Ronda is a vice president of marketing and mother to three young children. Ronda is
probably experiencing which of the following?
A) Role conflict
B) Qualitative overload
C) Role juggling
D) Social isolation
Organizations that offer employees opportunities to participate in decision-making,
provide incentives for them to do so, and emphasize opportunities to develop skills
have:
A) incentive-based organizational plans.
B) participative workplace designs.
C) workforce flex-systems.
D) high-performance work systems.
The ability to analyze logical relationships and to recognize the underlying principles
is:
A) numerical ability.
B) space visualization.
C) numerical reasoning.
D) symbolic reasoning.
The central premise to path-goal theory is that:
A) subordinates react favorably to a leader who helps them progress toward desired
outcomes.
B) leaders need to be able to assess where followers are and provide the necessary
guidance and emotional support.
C) leaders deal with followers based on what they believe is motivating follower
behavior.
D) followers should be permitted to find their own way.
Scientist have acknowledged that leaders should demonstrate multiple domains of
intelligence. Those domains include:
A) physical, mental, and emotional intelligence.
B) cognitive, emotional, and cultural intelligence.
C) transactional, emotional, and social intelligence.
D) technical, interpersonal, and cognitive intelligence.
The ability to understand written material quickly and accurately is:
A) verbal comprehension.
B) verbal reasoning.
C) word fluency.
D) symbolic reasoning.
When rumors are designed to damage someone’s reputation, these rumors are known as:
A) pipe dreams.
B) bogie rumors.
C) wedge drivers.
D) home-stretchers.
If a worker believes that his/her effort will result in excellent performance, and that the
reward is one the worker values, but the worker does not expect that his/her
performance will be rewarded, expectancy theory proposes that the worker’s motivation
will be:
A) moderate.
B) high.
C) low.
D) zero.
The barriers in the communication process that result in distortion of the clarity of the
message are:
A) nonverbal symbols.
B) noise.
C) the channels used.
D) the context in which the message is sent.
Sometimes the presence of others enhances task performance, and sometimes it impairs
it. This phenomenon is known as:
A) role ambiguity.
B) social facilitation.
C) group cohesion.
D) social loafing.
People who engage in organizational politics would likely possess all of the following
characteristics EXCEPT:
A) ambition.
B) introversion.
C) intelligence.
D) popularity.
A survey of American workers has shown that religious bias:
A) negatively impacts performance in almost half the people who reported it.
B) negatively impacts performance in almost a fourth of the people who reported it.
C) negatively impacts performance in almost three-quarters of people who reported it.
D) does not negatively impact performance.
Table 11.2
A team of business students is working on a semester-long class project. The nature of
the project is additive, each team member must have information from several other
team members in order to complete his/her portion of the project. In a group meeting,
Joe tells Amanda that if she will proofread his part of the paper, he’ll set up the
spreadsheet formulas for her calculations. Amanda tells him no thanks. She’s not really
concerned about the quality of his section of the project and she’d just as soon work on
her own. She thinks she can do a much better job than Joe setting up the spreadsheet.
Another member of the team, Celine, wants everyone to have the same outcome from
this project. She cautions those with weak work to improve it and asks the stars to tone
down their work a bit so as to not embarrass the weaker members of the team. Paul
wants to maximize the outcome of this project for everyone. He wants everyone to
experience complete satisfaction with the process, the project, and their final grade. The
reality is that the team will receive two grades. There will be a team grade and then
each individual will receive a separate grade on his/her section. The grades are
weighted 40/60.
Refer to Table 11.2. Paul’s personal orientation toward cooperation is:
A) equalizer.
B) competitive.
C) individualistic.
D) cooperative.
Guido believes that he should treat others as they treat him. His belief mirrors the idea
of:
A) OCB.
B) competition.
C) reciprocity.
D) cooperation.
Which of the following characteristics of burnout is associated with the feeling that one
hasn’t been able to accomplish much?
A) Depersonalization
B) Emotional exhaustion
C) Physical exhaustion
D) Feelings of low personal accomplishment
Li is an accountant by training, although he now works in human resources. There are
problems within his department: employees are fighting with each other, morale is low,
etc. But when asked how his department is doing, Li reports they are right on target
with their compensation figures, their turnover rates, and their training expenses. Li’s
misperception is a function of the perceptual bias of:
A) selective perception.
B) the similar-to-me effect.
C) fundamental attribution error.
D) the first-impression error.
Fran was administered a test which used ambiguous stimuli to determine his
personality. This is an example of:
A) projective tests.
B) objective tests.
C) reliability.
D) validity.
An international study of social loafing showed that:
A) culture has an influence on people’s tendency to engage in social loafing.
B) culture has no influence on people’s tendency to engage in social loafing.
C) collectivist cultures are more prone to social loafing than other cultures.
D) None of these.
When Samantha meets Joe, she is impressed with his professional appearance, quick
responses, and articulation. She assumes he knows of what he speaks and follows his
suggestions with disastrous results. This is an example of the consequences of the
perceptual bias of:
A) selective perception.
B) stereotyping.
C) halo effect.
D) first-impression error.
The U.S. differs from other countries in terms of strategic values. In Japan, for example:
A) radical change is encouraged, not resisted.
B) stockholders have priority when considering the impact of change.
C) while done, competition is rarely talked about or expressed in strategic plans.
D) women hold more positions of authority, especially at the level of CEO.
Social loafing seems to occur because:
A) of the individual’s concern for the group over him/herself.
B) of the distraction caused by the presence of others and concerns for their evaluation
of the individual’s performance.
C) the responsibility for doing the job is diffused over more people.
D) culture has little impact on task performance and it is part of human nature to relax
effort when it is possible.
The secretary that manages the sales manager’s schedule and screens his call, is
fulfilling the communication function of:
A) queuing.
B) gatekeeping.
C) verifying.
D) information skimming.
There are a number of steps you can take to promote cross-cultural communication,
including:
A) assuming others are similar to yourself.
B) carefully evaluating your observations.
C) taking the other person’s perspective.
D) speaking slowly and loudly.
When managers make decisions they rely most heavily on:
A) decision support systems.
B) their history of past decisions.
C) the use of team decision-making.
D) rules and procedures.
Rumors tend to be ________.
A) kept between friends
B) speculative information without factual basis
C) fueled by the snowball effect
D) relatively harmless and should be ignored
If an individual withholds information that might make him/her look bad, avoids those
who might ask for information, and overwhelms others with information, he/she is
probably using the organizational political tactic of:
A) controlling access to information.
B) cultivating a favorable impression.
C) playing a political game.
D) developing a base of support.
If a manager is high in the need for achievement, he/she will most likely:
A) also be high in his/her need for power.
B) avoid very easy or very difficult tasks.
C) seek projects that no one else can complete.
D) do none of these.
Research shows that individuals will often ________ early in the decision process and
then not seriously consider other options.
A) escalate their commitment
B) choose an implicit favorite
C) experience bounded rationality
D) use a representativeness heuristic
In the downsizing process, restructuring hits ________ of organizational hierarchies
especially hard.
A) the middle layers
B) the strategic points
C) the technostructures
D) communication elements
John is caught stealing product from his company’s warehouse, over $15,000 worth. His
company has a progressive discipline process. The company’s most likely action would
be to:
A) give him an oral reprimand and return him to work.
B) talk with him about his problem and recommend counseling.
C) transfer him to another warehouse.
D) terminate him immediately.
Table 7.4
The production department is implementing a job design program. Alfonso has been
given the responsibility. Leading a team of managers and hourly employees, Alfonso is
to come up with the best way to implement the program. As techniques are discussed, it
appears that the workers are reluctant to accept management’s push to give each
employee more tasks to perform while not increasing responsibility or the needed task
skills. The hourly workers want more control over their jobs and greater
responsibilities. Alfonso explains they still need to determine what elements need to be
enriched for the program to work. He further explains that employees have reported
through an organizational survey that their first desire is to experience meaningfulness
in their jobs, and they don’t really want increased responsibility and accountability,
feeling it will add too much stress to their jobs.
Refer to Table 7.4. The hourly workers are favoring what type of job design program?
A) Job enlargement
B) Vertical job loading
C) Job enrichment
D) Job characteristics model approach