Jones Manager Values & Emotions Test Bank Ch.3

Contemporary Management, 11e (Jones)

Chapter 3 Values Attitudes, Emotions, and Culture: The Manager as a Person

1) In order to complete projects quickly, Bennett, a hard worker, prefers not to spend work time chatting with coworkers or attending social gatherings with them. Bennett is high in extraversion.

2) The employees of Burger Prince enjoy their work very much. This is largely due to their manager, Violet, who is always sympathetic to the needs of her employees and is seldom uncooperative. Violet can be said to be low on the agreeableness continuum.

3) Carlos, a manager at Carz Autobody, always appears to be happy. He rarely exhibits negative emotions and moods and is always optimistic about himself and others. If you were his manager, you would tell Carlos that he needs to reduce his negative affectivity.

4) Successful managers who take chances and use new methods in their planning and decision making are likely low on openness to experience.

5) Joleen has just been promoted to president of her company. It is likely that she has a high need for power, which is an important trait in high-level managers.

6) The need for affiliation is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.

7) A personal belief or opinion about lifelong goals or objectives is a terminal value.

8) Organizational citizenship behaviors (OCBs) are required behaviors of organization members that contribute to organizational efficiency and effectiveness.

9) Emotional intelligence helps managers understand and relate well to subordinates and to energize them to aid the organization in attaining its goals.

10) As CEO of a conservative company, Rashid is likely to emphasize a top-down approach to planning, which can slow down decision making.

11) Managers who are low on extraversion tend to

A) experience positive moods and emotions frequently.

B) be friendly, affectionate, and highly social.

C) be highly ineffective and inefficient in jobs that require little social interaction.

D) view the world and their life with little optimism.

E) always feel good about themselves and other people.

12) As a manager who is high on the extraversion continuum, Farid is likely to

A) have a less optimistic outlook on life.

B) feel good about himself and other people.

C) be socially inept and avoid interacting with other people.

D) be ineffective in situations which call for high levels of social interaction.

E) be less outgoing and friendly than other people.

13) Marco is the product manager at Lawns R Us. He is sociable, affectionate, outgoing, and friendly with his employees and clients. How would you rate him on the Big Five personality traits?

A) Marco is low on conscientiousness.

B) Marco is low on openness to experience.

C) Marco is high on introversion.

D) Marco is high on extraversion.

E) Marco is low on agreeableness.

14) George is an effective and efficient manager. However, he tends to be pessimistic and avoids social interactions. How would you categorize him using the Big Five personality traits?

A) low on extraversion

B) high on negative affectivity

C) low on organizational commitment

D) low on introversion

E) low on conscientiousness

15) ________ is the tendency to experience negative emotions and moods.

A) Extraversion

B) Agreeableness

C) Negative affectivity

D) Affiliation

E) Openness to experience

16) ________ is the tendency to be highly critical of oneself and of others.

A) Agreeableness

B) Extraversion

C) Negative affectivity

D) Affiliation

E) Openness to experience

17) Emily is seldom in a bad mood and is always optimistic about herself and others. It can be said that Emily is low on

A) negative affectivity.

B) agreeableness.

C) affiliation.

D) positive affectivity.

E) extraversion.

18) When Marta encounters a problem in her work, she is determined to find a way to solve it. Marta is

A) high on conscientiousness.

B) low on competence.

C) low on perseverance.

D) high on negligence.

E) low on openness to experience.

19) Delilah is an efficient manager who is on very good terms with her employees. She is known for taking risks and being innovative in her planning and decision making. Delilah is

A) high on introversion.

B) low on agreeableness.

C) high on openness to experience.

D) low on positive affectivity.

E) low on conscientiousness.

20) Jim has been employed at Fortis Services for nearly 15 years in the same job. He has been offered promotions, but he likes what he does. Which statement would imply that Jim is low on openness to experience?

A) Jim is known for being unconventional and daring in his business plans.

B) Jim is not conservative in his decision-making approaches.

C) Jim often comes up with and implements radical ideas.

D) Jim is not open to a wide range of stimuli.

E) Jim does not have narrow, conservative interests.

21) Cheng is a district manager for a health insurance company. Recent reports indicated that Cheng's district was not performing as well as other districts in his region. Cheng thinks he has been a poor leader and blames himself for the decline in performance in his district. Cheng's view of the situation is an example of

A) tolerance of failure.

B) low self-esteem.

C) need for affiliation.

D) external locus of control.

E) internal locus of control.

22) Dwight was working with two of his colleagues to create a marketing plan for his company's new product. The team was scheduled to meet with their manager on Monday to present the plan, but the plan wasn't final when the team met with the manager. Instead of accepting any responsibility, Dwight told the manager that the plan was not final because the profile of the geographical area was inaccurate. Dwight's view of the situation is an example of

A) external locus of control.

B) internal locus of control.

C) high self-esteem.

D) tolerance of failure.

E) need for affiliation.

23) Karly is a real estate agent. She has an outgoing and friendly personality, and she has strong networking skills that help her gain referred clients. Karly builds a rapport with her clients and they are very satisfied because she is sensitive to their needs. This implies that Karly is high on which Big Five personality trait?

A) intelligence

B) openness to experience

C) conscientiousness

D) agreeableness

E) introversion

24) People with an internal locus of control

A) believe that outside forces are responsible for events in their life.

B) do not make attempts to solve problems or change situations.

C) tend to be highly unethical and unhelpful.

D) see their own actions and behaviors as being major and decisive determinants of important outcomes.

E) believe that their actions make no difference to the events around them.

25) People with an external locus of control

A) tend not to intervene to try to change a situation or solve a problem, leaving it to someone else.

B) believe that their actions always make a difference.

C) believe that they themselves are responsible for the events in their life.

D) tend to solve problems easily.

E) tend to be highly ethical and extremely helpful.

26) Marjorie has high self-esteem, so she is likely to

A) be frequently unsure of herself.

B) be insecure and often feel incompetent.

C) believe that she is capable of handling most situations.

D) be timid and afraid to take on new tasks.

E) have low confidence in her abilities and understanding.

27) According to McClelland, the need for ________ is exemplified by people who set clear goals for themselves and like to receive performance feedback.

A) affiliation

B) achievement

C) power

D) acceptance

E) solidarity

28) According to McClelland, the need for ________ is the extent to which a person is concerned with being liked and having others get along well with one another.

A) power

B) control

C) independence

D) achievement

E) affiliation

29) According to McClelland, the need for ________ reflects the extent to which a person has a strong desire to control and to influence others.

A) affiliation

B) agreeableness

C) power

D) conscientiousness

E) achievement

30) Caleb, the CEO of Doberry Edibles, is very particular about establishing and maintaining good interpersonal relations with his employees. He also has high standards for personal excellence and works hard to accomplish his goals. According to McClelland, this indicates that Caleb has a

A) high need for power and low need for affiliation.

B) high need for control and low need for affiliation.

C) high need for power and low need for achievement.

D) high need for affiliation and high need for achievement.

E) low need for power and low need for achievement.

31) Siena, an employee of Scarlet Stone Inc., is extremely ambitious and insists on working on important projects by herself. According to McClelland, she has a high need for

A) affiliation.

B) power.

C) agreeableness.

D) socialization.

E) achievement.

32) Managers who are high in ________ are likely to be successful in positions that require high levels of social interaction with other employees.

A) the need for affiliation

B) the need for power

C) organizational skills

D) negative affectivity

E) extraversion

33) Sergeant Miller, an army drill instructor, needs to train his new recruits on their first day in camp. He will likely be low in

A) extraversion.

B) power.

C) organization.

D) negative affectivity.

E) agreeableness.

34) Catherine was nervous on her first day on the job. She convinced herself that they had made a mistake hiring her because she was concerned she might not do the work well. Catherine is low in

A) extraversion.

B) locus of control.

C) need for achievement.

D) affiliation.

E) self-esteem.

35) When Luana is nervous about a particular project, her ________ affect(s) her ability to creatively solve problems.

A) terminal values

B) instrumental values

C) abilities and capabilities

D) need for power

E) mood and emotions

36) A(n) ________ value is a personal belief or opinion about desired modes of conduct or ways of behaving.

A) terminal

B) strategic

C) nominal

D) extrinsic

E) instrumental

37) A(n) ________ is what a person is striving to achieve in life and how he or she wants to behave.

A) terminal value

B) value system

C) instrumental value

D) attitude

E) need for affiliation

38) Norms are

A) standards for personal excellence set by people with a high need for achievement.

B) formalized codes of conduct that govern the behavior of employees in corporate organizations.

C) ever-changing rules that govern the daily activities of organizations.

D) unwritten codes of conduct considered important by most members of a group.

E) laws set down by the government that affect the way nongovernmental organizations function.

39) Value systems are defined as

A) the terminal and instrumental values that are guiding principles in an individual's life.

B) reward systems that encourage valued employees to set high standards for themselves.

C) valuable contributions employees have made toward organizations in the past.

D) the rules valued by organizations by which employees are expected to abide.

E) the personality traits of employees valued by organizations.

40) The most widely used personality instrument is the

A) DiSC Inventory Profile.

B) Rorschach.

C) Myers-Briggs Type Indicator.

D) 16Personalities.

E) Strengths Finder.

41) The MBTI measures a person's preference for

A) thinking versus acting.

B) feeling versus needing.

C) introversion versus extraversion.

D) experience versus intuition.

E) judging versus understanding.

42) In the DiSC inventory, a person's behavioral style may be described in terms of

A) determination.

B) imagination.

C) conscientiousness.

D) cooperativeness.

E) diligence.

43) An example of a terminal value that is important to managers is

A) ambition.

B) competence.

C) equality.

D) self-discipline.

E) responsibility.

44) An example of an instrumental value that is important to managers is

A) self-esteem.

B) a sense of accomplishment.

C) social recognition.

D) responsibility.

E) freedom.

45) Job ________ is the collection of feelings and beliefs that managers have about their current jobs.

A) affiliation

B) satisfaction

C) agreeability

D) acceptance

E) evaluation

46) The 2017 Conference Board's annual survey of employee satisfaction found that more than half of U.S. workers indicated they were satisfied with their jobs. This is mostly due to

A) employee recognition.

B) low layoff rates.

C) the performance review process.

D) training programs.

E) salary increases.

47) Which employee best exhibits organizational citizenship behavior?

A) Greyson: an efficient manager who doesn't work beyond the minimum hours stipulated by his company

B) Moses: an efficient manager who, as a matter of principle, never consents to work on weekends

C) Kara: a hardworking employee who is willing to work overtime for her company if a project necessitates it

D) Seth: an astute employee who is always on the lookout for better jobs

E) Vicky: an agreeable manager who has a high need for affiliation and a low need for achievement

48) Organizational ________ is the collection of feelings and beliefs that managers have about their organization as a whole.

A) culture

B) commitment

C) structure

D) emotion

E) citizenship behavior

49) Which statement about organizational commitment is true?

A) It is the process by which individuals enter, advance within, and leave organizations.

B) It helps managers perform their figurehead and spokesperson roles.

C) It is of the same intensity across all countries and is unaffected by sociocultural factors.

D) It is the process by which newcomers internalize an organization's values and norms.

E) It contributes little toward the formation of a strong organizational culture.

50) People who are high on negative affectivity

A) frequently experience positive moods.

B) are very optimistic and friendly.

C) are incapable of feeling happy.

D) frequently experience negative moods.

E) are incapable of being pessimistic.

51) ________ are intense and relatively short-lived feelings.

A) Moods

B) Emotions

C) Attitudes

D) Norms

E) Values

52) Some research suggests that moods and emotions

A) are essentially the same thing.

B) persist over long periods of time.

C) never linger after they are acknowledged.

D) may play important roles in ethical decision making.

E) do not affect judgment.

53) In what way do moods differ from emotions?

A) Unlike emotions, moods are extremely intense and are directly linked to a cause.

B) Unlike emotions, moods do not affect ethical decision making.

C) Unlike moods, emotions are relatively short-lived.

D) Unlike moods, emotions don't linger after being acknowledged.

E) Unlike moods, emotions can result in increased creativity, whether positive or negative.

54) When people are in negative moods, they

A) are less likely to resign and leave the organization.

B) often feel elated.

C) are focused on the facts at hand.

D) feel fearless.

E) tend to be less detail-oriented.

55) ________ helps managers maintain their enthusiasm and confidence and energize subordinates to help the organization attain its goals.

A) Negative affectivity

B) Introversion

C) An external locus of control

D) A high need for power

E) Emotional intelligence

56) Tanya is a manager who has the ability to understand and gauge the moods and feelings of her employees with little difficulty. Tanya displays high

A) emotional intelligence.

B) negative affectivity.

C) organizational socialization.

D) introversion.

E) organizational integration.

57) George is an efficient and effective manager who has a hard time managing his own moods and understanding those of his employees. This shows that he is low on

A) introversion.

B) conscientiousness.

C) negative affectivity.

D) emotional intelligence.

E) organizational citizenship behavior.

58) Amanda, the general manager of Wikiworld, has high emotional intelligence, as evidenced by the fact that she

A) has trouble handling her own moods satisfactorily.

B) is able to interpret the moods of her employees with no difficulty.

C) cannot identify or manage the moods of her employees.

D) lets her emotions often interfere with her decision making.

E) cannot understand the frustrations and challenges her employees sometimes face.

59) Jonathan, the general manager of Dawsen and Co., has low emotional intelligence. He

A) has no trouble handling his own moods.

B) is able to understand the challenges and frustrations faced by his employees.

C) cannot identify or interpret the moods of his employees.

D) keeps his emotions from interfering with his decision making.

E) has the ability to empathize with his employees, resulting in strong interpersonal ties.

60) When organizational members are not strongly committed to a shared system of values, beliefs, and routines, organizational ________ is/are weak.

A) culture

B) tradition

C) relations

D) routines

E) socialization

61) A manager who encourages risk taking and creativity would most likely be in a(n) ________ organizational culture.

A) innovative

B) traditional

C) conservative

D) democratic

E) instrumental

62) ________ reflects the distinctive ways in which organization members perform their jobs and relate to others to achieve organizational goals.

A) Organizational culture

B) Emotional intelligence

C) Organizational control

D) Negative affectivity

E) Conscientiousness

63) ________ is when people belong to the same organization, tending to share certain beliefs and values that lead them to act in similar ways.

A) Organizational socialization

B) Organizational culture

C) Emotional intelligence

D) Conscientiousness

E) Emotional integration

64) Schneider's attraction-selection-attrition framework suggests that the founders of organizations tend to be attracted to and select employees

A) with similar educational qualifications.

B) with diverse interests and skills.

C) whose personalities are similar to theirs.

D) whose need for power is high.

E) whose need for achievement is low.

65) The ________ framework is the model developed to explain the role that the founders' personal characteristics play in determining organizational culture.

A) avoidance-selection-attribution

B) attraction-selection-attrition

C) aptitude-strategy-attitude

D) ability-skills-attitude

E) attitude-socialization-assimilation

66) Why can hiring people through the attraction-selection-attrition (ASA) framework be disadvantageous?

A) Like-minded employees may be resistant to change.

B) Like-minded employees prefer working in dynamic ever-changing environments.

C) Like-minded employees do not have an external locus of control.

D) Like-mindedness prevents the emergence of a dominant personality profile.

E) Like-minded employees are the least likely to stay in an organization for a long period of time.

67) Attraction-selection-attrition (ASA) processes are MOST evident in

A) small firms.

B) medium-sized firms.

C) large domestic firms.

D) large multinational firms.

E) government agencies.

68) ________ values signify what an organization and its employees are trying to accomplish.

A) Instrumental

B) Terminal

C) Intrinsic

D) Nominal

E) Extrinsic

69) Organizational ________ is the process by which newcomers internalize an organization's values and norms and behave in accordance with them.

A) commitment

B) socialization

C) attribution

D) extrication

E) enhancement

70) Franny's Flowers encourages new employees to learn the company's values and norms and why these direct them to act in a right and proper way. This company's process is organizational

A) facilitation.

B) socialization.

C) attribution.

D) enhancement.

E) commitment.

71) Preparing people for promotion or retirement relates to rites of

A) passage.

B) integration.

C) inclusion.

D) acceptance.

E) enhancement.

72) The U.S. Army develops socialization programs to determine how individuals enter, advance within, and leave the organization. This relates to rites of

A) passage.

B) integration.

C) celebration.

D) ceremony.

E) enhancement.

73) Hiroshi wants his employees to have stronger common bonds. You would advise him to use a rite of integration by

A) hiring from a more diverse employee pool.

B) encouraging his employees to get together socially, perhaps arranging a group outing to a concert.

C) asking his employees to have a day in which they switch jobs to learn all the workings of the organization.

D) requiring employees to review the company guidelines and employee handbook rules together.

E) demanding that all employees work after hours to complete a project together.

74) Susan is a sales representative for Larco Car Master, a car dealership. Larco reinforces the organization's values and norms through bonding members of the organization at quarterly regional meetings. In a rite of ________, last year at a national conference, Susan received an award for best salesperson of the year.

A) passage.

B) integration.

C) celebration.

D) enhancement.

E) ceremony.

75) Wesley runs a printing company in a small community. The editor of the local newspaper told him that the paper would like to publish an article about the company's history and recent growth. Wesley feels he would like to use this opportunity to strengthen the employees' commitment to the company. He uses a rite of enhancement by

A) taking the opportunity to talk about how he worked hard to make the company a success, using his father as an inspiration.

B) talking about the how the community had helped support the business, even in its darkest days.

C) refusing the editor's offer to comment about the company, feeling that it would be inappropriate.

D) discussing how technology has enhanced the quality of printing products.

E) telling the editor about several employees he credits with contributing to the company's success.

76) An organization that considers and analyzes the ideas and suggestions of all employees regardless of their hierarchical position has a(n) ________ culture.

A) strong

B) innovative

C) conservative

D) traditional

E) instrumental

77) In a(n) ________ culture, managers are likely to lead by example, encouraging employees to take risks and experiment.

A) formal

B) instrumental

C) innovative

D) hierarchical

E) conservative

78) In a(n) ________ culture, managers are likely to establish clear reporting relationships with their employees and constantly monitor subordinates.

A) conservative

B) traditional

C) strong

D) innovative

E) hierarchical

79) Managers in conservative cultures

A) lead by example, encouraging their employees to take risks.

B) are likely to try to create a flat, organic structure.

C) are likely to constantly monitor the progress of their employees.

D) are flexible and encourage creativity.

E) decentralize authority so that employees can work together easily.

80) Jessie just started working at Alogics, an electronics company. During her first week of employment, she attended an orientation meeting in which the managers talked about the company's history. As they talked about the actions of those who contributed to Alogics's growth and those who caused problems over the years, Jessie learned what values and norms are appropriate to the organization's culture. The company used ________ to communicate organizational culture.

A) rites of integration

B) rites of enhancement

C) values of the founder

D) stories and language

E) social events

81) Organizations can have a strong organizational culture when

A) managers have emotional intelligence.

B) the organization and its employees have instrumental values.

C) the organization and its employees have terminal values.

D) managers perform organizational citizenship behaviors (OCBs).

E) the organizational commitment is strong.

82) Sebastian had some ideas and developed a new process for the production line, but when he implemented the changes, the results were not what he expected, frustrating him. Instead of improving production speed, the new process slowed down the production and caused some deficiency in the quality of the product. Sebastian works in an innovative culture; therefore, his manager told him

A) to keep working on the project and fix the problem.

B) his hours on the project would be docked because the process didn't work.

C) there was a chance he would be demoted and to not fix things that are working just fine.

D) to keep track of the hours he spent on it; he would be paid, but his project would be killed.

E) to make notes about what went wrong, stop the project, and share the notes with management.

83) Mary is a financial advisor for an investment firm. Her formal business attire reflects and reinforces the firm's conservative culture. Furthermore, Mary engages clients, coworkers, and superior managers in a professional and respectful manner. Mary is participating in

A) organizational socialization.

B) organizational language.

C) rites of enhancement.

D) rites of passage.

E) rites of integration.

84) Compare and contrast the "Big Five" personality traits, and give one example of each. Assume you are a manager at a fast food restaurant. How would you describe yourself using these traits, and would they help or hurt your performance as manager?

85) Discuss the efficiency and effectiveness of a manager with an internal locus of control.

86) What are the three major needs identified by McClelland? Describe the characteristics associated with each need, and give examples of positions in a company that would benefit from a high level of each.

87) Distinguish between values, attitudes, and moods of a manager in an organization. What implications do these have for how managers contribute to organizational effectiveness?

88) Describe the Myers-Briggs Type Indicator. How does it differ from the DiSC? Do you think companies should use inventories like these as part of their hiring process? Why or why not?

89) Define job satisfaction and discuss its effect on managers in general. Why do you think upper level managers tend to be more satisfied with their jobs than entry-level employees?

90) Clarify the meaning of organizational commitment and its relationship with organizational culture. What are the factors that affect organizational commitment? Does it vary in different countries? Why or why not?

91) Distinguish between moods and emotions. How do moods and emotions of managers affect the organization?

92) Define the concept of "emotional intelligence." Illustrate how managers benefit from having a high level of emotional intelligence. Do you believe you have a high level of emotional intelligence, and on what are you basing your assessment?

93) What is organizational culture? Discuss a hypothetical company culture and explain how it might affect job satisfaction, either positively or negatively.

94) Explain the ASA Model. How does it help explain the formation of organizational cultures? Discuss a job you have had in which the manager hired employees who were similar to her or him. How did it affect productivity?

95) Summarize the roles that terminal and instrumental values play in organizational culture. What are some ways that norms impact the way employees interact with each other and management?

96) Differentiate between the three different types of rites that help define organizational culture. Give an example of how a company might use these rites to motivate employees.

97) Critique the leadership styles of managers from innovative and conservative organizational cultures. In which of these types of culture would you be more comfortable working? Explain why.

98) How do managers use emotions to determine what is going on in the workplace? Provide an example of one of your experiences when emotions signaled a change in the workplace.

99) You have just founded a company that provides editorial services to textbook publishers. How would you insure that your personal values and norms were spread throughout the organization over time? Give an example of how a founder's personal values affect an organization's competitive advantage.

100) What does it mean to have a strong organizational culture, and why is it important to the organization? If you started a company, what would be important to you in establishing a positive culture?