University of North Texas FINA 4310 - Valuation and Financial Decisions: EXAM 1 Chapter 1 What Is Organizational Behavior, Chapter 2 Foundations of Individual Behavior, Chapter 3 & Chapter 4 Values, Attitudes, and Job Satisfaction. Questions and Answers

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University of North Texas FINA 4310 - Valuation and Financial Decisions: EXAM 1 Chapter 1,2,3 & 4 Chapter 1 What Is Organizational Behavior? MULTIPLE CHOICE 1. Successful managers and entrepre... neurs recognize that: What Managers Do 2. Which one of the following is not considered an organization? 3. A(n) _____ is a consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals. 4. The four management functions include all of the following except: 5. _____ includes defining an organization’s goals and establishing an overall strategy for achieving these goals and developing a comprehensive hierarchy of plans to integrate and coordinate activities. a. Controlling 6. The determination of how tasks are to be grouped is part of which management function? 7. The organizing function includes a determination of which of the following? a. what tasks are to be done b. who is to do these tasks c. who reports to whom d. all of the above (; p. 4) 8. Every organization contains people, and it is management’s job to direct and coordinate these people. This is the ______ function. (; p.4) 9. According to Henry Mintzberg, the ten managerial roles can be grouped into three categories. Which of the following is not one of these groups? 10. An example of Mintzberg’s interpersonal management role is: 11. When a manager searches the organization and its environment for oortunities and initiates projects to bring about change, the manager is acting in which role? 12. Which of the following is not an essential management skill identified by Robert Katz? b. computer 13. When managers have the mental ability to analyze and diagnose complex situations, they possess: 14. Which one of the following would not be considered a human skill? 15. According to Luthans and his associates, which of the following is not considered a part of traditional management? 16. Which of Luthan’s managerial activities involves socializing, politicking, and interacting with outsiders? 17. According to Luthans, successful managers spent more of their time on _____ than on any other activity. 18. A common thread running through the functions, roles, skills, and activities aroaches to management recognizes the importance of: Enter Organizational Behavior 19. Organizational behavior is all of the following except: 20. ______ is a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations for the purpose of alying such knowledge toward improving an organization’s effectiveness. 21. Which of the following is not a core topic of organizational behavior? 22. According to the text, the best aroach for obtaining knowledge about human behavior is 23. A major theme in your textbook is that behavior is not: 24. If we know how a person perceives a situation and what is important to him/her, then behavior is generally 25. Fundamental consistencies allow _____ of behavior. 26. Behavior is generally _____ and the _____ of behavior is a means to making reasonably accurate predictions. 27. _____ includes analyzing relationships, determining causes and effects, and basing conclusions on scientific evidence. 28. In the study of OB, intuition is replaced by: 29. Organizational behavior is built upon contributions from all of the following disciplines except: 30. The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals is: 31. Which behavioral science discipline has made the most significant contribution to understanding individual behavior? 32. The OB topic of motivation has been most influenced by which behavioral science discipline? 33. The most significant contribution to OB in the area of formal organization theory and structure has been made by: 34. _____ studies people in relation to their fellow human beings. 35. The science that focuses on the influence of people on one another is: 36. One of the major areas receiving considerable investigation from social psychologists has been: 37. The OB subject of “organizational culture” has been most influenced by which behavioral science discipline? 38. _____ has helped us understand differences in fundamental values, attitudes, and behavior between people in different countries. a. Anthropology b. Psychology c. Social psychology d. Political science (; p. 12) 39. Topics of study in political science include all of the following except: a. structuring of conflict. b. the social system in which individuals fill their roles. c. allocation of power. d. how people manipulate power for individual self interest. (; p. 12) There are Few Absolutes in OB 40. Which of the following is the best description of OB’s current state? a. It is based on universal truths. b. It is based on contingencies. c. There is little disagreement among OB researchers and scholars. d. Cause-effect principles have been isolated which tend to aly to all situations. (; p. 13) Challenges and Oortunities for OB 41. Whereas _____ focuses on differences between people from different countries, _____ addresses differences among people within given countries. a. workforce diversity; globalization b. globalization; workforce diversity c. culture; diversity d. culturization; workforce diversity (; . 14-15) 42. ______ means that organizations are becoming more heterogeneous in terms of gender, race, and ethnicity. a. Globalization b. Workforce diversity c. Affirmative action d. Organizational culture 8 (b; Easy; p. 15) 43. The ________ assumption is being replaced by one that recognizes and values _____. a. melting pot; differences b. melting pot; similarities c. diversity; differences d. heterogeneous; similarities (; p. 15) 44. Which of the following is not true? a. Currently, 46 percent of the U.S. labor force are women. b. Minorities and immigrants make up 23 percent of the workforce. c. The male Caucasian working full time to suort a non-employed wife and school-aged children is a minority. d. The proportion of minorities and women is shrinking. (; p. 15) 45. The implications of workforce diversity include all of the following except: a. managers have to shift their philosophy from treating everyone alike to recognizing differences. b. diversity training should be provided. c. revamping benefit programs is needed to accommodate the different needs of different employees. d. the same perceptions are used in decision making. (; p. 15) 46. _____ is a philosophy of management that is driven by the constant attainment of customer satisfaction through the continuous improvement of all organizational processes. a. MBO b. Quality management c. Reengineering d. Organizational behavior (b; Easy; p. 16) 47. Quality management requires _____ employee involvement. a. very little b. occasional c. extensive d. no (; p. 16) 48. _____ asks managers to reconsider how work would be done and their organization structured if they were starting over. a. Process reengineering b. MBO c. TQM d. Diversity training (a; Easy; p. 16) 9 49. Predictions suggest there will be a labor shortage for at least another: a. 1-2 years. b. 4-5 years. c. 10-15 years. d. 20-25 years. (; p.17) 50. The U.S. labor shortage is a function of: a. birth rates and labor participation rates. b. birth rates and mobility. c. brain drain. d. poor wages and benefits. (; p. 17) 51. Many employees have been led to retire early as a result of: a. expanded Social Security benefits. b. a healthy stock market. c. improved pension plans. d. all of the above (; p. 17) 52. The majority of employees today in developed countries work in: a. manufacturing jobs. b. service jobs. c. MNCs. d. government agencies. (; p. 18) 53. When managers put employees in charge of what they do, they are _____ the employees. a. reengineering b. empowering c. diversifying d. dehiring (; p. 19) 54. Managing today can be described as long periods of ongoing _____ interrupted occasionally by short periods of _____. a. change; stability b. stability; change c. flexibility; rigidity d. rigidity; flexibility (; p. 19) 10 55. Which of the following has not contributed to blurring the lines between employees’ work life and personal life? a. the creation of global organizations b. communications technology allowing employees to work any time and from any place c. organizations asking employees to put in longer hours d. fewer dual-income couples (d; Easy; p. 20) 56. Situations where an individual is required to define right and wrong conduct are termed: a. diversity issues. b. human resource problems. c. ethical dilemmas. d. loyalty oaths. (c; Easy; p. 21) Coming Attractions: Developing an OB Model 57. A model is a(an): a. abstraction of reality. b. response that is affected by an independent variable. c. independent variable. d. real-world scenario. (a; Easy; p. 22) 58. Primary dependent variables in OB include: a. productivity. b. absenteeism. c. job satisfaction. d. all of the above (d; Easy; p. 23) 59. _____ is achievement of goals. a. Efficiency b. Effectiveness c. Productivity d. Motivation (b; Easy; p. 23) 60. Which of the following is an example of being an efficient company or employee? a. operating a hospital at the lowest possible cost but still yielding a high profit b. being the most pleasant real estate broker in the southeast c. as a telemarketer, making the required number of calls at the end of the day d. a sales person who acquires the most clients of anyone in the company (; p. 23) 61. Sears trained employees to improve the employee-customer interaction to ultimately: a. generate additional revenue. 11 b. decrease returns. c. improve repeat customer business. d. none of the above (; p. 23) 62. _____ is discretionary behavior that is not part of an employee’s formal job requirement, but that promotes the effective functioning of the organization. a. Productivity b. Motivation c. Organizational citizenship d. Organizational behavior (; p. 25) 63. Individual-level independent variables include: a. technology. b. organizational culture. c. perception. d. human resource policy. (; . 25-26) 64. ________ is the voluntary and involuntary permanent withdrawal from an organization. a. Absenteeism b. Turnover c. Downsizing d. Exit (b; Easy; p. 24) TRUE/FALSE 65. The single biggest reason for the failure of managers is poor interpersonal skills. (; p. 3) 66. While managers must be technically competent, technical knowledge is not enough for success. (; p. 3) What Managers Do 67. Managers get things done through other people. (; p. 4) 68. The term organization, as used in your textbook, is meant to include business firms but exclude government agencies. (; p. 4) 69. Managers may be referred to as administrators in not-for-profit organizations. (; p. 4) 70. Henri Fayol listed five management functions: planning, organizing, commanding, coordinating, and controlling. 12 (; p. 4) 71. Modern theorists have condensed Fayol’s five management functions down to four: planning, organizing, commanding, and controlling. (; p. 4) 72. The controlling function includes the determination of what tasks are to be done. (; p. 4) 73. Monitoring, comparing, and potential correcting is what is meant by the controlling process. (; p. 4) 74. Mintzberg concluded that managers perform ten different highly-interrelated roles, or sets of behaviors, attributable to their jobs. (; p. 5) 75. The role of spokesperson is an example of an informational role. (; p. 5) 76. As resource allocators, managers are responsible for allocating human, physical, and monetary resources. (; Exh. 1-1; p. 6) 77. When managers initiate and oversee new projects that will improve their organization’s performance, they are acting in the capacity of an entrepreneur, an example of an informational role. (; Exh. 1-1; p. 6) 78. Robert Katz has identified three essential management skills: technical, human, and conceptual. (; . 5-6) 79. According to Katz, human skills encompass the ability to aly specialized knowledge or expertise. (; . 5-6) 80. The ability to analyze and diagnose complex situations is referred to as an individual’s conceptual skills. (; . 6-7) 81. According to Luthans and his associates, those managers who are most “successful” will spend more time networking than those managers who are considered most “effective.” (; Exh. 1-2; p. 7) 82. Research conducted by Luthans suorts the theory that promotions are based on performance. (; p. 7) 83. Luthans’ research indicates that among effective managers, communication made the largest relative contribution and networking the least. (; Exh. 1-2; . 7-8) 84. Managers need to develop their people skills if they are going to be effective and successful. 13 (; p. 8) Enter Organizational Behavior 85. Organizational behavior is a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of alying such knowledge toward improving an organization’s effectiveness. (; p. 8) 86. Organizational behavior is concerned with the study of what people do in an organization and how that behavior affects the performance of the organization. (; p. 8) 87. Behavior is generally predictable, and the systematic study of behavior is a means to making reasonably accurate predictions. (; p. 10) 88. Many people’s views on human behavior are based on intuition. (; . 9-10) 89. It is the consistencies in behavior that make prediction possible. (; p. 9) 90. Regardless of aearances, people usually intend their behavior to be rational. (; p. 9) 91. Anything you learn in an unsystematic way is incorrect. (; p. 10) 92. Intuition is gut feelings about “why I do what I do.” (; p. 10) Contributing Disciplines to the OB Field 93. OB is an alied behavioral science that is built upon contributions from a number of behavioral disciplines. (; p. 11) 94. Learning, perception, and personality have been OB topics whose contributions have generally come from psychology. (; Exh. 1-3; p. 11) 95. What psychology is to the individual, sociology is to the group. (; p. 12) 96. Social psychology is an area within psychology, blending concepts from both psychology and political science. (; p.12) 14 97. Anthropology has helped us understand differences in values and attitudes between people in different countries. (; p. 12) 98. Conflict and power have been major topics of concern to political scientists. (; Exh. 1-3; p. 12) There are Few Absolutes in OB 99. There are many simple and universal principles that explain organizational behavior. (; p. 13) 100. OB researchers cannot offers reasonably accurate explanations of human behavior since people act very differently in the same situation. (; p. 13) Challenges and Oortunities for OB 101. As the world has become a global village, managers have to become capable of working with people from different cultures. (; p. 14) 102. Workforce diversity means that organizations are becoming more homogeneous in terms of gender, race, and ethnicity. (; p. 15) 103. People must set aside their cultural values when they come to work. (; p. 15) 104. 46 percent of the U.S. labor force are women. (; p. 15) 105. Diversity, if positively managed, can increase creativity and innovation in organizations. (; p. 15) 106. A philosophy of management that is driven by the constant attainment of customer satisfaction through the continuous improvement of all organizational processes is termed “reengineering.” (; p. 16) 107. Quality management has an intense focus on the customer and a goal of employee empowerment. (; p. 16) 108. Putting employees in charge of what they do is termed “reengineering.” (; p. 16) 109. Process reengineering asks, “How would we do things around here if we were starting over from scratch?” (; p. 16) 110. In tight labor markets, those managers who don’t understand human behavior risk having no one to manage. 15 (; p. 17) 111. An employee who is empowered is given greater oortunity to determine how she does her job. (; p. 19) 112. There’s a blurring between the roles of managers and workers. (; p. 20) 113. Managing today is described as long periods of ongoing change, interrupted occasionally by short periods of stability. (; p. 21) 114. Today’s managers and employees must learn to cope with temporariness – learning to live with flexibility, spontaneity, and unpredictability. (; p. 19) 115. OB has little to offer in stimulating employee creativity and tolerance for change. (; p. 20) 116. Your firm is experiencing lower than normal profits. You realize that you should write off some questionable accounts, but your supervisor suggests that you wait until next year. This is a modern example of an ethical dilemma. (; p. 21) Coming Attractions: Developing an OB Model 117. There are three levels of analysis in OB, and, as we move from the individual level to the group level to the organization systems level, we add systematically to our understanding of behavior in organizations. (; p.22) 118. The key factors you want to explain or predict in a model are termed independent variables. (; p. 23) 119. Typical dependent variables in organizational behavior are productivity, absenteeism, and job satisfaction. (; p. 23) 120. Organizational behavior models generally assume job satisfaction to be an independent variable. (; p. 23) 121. An organization is productive if it achieves its goals and does so by transferring inputs to outputs at the lowest cost. (; p. 23) 122. The annual cost of absenteeism in the U.S. is estimated at over $40 billion. (; p. 24) 123. A conservative estimate of the cost of recruiting, selecting, and training an employee is about 16 $25,000. (; p. 24) 124. Reasonable levels of employee-initiated turnover facilitate organizational flexibility and employee independence. (; p. 24) 125. The difference between the amount of rewards workers receive and the amount they believe they should receive is termed job satisfaction. (; p. 25) 126. Job satisfaction represents an attitude rather than a behavior. (; p. 25) 127. Independent group level variables studied in organizational behavior include perception, learning, and motivation. (; p. 25) SCENARIO-BASED QUESTIONS Alication of What Managers Do Joseph Wood is a manager at the XYZ Company. He performs all the management functions as condensed from Henri Fayol’s work. 128. When Mr. Wood estimates an overall strategy for achieving his department’s goals, he is performing the _____ function. a. planning b. organizing c. leading d. controlling (; p. 4) 129. When Mr. Wood determines what tasks are to be performed by his employees and how they are to be grouped, he is performing the ____ function. a. planning b. organizing c. leading d. controlling (; p. 4) 130. When Mr. Wood motivates his employees and attempts to resolve conflicts among department members, he is performing the _____ function. a. planning b. organizing c. leading 17 d. controlling (; p. 4) 131. When Mr. Wood compares projected sales to actual sales in his department, he is performing the _____ function. a. planning b. organizing c. leading d. controlling (; p. 4) Alication of Contributing Disciplines to the OB Field You are bringing together faculty from different behavioral disciplines to author a new textbook in organizational behavior. You have faculty from the fields of psychology, sociology, social psychology, anthropology, and political science. 132. You should expect that the faculty member from _____ will probably contribute information about intergroup behavior. a. sociology b. psychology c. social psychology d. anthropology (; p. 12) 133. Information on which of the following would probably not be a contribution from the faculty member from political science? a. conflict b. power c. organizational change d. intraorganizational politics (; p. 12) 134. To whom would you expect to address issues of communication? a. the psychologist b. the anthropologist c. the political scientist d. the social psychologist (; p. 12) 135. You would expect the faculty member from _____ to furnish information about personality, learning, and motivation. a. sociology b. psychology c. anthropology d. political science (; p. 12) 18 Alication of Quality Management You are an employee of Acme, Inc. who has just been aroached by your manager with a new philosophy that management wishes to institute. Your manager is stressing that he wants your involvement and that the emphasis is going to be on the customer and continual improvement. 136. You would probably believe that management is trying to implement: a. quality management. b. MBO. c. process reengineering. d. organizational behavior. (; p. 16) 137. As part of the program, you should expect to see all of the following except: a. improvement in quality. b. empowerment of employees. c. emphasis on individual achievement. d. accurate measurement. (; p. 16) 138. You should expect your job to change in which of the following ways? a. more imposed rules from management b. more measurement of performance variables c. more free time d. less real employee power (; p. 16) Alication of Developing an OB Model Allison and Gail both are studying for a final exam. Both students have a goal of making a grade of 91 or better. Gail studied 6 hours and made a grade of 92. Allison studied for 9 hours and also made a grade of 92. 139. Which of the students was effective? a. only Gail b. only Allison c. neither Gail nor Allison d. both Gail and Allison (; p. 23) 140. Which of the following statements is true? a. Gail is more efficient than Allison. b. Allison is more efficient than Gail. c. Gail is more effective than Allison. d. Allison is more effective than Gail. (; p. 23) 141. Which of the students was more productive? 19 a. Gail b. Allison c. Neither Gail nor Allison was productive. d. It is impossible to tell from the information given. (; p. 23) SHORT DISCUSSION QUESTIONS 142. Discuss the four management functions described by your text. (Page 4) The four management functions as condensed from Henri Fayol are planning, organizing, leading, and controlling. The planning function encompasses defining an organization’s goals, establishing an overall strategy for achieving those goals, and developing a comprehensive hierarchy of plans to integrate and coordinate activities. Organizing includes the determination of what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. The leading function involves motivating employees, directing activities of others, selecting the most effective communication channels, and resolving conflicts among members. Controlling involves monitoring, comparing, and potential correcting to get the organization back on track. 143. Why is it important to replace intuition with systematic study in our attempts to understand behavior within organizations? (Pages 8-10) It is important to replace intuition with systematic study in our attempts to understand behavior within organizations to help uncover important facts and relationships. This will provide a base from which more accurate predictions of behavior can be made. That is, we can improve our predictive ability by replacing intuitive opinions with a more systematic aroach. Systematic study looks at relationships, attempting to attribute causes and effects, and basing conclusions on scientific evidence. This helps to explain and predict behavior. 144. How have the fields of psychology and sociology contributed to our understanding of organizational behavior? (Page 12) Psychology seeks to measure, explain, and change the behavior of humans. Contributions have been made by learning theorists, personality theorists, counseling psychologists, and industrial and organizational psychologists. Contributions have been made in learning, perception, personality, emotions, training, leadership effectiveness, motivation, job satisfaction, decision-making processes, performance araisals, attitude measurement, employee selection techniques, work design, and job stress. Sociology studies people in relation to their fellow human beings. The greatest contributions by sociologists have been in the study of group behavior in organizations, group dynamics, design of work teams, organizational culture, formal organization theory, organizational structure, organizational technology, communications, power, and conflict. 145. How does globalization affect a manager’s people skills? 20 (Page 14) Globalization affects a manager’s people skills in at least two ways. First, managers are increasingly likely to find themselves in a foreign assignment. Once there, it will be necessary to manage a work force that is likely to be very different in needs, aspirations, and attitudes from the ones managed back home. Second, managers are going to find themselves working with bosses, peers, and other employees who were born and raised in different cultures. To work effectively with these people, managers will need to understand their culture, how it has shaped them, and how to adapt the management style to their differences. 146. Explain the term “workforce diversity.” (Page 15) Workforce diversity means that organizations are becoming more heterogeneous in terms of gender, race, and ethnicity. It also includes the physically disabled, gays and lesbians, and the elderly. 147. What is the difference between effectiveness and efficiency? (Page 25) Productivity implies a concern for both effectiveness and efficiency. A business firm is effective when it attains its sales or market share goals, but its productivity also depends on achieving those goals efficiently. Popular measures of organizational efficiency include return on investment, profit per dollar of sales, and output per hour. 148. Discuss the U.S. labor shortage. (Page 17) The U.S. labor shortage is a function of two factors – birth rates and labor participation rates. The problem becomes severe around 2006, when the major exodus of Boomers from the workplace begins. New entrants to the workforce from foreign countries will not do much to correct the suly shortage. While women provided a new suly of talented and skilled workers, this source has now been taed. The combination of the smaller Gen-X population, the already high participation rate of women in the work force, and early retirements will lead to a significantly smaller future labor pool from which employers can hire. MEDIUM LENGTH DISCUSSION QUESTIONS 149. Briefly discuss three of the challenges facing contemporary managers. (Pages 14-16) Three challenges that managers are facing today are globalization, managing workforce diversity, and improving quality and productivity. Organizations are no longer constrained by national borders. Globalization affects a manager’s people skills in at least two ways. First, you are likely to find yourself in a foreign assignment managing people from different cultures. Second, you are likely to work with bosses, peers, and other employees who were born and raised in different cultures. One of the biggest challenges is adapting to people who are different. This is workforce diversity. Whereas globalization focuses on differences between people from different countries, workforce diversity 21 addresses differences among people within given countries. More managers are having to improve their organization’s productivity and the quality of the products and services they offer. Toward quality and productivity, they are implementing programs such as quality management ad process reengineering – programs that require extensive employee involvement. 150. Explain quality management and process reengineering. (Pages 16-17) Quality management and process reengineering help improve quality and productivity in organizations. Quality management is driven by the constant attainment of customer satisfaction through the continuous improvement of all organizational processes. It has implications for OB because it requires employees to rethink what they do and become more involved in workplace decisions. Process reengineering asks managers to reconsider how work would be done and their organization structured if they were starting over. 151. What independent and dependent variables are usually identified for construction of an OB model? (Pages 23-26) Dependent variables are the key factors that you want to explain or predict and that are affected by some other factor. Scholars have historically emphasized productivity, absenteeism, turnover, and job satisfaction. Today, organizational citizenship has been added to this list. The independent variables are divided into individual-level, group-level, and organization systems level variables. The individual-level variables include biographical characteristics, ability, values, attitudes, personality, emotions, perception, individual decision making, learning, and motivation. Group-level variables include communication, leadership, power, and politics. Organization systems level variables include structure, work processes, human resource policies, and practices. COMPREHENSIVE ESSAYS 152. Discuss Mintzberg’s ten different roles. Group them as being primarily concerned with interpersonal relationships, the transfer of information, and decision making. (Exh. 1-1; Pages 4-5) Mintzberg identified ten managerial roles. The interpersonal roles include figurehead, leadership, and liaison roles. Performing ceremonial and symbolic duties is the figurehead role. The leadership role includes hiring, training, motivating, and disciplining employees. The liaison role involves contacting outsiders who provide the manager with information. The information roles include monitor, disseminator, and spokesperson. Collecting information from organizations and institutions outside their own is the monitor role. The disseminator role involves acting as a conduit to transmit information to organizational members. The spokesperson role occurs when managers represent their organization to outsiders. Decisional roles include entrepreneur, disturbance handler, resource allocator, and negotiator. In the entrepreneur role, managers initiate and oversee new projects that will improve their organization’s performance. As disturbance handlers, managers take corrective action in response to unforeseen problems. As resource allocators, managers are responsible for allocating human, physical, and monetary resources. Managers perform a negotiator role, in which they discuss issues and bargain with other units to gain advantages for their own unit. 153. Organizational behavior is an alied behavioral science built upon contributions from a number of 22 different disciplines. What are these disciplines and what are the contributions of each discipline? Be complete in your response and include five different behavioral science disciplines. (Exh. 1-3; Pages 11-12) Organizational behavior has been built upon the contributions of psychology, sociology, social psychology, anthropology, and political science. Psychology has contributed to learning, perception, personality, emotions, training, leadership effectiveness, needs and motivational forces, job satisfaction, decision-making processes, performance araisals, attitude measurement, employee selection techniques, work design, and job stress. Sociology has contributed through the study of formal and complex organizations – including group dynamics, design of work teams, organizational culture, formal organization theory and structure, organizational technology, communications, power, and conflict. Social psychology has contributed in the areas of measuring, understanding, and changing attitudes; communication patterns; building trust; the ways in which group activities can satisfy needs; and group decision-making processes. Anthropology has contributed to an understanding of organizational culture, organizational environments, and differences between national cultures. Political science has contributed to an understanding of structuring of conflict, allocation of power, and how people manipulate power for individual self-interest. 154. How have the roles of managers and workers been blurred? (Pages 20-21) The roles of managers and workers have been blurred as the relationship between the two has been reshaped. Managers are being called coaches, advisers, sponsors, or facilitators in some organizations. Employees are now called associates. Decision making is being pushed down to the operating level, where workers are being given the freedom to make choices about schedules and procedures and to solve work-related problems. Managers are going considerably further by allowing employees full control of their work. More self-managed teams are being used where workers operate largely without bosses and managers are empowering employees. 155. What is an ethical dilemma? How are organizations responding to these dilemmas? (Pages 21-22) An ethical dilemma is a situation in which employees are required to define right and wrong conduct. Dilemmas include whether to blow the whistle, whether they should follow orders with which they don’t personally agree, whether they should give an inflated performance evaluation to an employee whom they like, knowing that such an evaluation could save that employee’s job, or whether they should allow themselves to play politics in the organization if it will help their career advancement. These ethical dilemmas result from the blurring of the line differentiating right from wrong. Managers and their organizations are responding to this problem from a number of directions. They are writing and distributing codes of ethics to guide employees through ethical dilemmas. They are offering seminars, workshops, and training programs to try to improve ethical behaviors. They are also using in-house advisors to provide assistance and they are creating protection mechanisms for employees who reveal internal unethical practices. 156. Define turnover. Why is it of concern to organizations? 23 (Page 24) Turnover is the voluntary and involuntary permanent withdrawal from an organization. A high turnover rate results in increased recruiting, selection, and training costs – which are quite significant. A high rate of turnover can also disrupt the efficient running of an organization when knowledgeable and experienced personnel leave and replacements must be found and prepared to assume positions of responsibility. However, reasonable levels of employee-initiated turnover facilitate organization flexibility and employee independence, and they can lessen the need for management-initiated layoffs. Unfortunately, turnover often involves the loss of people the organization doesn’t want to lose. 24 Chapter 2 Foundations of Individual Behavior MULTIPLE CHOICE Biographical Characteristics 1. The biographical characteristic that will grow in importance during the next decade is: a. sex. b. marital status. c. age. d. length of service. (; p. 37) 2. All of the following are examples of biographical characteristics except: a. sexual orientation. b. age. c. sex. d. marital status. (; p. 37) 3. The age of a worker seems to have a direct relationship to: a. productivity. b. turnover. c. absenteeism. d. vacation taken. (; p. 38) 4. Which of the following statements is not true? a. In general, older employees have lower rates of avoidable absence than do younger employees. b. Older employees have higher rates of unavoidable absence than younger workers probably due to their poorer health. c. The older you get, the more likely you are to quit your job. d. Older workers are perceived as lacking flexibility. (, p. 38) 5. Which of the following is true concerning the relationship between age and job satisfaction? a. Most studies found a negative association between age and satisfaction. b. There is a U-shaped relationship. c. Satisfaction decreases among professionals as they age. d. Satisfaction increases among nonprofessionals during middle age. (; p. 39) 6. Studies have found that all of the following are true except: a. women are more willing to conform to authority than men. b. men are more aggressive than women. c. women tend to be more productive at work than men. d. men are more likely to have expectations of success. (; p. 39) 25 7. In comparing men and women in the workplace, it was found that: a. men are more productive. b. women are more productive. c. women have more absences. d. men are more prone to resign. (; p. 39) 8. According to your text, a likely explanation for the higher absentee rate for women is that: a. women tend to have more illnesses that keep them from work than do men. b. traditionally, women have had the responsibility of caring for home and family. c. women tend to be less satisfied with their jobs than men and are consequently absent more often. d. women generally have jobs for which a temporary replacement can be hired so absences are more permissible. (; p. 39) 9. All of the following are true about married employees except: a. they are more productive than single employees. b. they have fewer absences than single employees. c. they undergo less turnover than single employees. d. they are more satisfied with their jobs than single employees. (; . 39-40) 10. Which of the following statements concerning tenure is not true? a. The most recent evidence demonstrates a positive relationship between seniority and job productivity. b. Tenure does not aear to be a good predictor of employee productivity. c. Tenure is a potent variable in explaining turnover. d. Tenure and satisfaction are positively related. (; p. 40) 11. Studies indicate that employees with more tenure: a. are generally less satisfied than newer employees. b. are generally less productive than newer employees. c. are generally absent less than newer employees. d. are generally absent more than newer employees. (; p. 40) Ability 12. As used in the text, the term “ability:” a. refers to an individual’s willingness to perform the various tasks in a job. b. is a current assessment of what one can do. c. is made up of only intellectual skills. d. is made up of people skills. (; p. 40) 13. Which one of the following is the best synonym for “ability?” 26 a. motivation b. capacity c. experience d. intellect (; p. 40) 14. Which of the following is not a dimension of intellectual ability as discussed in your text? a. number aptitude b. perceptual speed c. spatial visualization d. dynamic strength (; Exh. 2-1; p. 41) 15. Tests that measure specific dimensions of intelligence have been found to be strong predictors of: a. job satisfaction. b. turnover. c. job performance. d. ability to work with others. (; p. 41) 16. A major problem resulting from the use of ability tests for selection and promotion of personnel is: a. the low reliability of the tests. b. the tests fail to take into account the personality of the individual. c. the adverse impact the tests have on racial and ethnic groups. d. some individuals with high intelligence are poor test takers. (; p. 41) 17. Recent evidence suggests that intelligence can be better understood by breaking it down into four sub-parts. Which one of the following is not one of those sub-parts? a. cognitive b. social c. emotional d. physical strength (; . 41-42) 18. ______ encompasses the aptitudes that have long been taed by traditional intelligence tests. a. Cognitive intelligence b. Social intelligence c. Emotional intelligence d. Physical strength (a; Easy; p. 42) 19. _______ intelligence is a person’s ability to relate effectively to others. a. Cognitive b. Social c. Emotional d. Cultural (b; Easy; p. 42) 27 20. _______ intelligence is awareness of cross-cultural differences and the ability to successfully function in cross-cultural situations. a. Cognitive b. Social c. Emotional d. Cultural (d; Easy; p. 42) 21. ______ intelligence is the ability to identify, understand, and manage emotions. a. Cognitive b. Social c. Emotional d. Cultural (c; Easy; p. 42) 22. Multiple intelligences may help explain why so-called “smart people” don’t: a. necessarily adapt well to everyday life. b. work well with others. c. succeed when placed in leadership roles. d. all of the above (; p. 42) 23. Which of the following is not a characteristic of physical ability? a. stamina b. strength c. looks d. dexterity (; p. 42) 24. Research indicates that there are nine basic abilities involved in the performance of physical tests. Which of the following is not a correct description of the ability listed? a. dynamic strength–ability to exert muscular force repeatedly b. dynamic flexibility–ability to move the trunk and back muscles as far as possible c. balance–ability to maintain equilibrium despite forces pulling off balance d. stamina–ability to continue maximum effort requiring prolonged effort over time (; Exh. 2-2; p. 42) Learning 25. According to a psychologist’s definition, _____ indicates that learning has taken place. a. ability to perform well on exams b. change in attitude c. change in behavior d. a high IQ score (c; Easy; p. 43) 26. Any relatively permanent change in behavior that occurs as a result of experience is termed: a. learning. b. classical conditioning. 28 c. operant conditioning. d. social learning theory. (; p. 43) 27. All of the following are true about learning except: a. it involves change. b. the change can be permanent or temporary. c. it requires a change in actions of behavior. d. it requires some form of experience. (; p. 44) 28. Experience may be acquired: a. directly through observation or practice. b. directly through reading. c. but is not necessary for learning. d. but is meaningless. (; p. 44) 29. The classical conditioning theory of learning grew out of: a. experiments performed by Ivan Pavlov. b. the need for better managers. c. experiments performed by B. F. Skinner. d. advances in technology. (; p. 44) 30. In Pavlov’s experiment, the meat was: a. an unconditioned stimulus. b. an unconditioned response. c. a conditioned stimulus. d. a conditioned response. (a; Easy; p. 44) 31. Which of the following is not a conditioned response? a. wincing when you stub your toe b. driving on the right side of the road c. feeling hunger around noon time d. looking for shelter when the sky turns gray (; p. 44) 32. In Pavlov’s experiment, the bell was: a. an unconditioned stimulus. b. an unconditioned response. c. a conditioned stimulus. d. a conditioned response. (c; Easy; p. 44) 33. Which of the following is not true of classical conditioning? a. Classical conditioning is passive. b. Classical conditioning can explain simple reflexive behaviors. c. Learning a conditioned response involves building up an association between a conditioned 29 stimulus and an unconditioned stimulus. d. The neutral stimulus takes on the properties of the conditioned stimulus. (; . 44-45) 34. A smell that brings back memories of a certain time and place is an example of: a. classical conditioning. b. operant conditioning. c. sensory conditioning. d. association conditioning. (a; Easy; p. 44) 35. Most behavior of individuals in organizations is: a elicited. b. emitted. c. reflexive. d. uncontrollable. (; p. 45) 36. Operant conditioning argues that: a. behavior is reflexive. b. behavior is unlearned. c. behavior is a function of its consequences. d. the tendency to repeat a behavior is very strong. (; p. 45) 37. Reinforcement is the major tenet of: a. Pavlov. b. Fayol. c. Skinner. d. Deming. (; p. 46) 38. What _____ did for classical conditioning, _____ did for operant conditioning. a. Pavlov; Skinner b. Herzberg; Deming c. Fayol; Mintzberg d. McGregor; Maslow (; p. 46) 39. Your boss does not follow through on his/her promise to pay you double for overtime hours worked. When asked again to work overtime, you decline. This is an alication of a. employer/employee relations. b. operant conditioning. c. lack of commitment. 30 d. social learning. (; p. 46) 40. According to operant conditioning, if a behavior fails to be positively reinforced, the probability that behavior will be repeated: a. increases. b. declines. c. remains unchanged. d. is not impacted. (; p. 46) 41. The view that we can learn both through observation and direct experience is called: a. situational learning theory. b. classical learning. c. social learning theory. d. hands-on learning experience. (c; Easy; p. 46) 42. Social learning theory is an extension of: a. classical conditioning. b. operant conditioning. c. shaping. d. extinction. (; p. 46) 43. Four processes have been found to determine the influence that a model will have on an individual. Which of the following is not one of the processes? a. shaping processes b. attentional processes c. motor reproduction processes d. reinforcement processes (; . 46-47) 44. Using ____ processes in creating employee training programs recognizes that models’ influence will depend on how well the individual remembers the model’s action after the model is no longer readily available. a. attentional b. retention c. motor reproduction d. reinforcement (; . 46-47) 45. The learning concept of reinforcing closer and closer aroximations to the desired new behavior is called: a. modeling. b. shaping. c. classical conditioning. d. social learning. 31 (b; Easy; p. 47) 46. Individual-difference factors found to significantly influence learning and training actions include all of the following except: a. ability. b. motivational level. c. personality. d. age. (; p. 47) 47. All of the following are ways in which to shape learning except: a. positive reinforcement. b. punishment. c. extinction. d. manipulation. (; . 47-48) 48. When a response is followed by the termination or withdrawal of something unpleasant, it is called: a. negative reinforcement. b. positive reinforcement. c. manipulation. d. elimination. (a; Easy; p. 47) 49. Suspending an employee who shows up for work drunk is an example of: a. extinction. b. negative reinforcement. c. punishment. d. poor planning. (; p. 48) 50. An example of _____ is when an employee receives a one-week suspension from work and is fined $200 for stealing company property. a. penalization b. punishment c. extinction d. negative reinforcement (b; Easy; p. 48) 51. Eliminating any reinforcement that is maintaining an unwanted behavior is called: a. extinction. b. punishment. c. negative reinforcement. d. positive reinforcement. (a; Easy; p. 48) 32 52. All of the following are true about both positive and negative reinforcement except: a. both positive and negative reinforcement result in learning. b. both positive and negative reinforcement strengthen a response and increase the probability of repetition. c. both positive and negative reinforcement tend to weaken behavior and decrease its subsequent frequency. d. both positive and negative reinforcement are effective shaping tools. (; . 48-49) 53. In a case where an employee is frequently late for work and every time he/she is not tardy the manager compliments him/her for being on time, the manager is using: a. continuous schedule reinforcement. b. negative reinforcement. c. an intermittent schedule of reinforcement. d. a repetitious schedule of reinforcement. (; p. 49) 54. According to research, the _____ form of reinforcement tends to promote more resistance to extinction than does the _____ form. a. varied; repetitious b. repetitious; intermittent c. intermittent; continuous d. continuous; varied (; p. 49) 55. In a ____ reinforcement schedule, after a constant number of responses are given, a reward is initiated. a. variable-ratio b. fixed-ratio c. variable-interval d. fixed-interval (; . 49-50) 56. In general, _____ reinforcement schedules tend to lead to higher performance than _____ reinforcement schedules. a. variable; fixed b. fixed; intermittent c. fixed; variable d. variable; occasional (; . 49-50) 57. A series of randomly timed, unannounced visits to a company office by the corporate audit staff is an example of: a. surprise tactic. b. variable-interval reinforcement schedule. c. continuous reinforcement schedule. d. fixed reinforcement schedule. (; p. 50) 33 58. The now-classic study at Emery Air Freight illustrates the use of: a. classical conditioning. b. self-management. c. reengineering. d. behavior modification. (; p. 51) 59. The alication of reinforcement concepts to individuals in the work setting is referred to as: a. classical conditioning. b. self-management. c. reengineering. d. OB Mod. (; p. 51) 60. Which of the following is not one of the steps of the problem-solving model followed by the typical OB Mod program? a. identifying critical behaviors b. avoiding evaluation and performance c. developing baseline data d. developing and implementing an intervention strategy (; p. 52) 61. Examples of how managers can use learning theory include all the following except: a. using lotteries to reduce absenteeism. b. disciplining employees. c. developing training programs. d. using radio advertisements for recruiting. (; . 53-54) 62. Which of the following does not describe the effect of discipline on employees? a. It tells employees what not to do. b. It tells employees what to do in the future. c. It produces fast results in the short run. d. It leads to employee frustration, fear of the manager, and increases in absenteeism and turnover. (; p. 53) 63. Learning techniques that allow individuals to manage their own behavior so that less external management control is necessary are termed: a. self-management. b. MBO. c. reengineering. d. mentor programs. (a; Easy; p. 54) 34 TRUE/FALSE Biographical Characteristics 64. Biographical data is easier to acquire than information on employee motivation levels. (; p. 37) 65. Personal characteristics that are objective and easily obtained from personnel records (such as age, sex, and marital status) are termed biographical characteristics. (; p. 37) 66. The relationship between age and job performance is likely to be an issue of increasing importance during the next decade. (; p. 38) 67. Recent American legislation makes it easier for a company to enforce mandatory retirement. (; p. 38) 68. Age and turnover rates are directly related. (; p. 38) 69. Age and avoidable absences are positively related. (; p. 38) 70. Productivity declines with age. (; p. 38) 71. Age and job satisfaction are related for professional workers. (; p. 39) 72. It is best to assume that there are not significant differences as to job productivity between males and females. (; p. 39) 73. Men have a higher rate of absenteeism than women. (; p. 39) 74. Working mothers are more likely to prefer part-time work, flexible work schedules, and telecommuting. (; p. 39) 75. Women have higher absenteeism rates than men do. (; p. 39) 76. Married employees tend to be more satisfied with their jobs than single employees. (; . 39-40) 77. Married employees tend to have higher turnover rates than single employees. (; . 39-40) 35 78. People who have been on a job longer are more productive than those with less seniority. (; p. 40) 79. Seniority is negatively related to absenteeism. (; p. 40) 80. Seniority is negatively related to turnover and is one of the single best predictors of turnover. (; p. 40) 81. Tenure and satisfaction are negatively related. (; p. 40) Ability 82. Everyone has strengths and weaknesses in terms of ability that make them relatively superior or inferior to others in performing certain tasks or activities. (; p. 40) 83. Ability is the assessment of what one will do. (; p. 40) 84. An individual’s overall abilities are essentially made up of two sets of factors: intellectual and physical abilities. (; p. 40) 85. It is now illegal for employers to use IQ tests for employment selection. (; p. 40) 86. A high IQ is a prerequisite for all jobs. (; p. 41) 87. Tests that measure specific dimensions of intelligence have been found to be strong predictors of future job performance. (; p. 41) 88. Mental ability tests used for selection, promotion, training, and similar personnel decisions may have a negative impact on racial and ethnic groups. (; p. 41) 89. Stamina, dexterity, and strength are dimensions of intellectual ability. (; Exh. 2-2; p. 42) 90. Emotional intelligence is the ability to identify, understand, and manage emotions. (; p. 42) 91. The multiple intelligence line of inquiry holds little promise. (; p. 42) 36 92. Employee performance is enhanced when there is a high ability-job fit. (; p. 42) 93. Individuals who have a high score on one dimension of physical ability will almost always score high on the other dimensions. (; p. 42) Learning 94. Learning consists of any relatively permanent change in behavior that occurs as a result of experience. (; p. 43) 95. One can easily observe others learning. (; p. 43) 96. Classical conditioning grew out of the work of B.F. Skinner. (; p. 44) 97. Pavlov taught dogs to salivate in response to the ringing of a bell. (; p. 44) 98. The meat in Pavlov’s experiment was an unconditioned stimulus. (; p. 44) 99. Learning a conditioned response involves building up an association between a conditioned stimulus and an unconditioned stimulus. (; p. 44) 100. Operant conditioning can be used to explain why Christmas carols often bring back pleasant memories of childhood. (; p. 44) 101. Classical conditioning is passive. (; p. 45) 102. Classical conditioning can explain simple reflexive behaviors. (; p. 45) 103. What Pavlov did for operant conditioning, Skinner did for classical conditioning. (; p. 46) 104. Operant behavior means voluntary or learned behavior in contrast to reflexive or unlearned behavior. (; p. 45) 105. According to operant conditioning, behavior is assumed to be determined from without. (; p. 46) 106. Your supervisor has explained that he will positively reward those who take extra effort to see that 37 their jobs are done well. You should suspect he has read the work of B.F. Skinner. (; p. 46) 107. Rewards are most effective if they are delayed following the desired response. (; p. 46) 108. Learning through observation and direct experience has been called classical conditioning. (; p. 46) 109. The old adage “you can’t teach an old dog new tricks” is definitely true. (; p. 47) 110. Older workers are not as capable of learning as other employee groups. (; p. 47) 111. One method of shaping behavior is called positive reinforcement and refers to a response being followed with something pleasant. (; p. 47) 112. Eliminating any reinforcement that is maintaining a behavior is called punishment. (; . 47-48) 113. Both positive and negative reinforcement result in learning. (; p. 48) 114. Both punishment and extinction weaken behavior and tend to decrease its subsequent frequency. (; p. 48) 115. Some type of reinforcement is necessary to produce a change in behavior. (; p. 49) 116. A continuous reinforcement schedule reinforces the desired behavior each and every time it is demonstrated. (; p. 49) 117. A piece-rate incentive plan is an example of a variable-ratio schedule of reinforcement. (; p. 49) 118. Salespeople on commission are examples of individuals on a variable-ratio schedule. (; p. 50) 119. Evidence indicates that the variable form of reinforcement leads to early satiation. (; p. 50) 120. In the typical OB Mod program, everything an employee does on his or her job is equally important in terms of performance outcomes. (; p. 51) 121. The first step in OB Mod is to identify critical behaviors impacting the employee’s performance. 38 (; p. 52) 122. Organizations with paid sick leave programs experience aroximately one-half the absenteeism of organizations without such programs. (; p. 53) 123. Discipline is very effective in producing long-term change in employee behavior. (; p. 53) 124. Discipline tends to be popular because of its ability to produce fast results in the short run. (; p. 53) 125. Organizations can use social-learning theory to design training programs. (; . 53-54) 126. Self-management requires an individual to deliberately manipulate stimuli, internal processes, and responses to achieve personal behavioral outcomes. (; p. 54) SCENARIO-BASED QUESTIONS Alication of Biographical Characteristics Your division is made up of four people with very different biological characteristics. Gina is 27 years old, single and female. She has been with the company only six months. Robert is 33 years old and married and has been with the firm since he graduated from college. Jonathan is 63 years old and a widower. Jonathan has been with the company for thirty years. Sally is a single mother with four children who has been working here for five years. 127. You would expect that the lowest rate of avoidable absence will be: a. Robert’s. b. Sally’s. c. Gina’s. d. Jonathan’s. (; . 37-40) 128. You would expect _____ to be the first employee to choose telecommuting or a flexible work schedule. a. Jonathan b. Sally c. Gina d. Robert (; . 37-40) 129. You would expect Robert, because he is _____, will be more satisfied with his job than his coworkers. 39 a. married b. middle aged c. college educated d. a father (; . 37-40) 130. You would believe that _____ is the least likely to quit his or her job. a. Gina b. Robert c. Jonathan d. Sally (; . 37-40) Alication of Ability-Job Fit Martin has just been aointed as Director of Career Services for a small community college. He has decided to consider the particular dimensions of intellectual ability that each student has to try to place him or her in an aropriate position. 131. Gary is a marketing major and has decided that he wants to be a Market Researcher. The ability that he will need most is: a. number aptitude. b. perceptual speed. c. inductive reasoning. d. deductive reasoning. (; Exh. 2-1; . 42-43) 132. Martha is interested in a career in interior decorating. The intellectual ability that she will need most is: a. number aptitude. b. perceptual speed. c. spatial visualization. d. deductive reasoning. (; Exh. 2-1; . 42-43) 133. You have just met Ted. Ted has returned to college after a successful career as a fire investigator. Ted probably has the intellectual ability that is termed: a. number aptitude. b. perceptual speed. c. inductive reasoning. d. deductive reasoning. (; Exh. 2-1; . 42-43) 134. Martin’s own supervisor cannot seem to make a choice when two different suggestions are offered by her employees. Martin suspects that his supervisor is not strong in the ability termed: a. number aptitude. 40 b. perceptual speed. c. inductive reasoning. d. deductive reasoning. (; Exh. 2-1; . 42-43) Alication of Learning Theory—Shaping Behavior You are the first-line supervisor for a group of employees who make green widgets. Their job is not terribly interesting or challenging and you have noticed that they are frequently tardy returning from their breaks. You have studied the concept of shaping behavior and decide that you will try to aly it to this situation. 135. You praise Allen for returning on time from break. This is an example of: a. negative reinforcement. b. positive reinforcement. c. extinction. d. social learning. (; . 47-49) 136. You want Allison to take an accounting course so that she can help with the bookkeeping. Allison does not want to go to night school to take the course and has been resisting. You know that her least favorite duty is preparing payroll. You tell her that she will be doing payroll until she takes the accounting course. This is an example of: a. positive reinforcement. b. negative reinforcement. c. punishment. d. extinction. (; . 47-49) 137. Sam is late coming back to work again and you reduce his pay by a half hour’s wages. This is an example of: a. positive reinforcement. b. negative reinforcement. c. punishment. d. extinction. (; . 47-49) Alication of Different Schedules of Reinforcement You have decided to experiment with the relationship between reinforcement schedules and maintaining desired employee behavior. You are interested in observing the differences between continuous and intermittent reinforcement and between the various types of intermittent reinforcement schedules. 138. Veronica is paid $10.00 per dozen widgets that she produces. This is an example of: a. intermittent, fixed-interval reinforcement. b. continuous reinforcement. c. intermittent, variable-interval reinforcement. d. negative reinforcement. (; . 49-50) 41 139. Gerald is a staff accountant who is visited several times a year by the corporate auditor. These visits are unannounced. This is an example of: a. intermittent, fixed-interval reinforcement. b. continuous reinforcement. c. intermittent, variable-interval reinforcement. d. negative reinforcement. (; . 49-50) 140. John’s attendance has historically been unreliable and you have decided to use reinforcement to compliment him when his attendance record shows improvement. The most effective schedule of reinforcement will probably be: a. variable-interval intermittent. b. fixed-interval intermittent. c. continuous. d. punishment-based. (; . 49-50) 141. You know that the reinforcement schedule that your firm chooses for compensation will have an impact on the behavior of the employees. Which of the following is not true based on available research? a. Continuous reinforcement schedules can lead to early satiation. b. Continuous reinforcement schedules are aropriate for newly emitted, unstable, or lowfrequency responses. c. Variable schedules do not clearly link performance and rewards. d. Fixed schedules tend to lead to higher performance than variable schedules. (; . 49-50) Alication of Behavior Modification Your manager has read about the now-classic study of Emery’s use of OB Mod. He was impressed by the savings to the company of $2 million over a three-year period. He has announced that he is implementing an OB Mod program. 142. You can expect to see the alication of________ in the work setting. a. reinforcement concepts to individuals b. open book management c. additional stock option plans d. a cafeteria benefit plan (; p. 51) 143. The first step that your manager is likely to take is: a. identifying behavioral consequences. b. identifying critical behaviors. c. evaluating performance improvement. d. developing baseline data. (; .51-52) 42 144. In the first step of the OB Mod program, your manager will most likely be attempting to identify those five to ten percent of behaviors that may account for up to ______ percent of each employee’s performance. a. 20-25 b. 40-50 c. 60-70 d. 70-80 (; . 51-52) SHORT DISCUSSION QUESTIONS 145. Briefly discuss whether women perform as well in the workplace as men. (Page 39) There is no evidence indicating that an employee’s gender affects job productivity. 146. Why is the relationship between age and job performance likely to be an issue of increasing importance during the next decade? (Pages 37-38) First, there is a widespread belief that job performance declines with increasing age. Regardless of whether it’s true or not, a lot of people believe it and act on it. Second is the reality that the workforce is aging. Workers age 55 and older are currently the fastest-growing sector of the labor force. The third reason is U.S. legislation that, for all intents and purposes, outlaws mandatory retirement. 147. What is the relationship between job satisfaction and the following biological characteristics: age, gender, marital status, and tenure? (Pages 37-40) The evidence is mixed with regard to the relationship between age and job satisfaction. Most studies indicate a positive association between age and satisfaction, at least up to age 60. Others studies, however, have found a U-shaped relationship. Satisfaction tends to continually increase among professionals as they age, whereas it fails among nonprofessionals during middle age and then rises again in the later years. There is no evidence indicating that an employee’s gender affects job satisfaction. Married people are more satisfied with their jobs than are their unmarried coworkers. Causation is not clear, however. It may very well be that conscientious and satisfied employees are more likely to be married. The evidence indicates that tenure and satisfaction are positively related. When age and tenure are treated separately, tenure aears to be a more consistent and stable predictor of job satisfaction than is chronological age. 148. What are the four sub-parts of intelligence? (Pages 40-42) The four parts of intelligence are cognitive, social, emotional, and cultural. Cognitive intelligence encompasses the aptitudes that have long been taed by traditional intelligence tests. Social intelligence is a person’s ability to relate effectively to others. Emotional intelligence is the ability to 43 identify, understand, and manage emotions. And cultural intelligence is awareness of cross-cultural differences and the ability to successfully function in cross-cultural situations. 149. What prediction can you make when the ability-job fit is poor? (Page 43) If employees lack the required abilities, they are likely to fail in their job performance. Abilities significantly above those required can also reduce the employee’s job satisfaction when the employee’s desire to use his or her abilities is particularly strong and is frustrated by the limitations of the job. 150. How can managers shape employee behavior? (Pages 47-48) Managers can shape employee behavior by systematically reinforcing each successive step that moves the individual closer to the desired response. Managers can mold individuals by guiding their learning in graduated steps. Reinforcement increases as responses more closely aroximate the desired behavior. Managers may use positive reinforcement, negative reinforcement, punishment, and extinction. 151. Give an example of a fixed-ratio schedule for paying employees and an example of a variable-ratio schedule for payment. (Page 50) A fixed-ratio schedule rewards are initiated after a fixed or constant number of responses. For example, a worker is rewarded with a piece rate system paying $10 for every 12 widgets produced. Each dozen earns the worker another $10. A variable-ratio schedule provides variable reward relative to the behavior of the individual. For example, a car salesman on commission is on a variable-ratio schedule. Each potential customer does not necessarily result in a sale – and ultimately a commission. 152. How might a lottery be used to reduce absenteeism? (Page 53) A lottery could be used to reduce absenteeism. Every month that an employee has perfect attendance at work could result in their inclusion in a monetary lottery at the end of the year. If the employee had perfect attendance, at the end of the year, they could have twelve chances to win the lottery. Another employee who used sick days each month would have no chance. This could also operate on a monthly basis. MEDIUM LENGTH DISCUSSION QUESTIONS 153. What is the relationship between age and productivity, turnover and satisfaction? (Pages 37-39) The older you get, the less likely you are to quit your job. Older workers are less likely to resign than are younger workers because their long tenure tends to provide them with higher wage rates, longer paid vacations, and more attractive pension benefits. In general, older employees have lower rates of 44 avoidable absence than do younger employees. However, they have higher rates of unavoidable absence, probably due to the poorer heath associated with aging and the longer recovery that older workers need when injured. The demands of most jobs, even those with heavy manual labor requirements, are not extreme enough for any declines in physical skills due to age to have an impact on productivity; or if there is some decay due to age, it is offset by gains due to experience. The evidence is mixed when examining the relationship between age and job satisfaction. Most studies indicate a positive association between age and satisfaction, at least up to age 60. Other studies, however, have found a U-shaped relationship. Satisfaction tends to continually increase among professionals as they age, whereas it falls among nonprofessionals during middle age and then rises again in the later years. 154. What is ability? What are the two sets of factors comprising ability? (Pages 40-43) Ability refers to an individual’s capacity to perform the various tasks in a job. It is a current assessment of what one can do. An individual’s overall abilities are essentially made up of two sets of factors: intellectual and physical abilities. Intellectual abilities are those needed to perform mental activities. Physical abilities are important for successfully performing less-skilled and morestandardized jobs. 155. Identify the five steps of a typical OB Mod program. (Page 52) The typical OB Mod program follows a five-step problem-solving model: identifying critical behaviors, developing baseline data, identifying behavioral consequences, developing and implementing an intervention strategy, and evaluating performance improvement. The first step is to identify the critical behaviors that make a significant impact on the employee’s job performance. The second step requires the manager to develop some baseline performance data. This is obtained by determining the number of times the identified behavior is occurring under present conditions. The third step is to perform a functional analysis to identify the behavioral contingencies or consequences of performance. This tells the manager the antecedent cues that emit the behavior and the consequences that are currently maintaining it. In the fourth step, the manager develops and implements an intervention strategy to strengthen desirable performance behaviors and weaken undesirable behaviors. The final step is to evaluate performance improvement. COMPREHENSIVE ESSAYS 156. Discuss classical conditioning, operant conditioning, and social learning. (Pages 44-47) Classical conditioning was researched by Pavlov. Learning a conditioned response involves building up an association between a conditioned stimulus and an unconditioned stimulus. When the stimuli, one compelling and the other one neutral, are paired, the neutral one becomes a conditioned stimulus and, hence, takes on the properties of the unconditioned stimulus. Operant conditioning according to Skinner, argues that behavior is a function of its consequences. People learn to behave to get something they want or to avoid something they don’t want. Operant behavior means voluntary or 45 learned behavior in contrast to reflexive or unlearned behavior. The tendency to repeat such behavior is influenced by the reinforcement or lack of reinforcement brought about by the consequences of the behavior. Reinforcement, therefore, strengthens a behavior and increases the likelihood that it will be repeated. Social learning is the view that we can learn through both observation and direct experience. While social learning theory is an extension of operant conditioning – that is, it assumes that behavior is a function of consequences – it also acknowledges the existence of observational learning and the importance of perception to learning. People respond to how they perceive and define consequences, not to the objective consequences themselves. 157. Discuss the four processes management should include when creating employee training programs. (Pages 52-54) The likelihood that training programs will be successful can be improved with the inclusion of attentional, retention, motor reproduction, and reinforcement processes. People learn from a model only when they recognize and pay attention to its critical features. We tend to be most influenced by models that are attractive, repeatedly available, important to us, or similar to us in our estimation. A model’s influence will depend on how well the individual remembers the model’s action after the model is no longer readily available. After a person has seen a new behavior by observing the model, the watching must be converted to doing. This motor reproduction process demonstrates that the individuals can perform the modeled activities. Individuals will be motivated to exhibit the modeled behavior if positive incentives or rewards are provided. Behaviors that are positively reinforced will be given more attention, learned better, and performed more often. 46 Chapter 3 Values, Attitudes, and Job Satisfaction MULTIPLE CHOICE Values 1. ____ represent basic convictions that “a specific mode of conduct or end state of existence is personally or socially preferable to an oosite mode of conduct.” a. Values b. Attitudes c. Convictions d. Preferences (; p. 63) 2. The content attribute states a value is: a. complete. b. important. c. a basic conviction. d. related to behavior. (; p. 63) 3. When we rank an individual’s values in terms of his/her _____, we obtain the person’s value system. a. intensity b. content c. context d. social acceptance (; p. 63) 4. Values are best described as: a. flexible. b. synonymous with attitudes. c. consistent among occupational groups. d. fairly stable over time. (; p. 64) 5. Rokeach studied instrumental values and: a. terminal values. b. attitudes. c. ethical decision making. d. speed of decision making. (; p. 64) 6. Rokeach found that the instrumental value of ambitious (hardworking and aspiring) people was related to the terminal value of: a. a comfortable life. b. freedom. c. hainess. d. self-respect. 47 (; Exh. 3-1; p. 65) 7. According to Rokeach, _____ values refer to desirable end-states of existence. a. instrumental b. aesthetic c. theoretical d. terminal (; p. 64) 8. Which of the following was ranked as the highest terminal value by executives? a. family security b. self-respect c. equality d. freedom (; Exh. 3-2; p. 65) 9. Frederick and Weber compiled a list of values that are held by different organizational groups. Which of the following groups ranked “honest” as the highest instrumental value? a. union members and activists b. executives and union members c. executives and activists d. existentials (; Exh. 3-2; p. 65) 10. Which category of dominant work values is likely to characterize a 60-year-old employee? a. pragmatism b. egalitarianism c. existentialism d. Protestant work ethic (; Exh. 3-3; p. 65) 11. At which age is an employee most likely to be characterized by values that place high loyalty on career? a. 30 b. 40 c. 50 d. 60 (; p. 66) 12. Those individuals whose lives have been shaped by globalization, MTV, AIDS, and computers; who value flexibility, life options and the achievement of job satisfaction, are referred to as the: a. Veterans. b. Boomers. c. Nexters. d. Xers. (d; Easy; p. 66) 13. Throughout the mid-1970s, the managerial ranks were dominated by Veterans, whose loyalties were 48 to their employer. When faced with ethical dilemmas, their decisions were made in terms of: a. what was best for their organization. b. what was best for their family. c. what was best for society. d. what was best for them on an individual basis. (; p. 68) 14. _____ tended to be loyal to their employer. a. Veterans. b. Boomers. c. Nexters. d. Xers. (; Exh. 3-3; p. 66) 15. _____ entered the work force from the mid-1960s through the mid-1980s. a. Veterans. b. Boomers. c. Nexters. d. Xers. (; Exh. 3-3; p. 66) 16. The most recent entrants to the workforce are: a. Veterans. b. Boomers. c. Nexters. d. Xers. (; p. 67) 17. The loyalty of _____ is to their careers. a. Veterans. b. Boomers. c. Nexters. d. Xers. (; p. 68) 18. A comprehensive analysis of cultural diversity has been done by: a. Maslow. b. Hofstede. c. McGregor. d. Follett. (; p. 68) 19. Which of the following is not one of Hofstede’s five dimensions of national culture? a. power distance b. language proficiency c. quantity of life vs. quality of life d. long-term orientation (; . 68-69) 49 20. The measure of the extent to which people in a country accept the fact that power in institutions and organizations is distributed unequally is called: a. institutional distribution theory. b. collectivism. c. power distance. d. quantity of life. (; p. 68) 21. Cultures that emphasize _____ value relationships and show sensitivity and concern for the welfare of others. a. quantity of life b. quality of life c. power distance d. collectivism (; p. 68) 22. Capitalism, which values aggressiveness and acquisition of material goods, is consistent with Hofstede’s _____ characteristics. a. collectivism b. quality of life c. quantity of life d. hierarchical (; p. 68) 23. If Hofstede’s study on national culture were to be updated, which of the following would most likely be true? a. China would now rank low on power distance. b. Mexico would have a stronger emphasis on collectivism. c. The United States would have a higher power distance. d. The United States would have shifted from an emphasis on quantity of life to an emphasis on quality of life. (; p. 68) 24. _____ is the equivalent of low individualism. a. Collectivism b. Power distance c. Long-term orientation d. Uncertainty avoidance (a; Easy; p. 69) 25. _____ is the degree to which people in a country prefer structured over unstructured situations. a. Collectivism b. Power distance c. Long-term orientation d. Uncertainty avoidance (d; Easy; p. 69) 26. Which of the following is not one of the cultural dimensions identified by the GLOBE team? a. assertiveness b. future orientation 50 c. humane orientation d. societal institutions (; . 69-70) 27. Which of the following cultural dimensions was identified by GLOBE, but not Hofstede? a. uncertainty avoidance b. power distance c. performance orientation d. individualism/collectivism (; 69-70) 28. According to the GLOBE team, _____ encompasses the extent to which members of a society take pride in membership in small groups. a. in-group collectivism b. individualism/collectivism c. performance orientation d. human orientation (; p. 69) Attitudes 29. In contrasting values and attitudes, which one of the following is true? a. They come from different sources. b. There is no significant correlation between the two. c. Attitudes are more stable than values. d. Values are more stable than attitudes. (; p. 71) 30. The belief that “discrimination is wrong” is a value statement. Such an opinion is the _____ component of an attitude. a. cognitive b. affective c. reactive d. behavioral (; p. 71) 31. The _____ component is the emotional or feeling segment of an attitude. a. affective b. cognitive c. behavioral d. evaluative (; p. 71) 32. The _____ component of an attitude refers to an intention to behave in a certain way toward someone or something. a. affective b. cognitive 51 c. behavioral d. evaluative (; p. 71) 33. Which one of the following is not an attitude? a. job productivity b. job satisfaction c. job involvement d. organizational commitment (a; Easy; p. 71) 34. The degree to which a person identifies with his or her job, actively participates in it, and considers his or her performance important to self-worth is: a. job satisfaction. b. job involvement. c. job stability. d. organizational commitment. (; p. 72) 35. _____ refers to an individual’s general attitude toward his or her job. a. Job satisfaction b. Job involvement c. Job stability d. Organizational commitment (; p. 72) 36. Job involvement is best defined as a worker’s: a. general attitude toward his or her job. b. loyalty to the organization. c. identification with the job. d. need to participate in organizational social activities. (; p. 72) 37. If an employee’s attitude is negative toward her job, she does not have: a. organizational commitment. b. values. c. job satisfaction. d. job involvement. (; p. 72) 38. Organizational commitment is: a. an attitude. b. negatively related to turnover. c. negatively related to absenteeism. d. all of the above 52 (d; Easy; p. 72) 39. The best predictor of turnover is: a. job satisfaction. b. personality. c. organizational commitment. d. values. (; p. 72) 40. The text suggested that in today’s workplace, organizational commitment may be replaced with: a. family commitment. b. occupational commitment. c. boss commitment. d. department commitment. (; p. 72) 41. If attitudes and behavior are inconsistent, individuals will most likely: a. change their behavior. b. change their attitudes. c. change either their attitudes and/or behavior. d. do nothing. (c; Easy; p. 73) 42. Any incompatibility between two or more attitudes or between behavior and attitudes is termed: a. self-perception. b. cognitive dissonance. c. self-fulfilling prophecy. d. rational decision making. (b; Easy; p. 73) 43. The theory of cognitive dissonance was proposed by: a. Abraham Maslow. b. Leon Festinger. c. G. G. Shaw. d. John Holland. (; p. 74) 44. Festinger would propose that the desire to reduce dissonance would be determined by: a. the importance of the elements creating the dissonance. b. the degree of influence the individual believes he or she has over the elements. c. the rewards that may be involved in dissonance. d. all of the above (; p. 74) 45. Which of the following is not a moderating variable? a. the importance of the attitude b. fundamental values c. its specificity d. its accessibility (; p. 76) 53 46. The A-B relationship is likely to be much stronger if: a. an attitude refers to something with which the individual has direct personal experience. b. the attitude is not considered important. c. the attitude is not specific. d. the attitude is not easily remembered. (; p. 75) 47. _____ is the theory that attitudes are used, after the fact, to make sense out of action that has already occurred. a. Cognitive dissonance b. Escalation of commitment c. Self perception d. Lag delay (; p. 76) 48. In _____, employers elicit responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and/or the organization. a. realistic job previews b. attitude surveys c. employee audits d. job descriptions (b; Easy; p. 76) 49. Which of the following is not true concerning diversity programs? a. They almost all include a self-evaluation phase. b. Participants take part in group discussions with representatives from diverse groups. c. People confront their ethnic stereotypes. d. Only large U.S. employers sponsor diversity training. (; p. 78) Job Satisfaction 50. Job satisfaction is best described as: a. behavior. b. a value. c. an attitude. d. causing high performance. (; p. 78) 51. The best measure of job satisfaction is: a. the job involvement scale. b. the commitment scale. c. the summation of job facets. d. a one-question global rating. (; p. 78) 54 52. Independent studies conducted among U.S. workers over the past 30 years generally indicate that: a. workers are satisfied with their jobs. b. these results are generally alicable to other developed countries. c. more people report that they are satisfied than not. d. all of the above (; p. 79) 53. Which of the following is true about the relationship between satisfaction and absenteeism? a. There is a consistent positive relationship between satisfaction and absenteeism. b. There is a consistent negative relationship between satisfaction and absenteeism. c. No relationship can be established between satisfaction and absenteeism. d. Liberal sick leave policies reduce absence among satisfied employees. (; p. 80) 54. Factors other than satisfaction that impact one’s decision to leave a current job include all of the following except: a. labor market conditions. b. length of tenure with the organization. c. expectations about alternative job oortunities. d. all of the above (; p. 80) 55. Satisfaction is _____ to turnover. a. positively related b. unrelated c. negatively related d. equal in number (; p. 81) 56. There has been a marked decline in job satisfaction since: a. the early 1990s. b. the Industrial Revolution. c. the 1950s. d. the late 1930s. (a; Easy; p. 70) 57. Which of the following statements is true? a. Hay workers are productive workers. b. There is a high positive correlation between hainess and productivity. c. Productive workers are likely to be hay workers. d. Satisfaction leads to productivity. (; p. 80) 58. An important moderator of the satisfaction-turnover relationship is: a. the employee’s level of performance. b. the organization’s culture. c. management. d. hainess in general. (; p. 81) 55 59. Attending union meetings as a response to dissatisfaction would be what type of response? a. exit b. voice c. loyalty d. neglect (; p. 82) 60. Quietly continuing to do your work, even though you’re dissatisfied, is what type of response to dissatisfaction? a. exit b. voice c. loyalty d. neglect (; p. 82) 61. Maria is dissatisfied with the way that her manager treats her. She has quit her job and found a new position with another firm. She has expressed her dissatisfaction through: a. exit. b. voice. c. loyalty. d. neglect. (a; Easy; p. 82) 62. Steve is unhay with his job. He takes every possible vacation and sick day and sometimes shows up for work late. He is expressing his dissatisfaction by: a. exit. b. voice. c. loyalty. d. neglect. (; p. 82) 63. Not trying very hard as a response to dissatisfaction would be what type of response? a. exit b. voice c. loyalty d. neglect (; p. 82) 64. Henry is dissatisfied with his job but believes that his supervisor is a good man who will do the right thing. Henry has decided that if he just waits, conditions will improve. Henry’s aroach to this problem is termed: a. exit. b. voice. c. loyalty. d. neglect. (; p. 82) 56 65. Early studies of organizational citizenship behavior (OCB) assumed that it was closely linked with satisfaction. More recent evidence suggests that satisfaction influences OCB, but through perceptions of: a. fairness. b. consistency. c. productivity. d. leadership ability. (; p. 83) 66. Which of the following statements is not true? a. Satisfied employees increase customer satisfaction and loyalty. b. Dissatisfied customers can increase an employee’s job dissatisfaction. c. In service organizations, customer retention and defection are highly dependent on how front-line employees deal with customers. d. Satisfied employees are more prone to turnover. (d; Easy; p. 83) TRUE/FALSE Values 67. Personality has both content and intensity attributes. (; p. 63) 68. The content attribute of a value says that a mode of conduct is important. (; p. 63) 69. When we rank an individual’s values in terms of his/her intensity, we obtain that person’s value system. (; p. 63) 70. Most values that people hold about work are acquired on the job. (; p. 63) 71. Values tend to be stable and enduring. (; p. 64) 72. Values generally influence attitudes and behavior. (; p. 64) 73. Instrumental values are preferable modes of behavior, or means of achieving one’s terminal values. (; p. 64) 74. Milton Rokeach developed a survey that assesses terminal and instrumental values. (; p. 64) 75. RVS values vary among groups. (; p. 64) 57 76. Boomers place a great deal of emphasis on achievement and material success. (, p. 66) 77. Veterans tended to be less loyal to their employer. (; p. 66) 78. The lives of Xers have been shaped by globalization, MTV, AIDS, and computers. (; p. 66) 79. Nexters seem to be on a never-ending search for the ideal job. (; p. 67) 80. Managers consistently report that the action of their bosses is of little importance in influencing ethical and unethical behavior in their organizations. (; p. 67) 81. The loyalty of Boomers is to their careers. (; p. 68) 82. Victor Vroom has done a comprehensive analysis of national culture. (; p. 68) 83. Collectivism refers to a national culture attribute describing a loosely knit social framework in which people tend to their own interests and those of their immediate family. (; p. 68) 84. Organizations in a society high in uncertainty avoidance are likely to have more formal rules. (; p. 69) 85. It is consistent for a country with a democratic government to rank below average on power distance. (; p. 69) 86. U.S. culture ranked above average on power distance according to Hofstede. (; p. 69) 87. The GLOBE team identified 62 dimensions on which national cultures differ. (; p. 69) 88. GLOBE’s future orientation is essentially equivalent to Hofstede’s long-term/short-term orientation. (; p. 70) 89. The GLOBE dimensions have replaced Hofstede’s dimensions. (; . 70-71) Attitudes 90. The word “attitude” describes a tendency to feel and behave in a particular way toward some object. (; p. 71) 58 91. Attitudes and values are synonymous terms. (; p. 71) 92. There are three components of an attitude: cognition, affect, and behavior. (; p. 71) 93. Attitudes are more stable than values. (; p. 71) 94. In organizations, attitudes are important because they affect job behavior. (; p. 71) 95. A person with a high level of job satisfaction holds positive attitudes toward the job. (; p. 72) 96. Job involvement refers to an individual’s general attitude toward his or her job. (; p. 72) 97. High levels of job involvement have been found to be related to higher absences. (; p. 72) 98. Organizational commitment is a better indicator of turnover than job satisfaction. (; p. 72) 99. Organizational commitment is a more global response to the organization than is job satisfaction. (; p. 72) 100. Organizational commitment is probably less important in predicting job satisfaction today than it was a generation ago. (; . 72-73) 101. Research has concluded that people seek consistency among their attitudes but not between their attitudes and behavior. (; p. 73) 102. If there is an inconsistency between an individual’s attitude on a specific issue and his or her behavior, there are only two courses of action available–alter the attitude or alter the behavior. (; p. 73) 103. Cognitive dissonance explains the linkage between attitudes and behavior. (; p. 73) 104. The theory of cognitive dissonance seeks to explain the linkage between values and attitudes. (; p. 74) 105. Festinger argued that individuals will seek a stable state where there is a minimum of dissonance. (; p. 74) 106. The desire to reduce dissonance is determined by importance, choice, and reward factors. (; p. 74) 59 107. If the elements creating dissonance are relatively unimportant, the pressure to correct this imbalance will be low. (; p. 74) 108. If individuals perceive the dissonance to be an uncontrollable result, they are less likely to be receptive to attitude change. (True, Challenging; p. 74) 109. Rewards can offset dissonance. (; p. 74) 110. The more specific the attitude and the more specific the behavior, the stronger the link between the two. (; p. 75) 111. Self-perception theory uses attitudes after the fact to make sense out of an action that has already occurred. (; p. 76) 112. Attitude surveys can alert management to potential problems. (; p. 76) 113. Results from attitude surveys seldom surprise management. (; p. 76) 114. The majority of large U.S. employers and a substantial proportion of medium-sized and smaller ones sponsor some sort of diversity training. (; p. 78) Job Satisfaction 115. In measuring job satisfaction, the two most widely used measuring aroaches are a single global rating and a summation score made up of a number of job facets. (; p. 78) 116. Single global measures of job satisfaction are as valid as summation scores made up of a number of job facets. (; p. 78) 117. Studies conducted among U.S. workers over the past 30 years generally indicate that the majority of workers are satisfied with their jobs. (; p. 79) 118. At the individual level, satisfaction generally leads to productivity. (; p. 80) 119. The propensity to quit a job tends to be inversely related to job satisfaction. 60 (; p. 81) 120. Actively and constructively attempting to improve conditions is expressing dissatisfaction through loyalty. (; p. 82) 121. Voice is an active and constructive response to dissatisfaction. (; p. 82) 122. Loyalty is a passive and constructive response to dissatisfaction. (; p. 82) 123. Neglect is an active and destructive response to dissatisfaction in which an employee waits for conditions to improve. (; p. 82) 124. An increase in absenteeism is an example of dissatisfaction expressed through neglect. (; p. 82) 125. The evidence indicates that satisfied employees increase customer satisfaction and loyalty. (; p. 83) SCENARIO-BASED QUESTIONS Alication of Contemporary Work Cohorts from 27 to 62. You have read that there are certain dominant work values for each age group and 126. You can expect that your younger employees, the Nexters, will seek: a. financial success. b. long-term loyalty to the organization. c. loyalty to self. d. loyalty to career. (; Exh. 3-3; . 66-67) 127. Those employees labeled _____ are in search of balance in their lives – trading off salary increases for increased leisure time. a. Veterans b. Boomers c. Xers d. Nexters (; Exh. 3-3; . 66-67) 128. You can anticipate that your employees labeled _____ are pragmatists who believe that ends can justify their means. a. Veterans b. Boomers 61 c. Xers d. Nexters (; Exh. 3-3; . 66-67) 129. Most of the employees who entered the work force in the 50s and early 60s are called: a. Veterans b. Boomers c. Xers d. Nexters (; Exh. 3-3; . 66-67) Alications of Hofstede’s Framework a. quantity of life vs. quality of life b. individualism c. power distance d. uncertainty avoidance (; . 68-69) 131. If Hofstede’s work were to be updated, Americans would probably rank more like people from _____ on quantity of life. a. the Netherlands b. Germany c. Japan d. China (; . 68-69) 132. You will need to include each of the following as elements of Hofstede’s framework except: a. power distance. b. uncertainty avoidance. c. parochialism. d. individualism vs. collectivism. (; . 68-69) 133. Which of the following countries ranks high in long-term orientation? a. United States b. France c. Russia d. China (; . 68-69) 62 Alication of Cognitive Dissonance Theory 134. Mrs. Jonas is experiencing: a. cognitive dissonance. b. an attack of conscience. c. peer pressure. d. evaluative attitude. (; . 73-75) 135. Mrs. Jonas comes to you for an explanation of why she is so uncomfortable. You might refer her to the theories of: a. Max Weber. b. Robert House. c. Abraham Maslow. d. Leon Festinger. (; . 73-75) 136. Mrs. Jonas can be expected to relieve the discomfort she is experiencing by: a. deciding this issue is unimportant. b. rationalizing that the good to society is more than offset by the small amount of pollution. c. attempting to stop the pollution. d. all of the above (; . 73-75) 137. Toni has decided that she’ll just get a new job and get away from the problem. Toni is dealing with her dissatisfaction through: a. exit. b. voice. c. loyalty. d. neglect. (; p. 82) 138. Susan has composed a list of concerns along with her suggestions for improving conditions. Susan is dealing with her dissatisfaction through: a. exit. b. voice. c. loyalty. d. neglect. 63 (; p. 82) 139. Mark believes that his manager is a good person and will work things out if Mark just gives him time to do so. Mark is dealing with his dissatisfaction through: a. exit. b. voice. c. loyalty. d. neglect. (; p. 82) Alication of Job Satisfaction Your supervisor is trying to assess the degree to which those working for her are satisfied with their jobs. You are trying to gather information from your peers that might help her in her aim to improve job satisfaction. 140. You should advise her that a single global rating question such as “Are you satisfied with your job?” will be as good an indicator as a more sophisticated questionnaire. (; . 78-83) 141. You should advise your supervisor that there is renewed suort for the satisfaction-performance relationship at the organizational level. (; . 78-83) 142. She will find that turnover and absenteeism are both negatively related to satisfaction, but the correlation is stronger for absenteeism than for turnover. (; . 78-83) SHORT DISCUSSION QUESTIONS 143. Discuss the three components of an attitude. 144. Most of the research in OB has been concerned with three attitudes: job satisfaction, job involvement, and organizational commitment. Explain the difference between these attitudes. 145. Define and discuss the theory of cognitive dissonance. (Pages 73-75) 146. Explain self-perception theory. 147. Explain the relationship between satisfaction and productivity at the individual and the organizational MEDIUM LENGTH DISCUSSION QUESTIONS 148. Discuss the Rokeach Value Survey. Include definitions and discussion of terminal values 149. Compare Hofstede’s cultural dimensions with the GLOBE framework. (Pages 68-71) 150. Discuss how job satisfaction can impact employee productivity, absenteeism and turnover. (Pages 80-81) 151. List and explain the four ways employees can express job dissatisfaction. (Page 82) COMPREHENSIVE ESSAYS 152. Discuss the importance of values. 153. Discuss the five value dimensions of national culture described by Hofstede. Explain where the United States ranks on each of the five dimensions. (Pages 68-69) 154. Discuss cognitive dissonance theory and three ways in which individuals might alleviate dissonance. (Pages 73-75) 155. Discuss whether employee satisfaction is related to positive customer outcomes. (Page 83) Chapter 4 Personality and Emotions MULTIPLE CHOICE Personality 1. Personality is: a. always stable. b. a part of a person. c. an aggregate whole. d. comprised of traits that cannot be measured. (c; Easy; p. 93) 2. An individual’s personality is determined by: a. heredity. b. environment. c. situational factors. d. all of the above (d; Easy; p. 94) 3. Which of the following is a personality determinant? a. heredity b. environment c. both a and b d. neither a nor b (c; Easy; . 94-95) 4. Which of the following personality shaping forces is not environmental? a. parents’ height b. experience c. Protestant ethic d. culture (; p. 95) 5. Factors that are considered environmental influences on our personality include all the following except: a. birth order. b. heredity. c. culture. d. family norms. (; p. 95) 6. If personality characteristics were completely dictated by ______, they would be fixed at birth and no amount of experience could alter them. a. job satisfaction b. heredity c. environment d. situation (; p. 95) 69 7. “Bob is easy-going at home, but at work he becomes very tense and anxious.” This statement attributes Bob’s personality more to which of the following? a. heredity b. environment c. situation d. locus of control (; p. 95) 8. All of the following are listed as part of the “Sixteen Primary Traits” except: a. communicative. b. practical. c. trusting. d. submissive. (; Exh. 4-2; p. 97) 9. According to the Myers-Briggs Type Indicator, ____ are conceptualizers. a. INTJs b. ESTJs c. ENTPs d. MBTIs (; p. 96) 10. The Myers-Briggs Type Indicator examines all of the following except: a. extroverted/introverted. b. sensing/intuitive. c. perceiving/judging. d. intelligent/challenged. (d; Easy; p. 96) 11. Choose the word that best describes an ESTJ. a. quiet b. domineering c. reserved d. organizer (; p. 96) 12. A personality attribute that has potential for predicting behavior in organizations is: a. Machiavellianism. b. type A personality. c. locus of control. d. all of the above (d; Easy; p. 97) 13. Which of the following is not included in the Big Five model? a. agreeableness b. conscientiousness c. gregariousness d. emotional stability (c; Easy; p. 97) 70 14. Which dimension of the Big Five model refers to an individual’s propensity to defer to others? a. extraversion b. agreeableness c. emotional stability d. openness to experience (; p. 97) 15. Which dimension of the Big Five model is a measure of reliability? a. extraversion b. agreeableness c. emotional stability d. openness to experience (; p. 97) 16. People who consistently believe they control their own destinies have a: a. high extroversion. b. high internal locus of control. c. Type A personality. d. high propensity for risk-taking. (b; Easy; p. 97) 17. Individuals who rate high in externality (external locus of control): a. are less satisfied with their jobs. b. have lower absenteeism rates. c. are less alienated from the work setting. d. are more involved on their jobs. (; p. 97) 18. All of the following are characteristic traits of people with a high external locus of control with the exception of which of the following? a. They are less satisfied with their jobs. b. They have higher absenteeism rates. c. They are less alienated from the work setting. d. They are less involved on their jobs. (; p. 98) 19. People with an internal locus of control tend to: a. quit their jobs more often than those with an external locus of control. b. quit their jobs less often than those with an external locus of control. c. perform better on their jobs. d. start their own businesses. (; p. 98) 20. A person who believes that ends can justify means can be said to have the characteristic of: a. authoritarianism. b. Machiavellianism. c. external locus of control. d. risk-taking. (b; Easy; p. 99) 71 21. An individual high in Machiavellianism is best described as: a. maintaining emotional distance, being highly authoritative, believing in swift discipline. b. being impulsive, emotionally involved, and having strong ethical beliefs. c. being pragmatic, maintaining emotional distance, and believing ends can justify means. d. tending to make a poor manager. (; p. 99) 22. High Machs: a. manipulate more. b. are persuaded less. c. win more. d. all of the above (; p. 99) 23. _____ is the degree to which people like or dislike themselves. a. Self-esteem b. Authoritarianism c. Locus of control d. Machiavellianism (; p. 100) 24. People high in the trait self-esteem: a. are less likely to take unpopular stands than low SEs. b. tend to be more satisfied with their jobs than low SEs. c. tend to be less satisfied with their jobs than low SEs. d. tend to be more concerned with pleasing others than low SEs. (; p. 100) 25. High SEs: a. believe they possess more of the ability they need in order to succeed in work. b. will take more risks in job selection. c. are less susceptible to external influences than low SEs. d. all of the above (; p. 100) 26. How would you describe an individual who is capable of presenting striking contradictions between who they are in public and who they are privately? a. low self-esteem b. high self-esteem c. low self-monitoring d. high self-monitoring (; p. 100) 27. Low self-monitors: a. have a low behavioral consistency between who they are and what they do. b. can disguise themselves well. c. tend to pay less attention to the behavior of others than high self-monitors. d. tend to be more mobile in their careers. (; p. 100) 72 28. Which of the following has the highest risk-taking propensity? a. an accountant performing auditing activities b. a stock trader in a brokerage firm c. a computer technologist d. a marketing representative (; . 100-101) 29. An individual who is aggressively involved in a chronic incessant struggle to achieve more and more in less and less time is a(n): a. Type A. b. Type B. c. Type AB. d. extrovert. (a; Easy; p. 101) 30. Which of the following is true of the Type A personality? a. The Type A is more successful than the Type B. b. Type A’s can play for fun and relaxation, rather than to exhibit superiority. c. Type A’s are obsessed with numbers and measure their success in terms of how much of everything they acquire. d. Type A’s feel no need to discuss their achievements. (; p. 101) 31. All of the following are characteristics of Type A personality except which of the following? a. They operate under moderate to high levels of stress. b. They are faster workers. c. They feel impatient with the rate at which most events take place. d. They feel no need to display or discuss either their achievement or accomplishments unless such exposure is demanded by the situation. (; p. 101) 32. A Type A personality would be most likely to: a. be easy going. b. enjoy leisure and quiet time. c. eat his meals quickly. d. concentrate on only one task at a time. (c; Easy; p. 101) 33. Which of the following is not a characteristic of the Type B personality? a. never suffers from a sense of time urgency with its accompanying impatience b. plays for fun and relaxation c. strives to think or do two or more things at once d. can relax without guilt (; p. 101 ) 34. Which of the following is a true statement? a. We would expect to find more Type A’s in a capitalistic country. b. It is estimated that about 25% of the North American population is Type A. c. There are common personality types for a given country. d. We should expect that most North Americans would have an external locus of control. 73 (; . 101-102) 35. ____ demonstrate their competitiveness by working long hours and not infrequently, making poor decisions because they make them too fast. a. High SEs b. Type As c. Type Bs d. Self-monitors (b; Easy; . 101-102) 36. What percentage of North Americans are Type A personality? a. 10% b. 30% c. 50% d. 75% (; p. 102) 37. Holland’s theory of personality-job fit argues that job satisfaction is highest and turnover lowest where: a. personality and occupation are in agreement. b. an individual is highly motivated. c. salary is high. d. employees have an education. (a; Easy; p. 103) 38. People in ____believe that life is essentially preordained. a. America b. Canada c. Middle Eastern countries d. Brazil (; p. 102) 39. Which one of the following statements is true about the six personality types developed in Holland’s personality-job fit theory? a. People basically have similar personalities. b. Diagonally oosite types are most alike. c. Satisfaction is high when one’s personality type is congruent with his or her work environment. d. Organizations can teach a person to have the proper personality type. (; ) 40. The “realistic” personality from Holland’s typology of personality and congruent occupations would be well suited for which of the following jobs? a. painter b. accountant c. mechanic d. lawyer (; ; p. 104) 74 41. The “enterprising” personality from Holland’s typology of personality and congruent occupations would exhibit which of the following personality characteristics? a. imaginative, disorderly, idealistic b. shy, genuine, persistent c. sociable, friendly, cooperative d. self-confident, ambitious, energetic (; ; p. 104) 42. _______ developed a Vocational Preference Inventory questionnaire that contains 160 occupational titles. a. Maslow b. Holland c. Hofstede d. Herzberg (b; Easy; p. 103) 43. Since the rise of scientific management, organizations have been specifically designed with the objective of trying to control emotions. This is known as: a. the affective component of emotions. b. the myth of rationality. c. cognitive dissonance. d. emotional negation. (; p. 105) 44. _____ is (are) less intense feelings which lack a contextual stimulus. a. Internal stimuli b. Affect c. Emotions d. Moods (; p. 106) 45. ______ theory suggested people in job environments congruent with their personality types should be more satisfied and are less likely to voluntarily resign than should people in incongruent jobs. a. Holland’s person-job fit b. Nunnally’s Big Five c. Hofstede’s d. The GLOBE team’s (a; Easy; p. 1-4) 46. _____ is (are) reactions to an object, not a trait. They are object-specific. a. Internal stimuli b. Affect c. Emotions d. Moods (; p. 106) 75 47. Which of the following is not true concerning emotions? a. Some emotions can reduce employee performance. b. Employees bring an emotional component with them to work every day. c. The role of emotions does not have to be studied in organizational behavior. d. In the past, emotions were rarely viewed as being constructive. (; . 105-106) 48. If an employee expresses organizationally desired emotions during interpersonal transactions, _____ is being expended. a. emotional labor b. negative synergy c. dissonance d. emotional intelligence (a; Easy; p. 106) 49. _____ is a generic term that covers a broad range of feelings that people experience. a. Affect b. Emotions c. Moods d. Emotional labor (a; Easy; p. 106) 50. Which of the following is not true with respect to the role that emotions play in the workplace? a. Ability to effectively manage emotions may be critical to success in leadership positions. b. Emotions can hinder performance. c. Emotions can enhance performance. d. Emotional labor recognizes that feelings should be stifled because they are not part of a job’s required behavior. (; p. 106) 51. Emotions that are organizationally required and considered aropriate in a given job are termed: a. felt emotions. b. displayed emotions. c. conditional emotions. d. exposed emotions. (; p. 106) 52. _____ are an individual’s actual emotions. a. Felt emotions b. Displayed emotions c. Conditional emotions d. Exposed emotions (; p. 106) 76 53. _____ are intense feelings that are directed at someone or something. a. Felt emotions b. Displayed emotions c. Conditional emotions d. Exposed emotions (; p. 106) 54. _____ is when an employee expresses organizationally desired emotions during interpersonal transactions. a. Felt emotions b. Displayed emotions c. Conditional emotions d. Exposed emotions (; . 106-107) 55. Which of the following is not one of the six universal emotions? a. anger b. fear c. hate d. sadness (; p. 107) 56. People who have a lack of emotion suffer from: a. self-awareness. b. alexithymia. c. felt emotions. d. displayed emotions. (; p. 109) 57. Which of the following statements is not true about the difference between men and women when it comes to emotional reactions and ability to read others? a. Women show greater emotional expression. b. Men express emotions more intensely. c. Men express anger more frequently. d. Women are better at reading nonverbal cues. (; . 109-110) 58. Which of the following is not true concerning cultural influences impacting emotions? a. Cultural factors influence what is or isn’t considered as emotionally aropriate. b. What’s acceptable in one culture may seem unusual or even dysfunctional in another. c. All cultures agree on the interpretation they give to emotions. d. There tends to be high agreement on what emotions mean within cultures. (; .110-111) 59. Which of the following is not a dimension of emotional intelligence? a. self-awareness b. self-management c. self-motivation d. self-evaluation (; p. 111) 77 60. _____ refers to an assortment of noncognitive skills, capabilities, and competencies that influence a person’s ability to succeed in coping with environmental demands and pressures. a. Emotional intelligence b. IQ c. Learned intelligence d. Aptitude (a; Easy; p. 111) 61. Leaving early, sabotage, gossiping, and verbal abuse are examples of: a. involuntary actions that violate norms. b. employee deviance. c. emotional labor. d. emotional quotient factors. (; p. 113) TRUE/FALSE Personality 62. All our behavior is somewhat shaped by our personalities. (; p. 94) 63. Personality is the sum total of the way in which an individual reacts to and interacts with others. (; p. 94) 64. Personality looks at the parts of the person rather than the aggregate whole. (; p. 94) 65. An adult’s personality is now generally considered to be made up of both hereditary and environmental factors, moderated by situational conditions. (; . 94-95) 66. Researchers have found that genetics accounts for about 50 percent of the personality differences and more than 30 percent of the variation in occupational and leisure interests in studies of identical twins. (; p. 94) 67. If personality characteristics were completely dictated by heredity, they would be fixed at birth and no amount of experience could alter them. (; p. 95) 68. A trait can be described as a characteristic or behavior that is consistently exhibited in a large number of situations. (; p. 96) 69. Myers-Briggs Type Indicator is a 100-question personality test that types four characteristics into sixteen personality types. (; p. 96) 78 70. Certain situations are more relevant than others in influencing personality. ; p. 95) 71. A recent study of contemporary businesspeople who created supersuccessful firms found that all of these individuals were NTs. (; . 96-97) 72. INTJs are visionaries. (; p. 96) 73. ESTJs are organizers. (; p. 96) 74. The ENTP type is a conceptualizer. (; p. 96) 75. If you were looking for an employee who was an organizer, you would probably choose one whose type is INTJ. (; p. 96) 76. A substantial body of research suorts the MBTI as a valid measure of personality. (; p. 97) 77. An impressive body of research suorts that five basic personality dimensions underlie all others. (; p. 97) 78. The Big Five Model factor termed “extroversion” is probably a good predictor of job performance in most professions. (; p. 97) 79. Conscientiousness refers to an individual’s propensity to defer to others. (; p. 97) 80. Individuals with an internal locus of control believe that they are masters of their own fate. (; p. 98) 81. Individuals who rate high in external locus of control are more satisfied with their jobs and have lower absenteeism rates. (; . 98-99) 82. Individuals who have an internal locus of control tend to have lower absence rates. (; p. 99) 83. Overall evidence is that employees with an internal locus of control tend to perform better on their jobs. (; p. 99) 84. Externals should do well in jobs that are well structured and routine and in which success depends heavily on complying with the direction of others. 79 (; p. 99) 85. An individual low in Machiavellianism is pragmatic and believes that ends can justify means. (; p. 99) 86. Janet keeps emotional distance from her coworkers and believes that the ends can justify the means. Janet would rate high in Machiavellianism. (; . 99-100) 87. Self-esteem is directly related to expectations for success. (; p. 100) 88. Individuals with high SE are more likely to choose unconventional jobs. (; p. 100) 89. In managerial positions, low SEs will tend to be concerned with pleasing others. (; p. 100) 90. Low SEs tend to be more satisfied with their jobs than high SEs. (; p. 100) 91. Self-monitoring refers to an individual’s ability to adjust his or her behavior to external, situational factors. (; p. 100) 92. Self-monitoring is the trait that considers the degree to which a person likes or dislikes himself. (; p. 100) 93. Low self-monitors show high behavioral consistency. (; p. 100) 94. Low risk-takers make more rapid decisions. (; . 100-101) 95. The evidence demonstrates that decision accuracy is the same for high and low risktaking managers. (; p. 101) 96. Individuals with Type A personalities exhibit those characteristics highly prized by the North American culture. (; p. 101) 97. Zack is always moving and is impatient. He prefers work to leisure and seems obsessed with numbers. Zack is probably a Type B. (; p. 101) 98. Type A personalities are never concerned with time. (; p. 101) 80 99. Type B personalities feel no need to display or discuss their achievements unless such exposure is demanded by the situation. (; p. 101) 100. Type B’s tend to operate under more stress than Type A’s. (; p. 101) 101 Type As tend to be creative. (; p. 102) 102. The five personality factors identified in the Big Five Model aear in almost all crosscultural studies. (; p. 102) 103. Each country has a common personality type. (; p. 102) 104. It is estimated that about 50 percent of the North American population is Type A. (True, Moderate, p. 102) 105. Individuals with Holland’s “investigative” personality are well suited for careers as small business managers. (; ; p. 104) 106. Holland’s “conventional” personality, placed in the position of a cost accountant, is likely to be dissatisfied and quit. (; ; p. 104) 107. Moods are intense feelings that are directed at someone or something. (; p. 106) 108. The concept of emotional labor originally developed in relation to service jobs. (; p. 106) 109. Displayed emotions are innate. (; p. 106) 110. Felt emotions are an individual’s actual emotions. (; p. 106) 111. Research has identified six universal emotions: anger, fear, sadness, hainess, disgust, and surprise. (; . 107-108) 112. People who suffer from alexithymia are well suited for managerial positions. (; p. 109) 113. Evidence confirms there is no real difference between men and women when it comes to emotional reactions and ability to read others. (; . 109-110) 81 114. There tends to be high agreement on what emotions mean within cultures, but not between. (; p. 111) 115. People who are good at reading others’ emotions may be more effective in their jobs. (; p. 111) 116. Actions called “employee deviance” are voluntary actions. (; p. 113) SCENARIO-BASED QUESTIONS Alication of the Myers-Briggs Type Indicator You are assembling a team to work on a long-term project which requires creativity, stamina, and farsightedness. The only piece of information available to you is the Myers-Briggs Type of each of the alicants. Use your knowledge of the four basic characteristics of each person to choose people for the following situations. 117. You need to choose a lead person for the team. This person must have great vision and must have an original mind with great drive. You will probably pick: a. ENTP. b. INTJ. c. ENFP. d. ISFP. (; . 96-97) 118. You are looking for an organizer, a person on whom you can depend to be practical and realistic. You will probably pick: a. ESTJ. b. ENTP. c. ISFP. d. INTJ. (; . 96-97) 119. You need a person who is innovative, individualistic, versatile, and attracted to entrepreneurial ideas. You will probably choose: a. INTJ. b. ISFP. c. ENTP. d. ESFJ. (; . 96-97) Alication of the Big Five Model You are the manager of a small boutique. You have decided to aly the Big Five Model in order to understand your employees and their work habits because it is generally suorted by an impressive body of research. You want to use the five dimensions of personality to match individuals with jobs to which they are well-suited. 82 120. Michelle Jackson, one of your newest employees, is an extrovert. Which of the following statements is not true? a. You should expect Michelle to perform well as a salesperson. b. Michelle will probably have a large number of relationships. c. Michelle will be friendly and outgoing. d. Michelle will be quite comfortable with solitude. (; p. 97) 121. You know that your customers are demanding and sometimes difficult. Which personality dimension taps a person’s ability to withstand stress? a. extroversion b. agreeableness c. conscientiousness d. emotional stability (; p. 97) 122. Jane Simpson rates low on conscientiousness. You should expect that she: a. will be easily distracted. b. will find comfort in the familiar. c. will be nervous, depressed, and insecure. d. will be comfortable with solitude. (; p. 97) 123. Which of the five factors of personality will probably be most important in predicting organizational citizenship behavior (OCB)? a. extroversion b. agreeableness c. conscientiousness d. emotional stability (; p. 98) Alication of Major Personality Attributes Influencing OB Mary Wood is a new manager. She recognizes that personality attributes can help to explain and predict employee behavior. 124. Mary’s employee, Bob, has a low absenteeism rate. He takes responsibility for his health and has good health habits. He is likely to have: a. an internal locus of control. b. an external locus of control. c. a high Mach score. d. a high emotional stability level. (; . 98-101) 125. Mary has an opening for a position requiring a lot of face to face interaction with others. She should identify the employee with ______ for a good fit. a. a high Mach score b. a low Mach score c. an internal locus of control d. an external locus of control (; . 98-101) 83 126. Another position requires an employee who can take unpopular stands. She should identify the employee with ___ for a good fit. a. a high SE b. a low SE c. an internal locus of control d. an external locus of control 127. Monica is majoring in interior design. Her personality type is “realistic” according to Holland’s Typology. Which of the following statements is correct? a. Monica’s personality type is well-suited to her major. b. Monica is better suited to be a bank teller. c. Someone with an “artistic” personality type would be better suited to a major in interior design. d. Interior design is a congruent occupation with a “social” personality type. 128. Which of your friends is best suited to being an accountant? a. Walter b. Neil c. Jessica d. Monica (; ; ) 129. Which of your friends is most likely to find a successful career as a writer? a. Walter b. Neil c. Jessica d. Monica (; ; ) 130. Who might be well-suited to being a lawyer? a. Walter b. Neil c. Jessica d. Monica (; ; ) 84 SHORT DISCUSSION QUESTIONS 131. List and describe the three determinants of personality. (Pages 94-95) 132. Identify the five key traits in the Big Five personality model. (Page 97) 133. What is locus of control? What is the difference between an internal and external locus of control? (Pages 97-98) 134. Describe the Type A personality and its relationship to success. (Pages 101-102) 135. What is the “myth of rationality?” (Page 105) (Pages 106-107) MEDIUM LENGTH DISCUSSION QUESTIONS 137. Discuss the “Big Five” model of personality. (Page 97) 138. Explain the differences among the following terms: affect, emotions, and moods. (Page 106) 139. Can people be emotionless? (Page 109) 140. What is emotional intelligence? What are the five dimensions of emotional intelligence? (Page 109) COMPREHENSIVE ESSAYS 141. What is the Myers-Briggs Type Indicator (MBTI) and how might it be used by managers? (Pages 96-97) 142. Discuss Holland’s personality-job fit theory and its importance. (Pages 103-105) 143. Discuss whether there are gender differences regarding emotions. [Show More]

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