Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 2— Perception, Personality, and Emotions
48) Dianne is extremely sociable, talkative, and assertive. According to the Big Five
Personality Model, she is
a. an introvert.
b. emotionally stable.
c. agreeable.
d. an extravert.
e. conscientious.
49) Individuals with low levels of self-esteem
a. are more likely to seek approval from others.
b. do not conform to the beliefs and behaviours of those they respect.
c. believe that they are not controlled by external factors.
d. believe they have the ability to succeed at work, but that management is usually the
barrier to doing so.
e. are more likely to choose unconventional jobs than people with a high self-esteem.
50) Low self-monitors
a. have a high behavioural consistency between who they are and what they do in every
situation.
b. are more likely than high self-monitors to become leaders.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 2— Perception, Personality, and Emotions
c. tend to pay more attention to the behaviour of others than do high self-monitors.
d. “act” throughout their entire life.
e. tend to be more mobile in their career and receive more promotions.
51) Ramona sees herself as an effective person who is quite capable, and she generally
likes herself. This is an example of
a. a self-fulfilling prophesy.
b. perception.
c. projection.
d. core self-evaluation.
e. Machiavellianism.
52) Tonya sees herself as a person of many talents, and she likes to be the centre of
attention. She is exhibiting
a. Machiavellianism.
b. projection.
c. extroversion.
d. positive perception.
e. narcissism.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 2— Perception, Personality, and Emotions
Objective: 2-2 What is personality and how does it affect behaviour?
53) A(n) ________ individual is a person who is aggressively involved in a chronic
incessant struggle to achieve more and more in less and less time.
a. Type A
b. Type B
c. Type AB
d. introvert
e. proactive
54) Type A personality people
a. tend to be more successful in organizations than Type B personality people.
b. play for fun and relaxation, rather than to exhibit superiority.
c. measure their success in terms of how much of everything they acquire.
d. feel no need to discuss their achievements unless requested.
e. do not suffer from a sense of time urgency and impatience.
55) Charlie has created dramatic changes in every job he has ever had. Even in low
paying jobs, he was always able to make a difference in policies and the way things were
done. Now, well into his career, Charlie is well known for taking the initiative. Just lately
he called for a change to company policy and insisted that the company be prepared to
chart a new course in its future. Charlie’s personality could be characterized as
a. proactive.
b. Type AB.
c. external.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 2— Perception, Personality, and Emotions
d. low self-monitoring.
e. introverted.
56) When an employee has a burst of anger toward the boss for rejecting a suggestion,
that employee is exhibiting
a. lack of emotional intelligence.
b. a bad mood that may last for several days.
c. narcissism.
d. Machiavellianism.
e. action-oriented emotion.
57) Kelly is a model employee. She always seems to exhibit emotions such as enthusiasm
that the company as a whole sees as desirable. This is an example of
a. a team player.
b. emotional intelligence.
c. cooperation.
d. emotional labour.
e. introversion.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 2— Perception, Personality, and Emotions
58) Simon has been feeling low for several days. He knows that he is supposed to express
enthusiasm about his office’s relocation, but, in reality, the move has left him feeling low.
He is experiencing
a. stress.
b. emotional dissonance.
c. projection.
d. emotional intelligence.
e. mood.
59) Recent research suggests that negative emotions generally lead to
a. slow increases in performance.
b. changes to performance only if positive emotions also increase.
c. deviant behaviour.
d. no further change in performance.
e. changes in performance if emotional labour is significantly high.
60) Affect is defined as
a. an outburst of emotion.
b. empathy.
c. a self-fulfilling prophecy.
d. a broad range of feelings.
e. emotional dissonance.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 2— Perception, Personality, and Emotions
61) Feelings that tend to be of relatively lower intensity and lack contextual stimulus are
called
a. attitudes.
b. moods.
c. emotional labour.
d. emotions.
e. affects.
62) Tina is experiencing a lot of turmoil in her personal life. Nevertheless, although she
doesn’t feel like it, she always smiles at customers when they arrive. Tina is
a. surface acting.
b. deceptive.
c. deep acting.
d. projecting.
e. labouring.
63) Empathy is a dimension of
a. self-awareness.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 2— Perception, Personality, and Emotions
b. social skills.
c. self-motivation.
d. emotional intelligence.
e. emotional labour.
64) SCENARIO 2-3
After reading an article in Harvard Business Review regarding emotional intelligence, a
director believes he can now identify and therefore “correct” those employees he deems
to have low emotional intelligence (EI). As a first step, he embarrasses those low EI
employees via email and instructs them on how to obtain high EI. He suggests that they
emulate his enlightened management style, and strive to acquire EI.
Referring to SCENARIO 2-3, the director himself has not demonstrated the ________
dimension of emotional intelligence.a. self-awareness
b. self-management
c. self-motivation
d. self-esteem
e. empathy
65) SCENARIO 2-3
After reading an article in Harvard Business Review regarding emotional intelligence, a
director believes he can now identify and therefore “correct” those employees he deems
to have low emotional intelligence (EI). As a first step, he embarrasses those low EI
employees via email and instructs them on how to obtain high EI. He suggests that they
emulate his enlightened management style, and strive to acquire EI.
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 2— Perception, Personality, and Emotions
Referring to SCENARIO 2-3, what would an employee with high emotional intelligence
likely do when he or she receives such an email?a. ignore it by not responding
b. report it to the director of the human resource department in order to avoid causing
further damage and problems
c. reply very forcefully to the email in a direct way in order to defend his or her position
d. report it to his or her manager in an attempt to organize support for his or her own
defence
e. resign in order to emphasize the need for respect in the workplace
66) SCENARIO 2-3
After reading an article in Harvard Business Review regarding emotional intelligence, a
director believes he can now identify and therefore “correct” those employees he deems
to have low emotional intelligence (EI). As a first step, he embarrasses those low EI
employees via email and instructs them on how to obtain high EI. He suggests that they
emulate his enlightened management style, and strive to acquire EI.
Referring to SCENARIO 2-3, the director, upon learning that one employee has ignored
the email, proceeds the next day to accuse that employee of not being conscientious. This
outburst would seem to be an example of deficiency in a. self-awareness.
b. self-management.
c. self-control.
d. self-monitoring.
e. self-motivation.
67) Since people’s perceptions influence how they behave, it is fair to say that
perceptions in organizations are, at least as important, if not more important, than facts.
a. True
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 2— Perception, Personality, and Emotions
b. False
68) Perception is the process by which individuals select, organize, and interpret their
sensory impressions in order to give meaning to their environment.
a. True
b. False
69) Perceptions are not likely to vary cross-culturally since perceptions are a function of
the target, situation, and perceiver, regardless of the culture.
a. True
b. False
70) The reality of a situation is what is behaviourally important.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 2— Perception, Personality, and Emotions
71) Because targets are not looked at in isolation, the relationship of a target to its
background influences perception.
a. True
b. False
72) People who do not like to work with people of a particular ethnicity are prejudiced.
a. True
b. False
73) Research suggests that the halo effect is more likely to be extreme when personality
traits are ambiguous in behavioural terms, when the traits have moral overtones, and
when the perceiver is judging traits with which he or she has had limited experience.
a. True
b. False
74) When making a perceptual shortcut of our environment, it serves no purpose to
stereotype behaviour; therefore, such shortcuts should be eliminated.
a. True
b. False
Fundamentals of Organizational Behaviour, Fifth Canadian Edition
Chapter 2— Perception, Personality, and Emotions
75) Consensus considers how an individual’s behaviour compares with that of others in a
different situation.
a. True
b. False
76) When we judge someone on the basis of our perception of the group to which he or
she belongs, we are using the shortcut called stereotyping.
a. True
b. False
77) The self-serving bias would suggest that feedback provided to employees in
performance reviews is very likely to be distorted by the recipients.
a. True
b. False
78) Ron is a manager at RRE Resources Inc., where he has high expectations of the
employees he manages. To ensure his employees are successful at achieving the expected