Quizzes

consultation

Which influence tactic increases commitment from the target, who has a stake in seeing that his or her opinions were right?

It makes training new employees easier when replacements are needed.

Which of the following is true about work specialization? 1. It creates more problems in larger firms where little flexibility is required. 3. It makes training new employees easier when replacements are needed. 4. It encourages employees to upgrade their skills in multiple disciplines. 5. It improves the flexible nature of workers. It ensures that each worker performs different tasks every day.

openness to experience

The Pulse, an HR company, introduced a 360-degree feedback system. Jack, who was being considered for a promotion, was described as someone who is eager to learn and innovate. Alex was appreciated for his meticulous and organized work and was the one the team could depend on during crunch time. Isabelle's ability to be cooperative, accommodating, and sociable to customers who had grievances was well acknowledged in the feedback.In the context of the Big Five taxonomy, the personality dimension _____ best describes Jack.

erosion

The _____ model suggests that employees with fewer bonds will be most likely to quit the organization.

projection bias

The belief that others think, feel, and act the same way as you do refers to: 1. availability bias. 2. anchoring effect. 3. bandwagon effect. 4. projection bias. 5. halo effect.

needs

The cognitive groupings or clusters of outcomes that are viewed as having critical psychological or physiological consequences are known as:

neuroticism

The day before Jackson takes an important test in school, he shows a tendency to get nervous, moody, and insecure. In the context of the Big Five taxonomy, the personality dimension _____ best describes Jackson.

hypotheses

The scientific method requires that theories be used to inspire _______.

apathetic

Tim is a new hire at The Journal, a weekly publication. He does not like his job and is not committed to the organization. He hardly exerts even the effort that is required to keep his job. Tim is staying with The Journal because he does not want to be unemployed. Tim is a(n) ______.

independent forms

According to the _____ model of withdrawal, various withdrawal behaviors are uncorrelated with one another, occur for different reasons, and fulfill different needs on the part of employees.

individual mechanisms

According to the integrative model of organizational behavior, motivation, trust, justice, and ethics are _____.

social networking system

Captive Minds, an entrepreneurial organization, started a monthly online journal dedicated to allowing employees to put forth their ideas about improving company performance in an open forum. Feedback is given through the company website, viewable by all employees. Colleagues, managers, and peers can give their constructive feedback without revealing their identity. The employees welcomed this idea as they were able to give feedback without hurting anyone's ego. What system has the management successfully implemented?

process gain

Getting more from the team than you would expect according to the capabilities of its individual members is called _____.

low; low

In organizations with fragmented cultures, there is _____ sociability and _____ solidarity.

organizational culture

In the integrative model, which organizational mechanism captures shared knowledge about the rules, norms, and values that shape employee attitudes and behaviors?

higher; social requirements of the job are high

Individuals who exhibit apparent sincerity, interpersonal influence, networking ability, and social astuteness are likely to have _____ ratings on task performance when the _______.

Negative reinforcement

_____ occurs when an unwanted outcome is removed following a desired behavior.

strong positive

Job satisfaction has a _____ correlation with affective commitment.

reward

Leah wants to upgrade her skills, and she approaches Timothy, the Human Resources manager, to try to convince him to send her for the Advanced Negotiation and Portfolio Management Training program. Timothy has which kind of power?

normative

Many companies pay all or part of an employee's tuition for master's degree programs. If an employee has taken advantage of this, it can increase the employee's level of ______ commitment.

False According to Project GLOBE, transformational leadership is the most universally accepted approach to leadership.

True/False: According to Project GLOBE, transformational leadership is the second-most universally accepted approach to leadership. The most accepted approach is transactional leadership. Group starts

sustainability

A culture that attempts to help the greater social good is a _______ culture.

Deductive reasoning

A job analysis revealed that the primary skill required in applicants for a particular job is the ability to make effective decisions based on a presented set of facts. Which of the following types of abilities is the job analysis describing here? 1. Inductive reasoning 2. Spatial reasoning 3. Hypothetical reasoning 4. Quantitative reasoning 5. Deductive reasoning

a strong culture

A manager at a company where everyone always wore a dark suit and white shirt ran out of white shirts one day and decided to wear a very light blue shirt to work. Coworkers stared, pointed at him, and commented so negatively to him that at noon, he went out and bought a new white shirt and changed before going back to the office. This situation is indicative of ______.

Project teams

A team was formed to coordinate the impending ISO accreditation process for a company over a period of six months. The team members are drawn from various departments. Which type of teams does this most signify?

feedback

According to the job characteristics theory, the degree to which carrying out the activities required by the job provides the worker with clear information about how well he or she is performing is known as _____.

True

True/False: Adaptive task performance involves employee responses to task demands that

True members have to wait their turn to express their ideas

True/False: Brainstorming results in production blocking.

False A differentiation strategy often hinges on adjusting to changing environments quickly, which often makes an organic structure more appropriate.

True/False: Companies that focus on a differentiation strategy are more likely to take a mechanistic approach to organizational design.

False

True/False: Creative task performance is a behavior that is only valuable in jobs such as artist and inventor.

False Expectancy represents the belief that exerting a high level of effort will result in the successful performance of some task.

True/False: Expectancy represents the belief that low performance is the outcome of high efforts.

consideration

Alice has a deep concern for the welfare of her subordinates and she promotes interactive discussions with them. Alice can be described as a manager who scores high on:

False Conscientiousness is the most important of the Big Five from the perspective of job performance; neuroticism is the second most important.

True/False: From the perspective of job performance, neuroticism is the most important of the Big Five. Group starts

matrix organization

At M & M Technology, employees are grouped according to their functional expertise as well as the different key product lines that they are working on. Hence, the company has simultaneously created a combination of a functional and a product structure. Which structure is this an example of?

Rituals

At Rolce Technologies, the core design team of 10 employees has daily "stand-up" meetings. All the core design team members gather standing up for a rapid-fire update on current projects. These stand-up meetings are representative of which of the following components of the organization's culture? 1. Stories 2. Ceremonies 3. Enacted values 4. Rituals 5. Symbols

False Behavioral coping involves the set of physical activities that are used to deal with a stressful situation.

True/False: In contrast to cognitive coping, behavioral coping refers to the thoughts that are involved in trying to deal with a stressful situation. Group starts

True

True/False: Job satisfaction is an individual mechanism that directly affects job performance and organizational commitment.

political deviance

Behaviors that intentionally disadvantage other individuals rather than the larger organization are referred to as _____.

a moderate positive; a moderate negative

Equity has _____ effect on citizenship behavior and _____ effect on counterproductive behavior.

False Although relaxation techniques differ, their basic idea is the same—they teach people how to counteract the effects of stressors by engaging in activities that slow the heart rate, breathing rate, and blood pressure.

In general, relaxation techniques to reduce strain attempt to help people appraise and cope with stressors in a more rational manner. Group starts

high; high

In organizations with communal cultures, there is _____ sociability and _____ solidarity.

deductive reasoning

Judicial systems across the world are based on certain codes of legal provisions, which are applied to individual cases. Thus, the job of a judge primarily involves making decisions by applying these rules of law to render judgments, which is a function of his or her ability in the area of _____.

Test for general cognitive ability

Robin works for a small firm with only enough money budgeted to use one test to help with hiring decisions. What kind of test would be the most generally beneficial for the company, applicable to the most jobs?

sensing; intuition

Sam and Matilda are successful stockbrokers working with the Invest Right Brokerage firm. Before buying a company's stock, Sam reviews the company's reports and past data. Matilda, on the other hand, buys stock based on speculation. According to the Myers-Briggs Type Indicator, the _____ type best describes Sam and the _____ type best describes Matilda.

high autonomy

Seth is a tax accountant who has the freedom to set his own schedule with his clients. This indicates that Seth's job has _____.

collectivistic

Solina is very uncomfortable because she received a larger bonus than other members of her work group. She is most likely from a ______ culture.

conjunctive tasks

Tasks for which the team's performance depends on the abilities of the "weakest link" are called _____.

conscientiousness

The Big Five personality dimension that has the biggest influence on job performance is _____.

compensatory forms

The _____ model of withdrawal argues that the various withdrawal behaviors negatively correlate with one another—that doing one means you're less likely to do another. The idea is that any form of withdrawal can compensate for, or neutralize, a sense of dissatisfaction, which makes the other forms unnecessary.

pooled

The type of task interdependence with the lowest degree of required coordination among team members is _____ interdependence.

high identity

Tom is a commercial interior designer. He is responsible for coming up with the basic layout of spaces within a building as well as other aspects such as the acoustics, lighting, temperature, color, furniture, furnishings, moldings, and paneling inside the building, as well as supervising the implementation of the design. He enjoys transforming interior spaces into something functional as well as aesthetically appealing. Tom's job has:

True Valence reflects the anticipated value of the outcomes associated with performance. Valence can be positive, negative, or zero.

True/False: Valence can be positive, negative, or zero.

True In general, person-organization fit is more closely related to citizenship behavior than to task performance.

True/False: In general, person-organization fit is more closely related to citizenship behavior than to task performance.

False These guideline apply to the use of reward power. See Table 13-2.

True/False: When using legitimate power, managers should be careful to offer the types of rewards people desire and not promise more than they can deliver. Group starts

True Research tends to support many of the time-driven model's propositions, particularly when it uses practicing managers as participants

True/False: Research tends to support many of the time-driven model's propositions, particularly when it uses practicing managers as participants.

Leader styles and behaviors

What captures the specific actions that leaders take to influence others at work?

embeddedness

What term refers to the work and nonwork forces that bind us to our current employer?

0

What value indicates no statistical relationship between two variables?

behavioral modeling

When employees observe the actions of others, learn from what they observe, and then repeat what they have observed, they are engaging in ______.

loyalty

Which of the following reactions to a negative work environment is defined as a constructive, passive response? 1. Exit 2. Voice 3. Loyalty 4. Neglect 5. Defense

Weak chains of command

Which of the following typifies the structure that organic organizations rely on? 1. High levels of formalization 2. A rigid and hierarchical chain of command 3. High degree of work specialization 4. Weak chains of command 5. Centralization of decision making

Avoiding

_____ occurs when one party wants to remain neutral or stay away from conflict to let things cool down.

similarity-attraction

"Diversity on attributes such as cultural background, race, and attitudes is associated with communication problems and ultimately poor team effectiveness." This statement represents the theory of the _____ approach to diversity in teams.

mathematical reasoning

A group of friends decided to start their own venture capital firm with the resources and abilities they have. Jessie is really good at applying formulas to solve complex problems that involve numbers. Teddy excels at combining specific data into general conclusions. Ralph is able to study stock market data and predict how the market fluctuations will affect an industry. These employees believe that they can build a great future and they are working hard toward their goals.From the information given, it can be concluded that Jessie has high ability in the area of _____.

Action processes

A special surveillance and rescue team is being deployed to counter the menace of pirates in the Indian Ocean. Nick, Sid, Leah, and Kevin are the core members of the team. Nick was elected as the leader of the team. Sid is responsible for monitoring the team's progress toward its goals. Kevin took on the role of motivator and confidence builder for the team. This team has worked together before and has developed a high level of common understanding regarding the team and its mission. Members also strongly believe that the team can be effective across a variety of situations and tasks. As a standard practice, before deployment, the team members observe how other members perform their roles by shadowing and going through simulations.Sid's role of monitoring the team's progress contributes to which of the following teamwork processes? 1. Brainstorming processes 2. Action processes 3. Transactive memory processes 4. Transition processes 5. Interpersonal processes

Consultative

According to research on the time-driven model of leadership, which leadership style seems to be overused by managers?

Pay satisfaction and promotion satisfaction

According to research, of the five facets of value-percept theory, which two facets have moderately strong influences on overall job satisfaction? 1. Pay satisfaction and promotion satisfaction 2. Promotion satisfaction and coworker satisfaction 3. Supervision satisfaction and altruism 4. Coworker satisfaction and supervision satisfaction 5. Satisfaction with the work itself and promotion satisfaction

Supervisor's salary

According to the value-percept theory, for an employee to have high supervision satisfaction, which of the following is not critical? 1. Supervisor's likeable nature 2. Rewards and recognition for good performance 3. Supervisor's ability to help the employee attain what he or she values 4. Supervisor's values and beliefs 5. Supervisor's salary

Setting specific goals

After his annual performance appraisal, Ted was disappointed with his 10 percent increase in pay, compared to the 20 percent increase his colleagues received. When Ted spoke to his manager, he was told his colleagues were able to perform well over the minimum standard. Ted had not been aware of the minimum he was expected to achieve or the levels generally achieved by his colleagues. What would help Ted improve his performance? 1. Increasing Ted's goal commitment 2. Increasing Ted's task complexity 3. Setting specific goals 4. Decreasing Ted's valence 5. Increasing Ted's dissonance

facilitative

Alexandria, Brittney, Nicole, and Dolce are four managers at Polar Coat Manufacturing. Each uses a different decision-making style and believes that her style is the best. Alexandria always presents the problem to her employees, gathers their opinions/suggestions, and then makes the decision herself. Brittney gives her employees the responsibility for making the decision within a set of specified boundary conditions. Nicole makes the decision without asking her employees for their opinions/suggestions. Dolce presents the problem to her employees and seeks consensus with an emphasis that her opinion should only count as important as every other employee's in her department.Dolce is displaying the _____ decision-making style.

inductive reasoning Inductive reasoning refers to the ability to consider several specific pieces of information and then reach a more general conclusion regarding how those pieces are related. Inductive reasoning is required of police detectives and crime scene investigators who must consider things like tire tracks, blood splatter patterns, fibers, and fingerprints to reach conclusions about perpetrators of crimes and causes of death.

Alice was recently hired by a detective agency after rounds of pre-employment testing and interviews. The pre-employment testing showed that she had a high ability to gather information regarding crimes, filter out unwanted information, and draw the right conclusions to strengthen her case. We can say that the pre-employment tests revealed that Alice is good at _____.

legitimate

Andy, Ben, and Carl are employees at Palliative Care Home (PCH). They report to Lisa, who is the department manager. Lisa has a tremendous amount of freedom to make decisions on how she manages her employees. She recently gave Andy the preferred shift for his outstanding service to the patients at PCH, along with an employee-of-the-month award. In his acceptance speech, Andy indicated he is simply trying to emulate Carl, who is liked by all the patients at PCH. He admires Carl and has learned several things about the job by just observing him. Ben, feeling left out, has started to enlist other employees in the department to help influence Lisa for next month's award.Given her position as the department manager, Lisa has _____ power.

coalition

Andy, Carl, and Ben are employees at Palliative Care Home (PCH). They report to Lisa, who is the department manager. Lisa has a tremendous amount of freedom to make decisions on how she manages her employees. She recently gave Andy the preferred shift for his outstanding service to the patients at PCH, along with an employee-of-the-month award. In his acceptance speech, Andy indicated he is simply trying to emulate Carl, who is liked by all the patients at PCH. He admires Carl and has learned several things about the job by just observing him. Ben, feeling left out, has started to enlist other employees in the department to help influence Lisa for next month's award.Ben is attempting to use the _____ influence tactic on Lisa to win the employee-of-the-month award for the next month.

functional

At ABC Manufacturing, employees are grouped according to their expertise in an area. All marketing employees are in one department, all finance employees are grouped in another department, and similarly, all human resources and manufacturing employees are in their respective departments. Which structure does ABC Manufacturing use?

a narrow span of control; a wide span of control

At Cool Clothes, Inc., there is a total focus on providing care and satisfaction to each customer. In the Major Clients division, each manager is assigned 3 employees to supervise, whereas in the Product Assembly division, each manager supervises about 15 employees. The Major Clients division's managers can be described as having _____ as opposed to _____ for the Product Assembly division managers.

narrow span of control; a wide span of control

At Cool Clothes, Inc., there is a total focus on providing care and satisfaction to each customer. In the Major Clients division, each manager is assigned 3 employees to supervise, whereas in the Product Assembly division, each manager supervises about 15 employees. The Major Clients division's managers can be described as having _____ as opposed to _____ for the Product Assembly division managers.

ritual

At Delta Diamonds, Inc., managers start every week with a two-hour meeting, focusing on goals for that week and open communication among team members in their department and ways to achieve the goals. This routine describes a _______.

symbol

At Verve Inc., Marie has been the department manager for five years. Marie starts every Monday morning with a 60-minute department meeting where each member in the department gets five minutes to report progress; share stories of success and failure; and seek general input, advice, and information. Jeremy is responsible for sharing an anecdote, an account, or a legend about the company for every first Monday of the month to keep everyone reminded of where they work and what is important. Marie has created the workplace for her department in a totally open forum. There are no walls or cubicles, and everyone—including Marie—is in one open room. Marie has created a skull with a victory flag on its forehead as her department's corporate logo representing the "victory or die trying" motto for her group. The group has succeeded in achieving some exceptional results in the past two years.Marie's logo can be described as a(n):

Telling

Ben, Tom, Ron, and Harry are managers working at Eva Pure, a bottled water manufacturing company. They each supervise groups of employees who are very different from each other. From a readiness point of view, it can be said that Ben's group is able but unwilling, Tom's unit is both able and willing, Ron's is neither able nor willing, and Harry's is not able but highly willing to take on the responsibilities.Which of the following leadership behaviors should Harry adopt to deal with his group's readiness? 1. Delegating 2. Telling 3. Selling 4. Participating 5. Negotiating

interpersonal justice

Bryan, a first-line supervisor at Little Toys, regularly uses abusive and derogatory words when dealing with his subordinates. Many employees have also heard Bryan refer to specific employees with inappropriate labels ridiculing their ethnicity, names, or weaknesses. From the scenario, it can be concluded that workers at Little Toys lack _____. 1. distributive justice 2. informational justice 3. procedural justice 4. interpersonal justice 5. restorative justice

Social networking system The technology of social networking services such as Facebook and Twitter has recently been applied in organizational contexts for the purposes of developing and evaluating employee job performance. These types of systems provide performance information that is much more timely, relative to traditional practices that measure performance quarterly or even yearly.

Captive Minds, an entrepreneurial organization, started a monthly online journal dedicated to allowing employees to put forth their ideas about improving company performance in an open forum. Feedback is given through the company website, viewable by all employees. Colleagues, managers, and peers can give their constructive feedback without revealing their identity. The employees welcomed this idea as they were able to give feedback without hurting anyone's ego. Which of the following systems has the management successfully implemented? 1. Forced ranking method 2. Social networking system 3. Behaviorally anchored rating scale 4. Citizenship system 5. Task performance system

moderate positive

Challenge stressors have a ______ relationship with organizational commitment.

task performance

Charles finds an advertisement for an accountant's position at a local office. The advertisement mentions preparing, examining, and analyzing accounting records for accuracy and completeness as job responsibilities of the position. This job description refers to: 1. comprehension skills. 2. task performance. 3. counterproductive behavior. 4. citizenship behaviors. 5. organizational commitment.

individualistic

Chris is frequently hostile to other team members, cynical about the goals of the team and others' engagement in the project, and sometimes disagrees and stubbornly blocks progress "just because." Chris's behavior reflects a(n) ______ role.

interpersonal and organizational

Citizenship behaviors can be divided into the two main categories of:

Other awareness Other awareness is the appraisal and recognition of emotion in others. People who are high in this aspect of emotional intelligence are not only sensitive to the feelings of others but also can anticipate the emotions that people will experience in different situations.

Claire, the manager at Connect, is a favorite with her employees because she has the ability to recognize and understand the emotions of her peers and subordinates. She interacts with all employees in a warm manner and is very approachable when her employees are encountering any problems. Which of the following characteristics does Claire possess? 1. Need for power 2. Other awareness 3. Emotion regulation 4. Emotional resilience 5. Need for achievement

networking maps

Companies such as Microsoft, Pfizer, and Google are increasingly using ________ to understand the power structures in their organizations and who holds and wields the most influence. They ask employees questions such as "Who do you go to with a new idea?" and "Who can best help you solve a problem?" They analyze the responses to find our which managers and/or employees are most central to and influential in their companies.

distributive justice Distributive justice reflects the perceived fairness of decision-making outcomes. Employees gauge distributive justice by asking whether decision outcomes—such as pay, rewards, evaluations, promotions, and work assignments—are allocated using proper norms. Danny had always been concerned about how much he was getting paid for the kind of workload he handled, and his resentment shows that his company is lacking in the area of distributive justice.

Danny recently started revising his résumé after his managers failed to give him a pay raise that he felt would rightly compensate him for his increasing workload. Danny, who had faced this kind of pay discrimination in the company earlier, finally decided to quit and has begun looking for another job. His resentment related to his pay reflects the lack of _____ in the company that he works for. 1. informational justice 2. distributive justice 3. retributive justice 4. procedural justice 5. interpersonal justice

low civic virtue

Delux Services was celebrating the 20th anniversary of its operations in more than 17 countries. Linda, a junior assistant in the Human Resources department, was not interested in attending this celebratory event. The senior HR managers overheard Linda asking her friends the reason for this party. Back at the office, after a review, it was found that Linda never attended any of the meetings with the local business heads. Her lack of interest and knowledge about the company would make her someone who displays _____.

sportsmanship

Don always maintains a good attitude with coworkers even when the department goes through tough times. Don's behavior is an example of:

Method of science Method of Science: People accept some belief because scientific studies have tended to replicate that result using a series of samples, settings, and methods.

Donna believes that 360-degree performance review is ideal for her company because she recently read about a major survey of Fortune 100 companies that highlighted the effectiveness of this method. What philosophy is she relying on?

job performance

Dr. Hogan, Dean of the College of Business, evaluates the performance of Dr. Maskulka, a faculty member in the college, by looking at student and peer evaluations of Dr. Maskulka's teaching, the number and quality of her research publications, and her service to the university, all of which are described in the job description of a faculty member's responsibilities. She also pays attention to Dr. Maskulka's willingness to take on extra tasks that are not required, such as recruiting new faculty members and contacting local businesses to involve them with student project teams for her marketing class. She is assessing the faculty member's:

physiological; psychological

Due to time pressure and heavy workload, Dan has developed high blood pressure and has started to show forgetfulness at work and home. These are examples of _____ and _____ strains.

Observable artifacts

During her stay at the Renaissance Hotel, Ginny noticed that all the staff wore the same color and style of clothes. Which of the following layers of organizational culture would such a dress code represent? 1. Espoused values 2. Enacted values 3. Observable artifacts 4. Mnemonics 5. Basic underlying assumptions

Problem-focused behavior coping

Eliza and Samantha work at the Snack Time factory. The company is short-staffed and the employees are finding it difficult to meet the daily production requirements. Both Eliza and Samantha are facing time pressures in their respective departments. Eliza decided to work longer hours to meet the deadline, whereas Samantha tries to distance herself from her problems at work by thinking about the positive things in her life. Which coping strategy is Eliza utilizing?

economic exchange

Employees who do not trust their authorities have _____ relationships that are based on narrowly defined, quid pro quo obligations.

survivor

EuroOne, a mutual fund company, is cutting its workforce in large numbers because of the current recession. The employees who still have their jobs are angered and depressed by the layoffs. They have lost the trust they had in management and are not sure if their future is secure with EuroOne. They are facing the _____ syndrome.

intense positive

Evan, Patrick, and Jamie have just finished their team's project and are waiting for their supervisor's feedback. Jamie had ensured that the project was completed on time and met all the requirements. She received good feedback on the part she worked on. She is elated and enthusiastic about her future projects.. According to Figure 4-6, Different Kinds of Moods, her mood would be labeled as: 1. intense negative. 2. intense deactivated. 3. unpleasant deactivated. 4. intense positive. 5. pleasant deactivated.

motivating and confidence building

Expressions that create a sense of urgency and optimism are examples of communications that reflect which processes?

geographic; functional

Gabrielle is the West Coast manager of Umbrellas Are Us. Other managers are in charge of the East Coast, South, and Central divisions. Her brother, Ryan is a marketing manager at a different firm who enjoys watching sports with the finance and operations managers from his company. Gabrielle most likely works in a company with a ______ structure, while Ryan most likely works in a company with a ______ structure.

process gain

Getting more from the team than you would expect according to the capabilities of its individual members is called ______.

reality shock; encounter

Having recently started his job at 7 Days Supermarket, Peter was heard making a comment that "Working at 7 Days Supermarket was not nearly what I expected it to be." This is an example of _____ that occurs in the _____ stage of the socialization process.

weak negative

Hindrance stressors have a _____ effect on job performance.

strong negative

Hindrance stressors have a _____ relationship with organizational commitment.

By conducting a job analysis

How do organizations identify the behaviors that underlie task performance? 1. By creating a correlation grid 2. By conducting a job analysis 3. By rewarding citizenship behavior 4. By rating behavior based on results 5. By eliminating activities with high failure rates

positive reinforcement; extinction

In general, _____ and _____ should be the most common forms of reinforcement used by managers to create learning among their employees. 1. punishment; extinction 2. negative reinforcement; extinction 3. punishment; negative reinforcement 4. positive reinforcement; negative reinforcement 5. positive reinforcement; extinction

coalition

In order to bring Steven, the marketing manager, on board with the idea of introducing a line of new products at Gold Coffee, Bree, the operations manager, enlisted the help of Natalie and Noah, the top two salespeople at the company. Bree is using which influence tactic?

high; low

In organizations with networked cultures, we tend to find _____ sociability and _____ solidarity.

low outcome

In the FIFA World Cup soccer matches, the Golden Shoe award is given to the top goal scorer, without regard to the performance of the player's team. The award could go to a player whose team doesn't even reach the finals. This award is an example of _____ interdependence. 1. high task 2. low goal 3. low task 4. low outcome 5. high outcome

Autocratic

In the time-driven model of leadership, which style is reserved for decisions that are insignificant or where employee commitment is unimportant or for when the leader's expertise is high and the leader is trusted? 1. Consultative 2. Autocratic 3. Delegative 4. Facilitative 5. Supportive

Understanding and adaptation

In which stage of socialization do employees adopt the goals and values of the organization, recognize what the organization has been through, and converse with others in the organization using technical language and specific terms that only insiders would comprehend?

Anticipatory

In your final semester, you interview at Raintree, Inc. Before the interview, you collected information from Raintree's website and from employees you knew. You get additional information during the interview process from the managers. You can be described at which stage of the socialization process?

trust propensity

It is argued that _____ represents a sort of "faith in human nature." 1. cognition-based trust 2. trust propensity 3. competence 4. ability 5. rational assessment

Punishment and negative reinforcement

James is the new manager of operations at Springfield Motors. To his dismay, he finds the employees coming in late to work, taking long breaks, and behaving unprofessionally at their workstations. James decides to promote desirable work practices. He plans to introduce incentives for meeting the required targets but, at the same time, to withhold those incentives when employees' are late, take long breaks, or behave unprofessionally. Identify the contingencies that James is planning to implement. 1. Punishment and extinction 2. Positive reinforcement and punishment 3. Punishment and negative reinforcement 4. Positive reinforcement and negative reinforcement 5. Negative reinforcement and extinction

Not necessarily. The team members may be so focused on creating harmony, they may endanger task accomplishment.

Jax loves working on the new product team. Everyone is so friendly, and there is never any bitterness or conflict. Jax is sure they will come up with the most creative new product ever. Is Jax right? Why or why not?

Affective commitment

Jess, Frank, and Ted are coworkers at Crossroad Inc., all having worked at CI for five years now. The three were discussing their careers one day during lunch break when they heard that their coworker Mary just quit and went to work for a competitor. Frank remarks that it is not worthwhile for him to leave like Mary because he has put in the time and hard work for a promotion. If he left for another company, he would not likely get this opportunity again soon. Ted replies to Frank that for him, it's the company's relaxed atmosphere and his best friends at CI that keeps him working there. When they asked Jess about how he felt, Jess indicated that Mary had no bonds to CI. She was relatively new and had not invested any time at CI. "For me," Jess says, "CI gave me an opportunity and invested so much in mentoring me, preparing me for the position, and showing me the ropes to success. There is no way that I can desert them by leaving for another company."Of the three employees, Ted is exhibiting: 1. continuance commitment 2. affective commitment 3. obligation-based commitment 4. normative commitment 5. skill-based commitment

legitimate

Joanne is the store manager at Glitter, a jewelry store. New merchandise arrives that needs to be priced and displayed quickly, before each holiday season. She requires all the sales staff to stay after normal work hours to get this task done. Joanne is exercising her _____ power that she gets from her position of authority.

moderately correlated

Job satisfaction is ______ with citizenship behavior.

explosive strength

Joe is aiming to be the next national heavyweight champion, and much of his training is focused on preparing his body to exert short bursts of intense strength to lift the desired weights. From the information provided, we can conclude that this aspect of Joe's training focuses on _____.

It has high variety

Jon is the marketing manager at Avion International, an import-export agency. His calendar is filled with meetings with heads of the companies, interviewing new employees, giving interviews to business magazines, attending presentations and seminars in different countries, and the like. Jon feels that every workday he has something different to do, and he is rarely bored with his job. According to the job characteristics theory, which of the following is true about Jon's job? 1. It has high moral significance. 2. It has low autonomy. 3. It has low labor equity. 4. It has high variety. 5. It has high identity.

cyberloafing; psychological withdrawal

Jonas continually breaks off from his assigned tasks to check sports news or check his friends' Facebook updates. He is engaging in ______, which is a type of ______.

moderate positive; weak positive

Learning has _____ effect on performance and _____ effect on commitment.

Participation

Managers in global organizations recognize that some motivators are universal; that is, they work no matter what the culture. Other motivators differ by culture. Which of the following is not a universal motivator? 1. Participation 2. Interesting work 3. Pay 4. Achievement 5. Growth

Stories

Marie, who has been the department manager at Verve, Inc., for five years starts every Monday morning with a 60-minute department meeting where each member in the department gets five minutes to report progress; share stories of success and failure; and seek general input, advice, and information. Jeremy is responsible for sharing an anecdote, an account, or a legend about the company for every first Monday of the month to keep everyone reminded of where they work and what is important. Marie has created the workplace for her department in a totally open forum. There are no walls or cubicles, and everyone—including Marie—is in one open room. Marie has created a skull with a victory flag on its forehead as her department's corporate logo representing the "victory or die trying" motto for her group. The group has succeeded in achieving some exceptional results in the past two years. Jeremy has the responsibility for sharing which of the following every first Monday of the month? 1. Symbols 2. Stories 3. Espoused values 4. Ceremonies 5. Language

disjunctive

Mark participated in a problem-solving quiz competition among teams. Because Mark was the most familiar with the types of problems on his quiz, his team's performance depended largely on Mark's performance. These type of task represented by the quiz competition is called a(n) _____ task.

Forced ranking

Mark, the Human Resources manager at People's Pulse, wants to introduce a new method of performance appraisal that clearly differentiates the good performers from the average and low performers because executives at the company are thinking about reducing the workforce because of financial difficulties. The appraisal method he chooses should help management link each employee's performance to his or her compensation and decisions about whether to retain them. Which of the following approaches should he adopt? 1. Linear graph 2. Behaviorally anchored rating scales 3. Forced ranking 4. Social networking systems 5. Up-down approach

emotion-focused coping

Martha owns an event management firm. During the holiday season, especially during Christmas, she finds herself overloaded with work, which often makes her feel irritable and anxious. To calm herself, she often takes time out to go swimming. In this example, the coping strategy that Martha uses can be classified as: 1. primary appraisal. 2. cognitive coping. 3. emotion-focused coping. 4. Type A coping behavior. 5. Type B coping behavior.

accommodating

Meredith and Sally had a major argument while designing the interior of a restaurant. The conflict was finally settled when Meredith gave in completely to Sally in an unselfish manner and helped Sally complete the design. In this situation, Meredith used the _____ style of conflict resolution.

Altruism

Mike is a child psychologist who is passionate about helping children through difficult situations. He also volunteers at a free clinic during the weekend. Which of the following work value categories would be important for him? 1. Status 2. Environment 3. Pay 4. Altruism 5. Supervision

Continuance commitment

Miranda works for the United Bank at Madison. She feels overworked and dislikes her job, but she cannot quit because she needs the job to repay her education loans. What type of commitment does Miranda have?

Fragmented Organizations that are low on both dimensions (solidarity and sociability) have a fragmented culture in which employees are distant and disconnected from one another. Refer to Figure 16-2.

Molly, Lily, Rosy, and Cathy are four friends working at four different organizations. In Molly's firm, employees are both distant and disconnected from one another, whereas in Lily's company, it is quite the opposite—employees are friendly, and they all think alike. Rosy works for an organization where employees think alike but are not friendly to one another. Finally, Cathy is at a firm where employees are friendly, but they think differently and do their own thing. Molly's firm can be described as having which of the following culture types? 1. Communal 2. Mercenary 3. Networked 4. Fragmented 5. Collective

Goal setting and performance management

Monitoring, evaluating, and providing performance-related feedback is associated with which of the following? 1. Conflict resolution 2. Collaborative problem solving 3. Communications 4. Planning and task coordination 5. Goal setting and performance management

an emphasis on laws, rules, and orders that govern society.

Moral development at the conventional stage is characterized by: 1. an emphasis on laws, rules, and orders that govern society. 2. self-interest and a lack of loyalty, gratitude, or fairness. 3. a set of defined, established moral principles. 4. specific principles like utilitarianism and egoism. 5. the desire to obtain pleasure and avoid pain regardless of any concern about moral order.

routine task performance and organizational and interpersonal citizenship behaviors.

Natalie, Rose, and Charles are three dental hygienists who work for Dr. Doris at Healthy White. All three hygienists perform almost the same tasks every day. On average, they see 12 people every day for regular teeth cleaning, which involves cleaning, flossing, rinsing, and a normal checkup. Dr. Doris, on the other hand, has quite an unpredictable job. She has to respond to all types of dental emergencies, including situations involving surgery. All three hygienists always try to help each other out, have a very good attitude toward each other, and keep each other informed about matters that are relevant to them and to Dr. Doris. Natalie specifically takes on the role of attending all community-related voluntary meetings and functions where Healthy White may have a stake or is asked to be present. She makes sure that she is up to date with all dental regulations and business-related news that may have an impact on Healthy White. Rose and Charles, on the other hand, can be described as the unofficial publicists of Healthy White. They always represent the clinic in a very positive way away from work. Dr. Doris couldn't be happier to have such wonderful people working with her. Natalie, Rose, and Charles contribute most directly to the business goals of the Healthy White clinic through their:

discretion

Nathan is the administrative manager at Woodlands, Inc. The organizational procedures and policies of the company prevent Nathan from implementing many of his ideas to increase efficiency. This indicates a low degree of _____, which reduces Nathan's ability to influence others.

hold an external locus of control.

Neurotic people tend to: 1. strive for status. 2. be communion strivers. 3. hold an external locus of control. 4. exhibit enthusiastic and upbeat mood patterns. 5. be extroverts.

explicit; tacit

Nicole has spent weeks studying the manuals in order to take the Lieutenant's exam. She has gained a great deal of ______ knowledge but little, if any, ______ knowledge from her studies.

devil's advocate

One way to potentially prevent problems associated with too much cohesion is to formally institute the role of a(n) _____, who would be responsible for evaluating and challenging prevailing points of view in a constructive manner and also bringing in fresh perspectives and ideas to the team.

contingencies of reinforcement

Organizations use four specific consequences to modify employee behavior. They are known as: 1. attribution biases. 2. communities of practice. 3. contingencies of reinforcement. 4. climates of transfer. 5. heuristics.

it is difficult to negotiate in any other way.

Over the last three years, Carla has been involved in several high-profile negotiations where she has used a distributive framework. Now, she finds: 1. it is difficult to negotiate in any other way. 2. it is expected that she will use integrative techniques next time. 3. the rest of the managers in her company are using the same technique. 4. her level of emotional intelligence has increased. 5. it is impossible to use inspirational appeals with colleagues.

accomplishment strivers

People who are _____ have a built-in desire to finish work tasks, channel a high proportion of their efforts toward those tasks, and work harder and longer on task assignments.

parallel

Quality circles, which consist of individuals who normally perform core production tasks but also meet regularly to identify production-related problems and opportunities for improvement, are an example of _____ teams.

correlations between leader traits and leader effectiveness were weak

Researchers found two particular limitations to trait theory and therefore started looking more at "what leaders do" rather than "who leaders are." The two limitations were that (a) traits had less practical relevance than leader actions and (b) ______. 1. correlations between leader traits and leader effectiveness were weak 2. researchers had identified all the relevant traits, so more research would be unnecessary 3. the government stopped funding the research 4. transformational leaders had different traits than other leaders 5. leader traits had no relationship to dyadic leadership

substitutability

Richard is the head of the finance department at Sportz Inc., a company specializing in sports goods. He has the sole authority to grant or deny the release of funds for any marketing strategy proposed by the marketing department. Which contingency factor gives Richard the power to influence the members of the marketing team?

external locus of control

Riley flunked the midterm and tells everyone it's the teacher's fault. He didn't study because he knew it was just a waste of time. After all, he knew the "teacher had it in for him." Riley demonstrates a(n) ______.

It has a centralized system of decision making.

Ross and Tony, father and son, opened a large boutique named Tradus in Chicago. Being the owners of the business concern, they decide about the important matters. All the rest of the decisions like product, finance, marketing, and personnel are carried out by the department heads, who have to act according to Ross's and Tony's instructions and orders. Which of the following is true about Tradus? 1. It has a very tall organizational structure. 2. It has a centralized system of decision making. 3. It has a matrix organizational structure. 4. The degree of formalization is very low in the organization. 5. It has a narrow span of control.

Networked Cultures in which all employees are friendly to one another, but everyone thinks differently and does his/her own thing, are networked cultures. Refer to Figure 16-2.

Rosy, Molly, Lily, and Cathy are four friends working at four different organizations. In Molly's firm, employees are both distant and disconnected from one another, whereas in Lily's company, it is quite the opposite—employees are friendly, and they all think alike. Rosy works for an organization where employees think alike but are not friendly to one another. Finally, Cathy is at a firm where employees are friendly, but they think differently and do their own thing. Cathy's firm can be described as having which culture type? 1. Communal 2. Mercenary 3. Network 4. Fragmented 5. Complex

nominal group technique

Ryan and Heather are members of the marketing team at Model Industries, Inc. (MII), responsible for generating ideas for new marketing strategies. Burt has done a phenomenal job in gathering information necessary to help the team understand the desires and needs of the client. All things being equal, Heather has the best record of making good recommendations to Jeremy, vice president of marketing. Ryan can make some good recommendations, but sometimes his recommendations are completely off base. Usually, Jeremy pays careful attention to what Heather has to say, but generally does not pay much attention to what Ryan proposes. In addition to Jeremy, Heather has been meeting with the vice president of operations and other members of the executive team to gain support for their request to increase the marketing budget.According to research, the best way for Burt, Ryan, and Heather to improve their team hierarchical sensitivity would be to implement _____.

Rational persuasion

Samuel, Linda, Shirley, and Matt are part of the project team at Ltronix International, a company producing home appliances. They were assigned the task of selecting two out of five new products to be introduced in the next quarter. The team was in conflict over the choice of products to be introduced. Samuel, who is uncomfortable with confrontations, chose to remain neutral by staying away from the arguments. Linda and Shirley had a few arguments, which were finally resolved when Linda gave in to Shirley's demands. Shirley, who is the most experienced among the four, continued to insist on her choice. Matt was equally adamant about his choice. Finally, to resolve the situation, Shirley agreed to one of Matt's choices of products in exchange for his agreeing to one of her choices. Which influence tactic should Shirley, who is the most experienced in the team, have used to convince the others of her choice?

routine task performance

Sandy works in a factory where employees are expected to complete 14 widgets each hour. The managers are very strict and frequently check to make sure employees are actually completing at least this base number of widgets each hour. The employees are being assessed on their ______.

exit

Sean was recently hired to join the marketing team at Axon International. He will be starting at the company in two weeks. Sean has the reputation of being an expert in ad campaigns and catching the attention of the target audience. However, he also has the reputation of not getting along with anyone. He doesn't care much about where and for whom he works but is primarily motivated to achieve goals for himself and beat his own records. As soon as Amanda heard about Sean joining the team, she turned in her resignation. Ashton, another team member, called Sean and met him for lunch to express all the team members' concerns and to smooth things out before Sean formally joins the team. Amanda's reaction can be described as _____.

lone wolf

Sean was recently hired to join the marketing team at Axon International. He will be starting at the company in two weeks. Sean has the reputation of being an expert in ad campaigns and catching the attention of the target audience. However, he also has the reputation of not getting along with anyone. He doesn't care much about where and for whom he works but is primarily motivated to achieve goals for himself and beat his own records. As soon as Amanda heard about Sean joining the team, she turned in her resignation. Ashton, another team member, called Sean and met him for lunch to express all the team members' concerns and to smooth things out before Sean formally joins the team.Sean can be described as a(n) _____.

Avoiding

Shirley, Linda, Samuel, and Matt are part of the project team at Ltronix International, a company producing home appliances. They were assigned the task of selecting two out of five new products to be introduced in the next quarter. The team was in conflict over the choice of products to be introduced. Samuel, who is uncomfortable with confrontations, chose to remain neutral by staying away from the arguments. Linda and Shirley had a few arguments, which were finally resolved when Linda gave in to Shirley's demands. Shirley, who is the most experienced among the four, continued to insist on her choice. Matt was equally adamant about his choice. Finally, to resolve the situation, Shirley agreed to one of Matt's choices of products in exchange for his agreeing to one of her choices. Samuel, who chose to remain neutral, adopted which style of conflict resolution?

product

Splash Hair Care Inc. is growing very fast in both sales and number of employees. It manufactures and sells hair products for youth, male, female, elderly, and ethnic populations all over the United States and several other countries. So far, the company has followed a simple structure. However, with fast-paced growth, it has become a necessity that the company explore other organizational structures. John, a long-time employee at Splash Hair Care, has collected information on how some of its competitors have organized their companies. Streaks Inc. groups its employees by their different areas of expertise such as Marketing, Finance, Human Resources, and Operations. Pure Oil, primarily in the United States, groups its activities as Northeast Division, Southeast Division, Northwest Division, Southwest Division, and Central Division. Curlz Inc. has organized its employees according to the accounts they serve, such as Large Company contracts, Internet Sales, Individual Sales, and Small Salon Direct Sales. Finally, Color Lite International has grouped its business units around popular colors such as Red Division, Silver Division, Rainbow Division, Black and Brown Division, and Shades of Blonde Division. What type of structure describes Color Lite International's organizational structure?

emotional cues

Steffi and Emily work at Education Yours, a nonprofit educational institution. Last month, Steffi, newly hired on a temporary teaching assignment, was asked to teach an online course. Being new to online teaching, Steffi talks with Emily and several individuals who have been teaching online for several years. Emily discusses the pride she takes in her teaching and says she always approaches her teaching with total enthusiasm. She also expresses her belief that exerting a high level of effort will result in a successful performance for Steffi in her online teaching. Emily's self-efficacy source appears to be: 1. past accomplishments. 2. vicarious experiences. 3. verbal persuasion. 4. emotional cues. 5. instrumentality.

conscientiousness

The Big Five personality dimension _____ is a key driver of what's referred to as typical performance, which reflects performance in the routine conditions that surround daily job tasks.

collectivism

The Chinese culture is a tight social framework in which people take care of the members of a broader in group and act loyal to it. In the context of Hofstede's dimensions, what is the personality dimension used to describe the Chinese culture?

360-degree feedback

The _____ approach involves collecting performance information not just from the supervisor but from anyone else who might have firsthand knowledge about the employee's performance behaviors.

forced ranking

The ______ method of performance evaluation can encourage hypercompetition among workers, behavior that is the opposite of what is needed in today's team-based organizations.

expectancy

The belief that exerting a high level of effort will result in the successful performance of some task is known as _____.

situational strength

The principle of _____ suggests that "strong situations" have clear behavioral expectations, incentives, or instructions that make differences between individuals less important, whereas "weak situations" lack those cues. 1. situation awareness 2. situational strength 3. situational prevention 4. situational ethics 5. situation specificity

meaningfulness of work

The psychological state that reflects the degree to which work tasks are viewed as something that "counts" in the employee's system of philosophies and beliefs is known as: 1. responsibility for outcomes. 2. knowledge of results. 3. meaningfulness of work. 4. variety. 5. identity.

a theory

The scientific method begins with _____.

critical incidents

The short descriptions of effective and ineffective behaviors used to create an employee performance measurement instrument that managers can use to evaluate employee behavior are referred to as _____.

lone wolves Lone wolves possess low levels of organizational commitment but high levels of task performance and are motivated to achieve work goals for themselves, not necessarily for their company. To spot lone wolves, look for the talented employees who never seem to want to get involved in important decisions about the future of the company.

The talented employees who display high level of task performance but never seem to want to get involved in important decisions about the future of the company are most likely to be _____.

job performance

The value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment is known as _____.

Variable interval schedule

The workers at Snack Time are always on their feet and do not take extra long breaks because their supervisor, Mr. Dan, pays surprise visits to the production department. This practice helps the firm exceed performance targets. Mr. Dan practices which of the following reinforcement schedules? 1. Variable ratio schedule 2. Fixed interval schedule 3. Continuous schedule 4. Variable interval schedule 5. Fixed ratio schedule

managers overuse the autocratic style.

There has been extensive research into the time-driven model of leadership. The results include all of the following except: 1. managers overuse the autocratic style. 2. when managers use the recommendation of the model, decisions were rated as successful 68 percent of the time. 3. when managers do not use the model's recommendations, their decisions are successful 22 percent of the time. 4. managers do not vary their decision-making style as much as the model suggests they should. 5. managers overuse the consultative style.

Role conflict

Tim is working as the marketing head at Blue Chip Investments. His work requires him to travel extensively and meet clients in various countries. However, his role also requires him to mentor several marketing representatives who work under him and keep track of their progress. Because Tim stays away from his office most of the time, he finds it difficult to manage both types of work responsibilities. Tim faces which of the following challenges? 1. Role complexities 2. Role conflict 3. Role penetration 4. Role ambiguity 5. Role enrichment

span of control

Tom is the project manager of the Organizational Development team at Extreme Rugs. Tom's team has been assigned the task of studying and evaluating Extreme Rugs' organizational structure. Tom divided the tasks among the team members to collect preliminary information on different elements of Extreme Rugs' structure. Jeremy was asked to collect information on the degree to which tasks are divided into separate jobs. Joy was asked to collect information on formal authority relationships. Alice started looking into how many employees each manager has responsibility for, and Kathy was asked to collect evidence on the degree to which rules and procedures are used to standardize behaviors at Extreme Rugs. Tom himself decided to collect information and evidence on where exactly decisions are formally made at Extreme Rugs. The team decided to meet with information in two weeks. Alice is looking into information on which element of organizational structure?

Chain of command

Tom is the project manager of the Organizational Development team at Extreme Rugs. Tom's team has been assigned the task of studying and evaluating Extreme Rugs' organizational structure. Tom divided the tasks among the team members to collect preliminary information on different elements of Extreme Rugs' structure. Jeremy was asked to collect information on the degree to which tasks are divided into separate jobs. Joy was asked to collect information on formal authority relationships. Alice started looking into how many employees each manager has responsibility for, and Kathy was asked to collect evidence on the degree to which rules and procedures are used to standardize behaviors at Extreme Rugs. Tom himself decided to collect information and evidence on where exactly decisions are formally made at Extreme Rugs. The team decided to meet with information in two weeks.Joy was asked to collect information on which of the following elements of the organizational structure? 1. Chain of command 2. Formalization 3. Centralization 4. Work specialization 5. Span of control

formalization

Tom is the project manager of the Organizational Development team at Extreme Rugs. Tom's team has been assigned the task of studying and evaluating Extreme Rugs' organizational structure. Tom divided the tasks among the team members to collect preliminary information on different elements of Extreme Rugs' structure. Jeremy was asked to collect information on the degree to which tasks are divided into separate jobs. Joy was asked to collect information on formal authority relationships. Alice started looking into how many employees each manager has responsibility for, and Kathy was asked to collect evidence on the degree to which rules and procedures are used to standardize behaviors at Extreme Rugs. Tom himself decided to collect information and evidence on where exactly decisions are formally made at Extreme Rugs. The team decided to meet with information in two weeks.On which element of organizational structure was Kathy asked to collect evidence?

parallel

Tom, Dan, and Philip work in different teams at Springfield Automobiles. Tom's team ensures that all the raw materials, machinery, tools, and other production equipment are available for the employees around the clock. Any procurement needs have to be addressed to Tom, who also takes part in high-level decisions regarding the number of units to be produced, exported, and so on. Dan works as part of a team of eight members who concentrate on the day-to-day production; they also ensure the quality checks are done and inspect each other's work. Philip is the operations manager, who works for five hours in the production department and then spends the rest of his time assisting management as an internal consultant on manufacturing issues. His input is crucial in improving the production process.Philip is part of the _____ team.

False Four factors affect the strength of a person's ability to influence others: centrality, discretion, visibility, and substitutability.

True/False: A leader's power increases with his or her centrality, discretion, and visibility, but not his or her substitutability. Group starts

True Abilities are a function of both genes and the environment, and the amount attributable to each source depends somewhat on the nature of the ability.

True/False: Abilities are a function of both genes and the environment.

False Is a cohesive team necessarily a good team? According to researchers, the answer to this question is no. In highly cohesive teams, members may try to maintain harmony by striving toward consensus on issues without ever offering, seeking, or seriously considering alternative viewpoints and perspectives.

True/False: According to researchers, a cohesive team is always a high performance team.

False One of the reasons the MBTI is so widely used is that there really isn't a "bad type." There is little evidence that the MBTI is a useful tool for predicting the job satisfaction, motivation, performance, or commitment of employees across jobs.

True/False: According to the MBTI, the best personality type for organizations to hire is the ISTJ.

True Satisficing is the condition described in the bounded rationality model of decision making in which a decision maker chooses the first solution to meet the minimum requirements for solving a problem rather than searching for an optimum solution.

True/False: Andrew is under a lot of time pressure to make a decision. As a result, he chooses the first acceptable solution without considering any more possibilities. Andrew has engaged in satisficing behavior.

False Use of emotion reflects the degree to which people can harness emotions and employ them to improve their chances of being successful in whatever they are seeking to do. Emotional regulation refers to being able to recover quickly from emotional experiences.

True/False: Emotional regulation reflects the degree to which people can harness emotions and employ them to improve their chances of being successful in whatever they are seeking to do. Group starts

False In fact, delegative decision making should only be used when the teamwork skills of those involved are of high quality. All other factors can be either high or low, but teamwork skills are crucial.

True/False: For the delegative style of decision making, the teamwork skills of the employees involved are not important. Group starts

True Sources of self-efficacy include past accomplishments, vicarious experiences, verbal persuasion, and emotional cues.

True/False: Hannah has been asked to give the opening speech at her global company's annual sales convention. She has successfully given speeches in the past, and her friends have all told her she would be great at this. These have resulted in a high sense of self-efficacy, and she accepts the assignment.

False Hannah is actually demonstrating a low level of emotional regulation, one of the factors in emotional intelligence. Emotional regulation refers to being able to recover quickly from emotional experiences.

True/False: Hannah's manager just took credit for her hard work—again! She is so angry she throws her coffee cup across her office, sends off an angry e-mail to a client, and is rude to her assistant for the rest of the day. Hannah demonstrates a low level of "use of emotions," one of the factors in emotional intelligence.

False In groups with comprehensive interdependence, each member has a great deal of discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team's work.

True/False: In groups with comprehensive interdependence, the members have little discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team's work.

True Organizations can maximize the effectiveness of their leaders by spending more time training them.

True/False: Increasing the time spent on training the leaders can help maximize their effectiveness.

False This family background would tend to create a high level of continuance commitment. Embeddedness strengthens continuance commitment by providing more reasons employees need to stay in their current positions.

True/False: Jack grew up in Peoria. Both his family and his wife's family live there. This family background would create a high level of affective commitment.

False The theory of cognitive moral development argues that as people age and mature, they move through three stages of moral development—preconventional, conventional, and postconventional—each more mature and sophisticated than the prior one.

True/False: Kohlberg's theory of cognitive moral development proposes that as people age and mature, they move through the preconventional, postconventional, and principled stages of moral development.

False Leaders do a better job considering recommendations and making final decisions when they're away from the members of the team. Leaders who are separated don't have to deal with pressure from members who may be more assertive or better at articulating and defending their positions.

True/False: Leaders do a better job considering recommendations and making final decisions when they do it together with team members.

True Low levels of informational justice can come back to haunt the organization if a wrongful termination claim is actually filed. This is because the organization typically needs to provide performance evaluations for the terminated employee over the past few years to show that the employee was fired for poor performance. If managers refrained from offering candid and honest explanations on those evaluations, then the organization can't offer anything to justify the termination.

True/False: Low levels of informational justice can make an organization vulnerable to wrongful termination claims.

False Many of the trait-leadership correlations are weak in magnitude, particularly when leader effectiveness serves as the outcome.

True/False: Many of the correlations between traits and leadership are strong in magnitude when leader effectiveness serves as the outcome.

False

True/False: Much of what we know about organizational behavior is considered universal and "culture free," showing that managing people faces the same challenges everywhere.

True: Organizational factors that are the most likely to increase political activity are those that raise the level of uncertainty in the environment. When people are uncertain about an outcome or event, they'll generally act in ways that help reduce that uncertainty.

True/False: Organizational factors that are the most likely to increase political activity are those that raise the level of uncertainty in the environment. Group starts

False Reducing stressors may reduce the overall level of stress that a person experiences; however, this approach is likely to be most beneficial when the focus of the effort is on hindrance stressors rather than challenge stressors.

True/False: Reducing stressors may reduce the overall level of stress that a person experiences. However, this approach is likely to be most beneficial when the focus of the effort is on challenge stressors rather than hindrance stressors.

True: Role ambiguity is often experienced among new employees who haven't been around long enough to receive instructions from supervisors or observe and model the role behaviors of more senior colleagues.

True/False: Role ambiguity is often experienced among new employees who haven't been around long enough to receive instructions from supervisors or observe and model the role behaviors of more senior colleagues.

True

True/False: Socially complex resources like culture, teamwork, trust, and reputation add value to an organization.

True Team process training occurs in the context of a team experience that facilitates the team being able to function and perform more effectively as an intact unit.

True/False: Team process training helps a team function and perform more effectively as an intact unit. Group starts

False Influence is all relative. The absolute power of the "influencer" and "influencee" isn't as important as the disparity between them.

True/False: The absolute power of the "influencer" and "influencee" is as important as the disparity between them.

True There are many factors to consider when leaders choose a decision-making style. The most obvious consideration is the quality of the resulting decision because making the correct decision is the ultimate means of judging the leader.

True/False: The quality of a decision is the ultimate means of judging a leader.

True The self-serving bias occurs when we attribute our own failures to external factors and our own successes to internal factors.

True/False: The self-serving bias occurs when we attribute our own failures to external factors and our own successes to internal factors.

False The time-driven model of leadership suggests that the focus should shift away from autocratic, consultative, facilitative, and delegative leaders to autocratic, consultative, facilitative, and delegative situations.

True/False: The time-driven model of leadership suggests that the focus should shift away from autocratic, consultative, facilitative, and delegative situations to autocratic, consultative, facilitative, and delegative leaders.

False Selective perception is the tendency for people to see their environment only as it affects them and as it is consistent with their expectations. Tiffany's decisions are biased due to her selective perception.

True/False: Tiffany is now a division manager but was previously the sales manager for 10 years at Acme Sports Equipment. She tends to view all organizational problems based on the effect they will have on the sales department. Her decisions may be flawed due to selective attribution.

True Yes, Tran is using the brainstorming technique. An alternative would be using the nominal group technique where the team members would first think up ideas on their own, then meet to contribute them one by one in round-robin format to a list of ideas.

True/False: Tran needs to increase his team's creativity. He calls them in to a meeting and tells them they are to shout out as many ideas as they can think of for a new project. No one is to analyze or criticize any ideas while this exercise is going on. Tran is using the brainstorming technique.

False Affability is an individual personality trait, and consensus is a desired outcome of decision making. Jena is describing the sociability and solidarity present in her organization's culture. See Figure 16-2.

True/False: When asked about the company where she works, Jena responds by discussing how well they get along and like each other and how, although there is, of course, some conflict, in general the employees think alike about most of the important company values and concerns. Jena is discussing her company in terms of two general culture types: affability and consensus.

False When trust is cognition-based, it means that it is rooted in a rational assessment of the authority's trustworthiness.

True/False: When trust is cognition-based, it means that trust depends on feelings toward the authority that go beyond any rational assessment.

femininity

Unicoi Inc., a Brazilian sports manufacturer, is known as a company that focuses on improving its customers' quality of life. In the context of Hofstede's dimensions, the cultural values dimension of _____ best describes Unicoi Inc. 1. individualism 2. uncertainty avoidance 3. femininity 4. high power distance 5. short-term orientation

There are more small organizations than large ones.

What is the primary reason for simple structures being perhaps the most common form of organizational design? 1. There are more small organizations than large ones. 2. Employees can come and go with no major ripple effects on the organization. 3. Changes in specialization lead to less confusion about how exactly employees are supposed to do their jobs. 4. Employees feel less emotionally attached to the firm. 5. Approval for decisions need not be authorized at every step of the hierarchy.

agreeableness

When a fight broke out between two workers at Leo Motors, James, a coworker, decided to walk away and let the situation resolve on its own. In the context of the Big Five taxonomy, the personality dimension _____ best describes James. 1. neuroticism 2. extraversion 3. agreeableness 4. openness to experience 5. conscientiousness

consensus; distinctiveness; consistency

When a worker comes late to the work site, an external attribution will occur if there is high ______, high ______, and low ______.

past accomplishments

When employees consider efficacy levels for a given task, they first consider their: 1. past accomplishments. 2. vicarious experiences. 3. current projects. 4. extrinsic motivators. 5. instrumentality.

an arch shape

When you graph the relationship between performance and span of control, the resulting diagram shows ______.

False: The B players possess the four Es of GE Leadership Jack Welch's vitality curve led to the forced ranking method, which forces managers to rank employees into three categories, the disadvantage being employees may become hypercompetitive. The A players possess the four Es of GE leadership.

Which of the following about the forced ranking method is false? 1. It is based on Jack Welch's vitality curve. 2. It compels managers to rank all of their people into one of three categories: the top 20 percent (A players), the vital middle 70 percent (B players), or the bottom 10 percent (C players). 3. The B players are to be developed as better managers. 4. Employees may become hypercompetitive with one another to avoid finding themselves in a lower category. 5. The B players possess the four Es of GE Leadership.

Evidence-based management

Which of the following argues that scientific findings should form the foundation for management education? 1. Traditional management 2. Evidence-based management 3. Resource-based view 4. Contingency approach 5. Management by objectives

High openness to experience

Which of the following characteristics is most closely related to leader effectiveness? 1. Low agreeableness 2. High conscientiousness 3. High introversion 4. Low neuroticism 5. High openness to experience

High skill and high challenge

Which of the following combinations is most likely to result in flow? 1. High skill and high challenge 2. Low altruism and low identity 3. High altruism and high identity 4. Low activation and high pleasantness 5. High autonomy and low growth need

Dynamic flexibility is seen in jobs that require repeated and quick bends, while extent flexibility is seen in jobs that require extreme ranges of motion

Which of the following demonstrates the difference between dynamic flexibility and extent flexibility? 1. Dynamic flexibility is required over short periods of time, while extent flexibility is required in jobs spread over a longer period of time. 2. Dynamic flexibility involves fine motor movements, while extent flexibility requires gross motor movements. 3. Dynamic flexibility is a type of physical ability, while extent flexibility is a type of sensory ability. 4. Dynamic flexibility is seen in jobs that require repeated and quick bends, while extent flexibility is seen in jobs that require extreme ranges of motion. 5. Dynamic flexibility is the quality of physical movement, while extent flexibility refers to the recognition of different sensory modalities.

Benevolence

Which of the following dimensions of trustworthiness is defined as the belief that the authority wants to do good for the trustor, apart from any selfish or profit-centered motives? 1. Affect 2. Competence 3. Benevolence 4. Trust propensity 5. Ability

Intellectual stimulation

Which of the following is a specific value related to the work itself? 1. High salary 2. Good supervisory relations 3. Intellectual stimulation 4. Enjoyable coworkers 5. Power over others

Provide ample warnings.

Which of the following is a suggested guideline for using coercive power? 1. Provide evidence that a proposal will be successful. 2. Avoid rash, careless, or inconsistent statements. 3. Provide ample warnings. 4. Listen seriously to a person's concerns and suggestions. 5. Act confidently and decisively in a crisis.

Truthfulness

Which of the following is an informational justice rule? 1. Truthfulness 2. Consistency 3. Equity 4. Bias suppression 5. Propriety

There is a strong positive correlation between task performance and counterproductive behavior.

Which of the following is false about counterproductive behaviors? 1. People who engage in one form of counterproductive behavior also tend to engage in other forms of counterproductive behavior. 2. Counterproductive behavior is relevant to any job. 3. There is a strong positive correlation between task performance and counterproductive behavior. 4. Counterproductive behaviors tend to represent a pattern of behavior rather than isolated incidents. 5. Sometimes the best task performers are the ones who can best get away with counterproductive actions.

Extraversion-introversion (Meyers-Briggs type)

Which of the following is not one of Hofstede's dimensions of cultural values? 1. Power distance 2. Masculinity-femininity 3. Individualism-collectivism 4. Uncertainty avoidance 5. Extraversion-introversion

Continuance commitment

Which of the following is one of the three types of organizational commitment that focuses on personal and family issues more than the other two commitment types? 1. Evaluative commitment 2. Continuance commitment 3. Associative commitment 4. Affective commitment 5. Normative commitment

Equality

Which of the following is the norm that is typically judged to be the most appropriate choice in situations in which the goal is to maximize harmony and solidarity in work groups? 1. Justification 2. Equity 3. Equality 4. Respect 5. Voice

It can distinguish between desirable and undesirable conflict.

Which of the following is true about competency in conflict resolution? 1. It coordinates and synchronizes activities among team members. 2. It helps establish specific and difficult goals for the team. 3. It understands communication networks. 4. It can identify situations requiring participative problem solving. 5. It can distinguish between desirable and undesirable conflict.

Supervisors tend to consider citizenship behavior when evaluating overall job performance.

Which of the following is true regarding citizenship behavior? 1. Citizenship behavior is relevant to only certain jobs depending on the nature of the tasks. 2. Citizenship behavior does not influence a company's bottom line significantly. 3. Citizenship behavior is generally steady and does not vary over time. 4. Employees tend to focus mostly on citizenship behavior and discount the importance of task performance. 5. Supervisors tend to consider citizenship behavior when evaluating overall job performance.

Of all the types of commitment, managers would most prefer to instill affective commitment in their employees.

Which of the following is true with regard to affective commitment? 1. Of all the types of commitment, managers would most prefer to instill affective commitment in their employees. 2. The person with least number of communication bonds in an organization is likely to remain the longest in the organization. 3. Affective commitment makes it difficult for employees to change organizations because of the steep penalties associated with the switch. 4. There's no statistical relationship between affective commitment and citizenship behavior, or any other aspects of job performance. 5. Affective commitment exists when there is a sense that staying is the "right" or "moral" thing to do.

The use of tests of general cognitive ability in academic contexts through tests like the SAT and GMAT is valid for predicting success.

Which of the following is true with regard to testing of general cognitive ability? 1. The EQ-i is a widely used test of general cognitive ability. 2. The testing of general cognitive ability is unaffected by variables such as poor socio-economic status. 3. The use of tests of general cognitive ability in academic contexts through tests like the SAT and GMAT is valid for predicting success. 4. Assessment of general cognitive ability also reveals the higher levels of organizational commitment and citizenship behavior seen in individuals with high cognitive ability. 5. The results of testing general mental ability are not influenced by a deficit in learning opportunities.

A team with high conscientiousness will be more productive than a team with even one member with low conscientiousness.

Which of the following observations about member conscientiousness is true? 1. A team member with low conscientiousness tends to be dependable and works hard to achieve team goals. 2. Correcting a team member who has high conscientiousness will result in interpersonal conflicts. 3. A team member with low conscientiousness will have a positive effect on other team members. 4. A team member who has low conscientiousness helps other team members to accomplish work responsibilities. 5. A team with high conscientiousness will be more productive than a team with even one member with low conscientiousness.

Its people

Which of the following qualities of an organization adds to the value of its resources by making it inimitable? 1. Its technological superiority 2. Its use of lean processes 3. Its utilization of unique materials 4. Its people 5. Its marketing strategy

Respect and propriety

Which of the following represent the two interpersonal justice rules? 1. Voice and correctability 2. Justification and truthfulness 3. Equity and equality 4. Consistency and accuracy 5. Respect and propriety

Transactional leadership

Which of the following represents the carrot-and-stick approach to leadership? 1. Laissez-faire leadership 2. Passive-avoidant leadership 3. Transactional leadership 4. Charismatic leadership 5. Transformational leadership

It suggests that the value of resources depends on a single factor.

Which of the following statements about the resource-based view of organization is false? 1. It suggests that resources are valuable because they are rare. 2. It describes what makes resources capable of creating long-term profits for the firm. 3. It suggests that inimitable resources are of greater value to an organization. 4. A firm's resources include resources related to organizational behavior. 5. It suggests that the value of resources depends on a single factor.

Transition processes are important between periods of work activity.

Which of the following statements is true with regard to transition processes? 1. These processes are important as the task work is being accomplished. 2. Transition processes are important between periods of work activity. 3. They involve members going out of their way to help or back up other team members. 4. They involve keeping track of things that the team needs to accomplish its work. 5. They drive toward conformity at the expense of other team priorities.

For action teams with clear expectations, the developmental sequence is less applicable.

Which of the following statements is true? 1. All teams go through the stages of team development. 2. Adjourning is most significant for teams that have not been together long. 3. For action teams with clear expectations, the developmental sequence is less applicable. 4. Punctuated equilibrium takes place during the adjourning stage. 5. Project teams that change their approach at the midway point of a project tend to fail.

Embeddedness The term embeddedness refers to the work and nonwork forces that bind us to our current employer. Embeddedness summarizes employees' links to their organization and community, their sense of fit with their organization and community, and what they would have to sacrifice for a job change.

Which of the following terms refers to the work and nonwork forces that bind us to our current employer? 1. Normative impact 2. Affective influence 3. Industry regulations 4. Embeddedness 5. Social influence

The presumed cause precedes the presumed effect in time. Making causal inferences requires establishing three things. First, that the two variables are correlated; second, that the presumed cause precedes the presumed effect in time; and third, that no alternative explanation exists for the correlation.

Which of these is a condition necessary to establish causal inferences? 1. The two variables are not correlated. 2. Multiple alternative explanations exist for the correlation. 3. The presumed cause precedes the presumed effect in time. 4. The study was conducted in an open environment. 5. The sample size is large enough.

Punishment

Which of these occurs when an unwanted outcome follows an unwanted behavior? 1. Reverse discrimination 2. Neutral reinforcement 3. Punishment 4. Extinction 5. Positive reinforcement

Expectancy theory

Which theory focuses most specifically on describing the cognitive process that employees go through to make choices among different voluntary responses?

Circle and Y network

Which two network structures fall between the extremes in terms of the level of centralization?

people who are in high positions in the organization.

While performing the boundary-spanning process, members who engage in ambassador activities typically communicate with: 1. people who are in high positions in the organization. 2. vendors and distributors of competitors. 3. front-line production supervisors in the industry. 4. their subordinates in the organization. 5. the customers of the organization.

sequential

With _____ interdependence, different tasks are done in a prescribed order, and the group is structured such that the members specialize in these tasks.

Goals

_____ are defined as the objective or aim of an action and typically refer to attaining a specific standard of proficiency, often within a specified time limit.

Normative

_____ commitment exists when there is a sense that staying at a firm is the "right" or "moral" thing to do.

Transactional

_____ contracts are based on a narrow set of specific monetary obligations.

Systems monitoring

_____ involves keeping track of things that the team needs to accomplish its work.

Sportsmanship

_____ involves maintaining a good attitude with coworkers, even when they've done something annoying or when the unit is going through tough times.

Management by objectives

_____ is a management philosophy that bases an employee's evaluations on whether the employee achieves specific, mutually agreed upon performance goals.

Integrity

_____ is defined as the perception that the authority adheres to a set of values and principles that the trustor finds acceptable.

Organizational Culture

_____ is the organizational mechanism in the integrative model that captures "the way things are" in an organization.

Hybrid outcome interdependence

_____ means that members receive rewards that are dependent on both their team's performance and how well they perform as individuals.

Citizens

_____ possess high commitment and low task performance but perform many of the voluntary "extra-role" activities that are needed to make the organization function smoothly.

Correlations

______ summarize the statistical relationships between variables.