Chapter 02 Values, Attitudes, Emotions and Culture: The ...



Chapter 02

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

 

True / False Questions

 

1. The way people react to different situations depends solely on their personality. 

True    False

 

2. There is no single right or wrong trait for becoming an effective manager. 

True    False

 

3. People who are low on extraversion tend to be sociable, outgoing, and friendly. 

True    False

 

4. Jack is low on extraversion. It will never be possible for him to be an effective and efficient manager. 

True    False

 

5. People who are low on negative affectivity tend to be low on extraversion. 

True    False

 

6. It is more pleasant to work with a manager who is high on extraversion than a manager who is high in negative affectivity. 

True    False

 

7. The tendency of a person to feel distress and to be critical of self and others is called locus of control. 

True    False

 

8. The tendency of a person to get along well with other workers is called positive affectivity. 

True    False

 

9. Persistence and determination are associated with high levels of conscientiousness. 

True    False

 

10. Sarah is a portfolio manager at a leading financial services company. She believes that her stock picking skills have a direct and strong correlation with the performance of her portfolio, unlike some of her peers who tend to blame extraneous factors when the going gets tough. Sarah is said to have an internal locus of control. 

True    False

 

11. Managers who believe that forces that exist outside of their own control are primarily responsible for their own success or failure are said to have a high internal locus of control. 

True    False

 

12. Effective managers do not need to have a high internal locus of control. 

True    False

 

13. Research suggests that a high need for power is not important for top managers. 

True    False

 

14. The strong desire to meet personal standards for excellence is often associated with an individual having a high need for affiliation. 

True    False

 

15. A terminal value is a personal conviction about lifelong goals or objectives. 

True    False

 

16. The collection of feelings and beliefs that workers have about their current jobs is known as job satisfaction, but for managers this is called organizational commitment. 

True    False

 

17. In general, top managers tend to be less satisfied with their jobs than entry-level workers. 

True    False

 

18. Satisfied managers are more likely to perform organizational citizenship behaviors than dissatisfied managers. 

True    False

 

19. The threat of unemployment is a major source of dissatisfaction for top level managers. 

True    False

 

20. Emily considers herself to be fortunate because she could hold on to her job, while two of her peers were laid off in a recent round of restructuring at her company. One would expect Emily's satisfaction level to be much higher than before. 

True    False

 

21. Organizational commitment is inversely proportional to the managers' belief in organizational values. 

True    False

 

22. Organizational commitment is likely to help managers perform some of their figurehead and spokesperson roles. 

True    False

 

23. Generally, employed managers in countries with extremely high unemployment rates would tend to have higher levels of job satisfaction than their counterparts in countries with low unemployment rates and ample opportunities. 

True    False

 

24. Managers in the U.S. are better protected from being fired or laid off than managers in Germany or France. 

True    False

 

25. People who are high on negative affectivity are especially likely to experience negative moods. 

True    False

 

26. Emotions are more intense feelings than moods. 

True    False

 

27. Research suggests that both positive and negative mood states have the potential to contribute to creativity in different ways. 

True    False

 

28. Negative moods are completely detrimental to critical thinking. 

True    False

 

29. Emotional intelligence is all about understanding and managing one's own moods. 

True    False

 

30. Managers and workers play an equally important role in the formation of organizational culture. 

True    False

 

31. The personal characteristics of the founders of organizations can have a strong influence on the culture that is created. 

True    False

 

32. The typical or dominant personality profile of organizational members determines and shapes organizational culture. 

True    False

 

33. The attraction-selection-attrition framework attempts to explain how the personality of the founder influences the organization's culture. 

True    False

 

34. Similarity in employee perspectives is most conducive to organizational effectiveness. 

True    False

 

35. Managers who are satisfied with their jobs, committed to their organizations, and experience positive moods can cause others to have similar attitudes and moods. 

True    False

 

36. The process by which managers learn an organization's values and norms is called organizational commitment. 

True    False

 

37. Typically, organizational members internalize an organization's values and norms and behave in accordance with them mostly because they are forced to. 

True    False

 

38. New recruits at Disney attend the Disney University to learn the organizational culture and their part in it. This is an example of a rite of enhancement. 

True    False

 

39. Rites of integration make employees feel connected to each other. 

True    False

 

40. The strict dress code of a security agency forms part of this organization's "language." 

True    False

 

41. Organizational culture controls the behaviors of working level employees, but not managers. 

True    False

 

42. Organizational culture affects many things, but it does not affect the way the basic managerial functions (planning, organizing, leading, and controlling) are performed. 

True    False

 

43. Having a strong culture is always good for an organization. 

True    False

 

 

Multiple Choice Questions

 

44. The tendency of a person to feel good about himself and the rest of the world is known as: 

A. conscientiousness.

B. openness to experience.

C. positive affectivity.

D. extraversion.

E. external locus of control.

 

45. John works as an associate manager in a consulting firm. He is liked by most of the employees because he is open, empathetic to their problems, and very friendly. Which of the following best describes John's personality? 

A. High on extraversion

B. High in negative affectivity

C. Low on extraversion

D. Low self-esteem

E. High on external locus of control

 

46. Managers who score low on extraversion are: 

A. called extroverts.

B. high on external locus of control.

C. called organizational citizens.

D. called introverts.

E. high on openness to experience.

 

47. Ross is a senior accountant in an audit firm. He is always angry and keeps complaining about the quality of work he receives, the pressures imposed by his superiors, the culture of the organization, and his inability to handle stress. Ross scores: 

A. high on extraversion.

B. high on agreeableness.

C. high on negative affectivity.

D. high on conscientiousness.

E. high on openness to experience.

 

48. The tendency of a manager to get along well with other workers is known as: 

A. positive affectivity.

B. agreeableness.

C. conscientiousness.

D. extraversion.

E. internal locus of control.

 

49. Wally is often criticized by his manager as an individual who lacks direction and self-discipline. If this opinion is true, Wally would score: 

A. low on conscientiousness.

B. low on openness to experience.

C. low on negative affectivity.

D. low on agreeableness.

E. low on extraversion.

 

50. CEO's of major companies often exhibit: 

A. low extraversion.

B. high agreeableness.

C. high conscientiousness.

D. low openness to experience.

E. high negative affectivity.

 

51. Managers who initiate major changes in their organizations are often high on: 

A. extraversion.

B. agreeableness.

C. conscientiousness.

D. openness to experience.

E. negative affectivity.

 

52. Ray is a manager of a fiscal office in a public hospital. He must ensure that all departments and units follow the hospital's rules and regulations pertaining to budgets, spending accounts, and expense reimbursements. Which of the following personality traits can be an asset for Ray? 

A. High extraversion

B. High agreeableness

C. High openness to experience

D. Low conscientiousness

E. Low openness to experience

 

53. "The fate of every individual is decided before he/she is born, and there is nothing one can do to change it." An individual who believes in this phrase would: 

A. score high on openness to experience.

B. score high on negative affectivity.

C. have an internal locus of control.

D. have an external locus of control.

E. have a high need for affiliation.

 

54. Grace believes that she is competent, deserving, and capable of handling most difficult situations. Grace has: 

A. low need for achievement.

B. high need for power.

C. high need for affiliation.

D. high self-esteem.

E. high extraversion.

 

55. According to David McClelland, the extent to which a manager has a strong desire to perform challenging tasks and to meet personal standards of excellence is known as: 

A. the need for affiliation.

B. the need for achievement.

C. the need for power.

D. the need for self-esteem.

E. the need for conscientiousness.

 

56. Kevin is a media manager at an advertising firm. He is always concerned about maintaining good relations with both his superiors and subordinates. This has had a negative impact on his team's performance on many occasions. Kevin would score high on: 

A. the need for power.

B. the need for self-esteem.

C. the need for extraversion.

D. the need for achievement.

E. the need for affiliation.

 

57. According to David McClelland, the extent to which a manager has a strong desire to control and influence others is known as: 

A. the need for affiliation.

B. the need for self-esteem.

C. the need for power.

D. the need for conscientiousness.

E. the need for achievement.

 

58. A manager's personal conviction about lifelong goals is an example of: 

A. a terminal value.

B. an instrumental value.

C. an internal locus of control.

D. an external locus of control.

E. his/her level of conscientiousness.

 

59. A manager's personal conviction about ways of behaving is an example of: 

A. a terminal value.

B. an internal locus of control.

C. his/her level of conscientiousness.

D. an external locus of control.

E. an instrumental value.

 

60. All of the following are examples of terminal values EXCEPT: 

A. a comfortable life.

B. a sense of accomplishment.

C. social recognition.

D. courage.

E. wisdom.

 

61. Which of the following is an example of an instrumental value? 

A. Inner harmony

B. Capability

C. A world of beauty

D. A sense of accomplishment

E. Social recognition

 

62. All of the following are examples of instrumental values EXCEPT: 

A. independence.

B. responsibility.

C. inner harmony.

D. courage.

E. capability.

 

63. All of the following are examples of instrumental values EXCEPT: 

A. being ambitious.

B. being helpful.

C. responsibility.

D. social recognition.

E. courage.

 

64. A manager who is self-reliant and self-sufficient is expressing which type of instrumental value? 

A. Independence

B. Responsibility

C. Ambition

D. Capability

E. Helpfulness

 

65. Upon joining a new firm, Carrie understands from her colleagues that the organization places a high value personal integrity and does not tolerate any sort of unethical behavior. Such unwritten, informal codes of conduct are referred to as: 

A. rites.

B. norms.

C. instrumental values.

D. legends.

E. language.

 

66. A manager wants to make a lasting contribution to her organization is expressing which of the following terminal values? 

A. Wisdom

B. Social recognition

C. Inner harmony

D. Sense of accomplishment

E. Comfortable life

 

67. An employee who is hard working and aspires to a higher level in the organization is expressing which type of instrumental value? 

A. Independence

B. Responsibility

C. Ambition

D. Capability

E. Helpfulness

 

68. The collection of feelings and beliefs that a manager has about his current position is referred to as: 

A. organizational citizenship.

B. job satisfaction.

C. locus of control.

D. organizational commitment.

E. openness to experience.

 

69. Managers who perform "above and beyond the call of duty" behaviors do so because they have: 

A. low negative affectivity.

B. high job satisfaction.

C. low conscientiousness.

D. low organizational commitment.

E. low openness for experience.

 

70. The collection of feelings and beliefs that managers have about their organizations is known as: 

A. organizational commitment.

B. locus of control.

C. organizational citizenship.

D. job satisfaction.

E. openness to experience.

 

71. Which of the following would NOT directly affect the level of job satisfaction in a country? 

A. Unemployment rate

B. Legislation in the country

C. Strength of family and community ties

D. Climate

E. Attitudes about relocation

 

72. A feeling or state of mind is called a(n): 

A. value.

B. emotion.

C. personality factor.

D. belief.

E. mood.

 

73. People who are _____ are especially likely to experience positive moods. 

A. low on extraversion

B. high on negative affectivity

C. low on openness to experience

D. high on extraversion

E. low on conscientiousness

 

74. An intense, relatively short-lived feeling is called a(n): 

A. emotion.

B. mood.

C. motivation.

D. commitment.

E. attitude.

 

75. Giorgio is very upset with his co-worker Petra, who has made errors in her work that cause Giorgio to have to work late. Giorgio is experiencing a(n): 

A. personality characteristic.

B. emotional intelligence incident.

C. emotion.

D. mood.

E. scruple.

 

76. Subordinates of managers who experience _____ moods at work tend to _____. 

A. positive; perform worse

B. positive; be more creative regardless of the situation

C. negative; resign more

D. positive; be more creative under certain conditions

E. negative; be more ethical

 

77. The ability of a manager to understand and to manage her own emotions and the emotions of others is known the manager's: 

A. agreeableness.

B. emotional intelligence.

C. social intelligence.

D. need for affiliation.

E. consideration.

 

78. Janet is appreciated by her colleagues for her ability to understand the moods and emotions of people around her. She is also able to cope with feelings of stress and anxiety that she feels occasionally because she clearly understands her own personality. Which of the following is being described here? 

A. Resource allocation

B. Internal locus of control

C. Introversion

D. Emotional intelligence

E. Risk aversion

 

79. Recent theorizing and research suggest that managers' emotional intelligence may be especially important in: 

A. increasing employee turnover.

B. decreasing employee satisfaction.

C. increasing employee stress.

D. increasing employee creativity.

E. increasing employee resistance to change.

 

80. An organization's culture is most like its: 

A. structure.

B. strategy.

C. reward systems.

D. personality.

E. vision.

 

81. The "ASA" framework concerns: 

A. avoidance - selection - attribution.

B. attraction - selection - attrition.

C. aggression - survival - activation.

D. ability - skills - attitudes.

E. attitude - socialization - assimilation.

 

82. Kenneth is interviewing a group of equally qualified employees for his new retail outlet. According to the ASA framework, he is most likely to hire an individual who has: 

A. a lot of experience in the field.

B. a personality that is unlike himself.

C. strong leadership skills.

D. a personality similar to his own.

E. strong marketing skills.

 

83. Which of the following posits that when founders hire employees for their new ventures, they tend to choose employees whose personalities are similar to their own? 

A. AIDA framework

B. Affinity model

C. Portfolio model

D. Socialization framework

E. ASA framework

 

84. Attraction-selection-attrition processes are most evident in: 

A. large firms.

B. small firms.

C. manufacturing firms.

D. financial firms.

E. not-for-profit organizations.

 

85. _____ are unwritten, informal rules or guidelines that prescribe appropriate behavior in particular situations. 

A. Transitional values

B. Personalities

C. Norms

D. Instrumental values

E. Cultures

 

86. According to the ASA model, it is clear that _____ can have profound and long-lasting effects on organizational culture. 

A. key people who quit

B. founders of an organization

C. legislation

D. the competitive environment

E. the organization's technology

 

87. Managers maintain and transmit culture through all of the following EXCEPT: 

A. rites.

B. stories.

C. language.

D. technology.

E. socialization.

 

88. The process by which newcomers to an organization learn the values and norms is: 

A. accumulation.

B. organizational socialization.

C. organizational attribution.

D. attitude adjustment.

E. organizational embedding.

 

89. As a result of their _____ experiences, organizational members internalize an organization's values and norms and behave in accordance with them not only because they think they have to but because they think that these values and norms describe the right and proper way to behave. 

A. accumulation

B. rationalization

C. attribution

D. socialization

E. affectivity

 

90. Raw recruits into the military go through a rigorous process that aims at submerging their individuality for the common good of their unit. Such processes are examples of: 

A. acclimatization.

B. rationalization.

C. attribution.

D. socialization.

E. adaptation.

 

91. Rites of _____ determine how individuals enter, advance within, or leave the organization. 

A. passage

B. integration

C. ceremony

D. enhancement

E. celebration

 

92. Rites of ______ might be shared announcements of organizational successes, office parties, and company cookouts. 

A. passage

B. integration

C. ceremony

D. enhancement

E. celebration

 

93. Raw recruits into the military go through a rigorous process that aims at submerging their individuality for the common good of their unit. Such processes are examples of rites of: 

A. passage.

B. integration.

C. celebration.

D. ceremony.

E. enhancement.

 

94. XYZ Company holds an annual 4th of July picnic. In addition to giving employees a chance to have fun, top management also presents award to top performers. This is a rite of: 

A. passage.

B. integration.

C. celebration.

D. ceremony.

E. enhancement.

 

95. Which of the following is an example of rites of integration? 

A. Induction meeting

B. A basic training session

C. A Thanksgiving party

D. An annual award ceremony

E. A boot camp

 

96. Employee promotions at ABC Company appear in the local newspaper. This is an example of: 

A. a rite of passage.

B. a rite of integration.

C. a story.

D. language.

E. a rite of enhancement.

 

97. How workers in a particular organization dress is part of the organization's: 

A. rites.

B. values.

C. stories.

D. socialization.

E. language.

 

98. All of the following are major managerial functions EXCEPT: 

A. controlling.

B. planning.

C. leading.

D. organizing.

E. rationalizing.

 

 

Essay Questions

 

99. Researchers frequently refer to the "Big Five" personality traits. Discuss any three of these traits and explain the advantages and disadvantages of each for managers. 

 

 

 

 

100. Managers can have very different points of view about how much control they have over what happens to them on the job and in their personal lives. Discuss the two loci of control and explain the advantages and disadvantages of each in terms of possible impact on the effectiveness of managers. Show that you understand these concepts by giving an example of each locus from the perspective of a student explaining her performance on a recent test. 

 

 

 

 

101. David McClelland has done extensive research on the various "needs" of managers. Discuss the three major types of needs of managers according to McClelland and explain their possible advantages and disadvantages on the effectiveness of a manager. 

 

 

 

 

102. Researchers have studied the concept of "organizational commitment." Discuss the meaning of this concept and explain how workers with high or low organizational commitment are likely to act differently on the job. 

 

 

 

 

103. Do emotions trigger moods or is it the other way? Discuss. 

 

 

 

 

104. Define the concept of "emotional intelligence". How does having emotional intelligence help managers? 

 

 

 

 

105. What is organizational culture? Where does it come from? 

 

 

 

 

106. Explain the ASA Model. How does it help explain the formation of organizational cultures? Give an example. 

 

 

 

 

107. What is socialization? How does it occur? Why is it important for organizations? Give an example of a socialization experience you have gone through or observed in your life. 

 

 

 

 

108. What are organizational rites? What are its different types? Give an example of each. 

 

 

 

 

109. Explain the relationship between organizational culture, managerial action, and organizational effectiveness. Give an example of this relationship. 

 

 

 

 

Chapter 02 Values, Attitudes, Emotions and Culture: The Manager as a Person Answer Key

 

 

True / False Questions

 

1. (p. 47) The way people react to different situations depends solely on their personality. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Moderate

Learning Objective: 02-1

Topic: Enduring Characteristics: Personality Traits

 

2. (p. 47) There is no single right or wrong trait for becoming an effective manager. 

TRUE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-1

Topic: The Big Five Personality Traits

 

3. (p. 47) People who are low on extraversion tend to be sociable, outgoing, and friendly. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-1

Topic: Extraversion

 

4. (p. 48) Jack is low on extraversion. It will never be possible for him to be an effective and efficient manager. 

FALSE

 

AACSB: Group/Individual Dynamics and Reflective Thinking

Bloom's Taxonomy: Application

Difficulty: Moderate

Learning Objective: 02-1

Topic: Extraversion

 

5. (p. 49) People who are low on negative affectivity tend to be low on extraversion. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-1

Topic: Negative Affectivity

 

6. (p. 49) It is more pleasant to work with a manager who is high on extraversion than a manager who is high in negative affectivity. 

TRUE

 

AACSB: Reflective Thinking and Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-1

Topic: Extraversion; Negative Affectivity

 

7. (p. 49) The tendency of a person to feel distress and to be critical of self and others is called locus of control. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-1

Topic: Negative Affectivity

 

8. (p. 49) The tendency of a person to get along well with other workers is called positive affectivity. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-1

Topic: Agreeableness

 

9. (p. 50) Persistence and determination are associated with high levels of conscientiousness. 

TRUE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-1

Topic: Conscientiousness

 

10. (p. 52) Sarah is a portfolio manager at a leading financial services company. She believes that her stock picking skills have a direct and strong correlation with the performance of her portfolio, unlike some of her peers who tend to blame extraneous factors when the going gets tough. Sarah is said to have an internal locus of control. 

TRUE

 

AACSB: Group/Individual Dynamics and Reflective Thinking

Bloom's Taxonomy: Application

Difficulty: Moderate

Learning Objective: 02-1

Topic: Locus of Control

 

11. (p. 52) Managers who believe that forces that exist outside of their own control are primarily responsible for their own success or failure are said to have a high internal locus of control. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Moderate

Learning Objective: 02-1

T

opic: Locus of Control

 

12. (p. 52) Effective managers do not need to have a high internal locus of control. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-1

Topic: Locus of Control

 

13. (p. 53) Research suggests that a high need for power is not important for top managers. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Easy

Learning Objective: 02-1

Topic: Needs for Achievement, Affiliation, and Power

 

14. (p. 52) The strong desire to meet personal standards for excellence is often associated with an individual having a high need for affiliation. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Moderate

Learning Objective: 02-1

Topic: Needs for Achievement, Affiliation, and Power

 

15. (p. 53) A terminal value is a personal conviction about lifelong goals or objectives. 

TRUE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-2

Topic: Values: Terminal and Instrumental

 

16. (p. 56) The collection of feelings and beliefs that workers have about their current jobs is known as job satisfaction, but for managers this is called organizational commitment. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-2

Topic: Job satisfaction

 

17. (p. 56) In general, top managers tend to be less satisfied with their jobs than entry-level workers. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-2

Topic: Job satisfaction

 

18. (p. 56) Satisfied managers are more likely to perform organizational citizenship behaviors than dissatisfied managers. 

TRUE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-2

Topic: Job satisfaction

 

19. (p. 58) The threat of unemployment is a major source of dissatisfaction for top level managers. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-2

Topic: Job satisfaction

 

20. (p. 58) Emily considers herself to be fortunate because she could hold on to her job, while two of her peers were laid off in a recent round of restructuring at her company. One would expect Emily's satisfaction level to be much higher than before. 

FALSE

 

AACSB: Group/Individual Dynamics and Reflective Thinking

Bloom's Taxonomy: Application

Difficulty: Moderate

Learning Objective: 02-2

Topic: Job satisfaction

 

21. (p. 58) Organizational commitment is inversely proportional to the managers' belief in organizational values. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Easy

Learning Objective: 02-2

Topic: Organizational Commitment

 

22. (p. 58) Organizational commitment is likely to help managers perform some of their figurehead and spokesperson roles. 

TRUE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-2

Topic: Organizational Commitment

 

23. (p. 59) Generally, employed managers in countries with extremely high unemployment rates would tend to have higher levels of job satisfaction than their counterparts in countries with low unemployment rates and ample opportunities. 

TRUE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Easy

Learning Objective: 02-2

Topic: Organizational Commitment

 

24. (p. 60) Managers in the U.S. are better protected from being fired or laid off than managers in Germany or France. 

FALSE

 

AACSB: Multicultural/diversity understanding

Bloom's Taxonomy: Knowledge

Difficulty: Moderate

Learning Objective: 02-2

Topic: Organizational Commitment

 

25. (p. 60) People who are high on negative affectivity are especially likely to experience negative moods. 

TRUE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-3

Topic: Moods and Emotions

 

26. (p. 60) Emotions are more intense feelings than moods. 

TRUE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-3

Topic: Moods and Emotions

 

27. (p. 60) Research suggests that both positive and negative mood states have the potential to contribute to creativity in different ways. 

TRUE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Moderate

Learning Objective: 02-3

Topic: Moods and Emotions

 

28. (p. 61) Negative moods are completely detrimental to critical thinking. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Moderate

Learning Objective: 02-3

Topic: Moods and Emotions

 

29. (p. 62) Emotional intelligence is all about understanding and managing one's own moods. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-4

Topic: Emotional Intelligence

 

30. (p. 64) Managers and workers play an equally important role in the formation of organizational culture. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-5

Topic: Managers and Organizational Culture

 

31. (p. 64) The personal characteristics of the founders of organizations can have a strong influence on the culture that is created. 

TRUE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-5

Topic: Managers and Organizational Culture

 

32. (p. 64) The typical or dominant personality profile of organizational members determines and shapes organizational culture. 

TRUE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-5

Topic: Managers and Organizational Culture

 

33. (p. 64) The attraction-selection-attrition framework attempts to explain how the personality of the founder influences the organization's culture. 

TRUE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Easy

Learning Objective: 02-5

Topic: Managers and Organizational Culture

 

34. (p. 65) Similarity in employee perspectives is most conducive to organizational effectiveness. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Moderate

Learning Objective: 02-5

Topic: Managers and Organizational Culture

 

35. (p. 65) Managers who are satisfied with their jobs, committed to their organizations, and experience positive moods can cause others to have similar attitudes and moods. 

TRUE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Moderate

Learning Objective: 02-5

Topic: Managers and Organizational Culture

 

36. (p. 67) The process by which managers learn an organization's values and norms is called organizational commitment. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-5

Topic: Socialization

 

37. (p. 68) Typically, organizational members internalize an organization's values and norms and behave in accordance with them mostly because they are forced to. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Moderate

Learning Objective: 02-5

Topic: Socialization

 

38. (p. 68) New recruits at Disney attend the Disney University to learn the organizational culture and their part in it. This is an example of a rite of enhancement. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-5

Topic: Ceremonies and Rites

 

39. (p. 68) Rites of integration make employees feel connected to each other. 

TRUE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-5

Topic: Ceremonies and Rites

 

40. (p. 69) The strict dress code of a security agency forms part of this organization's "language." 

TRUE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Easy

Learning Objective: 02-5

Topic: Stories and Language

 

41. (p. 70) Organizational culture controls the behaviors of working level employees, but not managers. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-5

Topic: Culture and Managerial Action

 

42. (p. 70) Organizational culture affects many things, but it does not affect the way the basic managerial functions (planning, organizing, leading, and controlling) are performed. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Easy

Learning Objective: 02-5

Topic: Culture and Managerial Action

 

43. (p. 71) Having a strong culture is always good for an organization. 

FALSE

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-5

Topic: Controlling

 

 

Multiple Choice Questions

 

44. (p. 47) The tendency of a person to feel good about himself and the rest of the world is known as: 

A. conscientiousness.

B. openness to experience.

C. positive affectivity.

D. extraversion.

E. external locus of control.

Managers who are high on extraversion (often called extraverts) tend to be sociable, affectionate, outgoing, and friendly.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-1

Topic: Extraversion

 

45. (p. 47) John works as an associate manager in a consulting firm. He is liked by most of the employees because he is open, empathetic to their problems, and very friendly. Which of the following best describes John's personality? 

A. High on extraversion

B. High in negative affectivity

C. Low on extraversion

D. Low self-esteem

E. High on external locus of control

Extraversion is the tendency to experience positive emotions and moods and feel good about oneself and the rest of the world. Managers who are high on extraversion tend to be sociable, affectionate, outgoing, and friendly.

 

AACSB: Group/Individual Dynamics and Reflective Thinking

Bloom's Taxonomy: Application

Difficulty: Moderate

Learning Objective: 02-1

Topic: Extraversion

 

46. (p. 47) Managers who score low on extraversion are: 

A. called extroverts.

B. high on external locus of control.

C. called organizational citizens.

D. called introverts.

E. high on openness to experience.

Managers who are low on extraversion are often called introverts.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-1

Topic: Extraversion

 

47. (p. 49) Ross is a senior accountant in an audit firm. He is always angry and keeps complaining about the quality of work he receives, the pressures imposed by his superiors, the culture of the organization, and his inability to handle stress. Ross scores: 

A. high on extraversion.

B. high on agreeableness.

C. high on negative affectivity.

D. high on conscientiousness.

E. high on openness to experience.

Negative affectivity is the tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others. Managers high on this trait may often feel angry and dissatisfied and complain about their own and others' lack of progress.

 

AACSB: Group/Individual Dynamics and Reflective Thinking

Bloom's Taxonomy: Application

Difficulty: Moderate

Learning Objective: 02-1

Topic: Negative Affectivity

 

48. (p. 49) The tendency of a manager to get along well with other workers is known as: 

A. positive affectivity.

B. agreeableness.

C. conscientiousness.

D. extraversion.

E. internal locus of control.

Agreeableness is the tendency to get along well with others.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-1

Topic: Agreeableness

 

49. (p. 50) Wally is often criticized by his manager as an individual who lacks direction and self-discipline. If this opinion is true, Wally would score: 

A. low on conscientiousness.

B. low on openness to experience.

C. low on negative affectivity.

D. low on agreeableness.

E. low on extraversion.

Conscientiousness is the tendency to be careful, scrupulous, and persevering.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Easy

Learning Objective: 02-1

Topic: Conscientiousness

 

50. (p. 50) CEO's of major companies often exhibit: 

A. low extraversion.

B. high agreeableness.

C. high conscientiousness.

D. low openness to experience.

E. high negative affectivity.

Conscientiousness has been found to be a good predictor of performance in many kinds of jobs, including managerial jobs in a variety of organizations.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-1

Topic: Conscientiousness

 

51. (p. 50) Managers who initiate major changes in their organizations are often high on: 

A. extraversion.

B. agreeableness.

C. conscientiousness.

D. openness to experience.

E. negative affectivity.

Openness to experience is the tendency to be original, have broad interests, be open to a wide range of stimuli, be daring, and take risks.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-1

Topic: Openness to Experience

 

52. (p. 50) Ray is a manager of a fiscal office in a public hospital. He must ensure that all departments and units follow the hospital's rules and regulations pertaining to budgets, spending accounts, and expense reimbursements. Which of the following personality traits can be an asset for Ray? 

A. High extraversion

B. High agreeableness

C. High openness to experience

D. Low conscientiousness

E. Low openness to experience

Managers who are low on openness to experience may be less prone to take risks and more conservative in their planning and decision making. In certain organizations and positions, this tendency might be an asset.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Hard

Learning Objective: 02-1

Topic: Openness to Experience

 

53. (p. 52) "The fate of every individual is decided before he/she is born, and there is nothing one can do to change it." An individual who believes in this phrase would: 

A. score high on openness to experience.

B. score high on negative affectivity.

C. have an internal locus of control.

D. have an external locus of control.

E. have a high need for affiliation.

People with an external locus of control believe that outside forces are responsible for what happens to and around them; they do not think that their own actions make much of a difference.

 

AACSB: Group/Individual Dynamics and Reflective Thinking

Bloom's Taxonomy: Application

Difficulty: Moderate

Learning Objective: 02-1

Topic: Locus of Control

 

54. (p. 52) Grace believes that she is competent, deserving, and capable of handling most difficult situations. Grace has: 

A. low need for achievement.

B. high need for power.

C. high need for affiliation.

D. high self-esteem.

E. high extraversion.

Self-esteem is the degree to which individuals feel good about themselves and their capabilities.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-1

Topic: Self-Esteem

 

55. (p. 52) According to David McClelland, the extent to which a manager has a strong desire to perform challenging tasks and to meet personal standards of excellence is known as: 

A. the need for affiliation.

B. the need for achievement.

C. the need for power.

D. the need for self-esteem.

E. the need for conscientiousness.

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.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-1

Topic: Needs for Achievement, Affiliation, and Power

 

56. (p. 53) Kevin is a media manager at an advertising firm. He is always concerned about maintaining good relations with both his superiors and subordinates. This has had a negative impact on his team's performance on many occasions. Kevin would score high on: 

A. the need for power.

B. the need for self-esteem.

C. the need for extraversion.

D. the need for achievement.

E. the need for affiliation.

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.

 

AACSB: Group/Individual Dynamics and Reflective Thinking

Bloom's Taxonomy: Application

Difficulty: Moderate

Learning Objective: 02-1

Topic: Needs for Achievement, Affiliation, and Power

 

57. (p. 53) According to David McClelland, the extent to which a manager has a strong desire to control and influence others is known as: 

A. the need for affiliation.

B. the need for self-esteem.

C. the need for power.

D. the need for conscientiousness.

E. the need for achievement.

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

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-1

Topic: Needs for Achievement, Affiliation, and Power

 

58. (p. 53) A manager's personal conviction about lifelong goals is an example of: 

A. a terminal value.

B. an instrumental value.

C. an internal locus of control.

D. an external locus of control.

E. his/her level of conscientiousness.

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

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-2

Topic: Values: Terminal and Instrumental

 

59. (p. 53) A manager's personal conviction about ways of behaving is an example of: 

A. a terminal value.

B. an internal locus of control.

C. his/her level of conscientiousness.

D. an external locus of control.

E. an instrumental value.

Instrumental value is a mode of conduct that an individual seeks to follow.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-2

Topic: Values: Terminal and Instrumental

 

60. (p. 54) All of the following are examples of terminal values EXCEPT: 

A. a comfortable life.

B. a sense of accomplishment.

C. social recognition.

D. courage.

E. wisdom.

Courage (standing up for your beliefs) is a desired mode of conduct.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Hard

Learning Objective: 02-2

Topic: Values: Terminal and Instrumental

 

61. (p. 54) Which of the following is an example of an instrumental value? 

A. Inner harmony

B. Capability

C. A world of beauty

D. A sense of accomplishment

E. Social recognition

Capability (competence) is a desired way of behaving.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Hard

Learning Objective: 02-2

Topic: Values: Terminal and Instrumental

 

62. (p. 54) All of the following are examples of instrumental values EXCEPT: 

A. independence.

B. responsibility.

C. inner harmony.

D. courage.

E. capability.

Inner harmony is freedom from inner conflict, which is a part of terminal value.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Hard

Learning Objective: 02-2

Topic: Values: Terminal and Instrumental

 

63. (p. 54) All of the following are examples of instrumental values EXCEPT: 

A. being ambitious.

B. being helpful.

C. responsibility.

D. social recognition.

E. courage.

Social recognition (respect, admiration) is a lifelong goal.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Hard

Learning Objective: 02-2

Topic: Values: Terminal and Instrumental

 

64. (p. 54) A manager who is self-reliant and self-sufficient is expressing which type of instrumental value? 

A. Independence

B. Responsibility

C. Ambition

D. Capability

E. Helpfulness

Being independent implies being self-reliant and self-sufficient.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-2

Topic: Values: Terminal and Instrumental

 

65. (p. 53) Upon joining a new firm, Carrie understands from her colleagues that the organization places a high value personal integrity and does not tolerate any sort of unethical behavior. Such unwritten, informal codes of conduct are referred to as: 

A. rites.

B. norms.

C. instrumental values.

D. legends.

E. language.

Freedom from inner conflict is inner harmony, which is a terminal value.

 

AACSB: Group/Individual Dynamics and Reflective Thinking

Bloom's Taxonomy: Application

Difficulty: Moderate

Learning Objective: 02-2

Topic: Values: Terminal and Instrumental

 

66. (p. 54) A manager wants to make a lasting contribution to her organization is expressing which of the following terminal values? 

A. Wisdom

B. Social recognition

C. Inner harmony

D. Sense of accomplishment

E. Comfortable life

Lasting contribution is associated with a sense of accomplishment.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-2

Topic: Values: Terminal and Instrumental

 

67. (p. 54) An employee who is hard working and aspires to a higher level in the organization is expressing which type of instrumental value? 

A. Independence

B. Responsibility

C. Ambition

D. Capability

E. Helpfulness

Hardworking and aspiring are traits associated with ambition.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-2

Topic: Values: Terminal and Instrumental

 

68. (p. 56) The collection of feelings and beliefs that a manager has about his current position is referred to as: 

A. organizational citizenship.

B. job satisfaction.

C. locus of control.

D. organizational commitment.

E. openness to experience.

Job satisfaction is the collection of feelings and beliefs that managers have about their current jobs. Managers who have high levels of job satisfaction generally like their jobs, feel that they are being fairly treated, and believe that their jobs have many desirable features or characteristics.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-2

Topic: Job satisfaction

 

69. (p. 56-57) Managers who perform "above and beyond the call of duty" behaviors do so because they have: 

A. low negative affectivity.

B. high job satisfaction.

C. low conscientiousness.

D. low organizational commitment.

E. low openness for experience.

Managers who are satisfied with their jobs are more likely to perform "above and beyond the call of duty" behaviors.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-2

Topic: Job satisfaction

 

70. (p. 58) The collection of feelings and beliefs that managers have about their organizations is known as: 

A. organizational commitment.

B. locus of control.

C. organizational citizenship.

D. job satisfaction.

E. openness to experience.

Managers who are committed to their organizations believe in what their organizations are doing, are proud of what these organizations stand for, and feel a high degree of loyalty toward their organizations.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-2

Topic: Organizational Commitment

 

71. (p. 59-60) Which of the following would NOT directly affect the level of job satisfaction in a country? 

A. Unemployment rate

B. Legislation in the country

C. Strength of family and community ties

D. Climate

E. Attitudes about relocation

Differences in the levels of job satisfaction and organizational commitment among managers in different countries are likely because these managers have different kinds of opportunities and rewards and because they face different economic, political, or sociocultural forces in their organizations' general environments.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-2

Topic: Organizational Commitment

 

72. (p. 60) A feeling or state of mind is called a(n): 

A. value.

B. emotion.

C. personality factor.

D. belief.

E. mood.

A mood is a feeling or state of mind.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-3

Topic: Moods and Emotions

 

73. (p. 60) People who are _____ are especially likely to experience positive moods. 

A. low on extraversion

B. high on negative affectivity

C. low on openness to experience

D. high on extraversion

E. low on conscientiousness

People who are high on extraversion are especially likely to experience positive moods.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-3

Topic: Moods and Emotions

 

74. (p. 60) An intense, relatively short-lived feeling is called a(n): 

A. emotion.

B. mood.

C. motivation.

D. commitment.

E. attitude.

Emotions are more intense feelings than moods, are often directly linked to whatever caused the emotion, and are more short-lived.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Easy

Learning Objective: 02-3

Topic: Moods and Emotions

 

75. (p. 60) Giorgio is very upset with his co-worker Petra, who has made errors in her work that cause Giorgio to have to work late. Giorgio is experiencing a(n): 

A. personality characteristic.

B. emotional intelligence incident.

C. emotion.

D. mood.

E. scruple.

Anger is an emotion.

 

AACSB: Group/Individual Dynamics and Reflective Thinking

Bloom's Taxonomy: Application

Difficulty: Moderate

Learning Objective: 02-3

Topic: Moods and Emotions

 

76. (p. 60) Subordinates of managers who experience _____ moods at work tend to _____. 

A. positive; perform worse

B. positive; be more creative regardless of the situation

C. negative; resign more

D. positive; be more creative under certain conditions

E. negative; be more ethical

Under some (but not all) circumstances, managers' positive moods enhance creativity.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Hard

Learning Objective: 02-3

Topic: Moods and Emotions

 

77. (p. 62) The ability of a manager to understand and to manage her own emotions and the emotions of others is known the manager's: 

A. agreeableness.

B. emotional intelligence.

C. social intelligence.

D. need for affiliation.

E. consideration.

Managers with a high level of emotional intelligence are more likely to understand how they are feeling and why, and they are more able to effectively manage their feelings.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-4

Topic: Emotional Intelligence

 

78. (p. 62) Janet is appreciated by her colleagues for her ability to understand the moods and emotions of people around her. She is also able to cope with feelings of stress and anxiety that she feels occasionally because she clearly understands her own personality. Which of the following is being described here? 

A. Resource allocation

B. Internal locus of control

C. Introversion

D. Emotional intelligence

E. Risk aversion

Emotional intelligence is the ability to understand and manage one's own moods and emotions and the moods and emotions of other people.

 

AACSB: Group/Individual Dynamics and Reflective Thinking

Bloom's Taxonomy: Application

Difficulty: Moderate

Learning Objective: 02-4

Topic: Emotional Intelligence

 

79. (p. 62) Recent theorizing and research suggest that managers' emotional intelligence may be especially important in: 

A. increasing employee turnover.

B. decreasing employee satisfaction.

C. increasing employee stress.

D. increasing employee creativity.

E. increasing employee resistance to change.

Recent theorizing and research suggest that emotional intelligence may be especially important in awakening employee creativity.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Moderate

Learning Objective: 02-4

Topic: Emotional Intelligence

 

80. (p. 62) An organization's culture is most like its: 

A. structure.

B. strategy.

C. reward systems.

D. personality.

E. vision.

The stronger the culture of an organization, the more one can think about it as being the "personality" of an organization because it influences the way its members behave.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-5

Topic: Organizational Culture

 

81. (p. 64) The "ASA" framework concerns: 

A. avoidance - selection - attribution.

B. attraction - selection - attrition.

C. aggression - survival - activation.

D. ability - skills - attitudes.

E. attitude - socialization - assimilation.

The attraction-selection-attrition (ASA) framework was developed by Benjamin Schneider.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Moderate

Learning Objective: 02-5

Topic: Managers and Organizational Culture

 

82. (p. 64) Kenneth is interviewing a group of equally qualified employees for his new retail outlet. According to the ASA framework, he is most likely to hire an individual who has: 

A. a lot of experience in the field.

B. a personality that is unlike himself.

C. strong leadership skills.

D. a personality similar to his own.

E. strong marketing skills.

The attraction-selection-attrition (ASA) framework posits that when founders hire employees for their new ventures, they tend to choose employees whose personalities are similar to their own.

 

AACSB: Group/Individual Dynamics and Reflective Thinking

Bloom's Taxonomy: Application

Difficulty: Moderate

Learning Objective: 02-5

Topic: Managers and Organizational Culture

 

83. (p. 64) Which of the following posits that when founders hire employees for their new ventures, they tend to choose employees whose personalities are similar to their own? 

A. AIDA framework

B. Affinity model

C. Portfolio model

D. Socialization framework

E. ASA framework

The attraction-selection-attrition (ASA) framework posits that when founders hire employees for their new ventures, they tend to choose employees whose personalities are similar to their own.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-5

Topic: Managers and Organizational Culture

 

84. (p. 65) Attraction-selection-attrition processes are most evident in: 

A. large firms.

B. small firms.

C. manufacturing firms.

D. financial firms.

E. not-for-profit organizations.

The attraction-selection-attrition (ASA) framework, posits that when founders hire employees for their new ventures, they tend to choose employees whose personalities are similar to their own.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Easy

Learning Objective: 02-5

Topic: Managers and Organizational Culture

 

85. (p. 66) _____ are unwritten, informal rules or guidelines that prescribe appropriate behavior in particular situations. 

A. Transitional values

B. Personalities

C. Norms

D. Instrumental values

E. Cultures

Norms are unwritten, informal rules or guidelines that prescribe appropriate behavior in particular situations.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Easy

Learning Objective: 02-5

Topic: The Role of Values and Norms in Organizational Culture

 

86. (p. 66) According to the ASA model, it is clear that _____ can have profound and long-lasting effects on organizational culture. 

A. key people who quit

B. founders of an organization

C. legislation

D. the competitive environment

E. the organization's technology

From the ASA model it is clear that founders of an organization can have profound and long-lasting effects on organizational culture.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Moderate

Learning Objective: 02-5

Topic: The Role of Values and Norms in Organizational Culture

 

87. (p. 66) Managers maintain and transmit culture through all of the following EXCEPT: 

A. rites.

B. stories.

C. language.

D. technology.

E. socialization.

Organizational culture is maintained and transmitted to organizational members through the values of the founder, the process of socialization, ceremonies and rites, and stories and language.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-5

Topic: The Role of Values and Norms in Organizational Culture

 

88. (p. 67) The process by which newcomers to an organization learn the values and norms is: 

A. accumulation.

B. organizational socialization.

C. organizational attribution.

D. attitude adjustment.

E. organizational embedding.

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.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-5

Topic: Socialization

 

89. (p. 67) As a result of their _____ experiences, organizational members internalize an organization's values and norms and behave in accordance with them not only because they think they have to but because they think that these values and norms describe the right and proper way to behave. 

A. accumulation

B. rationalization

C. attribution

D. socialization

E. affectivity

As a result of their socialization experiences, organizational members internalize an organization's values and norms and behave in accordance with them not only because they think they have to but because they think that these values and norms describe the right and proper way to behave.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-5

Topic: Socialization

 

90. (p. 67) Raw recruits into the military go through a rigorous process that aims at submerging their individuality for the common good of their unit. Such processes are examples of: 

A. acclimatization.

B. rationalization.

C. attribution.

D. socialization.

E. adaptation.

The military is well known for the rigorous socialization process it uses to turn raw recruits into trained soldiers.

 

AACSB: Group/Individual Dynamics and Reflective Thinking

Bloom's Taxonomy: Application

Difficulty: Moderate

Learning Objective: 02-5

Topic: Socialization

 

91. (p. 68) Rites of _____ determine how individuals enter, advance within, or leave the organization. 

A. passage

B. integration

C. ceremony

D. enhancement

E. celebration

Rites of passage determine how individuals enter, advance within, or leave the organization.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-5

Topic: Ceremonies and Rites

 

92. (p. 68) Rites of ______ might be shared announcements of organizational successes, office parties, and company cookouts. 

A. passage

B. integration

C. ceremony

D. enhancement

E. celebration

Rites of integration might be shared announcements of organizational successes, office parties, and company cookouts.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Easy

Learning Objective: 02-5

Topic: Ceremonies and Rites

 

93. (p. 68) Raw recruits into the military go through a rigorous process that aims at submerging their individuality for the common good of their unit. Such processes are examples of rites of: 

A. passage.

B. integration.

C. celebration.

D. ceremony.

E. enhancement.

The socialization programs developed by military organizations (such as the U.S. Army) or by large accountancy and law firms are rites of passage.

 

AACSB: Group/Individual Dynamics and Reflective Thinking

Bloom's Taxonomy: Application

Difficulty: Easy

Learning Objective: 02-5

Topic: Socialization

 

94. (p. 69) XYZ Company holds an annual 4th of July picnic. In addition to giving employees a chance to have fun, top management also presents award to top performers. This is a rite of: 

A. passage.

B. integration.

C. celebration.

D. ceremony.

E. enhancement.

Rites of enhancement such as award dinners reinforce an organization's values and norms.

 

AACSB: Group/Individual Dynamics and Reflective Thinking

Bloom's Taxonomy: Application

Difficulty: Hard

Learning Objective: 02-5

Topic: Ceremonies and Rites

 

95. (p. 68) Which of the following is an example of rites of integration? 

A. Induction meeting

B. A basic training session

C. A Thanksgiving party

D. An annual award ceremony

E. A boot camp

Rites of integration might be shared announcements of organizational successes, office parties, and company cookouts.

 

AACSB: Group/Individual Dynamics and Reflective Thinking

Bloom's Taxonomy: Application

Difficulty: Hard

Learning Objective: 02-5

Topic: Ceremonies and Rites

 

96. (p. 69) Employee promotions at ABC Company appear in the local newspaper. This is an example of: 

A. a rite of passage.

B. a rite of integration.

C. a story.

D. language.

E. a rite of enhancement.

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.

 

AACSB: Group/Individual Dynamics and Reflective Thinking

Bloom's Taxonomy: Application

Difficulty: Hard

Learning Objective: 02-5

Topic: Ceremonies and Rites

 

97. (p. 69) How workers in a particular organization dress is part of the organization's: 

A. rites.

B. values.

C. stories.

D. socialization.

E. language.

The concept of organizational language encompasses not only spoken language but other clues such as how people dress, the offices they occupy, the cars they drive, and the degree of formality they use when they address one another.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Easy

Learning Objective: 02-5

Topic: Stories and Language

 

98. (p. 70) All of the following are major managerial functions EXCEPT: 

A. controlling.

B. planning.

C. leading.

D. organizing.

E. rationalizing.

The four main managerial functions are planning, organizing, leading, and controlling.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-5

Topic: Culture and Managerial Action

 

 

Essay Questions

 

99. (p. 47-52) Researchers frequently refer to the "Big Five" personality traits. Discuss any three of these traits and explain the advantages and disadvantages of each for managers. 

These traits are extroversion, negative affectivity, agreeableness, conscientiousness, and openness to experience.

All of them have advantages and disadvantages in terms of their effect on the effectiveness of a manager.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-1

Topic: The Big Five Personality Traits

 

100. (p. 52) Managers can have very different points of view about how much control they have over what happens to them on the job and in their personal lives. Discuss the two loci of control and explain the advantages and disadvantages of each in terms of possible impact on the effectiveness of managers. Show that you understand these concepts by giving an example of each locus from the perspective of a student explaining her performance on a recent test. 

Managers who have a high internal locus of control feel that they are themselves primarily responsible for what happens to them both on the job and in their personal lives. Managers who have a high external locus of control believe that outside forces over which they have little control are the primary determinants of what happens to them. Examples will differ.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Application

Difficulty: Hard

Learning Objective: 02-1

Topic: Locus of Control

 

101. (p. 52-53) David McClelland has done extensive research on the various "needs" of managers. Discuss the three major types of needs of managers according to McClelland and explain their possible advantages and disadvantages on the effectiveness of a manager. 

McClelland has researched the need for achievement, the need for affiliation, and the need for power. 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. 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. These needs react differently depending on the level which the manager occupies within the organization and where that manager is in terms of his or her career development stages.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-1

Topic: Needs for Achievement, Affiliation, and Power

 

102. (p. 58) Researchers have studied the concept of "organizational commitment." Discuss the meaning of this concept and explain how workers with high or low organizational commitment are likely to act differently on the job. 

Organizational commitment is the set of beliefs and feelings a manager has about his or her organization. Committed managers are more likely to go "above and beyond the call of duty" to their organization and are more likely to stay with their organization for longer periods of time.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Hard

Learning Objective: 02-2

Topic: Organizational Commitment

 

103. (p. 60) Do emotions trigger moods or is it the other way? Discuss. 

A mood is a feeling or state of mind. When people are in a positive mood, they feel excited, enthusiastic, active, or elated. When people are in a negative mood, they feel distressed, fearful, scornful, hostile, jittery, or nervous.

Emotions are more intense feelings than moods, are often directly linked to whatever caused the emotion, and are more short-lived. However, once whatever has triggered the emotion has been dealt with, the feelings may linger in the form of a less intense mood.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-3

Topic: Moods and Emotions

 

104. (p. 62) Define the concept of "emotional intelligence". How does having emotional intelligence help managers? 

Emotional intelligence (EI) is the ability to understand one's own and others' moods and emotions. Managers with a high level of emotional intelligence are more likely to understand how they are feeling and why, and they are more able to effectively manage their feelings. It manage their own stress and also to perform their interpersonal roles.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Knowledge

Difficulty: Moderate

Learning Objective: 02-4

Topic: Emotional Intelligence

 

105. (p. 62-68) What is organizational culture? Where does it come from? 

Organizational culture is the set of shared values, norms, standards, and expectations that influence the way members of the organization interact and cooperate. All members can influence organizational culture, but managers are more likely to play a strong role, particularly the founder. The attraction-selection-attrition framework describes how this occurs. First, founders of organizations tend to hire people with similar personalities and values as their own. Second, similar employees are more likely to stay, and others to leave. Thus, as an organization grows, its membership becomes more similar. This is reinforced, then, by the employees themselves in new hiring and in socialization of new employees.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Moderate

Learning Objective: 02-5

Topic: Organizational Culture

 

106. (p. 64) Explain the ASA Model. How does it help explain the formation of organizational cultures? Give an example. 

ASA stands for attraction-selection-attrition. It proposes that when founders hire employees for their new ventures, they tend to be attracted to and choose employees whose personalities are similar to their own. These similar employees are more likely to stay with the organization. Dissimilar employees, if hired, are more likely to leave. Thus, the overall tendency is for people in the organization to have similar personalities that shape organizational culture.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Application

Difficulty: Moderate

Learning Objective: 02-5

Topic: Managers and Organizational Culture

 

107. (p. 67-68) What is socialization? How does it occur? Why is it important for organizations? Give an example of a socialization experience you have gone through or observed in your life. 

Socialization is the process by which an organization influences its new members to accept its values and norms, and learn the work behaviors they need to perform effectively. When socialization is successful, new member internalize the organization's values and norms and behave consistently with them, believing that they are behaving in the right and proper way.

Socialization occurs when organizations put newcomers through a series of experiences - most commonly, training programs - that give them knowledge and skills to perform their new jobs, but also stress the values the organization wishes employees to accept. Socialization is important because it is essential to support a strong culture, which can in turn lead to effective organizational performance. Examples will vary.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Comprehension

Difficulty: Hard

Learning Objective: 02-5

Topic: Socialization

 

108. (p. 68-69) What are organizational rites? What are its different types? Give an example of each. 

Rites are formal events that recognize events of importance to the organization and its employees. Rites of passage mark how individuals enter, advance within or leave the organization. Rites of integration build and reinforce common bonds among members. Rites of enhancement publicly reward and recognize employees' contributions, thus strengthening their commitment to the organization. Examples will vary.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Application

Difficulty: Moderate

Learning Objective: 02-5

Topic: Ceremonies and Rites

 

109. (p. 66-71) Explain the relationship between organizational culture, managerial action, and organizational effectiveness. Give an example of this relationship. 

An organization's culture shapes and controls the behavior of all employees, including managers. Thus, it influences the way managers perform their four basic functions: planning, organizing, leading, and controlling. If managers buy into an organization's culture, norms and values, the manager will perform the functions in a way that is consistent with other members of the organization. Further, if the culture is appropriate for the organization's strategy, task and general environment, and technology, the manager's work will help the organization perform well.

 

AACSB: Group/Individual Dynamics

Bloom's Taxonomy: Application

Difficulty: Hard

Learning Objective: 02-5

Topic: The Role of Values and Norms in Organizational Culture; Culture and Managerial Action

 

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