Test Bank Chapter 2 Manager – Values, Emotions, Culture

Essentials of Contemporary Management, 8e (Jones)

Chapter 2 Values, Attitudes, Emotions, and Culture: The Manager as a Person

1) Since managers are accountable for ensuring that organizations and their members behave in an ethical fashion, they need an external locus of control.

Difficulty: 2 Medium

Topic: Internal Locus of Control

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Understand

AACSB: Analytical Thinking

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2) The need for affiliation is the extent to which a manager has a strong interest in performing challenging tasks well and to meet personal standards of excellence.

Difficulty: 1 Easy

Topic: Need for Achievement

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

3) A personal conviction about lifelong goals or objectives is called a terminal value.

Difficulty: 1 Easy

Topic: Values

Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom's: Remember

AACSB: Analytical Thinking

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4) People who are low on extraversion still experience positive moods.

Difficulty: 1 Easy

Topic: Emotional Stability

Learning Objective: 02-03 Appreciate how moods and emotions influence all members of an organization.

Bloom's: Remember

AACSB: Analytical Thinking

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5) Emotional intelligence concerns understanding and managing the moods and emotions of others but not oneself.

Difficulty: 2 Medium

Topic: Emotional Intelligence

Learning Objective: 02-04 Describe the nature of emotional intelligence and its role in management.

Bloom's: Understand

AACSB: Analytical Thinking

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6) When organizational members share an intense commitment to cultural values, beliefs, and routines and use them to achieve their goals, a strong organizational culture exists.

Difficulty: 2 Medium

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Understand

AACSB: Analytical Thinking

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7) The personal characteristics of the founders of an organization have an important role in the creation of the organization's culture.

Difficulty: 2 Medium

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Understand

AACSB: Analytical Thinking

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8) The attraction-selection-attrition framework suggests that employees who are dissimilar in personality from that of the founders are more likely to leave the organization over time.

Difficulty: 1 Easy

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Remember

AACSB: Analytical Thinking

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9) Both terminal and instrumental values of managers play a role in determining organizational culture.

Difficulty: 2 Medium

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

10) Organizational socialization is the process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively.

Difficulty: 1 Easy

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Remember

AACSB: Analytical Thinking

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11) An individual's enduring tendencies to feel, think, and act in certain ways are referred to as his/her

A) personality traits.

B) terminal values.

C) norms.

D) attitudes.

E) moods.

Difficulty: 1 Easy

Topic: Big Five Personality Dimensions

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Remember

AACSB: Analytical Thinking

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12) Identify the Big Five personality traits.

A) extraversion, compliance, perfectionism, self-reliance, and apprehension

B) extraversion, negative affectivity, agreeableness, conscientiousness, and openness to experience

C) extraversion, negative affectivity, agreeableness, conscientiousness, and compliance

D) extraversion, negative affectivity, agreeableness, compliance, and perfectionism

E) extraversion, negative affectivity, compliance, perfectionism, and self-reliance

Difficulty: 1 Easy

Topic: Big Five Personality Dimensions

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

13) The tendency to experience positive emotions and moods and feel good about oneself and the rest of the world is known as

A) conscientiousness.

B) openness to experience.

C) rationality.

D) extraversion.

E) social recognition.

Difficulty: 1 Easy

Topic: Big Five Personality Dimensions

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

14) Jill Acosta's manager retired recently, so now she has a new manager to report to, April Snow. Jill notices that April tries to ensure that all of her subordinates get along and feel comfortable approaching her with questions or concerns. Jill concludes that April has a(n)

A) high need for affiliation.

B) strong desire to control situations.

C) high need for achievement.

D) introverted personality.

E) low level of self-esteem.

Difficulty: 2 Medium

Topic: Big Five Personality Dimensions

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Apply

AACSB: Analytical Thinking

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15) You need to promote someone to a position that requires a high degree of conscientiousness. Which of the following people are you most likely to promote?

A) Javier enjoys pointing out the negative side of any proposal.

B) Agnetha will put in extra time to learn a new skill thoroughly.

C) Wanda tends to assume her performance is worse than it is.

D) Lester goes out of his way to help new employees feel part of the team.

E) Malik is open to considering new ideas about products and processes.

Difficulty: 2 Medium

Topic: Big Five Personality Dimensions

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Apply

AACSB: Analytical Thinking

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16) People who are less inclined toward social interactions and to have a less positive outlook are said to be

A) optimistic.

B) dominant.

C) introverts.

D) agreeable.

E) extraverts.

Difficulty: 1 Easy

Topic: Big Five Personality Dimensions

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

17) Christian's manager Jeff never discusses personal topics, avoids eye contact, and doesn't attend office parties or other work-related social events. Christian tells a coworker Michelle about his fear that their manager is planning to fire them because of his aloofness. Christian is reassured when Michelle points out that Jeff is quiet and aloof because he simply doesn't have a sociable, outgoing personality. Michelle's response demonstrates the idea that

A) subordinates are better off with a manager who is extraverted rather than introverted.

B) a manager with an introverted personality often clashes with subordinates who are more outgoing.

C) understanding personality differences can help subordinates understand managers' behavior.

D) introverted managers need to change their personalities to lead effectively.

E) organization members tend to seek employees who are similar in personality to themselves.

Difficulty: 2 Medium

Topic: Big Five Personality Dimensions

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

18) Javier Lopez of Software Solutions is an effective and efficient manager. However, he always points out what can go wrong, and he avoids personal conversations and office parties. Javier can be classified as

A) an extravert.

B) having an external locus of control.

C) having high self-esteem.

D) an introvert.

E) being open to change.

Difficulty: 2 Medium

Topic: Big Five Personality Dimensions

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Understand

AACSB: Analytical Thinking

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19) The tendency of a person to feel bad emotions and moods, to feel distressed, and to be critical of oneself and others is called ________.

A) agreeableness

B) conscientiousness

C) negative affectivity

D) high on self-esteem

E) optimism

Difficulty: 1 Easy

Topic: Negative Affectivity

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Remember

AACSB: Analytical Thinking

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20) Tom slams his coffee cup on his desk and calls for his assistant Ian. Ian rushes in, and Tom begins to complain about Ian's lack of progress on an ongoing project. Then he breaks off, puts his head in his hands, and moans, "We'll never reach our goal; it's impossible at this rate." Tom is demonstrating

A) introversion.

B) conscientiousness.

C) negative affectivity.

D) self-esteem.

E) the need for affiliation.

Difficulty: 2 Medium

Topic: Negative Affectivity

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Apply

AACSB: Analytical Thinking

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21) Chelsie Sykes, a manager for a medical devices manufacturer, is organized and self-disciplined. She thinks carefully before she speaks, turns in error-free reports, and tirelessly strives to meet her goals. Chelsie is demonstrating

A) conscientiousness.

B) openness to experience.

C) agreeableness.

D) extraversion.

E) negative affectivity.

Difficulty: 2 Medium

Topic: Negative Affectivity

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

22) Which of the following managers would you evaluate as being high on the agreeableness continuum?

A) Jenna plans social activities to help foster team identity.

B) Luis expresses concern when his employees have personal problems.

C) Anshul takes care that all his reports use accurate figures and correct grammar.

D) Lena feels good about her leadership skills and contributions to the company.

E) Harold wants to exceed his goals so he will receive the "Manager of the Year" award.

Difficulty: 1 Easy

Topic: Agreeableness

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

23) Laura Coraldi is a manager at Quick Pizza. She is great at understanding the feelings of her subordinates and takes time out for all of them. She listens to their problems, sympathizes, and tries her best to give solutions. From this information, it can be inferred that Laura is

A) an introvert.

B) a planner.

C) high on agreeableness.

D) low on conscientiousness.

E) high on negative affectivity.

Difficulty: 2 Medium

Topic: Agreeableness

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

24) ________ is the tendency to be careful, scrupulous, and persevering.

A) Conscientiousness

B) Openness to experience

C) Need for achievement

D) Agreeableness

E) Extraversion

Difficulty: 1 Easy

Topic: Conscientiousness

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

25) When might introversion be a helpful personality trait for managers?

A) when they need to cultivate good, close relationships

B) when their jobs require them to accomplish much work in a limited time

C) when they need to overcome obstacles

D) when they turn their ideas into successful new ventures

E) when they want to be innovative in their planning and decision making

Difficulty: 2 Medium

Topic: Conscientiousness

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Apply

AACSB: Analytical Thinking

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26) Managers who have high conscientiousness are most likely to be

A) introverts.

B) open to experience.

C) low on agreeableness.

D) organized and self-disciplined.

E) extroverts.

Difficulty: 1 Easy

Topic: Conscientiousness

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Remember

AACSB: Analytical Thinking

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27) ________ is the tendency to be original, have broad interests, be daring, and take risks.

A) Agreeableness

B) Conscientiousness

C) Openness to experience

D) Introversion

E) Negative affectivity

Difficulty: 1 Easy

Topic: Big Five Personality Dimensions

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

28) As a manager of a creative services agency, Brooke Burns is known throughout the company as a risk-taker and an innovator. Brooke is high on the trait continuum of

A) introversion.

B) agreeableness.

C) openness to experience.

D) negative affectivity.

E) conscientiousness.

Difficulty: 2 Medium

Topic: Big Five Personality Dimensions

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

29) Which of the following is a reason that high self-esteem is valuable in a manager?

A) It causes managers to become more extraverted when dealing with associates.

B) It keeps managers from intervening in their subordinates' projects or problems.

C) It allows them to face the reality that they are not in control of most situations.

D) It facilitates the manager's setting high standards for his or her own performance.

E) It tends to accompany the personality trait of conscientiousness.

Difficulty: 2 Medium

Topic: Big Five Personality Dimensions

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

30) Kevin Plank at Under Armor has ________, meaning that he believes he can make a difference.

A) high conscientiousness

B) low self-esteem

C) a need for power

D) an internal locus of control

E) an external locus of control

Difficulty: 2 Medium

Topic: Internal Locus of Control

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

31) If manager Cate Hale does not perform well on a project, she blames it on lack of preparedness on her part. Cate can be said to have

A) agreeableness.

B) low self-esteem.

C) negative affectivity.

D) high extraversion.

E) an internal locus of control.

Difficulty: 2 Medium

Topic: Internal Locus of Control

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

32) Identify the personality trait that makes people accountable and responsible for their own actions and ensures ethical behavior in an organization.

A) self-esteem

B) conscientiousness

C) internal locus of control

D) negative affectivity

E) attitude

Difficulty: 1 Easy

Topic: Internal Locus of Control

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

33) People who believe that outside forces are responsible for what happens to and around them and do not think that their own actions make much of a difference possess

A) conscientiousness.

B) openness to experience.

C) extraversion.

D) an external locus of control.

E) a high self-esteem.

Difficulty: 1 Easy

Topic: External Locus of Control

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

34) Whenever Daniel performs well in a test, he thinks that his teacher was being lenient or that he was lucky. Daniel is said to have

A) agreeableness.

B) high self-esteem.

C) a high sense of achievement.

D) low neuroticism.

E) an external locus of control.

Difficulty: 2 Medium

Topic: External Locus of Control

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

35) ________ is the degree to which individuals feel good about themselves and their capabilities.

A) Self-esteem

B) Attitude

C) Emotional intelligence

D) Self-criticism

E) Locus of control

Difficulty: 1 Easy

Topic: Self-Esteem

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

36) As the night manager of Spicy Bites, Ryan must deal with customer complaints, address safety hazards, and handle employee conflicts. He never lets these difficult situations keep him from feeling competent, deserving, and in control. As a manager, Ryan consistently demonstrates

A) an external locus of control.

B) negative affectivity.

C) high self-esteem.

D) agreeableness.

E) risk-taking behavior.

Difficulty: 2 Medium

Topic: Self-Esteem

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

37) Steve, a middle manager working at KT Corp., is unable to judge his own capabilities and has a poor opinion of himself; Steve is likely to have

A) an internal locus of control.

B) low self-esteem.

C) a need for affiliation.

D) little openness to experience.

E) low level of agreeableness.

Difficulty: 2 Medium

Topic: Self-Esteem

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

38) Which of the following traits is likely to help managers maintain high standards for themselves and push ahead on challenging projects?

A) high extraversion

B) need for affiliation

C) external locus of control

D) need for power

E) high self-esteem

Difficulty: 2 Medium

Topic: Self-Esteem

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

39) According to psychologist David McClelland, the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence is known as the individual's need for

A) affiliation.

B) achievement.

C) power.

D) affection.

E) sociability.

Difficulty: 1 Easy

Topic: Need for Achievement

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

40) Leo must choose a manager to head a new task force. The vice president of his department asked him to choose a high achiever for this role. Which of the following people is Leo most likely to choose?

A) Lai works consistently to improve relationships in her department. She schedules a team social event at least six times a year.

B) Ivo believes he can make a difference. He accepts responsibility for the consequences of his own actions.

C) Rita is a natural leader. She exerts a lot of influence over her peers, and she keeps tight control over the actions of her subordinates.

D) Jess consistently accepts challenging tasks. She keeps clear goals for herself and likes to get regular feedback for her performance.

E) Greg is unsure of his capabilities. He needs to be pushed to take on assignments that force him to learn new skills.

Difficulty: 3 Hard

Topic: Need for Achievement

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

41) The need for ________ is the extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having associates get along with one another.

A) power

B) self-esteem

C) conscientiousness

D) achievement

E) affiliation

Difficulty: 1 Easy

Topic: Need for Affiliation

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

42) The need for power is the extent to which an individual desires to

A) socialize the workplace.

B) uphold high standards.

C) control or influence others.

D) establish good relationships.

E) complain about subordinates.

Difficulty: 1 Easy

Topic: Need for Power

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

43) Which of the following terms refers to what managers are trying to achieve through work and how they think they should behave?

A) emotions

B) moods

C) intelligence

D) values

E) attitudes

Difficulty: 1 Easy

Topic: Values

Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

44) A(n) ________ value is a personal conviction about lifelong goals or objectives.

A) terminal

B) instrumental

C) moral

D) means

E) competence-related

Difficulty: 1 Easy

Topic: Values

Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

45) A(n) ________ value is a personal conviction about desired modes of conduct or ways of behaving.

A) terminal

B) personal

C) social

D) moral

E) instrumental

Difficulty: 1 Easy

Topic: Values

Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

46) Manager Scott Fairchild is upset because another valuable employee has just submitted her letter of resignation. Liana Cho is experienced, knowledgeable, and has gained much insight over the years into Synergy Company's culture and the software industry in general. She will be missed. Scott is alarmed by Synergy's high turnover rate. What is one thing he might do to address this problem effectively?

A) Explain to employees that they must sometimes do things that go against their consciences, and offer them support for doing so.

B) Keep employees aware of exactly what they are supposed to do and when and how they are supposed to do it.

C) Praise employees for excellent job performance and offer them the freedom to use their own judgment on the job.

D) Keep employees out of loop when it comes to planning and decision making, so that if an employee quits, valuable knowledge won't be lost.

E) Hold a company-wide meeting in which he states that loyalty to Synergy is paramount and that disloyal employees will be laid off.

Difficulty: 3 Hard

Topic: Attitudes

Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

47) The employees at Software Solutions wear casual clothes, play pool at lunch, and bring their children to work. When Adrienne Sidon joined the company, no one explained these unwritten rules to her; she just figured them out. These informal codes of conduct followed by Software Solutions employees are known as

A) norms.

B) goals.

C) instrumental values.

D) terminal values.

E) unspoken rules.

Difficulty: 2 Medium

Topic: Norms

Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom's: Understand

AACSB: Analytical Thinking

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48) Which of the following refers to the terminal and instrumental values that are guiding principles in an individual's life?

A) value system

B) organization values

C) grading system

D) ruling system

E) regulations and norms

Difficulty: 1 Easy

Topic: Value Systems

Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

49) Which of the following is an example of someone applying a terminal value?

A) Lara is confident she can figure out problems using her own analytical skills.

B) Peter prefers not to accept help from coworkers unless it is absolutely necessary.

C) Na is careful not to do anything that will make her feel that she has compromised herself.

D) Hector rarely loses his temper when he is working under stressful conditions.

E) Trish methodically sticks to her schedule and to-do list even when she doesn't like the tasks.

Difficulty: 2 Medium

Topic: Values

Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

50) Jayden Johnson, a production manager at AKC, has successfully developed a cost-effective nebulizer that has made a lasting contribution to the firm. Which of the following terminal values most likely helped Jayden develop this product?

A) need for affiliation

B) sense of accomplishment

C) need for power

D) self-respect

E) need for equality

Difficulty: 2 Medium

Topic: Values

Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

51) A(n) ________ is a collection of feelings and beliefs.

A) habit

B) attitude

C) value

D) norm

E) aptitude

Difficulty: 1 Easy

Topic: Values

Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

52) Adam Fallon, a newly promoted manager at Drone World, puts in long hours and recently went out of his way to help a coworker finish a task on time. Adam is demonstrating

A) mature socialization.

B) organizational citizenship.

C) job dissatisfaction.

D) high introversion.

E) the need for power.

Difficulty: 2 Medium

Topic: Values

Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

53) Organizational citizenship behaviors are an employee's

A) strict adherence to organizational goals.

B) willingness to perform above and beyond the call of duty.

C) reluctance to offer suggestions to the organization.

D) emotional attachment to the organization.

E) collection of feelings and beliefs about the organization as a whole.

Difficulty: 2 Medium

Topic: Values

Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

54) The collection of feelings and beliefs that managers have about their organization as a whole is known as organizational

A) commitment.

B) climate.

C) citizenship.

D) socialization.

E) culture.

Difficulty: 1 Easy

Topic: Values

Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

55) Teresa Perez manages twelve employees at Muy Delicioso, a Mexican fast-food chain. She believes in the quality of the food, has a high degree of loyalty toward Muy Delicioso as a company, and is proud of the difference its presence has made in the community. Teresa is demonstrating organizational

A) culture.

B) socialization.

C) commitment.

D) control.

E) affiliation.

Difficulty: 2 Medium

Topic: Values

Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

56) Managers who have ________ perform some of their figurehead and spokesperson roles and persuade others both inside and outside the organization of the organization's merits.

A) competitive advantage

B) organizational commitment

C) high self-esteem

D) need for power

E) organizational culture

Difficulty: 1 Easy

Topic: Values

Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

57) William Merck, manager of Will's Way, is always smiling, pointing out the bright side of negative situations, and giving uplifting advice. Predict the most likely condition of the subordinates who work for William.

A) lower self-esteem

B) introversion

C) higher performance levels

D) higher need for power

E) low job satisfaction

Difficulty: 2 Medium

Topic: Emotional Intelligence

Learning Objective: 02-03 Appreciate how moods and emotions influence all members of an organization.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

58) Ayesha Drummond, a manager at Hi-Yield Investment Group, is not always able to control her temper at work. If anyone contradicts her, she gets red in the face, raises her voice, and challenges others' opinions. Ayesha's assistant, Violeta Padilla, feels threatened and upset when Ayesha gets angry. Violeta has noticed that her own and others' decision-making ability is hindered by Ayesha's negative moods. Violeta decides to take the initiative and discuss her concerns directly with Ayesha. Of the following, what should Violeta focus on in the discussion?

A) Violeta should say that she cannot work for a manager who gets angry because she is an introvert who needs a quiet environment.

B) She should inform Ayesha that Ayesha does not have a good understanding of her own emotions.

C) She should explain that Ayesha's subordinates want to feel comfortable making decisions, but her outbursts create an atmosphere of fear.

D) Violeta should read Ayesha passages taken from a recent journal article on emotional intelligence in the workplace.

E) Violeta should accuse Ayesha of being irrational and conclude that she has no business being a manager.

Difficulty: 3 Hard

Topic: Emotional Stability

Learning Objective: 02-03 Appreciate how moods and emotions influence all members of an organization.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

59) Which of the following defines emotion?

A) a feeling or state of mind

B) intense, relatively short-lived feelings

C) superficial, relatively long-lived feelings

D) a condition

E) clear, sound reasoning

Difficulty: 1 Easy

Topic: Emotional Intelligence

Learning Objective: 02-03 Appreciate how moods and emotions influence all members of an organization.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

60) People who are most likely to experience negative moods are

A) high on negative affectivity.

B) high on agreeableness.

C) high on job satisfaction.

D) high on organizational commitment.

E) low on socialization.

Difficulty: 2 Medium

Topic: Emotional Intelligence

Learning Objective: 02-03 Appreciate how moods and emotions influence all members of an organization.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

61) As a manager of a packing and shipping store, Kwame Brown comes to work upbeat, enthusiastic, and energetic. His employees appreciate his positive

A) trait.

B) mood.

C) values.

D) self-esteem.

E) achievements.

Difficulty: 2 Medium

Topic: Emotional Intelligence

Learning Objective: 02-03 Appreciate how moods and emotions influence all members of an organization.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

62) An intense, relatively short-lived feeling is called a(n)

A) emotion.

B) value.

C) motivation.

D) commitment.

E) attitude.

Difficulty: 1 Easy

Topic: Emotional Intelligence

Learning Objective: 02-03 Appreciate how moods and emotions influence all members of an organization.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

63) Which term refers to the ability to understand and manage one's own moods and emotions and those of other people?

A) emotional intelligence

B) critical thinking

C) decision making

D) cultural intelligence

E) organizational commitment

Difficulty: 1 Easy

Topic: Emotional Intelligence

Learning Objective: 02-04 Describe the nature of emotional intelligence and its role in management.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

64) One of the attributes that make Anthony an excellent manager is his ability to understand the moods of his subordinates coupled with his ability to manage his own moods. Anthony has a high level of

A) attitude.

B) socialization.

C) emotional intelligence.

D) organizational commitment.

E) extraversion.

Difficulty: 2 Medium

Topic: Emotional Intelligence

Learning Objective: 02-04 Describe the nature of emotional intelligence and its role in management.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

65) Emotional intelligence can help managers perform interpersonal roles like that of a

A) resource allocator.

B) monitor.

C) planner.

D) liaison.

E) decision maker.

Difficulty: 2 Medium

Topic: Emotional Intelligence

Learning Objective: 02-04 Describe the nature of emotional intelligence and its role in management.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

66) Because Parthiv understands his employees' feelings, he is able to relate to them and motivate them to work together to achieve the team's goals. This demonstrates that emotional intelligence in a manager has the potential to contribute to effective ________ in multiple ways.

A) leadership

B) profit sharing

C) values

D) agreeableness

E) socialization

Difficulty: 2 Medium

Topic: Emotional Intelligence

Learning Objective: 02-04 Describe the nature of emotional intelligence and its role in management.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

67) Organizational ________ comprises the shared set of beliefs, expectations, values, norms, and work routines that influence how members of an organization relate to one another and work together to achieve organizational goals.

A) planning

B) achievement

C) conscientiousness

D) structure

E) culture

Difficulty: 1 Easy

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

68) Words on Paper is a printing company that approaches customers directly to know their requirements in detail, deliver the products before the scheduled time, and receive feedback from the customers. This is a description of the company's ________ culture.

A) innovative

B) entrepreneurial

C) organizational

D) conservative

E) imaginative

Difficulty: 2 Medium

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

69) The distinctive ways in which organizational members perform their jobs and relate to others inside and outside the organization is known as organizational

A) culture.

B) capital.

C) hierarchy.

D) planning.

E) structure.

Difficulty: 1 Easy

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

70) Bill Gates, founder of Microsoft, expects employees to be creative, work hard, dress informally, and personalize their offices. This is an example of how

A) employees imitate their supervisors' behavior out of deference.

B) founders influence their organizations' values and norms.

C) successful organizations all display a similar organizational culture.

D) employees gravitate toward organizations that have no norms.

E) organizational members learn from each other without realizing it.

Difficulty: 2 Medium

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

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

A) Emotions

B) Moods

C) Terminal values

D) Instrumental values

E) Attitudes

Difficulty: 1 Easy

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

72) ________ guide how the organization and its members achieve organizational goals.

A) Attitudes

B) Emotions

C) Moods

D) Instrumental values

E) Terminal values

Difficulty: 1 Easy

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

73) Shannon Colbert, a business major at Urban College, is focused on her dream of becoming a manager for a major company. Armen Krikorian, a manager at Shoe Shack, believes his team should show unfailing courtesy to customers. Shannon demonstrates ________ values, while Armen demonstrates ________ values.

A) leading; planning

B) planning; leading

C) introverted; extraverted

D) terminal; instrumental

E) instrumental; terminal

Difficulty: 2 Medium

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

74) According to the ASA model, company founders can influence the values, norms, and standards of their companies. This occurs because

A) the founder is highly conscientious.

B) managers distribute rules for behavior.

C) the founder lays off employees and hires all-new staff.

D) subordinates imitate the style of the founder.

E) subordinates are inspired to create their own values.

Difficulty: 2 Medium

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

75) The process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively is known as organizational

A) conscientiousness.

B) socialization.

C) planning.

D) controlling.

E) agreeableness.

Difficulty: 1 Easy

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

76) As a manager of a chain of auto parts stores, you have noticed a high turnover rate for newly hired employees. It seems that new employees quit, often within their first six months, because they say they feel disconnected from their coworkers and the rest of the organization. Which of the following actions would most likely help you reduce employee turnover?

A) Make introverted employees attend a workshop to become more outgoing.

B) Implement a plan for improving organizational socialization.

C) Recruit and hire introverted personalities who won't mind feeling less connected.

D) Ask resigning employees to name the specific people they didn't connect with.

E) Warn job applicants that the organization has a reputation for being unfriendly.

Difficulty: 3 Hard

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

77) At Zoom Zone Athletic Wear, new employees go through a short orientation process. They hear about the organization and its values, culture, and goals. They then meet their work group and learn about their own role in the organization, the skills needed to do their job, and both the formal procedures and informal norms. This is an example of

A) controlling.

B) planning.

C) socialization.

D) agreeableness.

E) conscientiousness.

Difficulty: 2 Medium

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

78) The formal events that recognize incidents of importance to the organization as a whole and to specific employees are known as

A) values.

B) rituals.

C) stories.

D) rites.

E) norms.

Difficulty: 1 Easy

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

79) Rites of ________ determine how individuals enter, advance within, and leave the organization.

A) passage

B) integration

C) celebration

D) inauguration

E) enhancement

Difficulty: 1 Easy

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

80) Every year on the Saturday prior to Christmas, Smart Enterprises holds its annual holiday party. This is an example of a rite of

A) enhancement.

B) integration.

C) inauguration.

D) celebration.

E) passage.

Difficulty: 2 Medium

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

81) For the grocery chain Go Bananas, a social media specialist announces employee promotions on the company's blog. This is an example of a rite of

A) inauguration.

B) celebration.

C) socialization.

D) passage.

E) enhancement.

Difficulty: 2 Medium

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

82) Which of the following is true of the planning process in an organization with an innovative culture?

A) It encourages lower-level managers to participate in the process.

B) It rarely takes risks involving the development of new products.

C) It emphasizes formal top-down planning.

D) It subjects the suggestions from lower-level managers to a formal review process that significantly slows decision making.

E) It creates a well-defined hierarchy of authority and establishes clear reporting relationships so that employees know exactly whom to report to.

Difficulty: 2 Medium

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

83) Emma Rosenstein of Busy Industries has just hired a new lower-level manager who comes from a conservative organizational culture. Will Slater is cautious, slow to make decisions, and subjects his subordinates to close monitoring. One of his subordinates, Tessa Jones, comes to Emma in frustration, saying, "Whenever I have a suggestion, Will wants to put it through a formal review process. I don't feel like he is willing to listen to new ideas." Emma decides to encourage Will to change his management style to one that better fits the innovative culture of Busy Industries. Of the following, which is the best choice for Emma?

A) Encourage Will to allow his subordinates to participate in the planning and decision-making process.

B) Counsel Will to take a hands-on approach and stay involved in every aspect of his subordinates' actions.

C) Help Will become more extraverted so that he can establish a friendly relationship with each subordinate.

D) Advise Will to establish rites of passage, such as employee training, so that subordinates feel involved.

E) Urge Will to remain cautious in the implementation of new ideas, so that his subordinates' jobs stay secure.

Difficulty: 3 Hard

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

84) Which of the following is true of the managerial function of organizing in an organization that has a conservative culture?

A) It has a decentralized authority, which encourages employees to work together to solve ongoing problems.

B) It creates a well-defined hierarchy of authority and establishes clear reporting relationships.

C) A product team structure is most suitable for an organization with a conservative culture.

D) Such organizations have a flat structure with few levels in the hierarchy.

E) The managers most likely value creativity and innovation, and are open to change.

Difficulty: 2 Medium

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

85) Bells and Whistles Company establishes a product team to develop a new mobile app. Mark and Carmen are part of the team, and they are excited about their new roles as product developers. Lately, Mark has been complaining to Carmen that he needs to have every action he takes approved by his manager and then by his manager's manager. Mark despairs of ever getting a creative idea off the ground. Carmen confides that she is experiencing the same problem. Evaluate the reason why Mark and Carmen are having difficulty getting their new product team up and running.

A) Mark and Carmen are not sufficiently socialized at Bells and Whistles Company.

B) Bells and Whistles has a rigid hierarchy of authority that demonstrates a conservative culture.

C) Mark and Carmen are not extraverted enough to communicate comfortably with upper management.

D) Mark and Carmen have low self-esteem, as evidenced by their poor attitudes toward their work.

E) Bells and Whistles does not offer enough rites of integration to build shared norms and values.

Difficulty: 3 Hard

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

86) Rebecca Nguyen hires a new salesperson, Paul McKinney. She notices he hesitates to cultivate new customers, preferring to work with established clients. One day Rebecca takes Paul to lunch. To his surprise, she suddenly starts making a sales pitch to a total stranger on the street. The stranger isn't interested, but afterward Rebecca turns to Paul and says, "That wasn't so bad; I've learned something from that encounter. Now you go and do likewise." Rebecca's management style is

A) conscientious.

B) introverted.

C) leading by example.

D) conservative.

E) constant monitoring.

Difficulty: 2 Medium

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

87) Managers who recognize that failure must be accepted for creativity to thrive tend to value

A) caution.

B) formality.

C) introversion.

D) innovation.

E) hierarchy.

Difficulty: 2 Medium

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

88) Selena Jackson is a new manager at a real-estate agency, Forever Homes. The manager she is replacing had a reputation for being extremely conservative. He carefully monitored employee progress toward sales goals, laid out strict rules that all employees were expected to follow, and emphasized caution in decision making. Selena believes the company would benefit from a less conservative management approach. What is one step Selena can take to establish an innovative culture at Forever Homes?

A) Be supportive whether employees succeed or fail.

B) Initiate an annual awards banquet that recognizes employees who surpass their sales goals.

C) Set clear, easily achievable incremental sales goals and closely watch employees' individual progress.

D) Conduct a survey of employee attitudes, and lay off employees demonstrating poor job satisfaction.

E) Award bonuses to employees who demonstrate extraversion.

Difficulty: 3 Hard

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

89) Roxanna Schwartzkopf joined WestCorp, a company with an innovative culture, as a middle manager. Now she has been promoted to lead a team of subject-matter experts tasked with developing a new product line. Roxanna feels pressure to ensure the success of this risky new venture. When one of her team members, Jenna Sanders, approaches her with a daring new idea, Roxanna insists that Jenna defend the idea by presenting an hour-long slide presentation to management. Next, Roxanna subjects Jenna's idea to a formal review process that is still underway months later. As a result, Roxanna's team has made little progress, and the team members are losing motivation. Given WestCorp's culture, what should Roxanna have done instead to support the success of her new team?

A) She should have allowed the team to proceed with the idea but constantly monitored their progress toward the goal.

B) She should have prevented her team from participating in the planning process until she herself had defined their final objective.

C) She should have shown a willingness to listen to new ideas and to take risks in developing new products.

D) She should have created a well-defined hierarchy of authority and established clear reporting relationships for the team.

E) She should have tested Jenna's idea at every stage of development by holding focus tests rather than doing internal reviews.

Difficulty: 3 Hard

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

90) Sumathy Kumar is a manager tasked with building common norms and values at a new social networking start-up, Spirit. As a brand-new company, Spirit does not yet have a clear-cut organizational culture. The company founder has chosen Sumathy for this task because of her outgoing and positive personality. Which of the following represents the most effective way Sumathy can progress toward encouraging shared norms and values at Spirit?

A) She can halt the singling out of individual employees at awards ceremonies because it discourages other employees.

B) She can post a report about the importance of socialization to the company website and email its link to all employees.

C) She can share stories about organizational heroes and villains and their actions.

D) She can stay late at the office to lead by example and encourage others to do the same.

E) She can encourage employees to suggest how other coworkers can be more sociable.

Difficulty: 3 Hard

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

91) It is important to understand the personalities of managers because their personality types influence their approach to managing people and resources. Choose one of the Big Five personality dimensions. Describe in detail the ways in which a manager with the personality dimension you chose would approach each of the four management behaviors (planning, organizing, leading, controlling).

Student examples will vary. A sample answer follows: A manager with conscientiousness will be scrupulous about devoting enough time to planning; will be highly organized; and will lead by example as well as by direct feedback. A manager with conscientiousness may or may not be controlling, depending on what other personality traits he or she has.

Difficulty: 3 Hard

Topic: Big Five Personality Dimensions

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

92) Discuss extraversion. How does it affect managers' thoughts, feelings, and behaviors?

Managers who are high on extraversion (extraverts) tend to be sociable, affectionate, outgoing, and friendly. Managers who are low on extraversion (introverts) tend to be less inclined toward social interactions and to have a less positive outlook. Being high on extraversion may be an asset for managers whose jobs entail especially high levels of social interaction. Managers who are low on extraversion may nevertheless be highly effective and efficient, especially when their jobs do not require much social interaction.

Difficulty: 2 Medium

Topic: Big Five Personality Dimensions

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

93) Distinguish between internal and external locus of control.

People with an external locus of control believe that outside forces are responsible for what happens to and around them; they do not think their own actions make much of a difference. People with an external locus of control tend not to intervene to try to change a situation or solve a problem and leave it to someone else.

Difficulty: 2 Medium

Topic: Internal Locus of Control; External Locus of Control

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

94) Define the needs for achievement, affiliation, and power that affect managerial behavior.

The need for achievement is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence. People with a high need for achievement often set clear goals for themselves and like to receive performance feedback.

The need for affiliation is the extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her get along with one another.

The need for power is the extent to which an individual desires to control or influence others.

Difficulty: 2 Medium

Topic: Need for Achievement; Need for Affiliation; Need for Power

Learning Objective: 02-01 Describe the various personality traits that affect how managers think, feel, and behave.

Bloom's: Remember

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

95) A terminal value is a personal conviction about lifelong goals. Choose one of the two terminal values identified by Milton Rokeach. Next, give three well-developed examples of how a manager would apply the value you chose in the workplace.

Student examples will vary. A sample answer follows: A manager who believes in "equality for all" would never take credit for his or her department's accomplishments but would credit all the contributing team members. The manager would encourage all department members to share their opinions about projects. He or she would help subordinates to pursue opportunities for advancement.

Difficulty: 3 Hard

Topic: Values

Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

96) Define job satisfaction and discuss why it is so important for managers to be satisfied with their jobs.

Difficulty: 2 Medium

Topic: Values

Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

97) Discuss organizational commitment and its relationship to organizational culture.

Difficulty: 2 Medium

Topic: Values

Learning Objective: 02-02 Explain what values and attitudes are, and describe their impact on managerial action.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

98) How do negative moods affect an organization? First, describe the qualities of a negative mood in general. Next, develop at least three examples of how negative moods exhibited by managers can affect their subordinates and, by extension, the organization as a whole.

Student examples will vary. A sample answer follows: Managers with negative moods can be more critical of their employees and lower their self-esteem and willingness to take initiative. Employees may hide problems from managers who consistently display negative moods, thus causing problems to grow rather than to be addressed at an early stage. In the long run, managers with negative moods can harm the company's productivity and innovation. On the other hand, critical thinking and devil's advocacy may be promoted by a negative mood, and sometimes especially accurate judgments may be made by managers in negative moods.

Difficulty: 3 Hard

Topic: Emotional Intelligence

Learning Objective: 02-03 Appreciate how moods and emotions influence all members of an organization.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

99) Define the concept of emotional intelligence. How does having emotional intelligence help managers?

Difficulty: 2 Medium

Topic: Emotional Intelligence

Learning Objective: 02-04 Describe the nature of emotional intelligence and its role in management.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

100) What is organizational culture? Compare weak and strong organizational culture, using examples.

In a weak organizational culture, employees may feel uncertain about what is expected of them. They will most likely not feel a strong commitment to the organization or its goals. This may manifest in difficulty working in teams because people will strive for individual goals rather than group goals. It may also result in high turnover. In contrast, in a strong organizational culture, employees will know what the values, norms, and goals of the organization are. It will be easier for individuals to work in tandem because they will share a common history and working style.

Difficulty: 2 Medium

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

101) Explain the attraction-selection-attrition (ASA) framework. How does it help explain the formation of organizational cultures?

Difficulty: 2 Medium

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

102) Differentiate between terminal and instrumental values. How do they contribute to the organizational culture?

Difficulty: 2 Medium

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Understand

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

103) How does socialization help an organization? Give two examples of ways that organizations can use socialization to improve their organization.

Student examples will vary. A sample answer follows: A company might have a set of training sessions, covering such topics as teamwork or better listening, to help new employees learn the corporate culture. Companies can have new employees "shadow" a more-senior, successful employee to learn how things are done at the organization.

Difficulty: 3 Hard

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

104) Explain what organizational rites are and name the different types. Choose one type of organizational rite, and discuss how a manager could use it to enhance employee productivity. Provide specific examples of this application.

The most common rites that organizations use to transmit cultural norms and values to their members are rites of passage, of integration, and of enhancement.

• Rites of passage determine how individuals enter, advance within, and leave the organization.
• Rites of integration, such as shared announcements of organizational successes, office parties, and company cookouts, build and reinforce common bonds among organizational members.
• Rites of enhancement, such as awards dinners, newspaper releases, and employee promotions, let organizations publicly recognize and reward employees' contributions and thus strengthen their commitment to organizational values.

Student examples will vary. A sample answer follows: A small Midwestern publishing company used several rites of integration, each of which had a slightly different purpose. It held an annual summer picnic to which employee families were invited, helping the spouses and children to feel a connection to the organization. It held an annual holiday party at which there was a talent show, giving employees the opportunity to display their outside interests to coworkers. It held a monthly breakfast with the president to allow small groups of employees time to interact with the company's founder and ask him questions about the organization and its history. Each department had monthly birthday celebrations to build team spirit.

Difficulty: 3 Hard

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Apply

AACSB: Analytical Thinking

Accessibility: Keyboard Navigation

105) Explain how culture influences the way managers perform their four main functions: planning, organizing, leading, and controlling.

Organizing: Valuing creativity, managers in innovative cultures are likely to try to create an organic structure—one that is flat, with few levels in the hierarchy, and one in which authority is decentralized so employees are encouraged to work together to solve ongoing problems. A product team structure may be suitable for an organization with an innovative culture. In contrast, managers in a conservative culture are likely to create a well-defined hierarchy of authority and establish clear reporting relationships so that employees know exactly whom to report to and how to react to any problems that arise.

Leading: In an innovative culture, managers are likely to lead by example, encouraging employees to take risks and experiment. They are supportive regardless of whether employees succeed or fail. In contrast, managers in a conservative culture are likely to use management by objectives and to constantly monitor subordinates' progress toward goals, overseeing their every move.

Controlling: The ways in which managers evaluate, and take actions to improve performance differ depending on whether the organizational culture emphasizes formality and caution or innovation and change. Managers who want to encourage risk taking, creativity, and innovation recognize that there are multiple potential paths to success and that failure must be accepted for creativity to thrive. Thus, they are less concerned about employees' performing their jobs in a specific, predetermined manner and in strict adherence to preset goals and more concerned about employees' being flexible and taking the initiative to come up with ideas for improving performance. Managers in innovative cultures are also more concerned about long-term performance than short-term targets because they recognize that real innovation entails much uncertainty that necessitates flexibility. In contrast, managers in cultures that emphasize caution and maintenance of the status quo often set specific, difficult goals for employees, frequently monitor progress toward these goals, and develop a clear set of rules that employees are expected to adhere to.

Difficulty: 3 Hard

Topic: Organizational Culture

Learning Objective: 02-05 Define organizational culture, and explain how managers both create and are influenced by organizational culture.

Bloom's: Understand

AACSB: Reflective Thinking

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