Exam 1
Research indicates that baby boomers and Generation-X employees bring the same values and expectations to the workplace
False
Self-fulfilling prophecy occurs whenever supervisors accurately predict the future performance of recently hired employees.
False
Situational factors always constrain, rather than facilitate, behavior and performance.
False
Social learning theory states that we can only learn when we ourselves have interacted with the environment and have received consequences following our own behavior.
False
The "triple bottom line" philosophy says that in addition to their own profitability, successful organizations focus on the financial performance of their suppliers and customers.
False
The MARS model was developed by Mars, Incorporated (which manufactures M&Ms) to describe best practices in operations management.
False
The best organizational practices are those built on the notion that organizations are closed systems.
False
The distributive justice principle suggests that people who are similar in relevant ways should receive dissimilar benefits and burdens based on their individual rights.
False
The more interaction we have with someone in a meaningful way, the more we rely on stereotypes and other perceptual shortcuts to understand that person.
False
The principle of utilitarianism advises us to seek the greatest good for ourselves.
False
Working on a self-directed team actually reduces employee motivation because employees feel they have no direction.
False
The only way to know whether an employee has learned something is if there is a relatively permanent change in the employee's behavior.
True
While it is very difficult to prevent the activation of stereotypes, we can minimize the application of stereotypic information.
True
Workforce diversity potentially improves decision making and team performance on complex tasks.
True
One limitation with information about cross-cultural values is that it incorrectly assumes that everyone within a specific country holds similar values.
True
The ideal situation in organizations is to have employees whose values are perfectly congruent with the organization's values.
False
Globalization refers to economic, social, and cultural connectivity with people in other parts of the world.
True
Conscientiousness and emotional stability (low neuroticism) stand out as the personality traits that best predict individual performance in almost every job group.
True
Companies can train their employees to acquire aptitudes.
False
Companies with a strong learning orientation warn employees that mistakes will not be tolerated.
False
Espoused values represent the values that spouses have in common.
False
In order for something to be called an organization, it must have buildings and equipment.
False
Most experts agree that personality is shaped solely by nurture (socialization, life experiences, interaction with the environment), and is not influenced by nature (genetic or hereditary origins).
False
People with a high score on the neuroticism personality dimension tend to be relaxed, secure, and calm
False
People with high ethical sensitivity are more ethical than people with low ethical sensitivity.
False
People with high power distance expect relatively equal power sharing.
False
Personality traits are generally more evident in situations where social norms and reward systems constrain behavior.
False
According to the MARS model, employee performance will remain high even if one of the four factors significantly weakens.
False
Moral intensity is the degree to which an issue demands the application of ethical principles.
True
One of the ways organizations acquire knowledge is by hiring individuals, or purchasing entire companies, that have valued knowledge.
True
One problem with the individual rights principle is that certain individual rights may conflict with others.
True
Our emotions influence what we recognize or screen out.
True
Our habitual behavior tends to be consistent with our values, but our everyday conscious decisions and actions apply our values much less consistently.
True
Role perception includes an understanding of what the employee is supposed to do, the priority of various tasks, and the preferred behaviors for accomplishing tasks.
True
Social identity theory explains self-concept in terms of the person's unique characteristics (personal identity) and membership in various social groups (social identity).
True
The contingency anchor in organizational behavior suggests that we need to diagnose the situation to identify the most appropriate action under those specific circumstances.
True
Continuous reinforcement provides the most rapid learning of the targeted behavior.
True
Employees who experience job dissatisfaction or work-related stress are more likely to be absent or late for work.
True
Fundamental attribution error occurs because observers can't easily see the external factors that constrain the person's behavior.
True
In behavior modification, antecedents refer to environmental cues that inform employees that certain behaviors will have particular consequences.
True
