One type of factor that can change a person’s moral sensitivity is expertise or
knowledge of prescriptive norms or rules.
An organization’s structure is the same as its organizational chart.
A self-concept has high complexity when the individual’s most important identities are
highly interconnected.
Three factors determine your centrality in a social network: betweenness, closeness, and
degree (number) centrality.
Frank and Jorge are employees from different departments. They are evaluated on
different performance criteria and compensated based on different reward systems.
They are likely to experience conflict due to goal incompatibility.
Organizational politics can result in lower job satisfaction, and high levels of
work-related stress.
People with a perceiving orientation are less flexible and effective in their functioning.
Required social interaction with other employees is known as task interdependence.
According to path-goal theory, supportive leadership is desirable for employees who
work in teams with low cohesiveness.
Appreciative coaching is the approach to feedback where employee’s potential is
maximized by focusing on their strengths rather than weaknesses.
Organizational culture is not defined by espoused values. Instead, it consists of shared
enacted values.
Informal groups exist primarily to complete tasks for the organization that management
doesn’t know about.
Mechanistic structures are better suited to dynamic environments than to stable
environments.
_____ theory identifies conditions that either limit the leader’s ability to influence
subordinates or make a particular leadership style unnecessary.
A. Transformational leadership
B. Managerial leadership
C. Leadership substitutes
D. Path-goal
E. Implicit leadership
Managing others’ emotions is:
A. a negative, highly activated emotion.
B. one of three types of organizational commitment.
C. an outcome of emotional dissonance.
D. the highest level of emotional intelligence.
E. the opposite of employability.
Barry’s Software Development TeamBarry was assigned recently to a large team
working on a major software release that was taking longer than expected. Barry and
the other latecomers into the project spent a month partnered with a senior programmer
who went over the project in detail with them and got them up to speed. Unfortunately,
this training put the project even farther behind schedule. After a few months of
working on the project with so many other programmers, Barry’s work output becomes
noticeably lower than it was before when he was working independently.Barry’s
reduced work output is most likely due to:
A. a lack of knowledge.
B. job dissatisfaction.
C. a hostile work environment.
D. social loafing.
E. lack of proper supervision.
In expectancy theory, valence refers to the:
A. amount of effort a person puts towards a known goal.
B. individual’s perceived probability of performing the task at a particular level.
C. anticipated satisfaction or dissatisfaction that an individual feels towards an
outcome.
D. individual’s perceived probability that his or her performance will lead to specific
outcomes.
E. feelings that result from a comparison of the individual’s outcome/input ratio with
the outcome/input ratio of a comparison other.
Which of the following does the expectancy theory explain about employees?
A. They have different needs at different times.
B. They can use personal expectations to reduce work-related stress.
C. They can motivate themselves through power.
D. They base their work effort on the performance level they expect.
E. They compare their inputs and outcomes to other people.
In Schwartz’s Values Circumplex, the quadrant that includes hedonism, stimulation and
self-direction is called:
A. Openness to change
B. Self-enhancement
C. Conservation
D. Self-transcendence
E. Self-awareness
Self-concept, social norms, and past experiences help us to:
A. have a fixed level of drive-based emotions.
B. fully regulate our decisions and behaviors.
C. minimize cognitive dissonances.
D. make unemotional decisions based on reason and logic.
E. have stronger or weaker needs by amplifying or suppressing emotions.
The perspective that effective organizations incorporate several workplace practices that
leverage the potential of human capital is called the _____ perspective.
A. HPWP
B. learning
C. human capital
D. intellectual capital
E. open-systems
Beliefs, feelings, and behavioral intentions are components of:
A. attitudes.
B. the EVLN model.
C. organizational commitment.
D. emotions.
E. the psychological contract.
Johni’s CompanyJohni is the CEO of a struggling company. She has listened to her
employee’s complaints and concerns about where the corporation is going and has
developed a new vision that she feels will help develop a common bond throughout the
organization. Johni then hosted a company-wide picnic where she delivered an inspiring
speech about the new plans for the business, including her plans for more open
communication between management and employees. After her speech, management
and employees all participated in trust building exercises and each employee had a
one-on-one conversation with Johni.What type of leadership theory most resembles
Johni’s actions?
A. Managerial
B. People-oriented
C. Managerial to Task-oriented
D. Transformational
E. Situational
_____ is the tendency to experience stronger negative emotions when losing something
of value than the positive emotions experienced when gaining something of equal
value.
A. Implicit favoritism
B. Bounded rationality
C. Intuition
D. Nonprogrammed decision making
E. Prospect theory effect