57. Which of the following is one of the Big Five personality dimensions?
a.
Machiavellian tendencies
b.
self-monitoring
c.
emotional stability
d.
positive/negative affectivity
e.
empathy
58. The term __________ refers to the degree to which someone is cooperative, polite, flexible, forgiving,
good natured, tolerant, and trusting.
a.
conscientiousness
b.
emotional stability
c.
agreeableness
d.
locus of control
e.
self-reliance
59. The Survivor reality show series has different people each season, but there are always certain types of
people present. In the 2005 season, there was a fishmonger who was not very tall and not very
athletic, but she was able to impress her group members with her organization skills, her willingness to
work hard, her perseverance, and her achievement-orientation. In terms of the Big Five Personality
Dimensions, she represented a personality that ranked high in:
a.
conscientiousness
b.
agreeableness
c.
emotional stability
d.
extraversion
e.
openness to experience
60. The Survivor reality show series has different people each season, but there are always certain types of
people present. In the 2005 season, there was a former NFL quarterback who was cooperative,
unfailingly polite, forgiving, good-natured, and tolerant of the different people who made up his team.
In terms of the Big Five Personality Dimensions, he represented a personality that ranked high in:
a.
conscientiousness
b.
agreeableness
c.
emotional stability
d.
extraversion
e.
openness to experience
61. The Survivor reality show series has different people each season, but there are always certain types of
people present. In the 2004 season, there was a dancer who spent her time talking about how miserable
she was. She made no attempt to understand how other members of her tribe might feel because she
was wallowing in her own depression. In terms of the Big Five Personality Dimensions, she
represented a personality that ranked low in:
a.
conscientiousness
b.
agreeableness
c.
emotional stability
d.
extraversion
e.
openness to experience
62. The term __________ refers to the degree to which someone is organized, hardworking, responsible,
persevering, thorough, and achievement oriented.
a.
conscientiousness
b.
agreeableness
c.
emotional stability
d.
locus of control
e.
empathetic
63. For which of the following positions would the hiring organization be most likely to require someone
who has high degree of emotional stability?
a.
car mechanic
b.
landscape designer
c.
911 operator
d.
electrician
e.
meteorologist
64. Conscientiousness is:
a.
the degree to which someone is organized, hardworking, responsible, and achievement
oriented
b.
the degree to which someone is curious
c.
the degree to which someone is active and gregarious
d.
the degree to which someone is cooperative, flexible, good-natured, tolerant, and trusting
e.
defined by none of these
65. People with the Big Five dimension of __________ respond well under stress.
a.
conscientiousness
b.
openness to experience
c.
agreeableness
d.
emotional stability
e.
empathy
66. An Ontario-based family restaurant that was planning on opening a catering business as a way to grow
its business in the French-speaking areas of the country would need employees with which of the
following dimensions of personality?
a.
empathy
b.
credibility
c.
openness to experience
d.
extraversion
e.
conscientiousness
67. For which of the following types of jobs would be most likely to require someone who has a high
degree of extraversion?
a.
wholesale plant nursery operator
b.
salesperson
c.
market researcher
d.
bookkeeper
e.
computer technician
68. Bill Joy was one of the co-founders of Sun Microsystems. In many ways, Joy is the typical computer
geek, but the characteristic that sets him apart from the average computer geek is the mind-boggling
breadth of his curiosity. In terms of the Big Five Personality Dimensions, Joy has a high degree of:
a.
openness to experience
b.
conscientiousness
c.
agreeableness
d.
extroversion
e.
autonomy
69. Which of the Big Five personality measures has the greatest impact on behavior in organizations?
a.
conscientiousness
b.
agreeableness
c.
emotional stability
d.
extraversion
e.
openness to experience
70. For which of the following personality dimensions would an individual believe there should be power
and status differences within organizations?
a.
self-reliance
b.
authoritarianism
c.
conscientiousness
d.
locus of control
e.
empathy
71. People with __________ personalities believe that virtually any type of behavior is acceptable if it
helps satisfy needs or accomplish goals.
a.
authoritative
b.
autonomous
c.
extraverted
d.
Machiavellian
e.
introverted
72. Former employees of Merill Lynch would tell anyone who listened that Stanley O’Neal ran a
Machiavellian campaign to become the company’s president. This means that O’Neal:
a.
decided his opportunity to become president was controlled by actions that were outside
his control
b.
had a high degree of belief in its own power
c.
believed that any behavior was acceptable as long as it helped him accomplish his goal
d.
was impatient, competitive, and exhibited hostility
e.
focused on the positive aspects of Merrill Lynch
73. Michael Eisner, the former chief executive of Walt Disney, came under particularly harsh censure for
his “Machiavellian nature as CEO.” This means Eisner probably:
a.
believed that virtually any type of behavior is acceptable if it helps satisfy needs or
accomplish goals
b.
had a high degree of emotional stability
c.
was curious, broad-minded, and open to new experiences in his approach to work
d.
was relaxed, easygoing, and patient
e.
used extraversion to manage employees
74. People with high Mach personalities:
a.
believe people cannot be manipulated
b.
have negligible persuasive skills
c.
are effective leaders in groups
d.
believe virtually any type of behavior is acceptable if it helps satisfy needs or accomplish
goals
e.
are often distracted by emotions
75. Individuals who have __________ tend to work poorly in teams.
a.
authoritarian proclivities
b.
Theory X personalities
c.
low Mach personalities
d.
high Mach personalities
e.
Theory Y personalities
76. People with _______ personalities share characteristics that are highly valued in our society, such as
competitiveness and a high need for achievement, and some that are not, such as hostility and a
propensity toward coronary heart disease.
a.
Type A
b.
Theory X
c.
high Mach
d.
low Mach
e.
Type B
77. When compared to Type A personalities, Type B personalities are:
a.
likely to have a high need for achievement
b.
relaxed, easygoing, and patient
c.
perfectionistic
d.
more likely to have heart attacks
e.
extremely competitive
78. When compared to Type A personalities, Type B personalities:
a.
try to complete as many tasks as possible in the shortest possible time
b.
are hard driving and competitive
c.
are perfectionistic
d.
are more likely to be top managers
e.
are unable to relax
79. Several years ago, Xerox was facing possible bankruptcy. Then in 2001, it hired Anne Mulcahy to be
its new CEO. In one of her first speeches to Xerox employees, she said, “I believe you can will your
way through problems.” In other words she believed in strong __________ and believed that people
and organizations can succeed because they want to.
a.
extraversion
b.
internal locus of control
c.
conscientiousness
d.
Machiavellian tendencies
e.
external locus of control
80. In an essay, Singing Woman wrote, “I am a member of the Nehiyow (Cree) Nation and many of our
beliefs are based on the idea of predestination. This means that upon conception my life was already
predetermined, dependent on what purpose I would serve in this lifetime. It also meant how I treated
the environment (Mother Earth) would largely determine the outcome of my purpose.” Singing
Woman has indicated she has:
a.
high Mach
b.
internal locus of control
c.
Type B personality
d.
external locus of control
e.
low Mach
81. Top managers are more likely to have __________ personalities.
a.
Type A
b.
Theory X
c.
high Mach
d.
low Mach
e.
Type B
82. Chuck believes the flat tire he got on the way to work, the grease he got on his new suit, and the
pimple he got on his chin just before his big job interview were all the result of having bad luck.
Chuck has a(n) __________ because he believes that what happens to him is primarily due to factors
beyond his personal control.
a.
internal locus of control
b.
external locus of control
c.
negative autonomy
d.
environmental reinforcer
e.
high cause-effect valence
83. __________ occurs when one person’s negativism spreads to others.
a.
Negative valence
b.
Negative affectivity
c.
Emotional instability
d.
Positive affectivity
e.
Mood linkage
84. The personality dimension of __________ refers to the stable tendency to experience positive or
negative moods and to react to things in a generally positive or negative way.
a.
agreeableness
b.
emotional stability
c.
openness to experience
d.
affectivity
e.
autonomy
85. It is certainly easy to believe that employees with _____ receive more supervisor support because they
are more socially oriented, likable, and upbeat.
a.
high Mach
b.
a low degree of authoritarianism
c.
positive affectivity
d.
an internal locus of control
e.
an external locus of control
86. People often seem to be affected by others’ moods, especially when working together closely for long
periods of time. According to ______, one person’s negative emotions and feelings can lead to
negative outcomes, such as a lack of teamwork among work group members.
a.
negative valence
b.
negative affectivity
c.
emotional instability
d.
positive affectivity
e.
mood linkage
87. Even when Morgan-Cooper, a wholesaler of farm equipment, was starting bankruptcy procedures, its
CEO was confident that an economic turnaround was just around the corner and once the economy
was strong, farmers would need to buy new equipment. The Morgan-Cooper CEO apparently had a
strong tendency toward:
a.
mood linkage
b.
a Type A personality
c.
positive Machiavellianism
d.
positive affectivity
e.
emotional stability
88. People characterized by __________ consistently notice and focus on the positive aspects of
themselves and their environments, seem to be in a good mood most of the time, and are predisposed
to being optimistic, cheerful, and cordial.
a.
mood linkage
b.
agreeableness
c.
positive affectivity
d.
emotional stability
e.
empathy
89. Mood linkage is a phenomenon associated with the trait of:
a.
self-monitoring
b.
affectivity
c.
authoritarianism
d.
Machiavellian tendencies
e.
reciprocity
90. Former CEO and theologian David Miller recently wrote, “Companies don’t typically invite their
people to bring their whole selves, including their faith, to work, and they are missing an opportunity.
Furthermore, the integration of faith and work, when done in healthy, respectful and appropriate ways,
and with the recognition that we live and work in a pluralistic culture, is a good thing. I don’t think it’s
appropriate for a publicly traded company to be faith-based because you are then privileging one
religion over another. In contrast, a faith-friendly company tries to accommodate on an even playing
field the spiritual dimension of people.” Given this information, it is apparent that Miller strongly
advocates:
a.
affirmative action plans
b.
the elimination of surface-level diversity
c.
Machiavellianism
d.
organizational plurality
e.
social autonomy
91. The primary benefit of the __________ paradigm is that it generally brings about fairer treatment of
employees and increases demographic diversity.
a.
discrimination and fairness paradigm
b.
access and legitimacy paradigm
c.
learning and effectiveness paradigm
d.
personal integration paradigm
e.
sociocultural paradigm
92. Which of the following is the most commonly used paradigm for managing diversity?
a.
the discrimination and fairness paradigm
b.
the access and legitimacy paradigm
c.
the learning and effectiveness paradigm
d.
the personal integration paradigm
e.
the affirmative action paradigm
93. Which of the following is a paradigm for managing diversity?
a.
the paradigm of organizational diversity
b.
the Machiavellian paradigm
c.
the learning and effectiveness paradigm
d.
the affirmative action paradigm
e.
the sociocultural paradigm
94. Which of the following paradigms for managing diversity is similar to the business growth advantage
of diversity?
a.
the discrimination and fairness paradigm
b.
the access and legitimacy paradigm
c.
the learning and effectiveness paradigm
d.
the personal integration paradigm
e.
the cultural stereotype paradigm
95. The Australian government has adopted the motto, “Diversity works.” According to a recent census,
over 40 percent of the Australian population was born overseas or had one parent born overseas. The
abilities of these immigrants add value to the Australian workplace. The Australian government
would have employers welcome these migrants and their children into their organizations as valued
workers. Which paradigm for managing diversity does the Australian government most likely
support?
a.
the discrimination and fairness paradigm
b.
the access and legitimacy paradigm
c.
the learning and effectiveness paradigm
d.
the cultural stereotype paradigm
e.
the personal integration paradigm
96. The term __________ refers to a work environment where (1) all members are empowered to
contribute in a way that maximizes the benefits to the organization, customers, and themselves, and (2)
the individuality of each member is respected by not segmenting or polarizing people on the basis of
their membership in a particular group.
a.
organizational plurality
b.
deep-level diversity
c.
positive affectivity
d.
social integration
e.
social internalization
97. As a high-profile supporter of gay rights, Raytheon, the $25-billion-a-year defense contractor that sells
Tomahawk cruise missiles, laser-vision goggles, and advanced radar systems to the Pentagon, provides
health-care benefits to the domestic partners of its gay employees. Raytheon seems to manage its
diversity using:
a.
the paradigm of organizational diversity
b.
the Machiavellian paradigm
c.
the learning and effectiveness paradigm
d.
the affirmative action paradigm
e.
the sociocultural paradigm
98. Bentley College launched a comprehensive diversity initiative in 1993 that includes frequent diversity
retreats for faculty, staff, and student leaders; innovative recruitment efforts; employee benefits for
domestic partners; and extensive support services focused on race, sex, and disability. Since the
purpose of its diversity program is to integrate deep-level differences into the university culture,
Bentley uses the __________ paradigm for managing diversity.
a.
learning and effectiveness
b.
reward and equality
c.
access and legitimacy
d.
equality and support
e.
discrimination and fairness
99. Which of the following paradigms for managing diversity not only takes into account surface-level
diversity, but also focuses on integrating deep-level diversity differences such as personality, attitudes,
beliefs, and values into the actual work of the organization?
a.
the discrimination and fairness paradigm
b.
the access and legitimacy paradigm
c.
the learning and effectiveness paradigm
d.
the cultural stereotype paradigm
e.
the personal integration paradigm
100. Organizational plurality is consistent with:
a.
the paradigm of commonality
b.
the determination and fairness paradigm
c.
the learning and effectiveness paradigm
d.
the access and legitimacy paradigm
e.
none of these
101. Which of the following is an example of a diversity principle that will help managers do a better job of
managing company diversity programs?
a.
Treat group differences as important, but not special.
b.
Set high but realistic goals.
c.
Tailor opportunities to individuals, not groups.
d.
Find the common ground.
e.
All of these are examples of diversity principles.
102. The two basic types of diversity training programs are:
a.
mentoring and role-playing
b.
organizational plurality and individual autonomy
c.
role-playing and computer simulation
d.
computer simulation and role-playing
e.
awareness training and skills-based diversity training
103. Bentley College launched a comprehensive diversity initiative in 1993 that includes frequent diversity
retreats for faculty, staff, and student leaders. What basic type of diversity training is Bentley using?
a.
diversity audits
b.
awareness training
c.
skills-based diversity training
d.
diversity mentoring
e.
acculturation
104. At its January 2005 meeting, the San Mateo County Supervisors voted unanimously to conduct a(n)
_____, which would provide an accounting of how well the makeup of local boards and commissions
reflects the racial, sex, cultural, geographic, and ethnic diversity of the county.
a.
diversity comparison
b.
diversity audit
c.
employee-oriented attitudinal review
d.
individual SWOT analysis
e.
stereotypical audit
105. A(n) __________ is a formal assessment that measures employee and management attitudes,
investigates the extent to which people are advantaged or disadvantaged with respect to hiring and
promotions, and reviews companies’ diversity-related policies and procedures.
a.
diversity comparison
b.
diversity audit
c.
employee-oriented attitudinal review
d.
individual SWOT analysis
e.
stereotypical audit
106. In 2007, the USS Abraham Lincoln sponsored diversity training programs at the Naval Base Kitsap in
Washington, which emphasized how its virtual melting pot of a crew of more than 3,000 sailors could
work together to accomplish the ship‘s mission. By doing so, the U.S. Navy conducted _____ for the
sailors.
a.
diversity audits
b.
awareness training
c.
skills-based diversity training
d.
diversity mentoring
e.
acculturation
107. In the nursing home industry, there is a growing pool of older workers who may not be capable by
themselves of performing physically demanding, labor-intensive work. By pairing two younger
workers with an older one, more job opportunities for older workers are created. Furthermore, this
pairing could be a significant advantage in nursing homes where an older worker may have more
sensitivity to aging problems. This would be an example of a type of mentoring called:
a.
awareness training
b.
coaching
c.
diversity pairing
d.
social integration
e.
acculturation
108. Which of the following diversity practices is a special kind of mentoring?
a.
diversity pairing
b.
diversity audits
c.
awareness training
d.
role-playing
e.
the Delphi technique
Unilever
Unilever has operations in 150 countries. In 2001, Unilever took 100 of these top managers on a jungle
retreat to Costa Rica. To the dismay of Unilever’s chair, there were no women in the group. Upon
investigation, he learned that only one woman had even been invited. As the retreat progressed, its
participants commented on the richness of diversity in nature and how for anything to grow its needs
diversity. These comments caused Unilever’s chair to establish an executive committee to examine
practical ways to overcome barriers to women’s promotion. They decided to avoid setting numerical
targets because they encourage positive discrimination, and instead examined recruitment and
promotion practices.
109. Refer to Unilever. This is an example of a diversity program because it:
a.
is a punitive approach to employee relations
b.
is done voluntarily
c.
has been dictated by affirmative action legislation
d.
is designed to compensate for past discrimination
e.
is accurately described by none of these
110. Refer to Unilever. What are the potential benefits of this diversity program?
a.
the avoidance of expensive lawsuits
b.
the improvement of marketplace understanding
c.
increased problem-solving abilities
d.
the ability to attract and retain a better workforce
e.
all of these
111. Refer to Unilever. A need to be concerned about __________ diversity was revealed by the retreat in
Costa Rica.
a.
surface-level
b.
affirmative action
c.
peripheral
d.
discriminatory
e.
tangential
112. Refer to Unilever. After studying the problem, the executive committee discovered that the company
recruited the same number of men and women, but women were not being promoted to the top
management positions. This probably resulted from the existence of a(n):
a.
executive box
b.
impervious chain of management
c.
missing ladder rung
d.
glass ceiling
e.
gender affirmation
113. Refer to Unilever. By encouraging the promotion of more women to top management positions to
better match the diversity of its stakeholders, Unilever was managing diversity through the
__________ paradigm.
a.
equity and legitimacy
b.
access and fairness
c.
equity and fairness
d.
learning and effectiveness
e.
access and legitimacy
114. Refer to Unilever. To focus on deep-level diversity, Unilever would need to use the __________
paradigm.
a.
equity and legitimacy
b.
access and fairness
c.
equity and fairness
d.
learning and effectiveness
e.
access and legitimacy
PepsiCo
PepsiCo was among the first U.S. companies to recognize the value of a diverse workforce. In the
1940s, PepsiCo hired a team of black salespeople to travel the country selling to African-American
communities. In 1959, it was the first U.S. company to have a woman on its board of directors. In
1962, Harvey Russell, former head of the black sales unit, became the first African-American
executive of a large U.S. company when PepsiCo named him its vice-president of corporate planning.
PepsiCo is widely credited as having one of corporate America’s strongest track records for hiring and
promoting women and ethnic minority leaders. In 2006, PepsiCo made Indra Nooyi, who was born in
India, its first female chief executive. She believes that the diversity of PepsiCo’s management and
directors is one of the reasons for the company’s status in the world. According to Nooyi, “It is very
important for us that our employee base reflects our customer base so that we know how to talk to our
customers. The woman is still the primary shopper. It’s hard to have a company full of men deciding
what women should be buying. Twenty-five percent of PepsiCo’s U.S, managers are women, and 22
percent are part of an ethnic minority.”
115. Refer to PepsiCo. Because it mirrors the rest of the United States, the largest ethnic minority employed
at PepsiCo is:
a.
Vietnamese-Americans
b.
Hispanic-Americans
c.
African-Americans
d.
Canadians
e.
Chinese-Americans
116. Refer to PepsiCo. In order for PepsiCo to achieve diversity, it had to have variety among its customers
and:
a.
its regulatory agencies’ inspectors
b.
its employees