, one of whom is clearly a Type A personality.
Which of the following approaches would you follow to effectively manage this employee?
a. Frequently remind the employee about schedules and deadlines.
b. Try to maintain a certain level of conflict with the employee because this will stimulate higher performance.
c. Keep the employee very busy by adding tasks and projects to the person‘s workload.
d. Suggest some helpful time management applications to the employee, and help the person to pace him or
herself.
36. Which of the following situations would result in the individual being most at risk of health disorders?
a. Type A individuals in Type B organizations
b. Type B individuals in Type A organizations
c. Type B individuals in Type B organizations
d. Type A individuals in Type A organizations
37. A personality type that tends to be resistant to distress is a(n) .
a. overdependent personality
b. Type A personality
c. counterdependent personality
d. hardy personality
38. An individual who is relatively good at transformational coping has .
a. low control
b. overdependent behavior
c. a hardy personality
d. a Type A personality
39. The stress-handling strategy that may lead to short-term stress reduction at the cost of long-term healthy life
adjustment is:
a. tertiary coping.
b. counterdependence.
c. regressive coping.
d. stress avoidance and withdrawal.
40. Self-reliance is a healthy, secure, pattern of behavior.
a. overdependent
b. counterdependent
c. psychologically distant
d. interdependent
41. In the context of preventive stress management, a manager’s decision to increase worker control in a given task is
an example of:
a. individual prevention.
b. secondary prevention.
c. primary prevention.
d. tertiary prevention.
42. Secondary prevention is intended to:
a. reduce, modify, or eliminate the demand causing stress.
b. alter or modify an individual‘s or the an organization’s response to a demand.
c. heal individual or organizational symptoms of distress and strain.
d. eliminate key environmental sources of stress or provide direct intervention to reduce the source of stress.
43. The stage in preventive stress management designed to heal individual or organizational symptoms of distress and
strain is called:
a. primary prevention.
b. secondary prevention.
c. tertiary prevention.
d. job redesign.
44. A secondary prevention method of organizational stress is:
a. job redesign.
b. role negotiation.
c. goal setting.
d. team building.
45. Job redesign as a stress prevention method may involve any one or all of the following except:
a. changing the schedule of work and the sequencing of tasks.
b. giving the worker inspection responsibility.
c. reducing job tasks.
d. increasing uncertainty and reducing predictability in the workplace.