Assignments

Use one of these team benefits and costs to best complete the following sentences. Use each term no more than once. Working in teams enables workers to avoid wasted effort, reduce errors, and react better to customers, resulting in _____ . • Enhanced performance • Lower stress • Lower turnover • Lower absenteeism • Fewer injuries • Cost reductions • Greater flexibility • Improved customer service • Frustration • Threat of job loss • Slow process to get to high team productivity • Risking lost confidence in management

• Enhanced performance Explanation: Avoiding wasted effort, reducing errors, and reacting better to customers leads to more output for each unit of employee input, which is enhanced performance.

For each example presented in the following table, identify the goal-setting concept being illustrated. When the company asked employees to decrease the company's waste by 25% the results were much better than when the company simply asked employees to try to reduce waste. • Goal specificity • Goal acceptance • Goal difficulty • Goal commitment

• Goal specificity Explanation: Goal specificity is the clarity and precision of a goal.

For each example presented in the following table, identify the business strategy illustrated. Chipotle Mexican Grill opened about 200 new restaurants in a year to maintain its strong financial performance. • Cost Leadership • Customer Intimacy • Specialization • Growth

• Growth Explanation: A growth strategy expands the firm organically or through acquisitions.

For each example presented in the following table, identify the type of reward being illustrated. Every year, you get a raise based on your job performance. • Indirect compensation • Incentive system • Perquisite

• Incentive system Explanation: Incentive systems are plans in which employees can earn additional compensation in return for certain types of performance. Examples include profit-sharing plans, stock option plans, and bonus systems. Getting an annual raise based on your job performance is a merit pay plan.

Match each description with the corresponding value conflict. Your employer values saving money, but you value protecting the environment even if it costs a bit more to do this. • Individual-organization Value Conflict • Intrapersonal Value Conflict • Interpersonal Value Conflict

• Individual-organization Value Conflict Explanation: Individual-organization value conflict occurs when an employee's values conflict with the values of the organization.

Match each description with the personality trait it best describes. Pete often volunteers for extra assignments and developmental opportunities to improve his chances of earning a promotion. On the other hand, Lucy believes that if she is meant to get promoted it will happen, and if not, she is just unlucky. Compared to Lucy, Pete is likely higher in this personality trait. • Internal Locus of Control • Low Tolerance for Ambiguity • Authoritarianism • Machiavellian

• Internal Locus of Control Explanation: People who believe that individuals are in control of their lives are said to have an internal locus of control. Other people think that fate, chance, luck, or other people's behavior determines what happens to them.

Match each description with the corresponding value conflict. Mandy values individual rewards and Ming values group recognition. They clash over how to approach a new project. • Individual-organization Value Conflict • Intrapersonal Value Conflict • Interpersonal Value Conflict

• Interpersonal Value Conflict Explanation: Interpersonal value conflict occurs when two different people hold conflicting values.

You need to create the work schedule for your employees for the next two weeks. • Programmed decision • Nonprogrammed decision • Condition of risk

• Programmed decision Explanation: A programmed decision recurs often enough for decision rules to be developed.

Match each description with the term that best describes it. As you are interviewing Paul, you learn that he went to the same college that you did. You give Paul high ratings for company fit and abilities as a result. • Attribution • Selective Perception • Projection • Stereotyping

• Projection Explanation: Projection occurs when we project our own characteristics onto other people. If a hiring manager is interviewing someone who reminds him of himself when he was just starting out, he may assume that the candidate also shares his values, work ethic, and abilities.

Match each work outcome with the corresponding organizational behavior concept. What is each behavior an example of? Dysfunctional Behavior: • Mary sells 20 cars in a month • Ryan steals $1,000 from the company • Tyler plans to quit in a few months • Amy volunteers to help a new coworker learn how to use the company's intranet

• Ryan steals $1,000 from the company Explanation: Dysfunctional behaviors detract from organizational performance.

For each example presented in the following table, identify the concept being illustrated. Once the housekeeping unit of a small hotel was organized into this type of team, the employees took responsibility for their own scheduling, ordering their own cleaning supplies, and tracking their performance. • Cross-functional Team • Self-directed Team • Problem-solving Team • Virtual Team

• Self-directed Team Explanation: Self-directed teams set their own goals and pursue them in ways the team decides. Team members are responsible for tasks typically reserved for team leaders or managers, including scheduling work and vacations, ordering supplies, and evaluating their performance.

Match each emotional intelligence dimension with its definition • Self-awareness • Self-motivation • Self-management • Empathy • Social skills Trying again if you fail

• Self-motivation Explanation: Self-motivation is persisting in the face of obstacles, setbacks, and failures.

Match each term with its definition. In most organizations, situations and outcomes are influenced by other variables. • System • Human Relations Movement • Scientific Management • Situational Perspective • Interactionalism

• Situational Perspective Explanation: According to the situational perspective, in most organizations, situations and outcomes are influenced by other variables.

Match each term with its definition. When Morrie found out that he didn't get the promotion he wanted he asked some of his friends to go out to dinner with him to help relieve the stress he felt. • Exercise • Time Management • Relaxation • Role Management • Support Group

• Support Group Explanation: A support group is simply a group of family members or friends with whom a person can spend time. Going out after work with a couple of coworkers to a basketball game, for example, can help relieve the stress that builds up during the day.

For each example presented in the following table, identify the managerial function being illustrated. Checking an accounting report for compliance with company standards at Tesla • Conceptual Skills • Interpersonal Skills • Technical Skills • Diagnostic Skills

• Technical Skills Explanation: Technical skills are the skills necessary to accomplish specific tasks.

Subtle messages, such as quietly reminding someone not to attack ideas during a brainstorming session, are powerful tools in shaping _____ . • virtual team norms • collaborative online tools • team contracts

• collaborative online tools Explanation: Subtle messages, such as quietly reminding someone not to attack ideas during a brainstorming session, are powerful tools in shaping virtual team norms.

Attributing success to _____ builds self-efficacy and increases the motivation to try hard and persist in the face of failure. • internal causes • external causes • procedural fairness

• internal causes Explanation: Attributing success to internal causes builds self-efficacy and increases the motivation to try hard and persist in the face of failure. Procedural fairness addresses the fairness of the procedures used to generate the outcome (e.g., what rules were followed, whether people had the opportunity to express opinions and influence the outcome, etc.).

Watch this video in which Peter Metcalf, CEO and founder of Black Diamond (BD); Thomas Hodel, one of Black Diamond's product managers; and Wim de Jager, VP of manufacturing discuss their company's global operations. Then answer the questions below. Use your knowledge of the different organizational concepts to classify each of the following statements. (Note: Statements about the firm are augmented for this question so they are not all actually true statements.) If Black Diamond were to begin focusing its business strategy on offering mountaineering tours with guides and support teams to promote outdoor tourism then this would be an example of • A manufacturing organization • A service organization • A tiered workforce • Outsourcing

• A service organization Explanation: A service organization transforms resources into an intangible output and creates time or place utility for its customers.

Match each work outcome with the corresponding organizational behavior concept. What is each behavior an example of? Performance: • Mary sells 20 cars in a month • Ryan steals $1,000 from the company • Tyler plans to quit in a few months • Amy volunteers to help a new coworker learn how to use the company's intranet

• Amy volunteers to help a new coworker learn how to use the company's intranet Explanation: Performance is a somewhat broader concept and is made up of all work-related behaviors.

When Yahoo! makes decisions about whether or not to collect personal information about customers when they use its website, this is an example of: • An ethical issue • corporate sustainability initiative • social responsibility initiative

• An ethical issue Explanation: Ethical issues involve beliefs regarding what is right or wrong in a given situation. Most ethical dilemmas faced by managers relate to how the organization treats its employees, how employees treat the organization, and how employees and organizations treat other economic agents. When the social responsibility issues involve the creation of a "green" strategy intended to protect the natural environment it is often called corporate sustainability. Corporate social responsibility involves businesses living and working together for the common good and valuing human dignity. An important part of this is how employers treat their employees.

Match each business strategy description with the corresponding organizational behavior concept. What would the organization's focus need to be to execute each strategy? Old Navy relies on a cost leadership strategy and needs to keep all of its expenses as low as possible. • Automate as many jobs as possible • Focus on problem solving and teamwork • Increase operational flexibility and employees' customer knowledge • Support a customer service culture

• Automate as many jobs as possible Relying on low-wage employees and trying to automate as many jobs as possible Explanation: A firm that relies on a cost leadership strategy will usually need to keep all of its expenses as low as possible.

Neuroticism is part of the _____ personality framework. • Big Five • Myers-Briggs • Locus of control • Machiavellianism

• Big Five Explanation: The five traits in the Big Five personality framework are neuroticism, agreeableness, conscientiousness, extraversion, and openness. Neuroticism is characterized by a person's tendency to experience unpleasant emotions such as anger, anxiety, depression, and feelings of vulnerability. The Myers-Briggs is based upon Psychologist Carl Jung's work on psychological types. More Machiavellian individuals tend to be rational and nonemotional, may be willing to lie to attain their personal goals, put little emphasis on loyalty and friendship, and enjoy manipulating others' behavior. People who believe that individuals are in control of their lives are said to have an internal locus of control. Other people think that fate, chance, luck, or other people's behavior determines what happens to them.

Match each term with its definition. Characterized by tight social frameworks in which people tend to base their identities on the group or organization to which they belong • Uncertainty avoidance • Power distance • Collectivism • Masculinity

• Collectivism Explanation: Collectivism is characterized by tight social frameworks in which people tend to base their identities on the group or organization to which they belong

China and South Korea emphasize group and family goals over individuals' needs or desires. • Masculinity • Uncertainty avoidance • Power distance • Collectivism

• Collectivism Explanation: Collectivism is characterized by tight social frameworks in which people tend to base their identities on the group or organization to which they belong. Uncertainty avoidance is the extent to which people feel threatened by unknown situations and prefer to be in clear and unambiguous situations. Power distance is the extent to which people accept as normal an unequal distribution of power. Masculinity refers to the extent to which the dominant values in a society emphasize aggressiveness and the acquisition of money and other possessions as opposed to concern for people, relationships among people, and overall quality of life.

Use each of these key terms to best complete the following sentences. Use each term no more than once. • Technical • Interpersonal • Conceptual • Diagnostic When Mark Zuckerberg came up with the idea for Facebook and decided to make a company to pursue the idea, he relied most heavily on his _____ skills.

• Conceptual Explanation: Conceptual skills refer to the ability think in the abstract, as is done when coming up with new ideas.

Match each term with its definition. The oversight of a public corporation by its board of directors • Corporate Governance • International Organization for Standardization • Corporate Social Responsibility • Ethics

• Corporate Governance Explanation: Corporate governance is the oversight of a public corporation by its board of directors.

Use each of these key terms to best complete the following sentences. Use each term no more than once. • Intuition • Scientific method • Hypothesis • Theory • Independent variable • Dependent variable • Correlation • Meta-analysis • Global replication The size and strength of the statistical relationship between two variables

• Correlation

For each example presented in the following table, identify the business strategy illustrated. Airline JetBlue tries to compete by offering low fares to popular destinations. • Cost Leadership • Customer Intimacy • Specialization • Growth

• Cost Leadership Explanation: A cost leadership strategy involves striving to be the lowest-cost producer for a particular level of product quality.

Watch this video in which Peter Metcalf, CEO and founder of Black Diamond (BD); Thomas Hodel, one of Black Diamond's product managers; and Wim de Jager, VP of manufacturing discuss their company's global operations. Then answer the questions below. The fact that Black Diamond has employees working in the organization from all around the world demonstrates: • Ethnocentrism • Like me bias • Stereotypes • Cultural competence

• Cultural competence Explanation: Cultural competence is the ability to interact effectively with people of different cultures. Like me bias is incorrect. Like me bias refers to situations in which we consciously or unconsciously tend to associate with others whom we perceive to be like ourselves. Ethnocentrism is incorrect because it refers to the belief that one's own language, native country, and cultural rules and norms are superior to all others. Stereotypes refer to a belief about an individual or a group based on the idea that everyone in a particular group will behave the same way or have the same characteristics. Power distance is the extent to which people accept as normal an unequal distribution of power.

Tina is very skilled at knowing what gifts are acceptable to give coworkers and clients when she travels around the world representing Pepsi. • Cultural etiquette • Cultural competence • Culture • Globalization

• Cultural etiquette Explanation: Cultural etiquette is successfully managing or conducting business across cultures. It involves knowing what to say, when to arrive for meetings, what to wear, what gifts are acceptable, and what greeting to give, among many other things. Culture is the set of shared values, often taken for granted, that help people in a group, organization, or society understand which actions are considered acceptable and which are deemed unacceptable. Globalization is the internationalization of business activities and the shift toward an integrated global economy. Cultural competence the ability to interact effectively with people of different cultures.

Identify the type of diversity represented by each of the examples in this table. Bob wants to get a lot more information before deciding which new machine to buy for the business. His partner Ken is frustrated because he is willing to make a decision now. • Deep-level Diversity • Disparity Diversity • Variety Diversity • Surface-level Diversity

• Deep-level Diversity Explanation: Deep-level diversity refers to individual differences that cannot be seen directly, including goals, values, personalities, decision-making styles, knowledge, skills, abilities, and attitudes.

Use each of these key terms to best complete the following sentences. Use each term no more than once. • Intuition • Scientific method • Hypothesis • Theory • Independent variable • Dependent variable • Correlation • Meta-analysis • Global replication The variable predicted to be affected by something else

• Dependent variable

Use each of these key terms to best complete the following sentences. Use each term no more than once. • Technical • Interpersonal • Conceptual • Diagnostic When Marissa Mayer became CEO of Yahoo and tried to identify how to turn around the ailing company she relied heavily on her _____ skills.

• Diagnostic Explanation: Diagnostic skills are the ability to understand cause-and-effect relationships and to recognize the optimal solutions to problems.

Watch the following video in which owner Sue Ryan and manager Candace Stathis talk about Camp Bow Wow, a provider of dog care services. Then answer the questions that follow. Use your knowledge of the different critical management skills to classify each of the following statements. Sue says that people are still spending money on bringing their dogs in, but they are expecting a whole lot more. Her solution is to provide high quality customer service. • Technical skills • Interpersonal skills • Conceptual skills • Diagnostic skills

• Diagnostic skills Explanation: Sue is demonstrating diagnostic skills, which are the ability to understand cause-and-effect relationships and to recognize the optimal solutions to problems. Sue is not demonstrating interpersonal skills, which refer to the ability to effectively communicate with, understand, and motivate individuals and groups. Sue is not demonstrating technical skills. Technical skills are the skills necessary to accomplish specific tasks within an organization. Demonstrating how to perform specific tasks to generate quality customer service would be a technical skill. Sue is not demonstrating conceptual skills here. Conceptual skills are the manager's ability to think in the abstract and see the "big picture." Sue is demonstrating that she understands the optimal solution to the problem of having customers expect more for the same amount of money.

Identify the type of diversity represented by each of the examples in this table. The new product development team at Nestle is made up of people at three different hierarchical levels, and the team leader has the authority to veto any idea introduced by the team that she or he feels does not have potential. • Deep-level Diversity • Disparity Diversity • Variety Diversity • Surface-level Diversity

• Disparity Diversity Explanation: Disparity diversity reflects differences in the concentration of valuable social assets or resources-dissimilarity in rank, pay, decision-making authority, or status, for instance.

Select the correct label to complete the following diagram. (2a) • Laws and Regulations • Employment Relationships • Economic Forces • Labor Markets

• Employment Relationships Explanation (2a_solved): The five central environmental forces for change faced by today's organizations are new employment relationships, diversity, globalization, technology, and ethics and corporate governance.

Match each term with its definition. Bullying may not be illegal, but many companies have enacted policies prohibiting such incivility and abusive behavior in the workplace. • Corporate Governance • International Organization for Standardization • Corporate Social Responsibility • Ethics

• Ethics Explanation: Ethics are a person's beliefs regarding what is right or wrong in a given situation.

Match each example with the barrier to inclusion that best describes it. When Maja was assigned to work in Russia she expected her employees to be less professional and less fluent in English than she was. She was very surprised to learn that her Russian counterparts were just as competent as her. • Ethnocentrism • Perceived Threat or Loss • Prejudice • Stereotype • "Like Me" Bias

• Ethnocentrism Explanation: Ethnocentrism reflects the belief that one's own language, native country, and cultural rules and norms are superior to all others.

Use each of these key terms to best complete the following sentences. Use each term no more than once. • Agreeableness • Neuroticism • Extraversion • Conscientiousness • Openness • Machiavellianism • Authoritarianism Betty is sociable, talkative, and one of the first employees to welcome a new hire and offer to show him or her around. Betty is likely high in this personality trait.

• Extraversion Explanation: Extroverts are sociable, talkative, assertive, and open to establishing new relationships. They are also more likely to be attracted to jobs based on personal relationships.

Match each business strategy description with the corresponding organizational behavior concept. What would the organization's focus need to be to execute each strategy? A firm decides to specialize in designing new and innovative apps for the iPhone and to outsource their production. • Automate as many jobs as possible • Focus on problem solving and teamwork • Increase operational flexibility and employees' customer knowledge • Support a customer service culture

• Focus on problem solving and teamwork Focusing on innovation, problem solving, and teamwork Explanation: The organization's focus would be on innovation, problem solving, and teamwork. Managers would need to effectively lead, motivate, and communicate.

Match each term with its definition. Organizations are cooperative systems and workers' orientations, values, and feelings are important parts of organizational dynamics and performance. • System • Human Relations Movement • Scientific Management • Situational Perspective • Interactionalism

• Human Relations Movement Explanation: According to the human relations movement, organizations are cooperative systems and workers' orientations, values, and feelings are important parts of organization dynamics and performance.

Match each business strategy description with the corresponding organizational behavior concept. What would the organization's focus need to be to execute each strategy? Starbucks is primarily following a specialization strategy and focuses on a narrow set of beverage and food products. • Automate as many jobs as possible • Focus on problem solving and teamwork • Increase operational flexibility and employees' customer knowledge • Support a customer service culture

• Increase operational flexibility and employees' customer knowledge Creating customer loyalty through operational flexibility and employees' knowledge about their customers Explanation: A specialization strategy often requires employees with specialized skills and abilities, including knowledge about their customers. Creating customer loyalty requires employees to combine detailed knowledge about their customers with operational flexibility so they can respond quickly to almost any customer need, from customizing a product to fulfilling special requests.

Check the box under the aspect of the systems perspective to OB illustrated by the situation being described. Sue is a manager at a large chemical plant for Exxon. She pulls up the most recent inventory reports to see if the plant's production targets are likely to be met. • Outputs • Inputs • Process

• Inputs Explanation: An organizational system receives four kinds of inputs from its environment: material, human, financial, and informational. The organization's managers then combine and transform these inputs and return them to the environment in the form of products or services, employee behaviors, profits or losses, and additional information. Then the system receives feedback from the environment regarding these outputs.

Match each term with its definition. Individuals and situations interact continuously to determine individuals' behavior. • System • Human Relations Movement • Scientific Management • Situational Perspective • Interactionalism

• Interactionalism Explanation: Interactionalism proposes that individuals and situations continuously interact to determine individuals' behavior.

Match each term with its definition. In addition to shaping law, international labor standards provide guidance for developing national and local policies, such as employment and work and family policies. • Corporate Governance • International Organization for Standardization • Corporate Social Responsibility • Ethics

• International Organization for Standardization Explanation: The International Organization for Standardization created a variety of standards that help organizations gain international acceptance of their practices and outcomes in areas including sustainability and carbon emissions.

Use each of these key terms to best complete the following sentences. Use each term no more than once. • Technical • Interpersonal • Conceptual • Diagnostic When Pedro tries to persuade his teammates to increase their production rate he is most heavily relying on his _____ skills.

• Interpersonal Explanation: Interpersonal skills are the ability to effectively communicate with, understand, and motivate individuals and groups.

Use each of these key terms to best complete the following sentences. Use each term no more than once. • Intuition • Scientific method • Hypothesis • Theory • Independent variable • Dependent variable • Correlation • Meta-analysis • Global replication Relying on an understanding of many of the norms, expectations, and behaviors of others learned from living and working with them

• Intuition

Accountants at Ernst & Young are: • Tiered workforce • Manufacturing workers • Knowledge workers • Contingent workers

• Knowledge workers Explanation: Knowledge workers add value in an organization simply because of what they know. A contingent worker is a person who works for an organization on something other than a permanent or full-time basis. A tiered workforce exists when one group of an organization's workforce has a contractual arrangement with the organization objectively different from that of another group performing the same jobs. A manufacturing worker works in a business that combines and transforms resources into tangible outcomes that are then sold to others.

For each example presented in the following table, identify the managerial function being illustrated. Bill Owen's team at Lamar Advertising recently lost a big account and team morale has fallen. Bill decides to treat his employees to lunch and give them a pep talk to show his appreciation and to let them know that he believes in the team. • Leading • Organizing • Planning • Controlling

• Leading Explanation: Leading is the process of getting employees to stay motivated and to work together toward the organization's goals.

Watch this video in which Peter Metcalf, CEO and founder of Black Diamond (BD); Thomas Hodel, one of Black Diamond's product managers; and Wim de Jager, VP of manufacturing discuss their company's global operations. Then answer the questions below. Assume you are the CEO of Black Diamond, a global organization. You need to assemble members for new project team that is based on a loosely structured product concept. As a result, the project itself is ambiguous without clearly defined goals or roles for members. You recognize that some people are more likely to be comfortable working on such an ambiguous project than others and that this might be related to national or cultural differences. In this case you might seek to put people on the project who are from a _____ country. • Low long-term orientation • Low power distance • Low collectivism • Low uncertainty avoidance

• Low uncertainty avoidance Explanation: Uncertainty avoidance refers to a culture in which people feel threatened by unknown situations and prefer to be in clear and unambiguous situations. You want people low on this characteristic so they can handle the ambiguity of the project. Low power distance refers to a country in which people prefer an equal distribution of power and flat relationships with leaders. Low long-term values (i.e., high short-term values) include focusing on the present and working on projects that have an immediate payoff. Low collectivism (i.e., high individualism) is characterized by social frameworks in which people tend to base their identities on themselves as individuals rather than as part of a group.

Match each work outcome with the corresponding organizational behavior concept. What is each behavior an example of? Productivity: • Mary sells 20 cars in a month • Ryan steals $1,000 from the company • Tyler plans to quit in a few months • Amy volunteers to help a new coworker learn how to use the company's intranet

• Mary sells 20 cars in a month Explanation: A person's productivity is a relatively narrow indicator of his or her efficiency and is measured in terms of the products or services created per unit of input.

Match each term with its definition. The extent to which the dominant values in a society emphasize aggressiveness and the acquisition of money and other possessions as opposed to concern for people, relationships among people, and overall quality of life • Uncertainty avoidance • Power distance • Collectivism • Masculinity

• Masculinity Explanation: Masculinity refers to the extent to which the dominant values in a society emphasize aggressiveness and the acquisition of money and other possessions as opposed to concern for people, relationships among people, and overall quality of life

Use each of these key terms to best complete the following sentences. Use each term no more than once. • Intuition • Scientific method • Hypothesis • Theory • Independent variable • Dependent variable • Correlation • Meta-analysis • Global replication A statistical technique used to combine the results of many different research studies done in a variety of organizations and for a variety of jobs

• Meta-analysis

For each example presented in the following table, identify the managerial function being illustrated. As Facebook grew, Mark Zuckerberg had to redefine employees' areas of responsibility and increase the number of hierarchical layers in the organization to maximize efficiency and performance during the company's rapid growth. • Leading • Organizing • Planning • Controlling

• Organizing Explanation: Organizing is the process of designing jobs, grouping jobs into units, and establishing patterns of authority between jobs and units.

Check the box under the aspect of the systems perspective to OB illustrated by the situation being described. After offshoring many employees' jobs and reducing pay for those who remain, the surviving employees of Acme go on strike. • Outputs • Inputs • Process

• Outputs Explanation: An organizational system receives four kinds of inputs from its environment: material, human, financial, and informational. The organization's managers then combine and transform these inputs and return them to the environment in the form of products or services, employee behaviors, profits or losses, and additional information. Then the system receives feedback from the environment regarding these outputs.

Match each example with the barrier to inclusion that best describes it. A large beverage company launches an initiative to pair non-minority employees with new hires who are minorities to help get them up to speed and promote inclusion. No employees sign up for the program because they believe that the organization intends to promote the new hires faster than them and doing so would hurt their chances for advancement. • Ethnocentrism • Perceived Threat or Loss • Prejudice • Stereotype • "Like Me" Bias

• Perceived Threat or Loss Explanation: As voluntary efforts are made by companies to promote inclusion, members of groups who traditionally have been the predominant employees of a particular workforce or occupation may grow anxious or angry. If they perceive a direct threat to their own career opportunities, they may feel that they need to protect their own prospects by impeding the prospects of others. This can influence employees' willingness to help minority employees, recruit diverse candidates for a position, and support diversity initiatives.

Match each description with the corresponding type of fit. Fit Amara is very happy with her work team. Everyone supports each other and is responsible about meeting both individual and team goals, making Rachel want to work hard to live up to their expectations of her. • Person-organization • Person-group Fit • Person-job Fit • Person-vocation Fit

• Person-group Fit Explanation: Person-group fit reflects the fit between the employee and his or her workgroup and supervisor. Rachel feels supported by her teammates and is a good fit with their goals and work expectations. Person-group fit leads to improved job satisfaction, organizational commitment, and intent to stay with the company.

Match each description with the corresponding type of fit. Manuel is one of the top salespeople at Bloomingdale's menswear department. Although Manuel doesn't like the fact that some of the clothes in Bloomingdales come from overseas, he is good at his job, and is also very motivated by the opportunity to sell high quality merchandise. • Person-organization • Person-group Fit • Person-job Fit • Person-vocation Fit

• Person-job Fit Explanation: Person-job fit is the fit between a person's abilities and the demands of the job, and the fit between a person's desires and motivations and the attributes and rewards of a job. Manuel is both good at his job and motivated by the job's rewards.

Match each description with the corresponding type of fit. 3M has a strong culture of innovation, which Pam really likes. Pam previously feels that she is happier in a less bureaucratic, more innovative environment like the one at 3M that supports autonomy and smart risk taking. • Person-organization • Person-group Fit • Person-job Fit • Person-vocation Fit

• Person-organization Explanation: Person-organization fit is the fit between an individual's values, beliefs, and personality and the values, norms, and culture of the organization. Pam is reflecting on the organization's characteristics rather than those of a specific job or workgroup.

Match each description with the corresponding type of fit. Peter has always been a social person and enjoys working with people. He recently got an Associate's degree in computer programming and spends his work day alone in a small cubicle. Peter is regretting his decision to go into programming as a career because he has very little social contact. • Person-organization • Person-group Fit • Person-job Fit • Person-vocation Fit

• Person-vocation Fit Explanation: Person-vocation fit is the fit between a person's interests, abilities, values, and personality and a profession rather than a specific job or company.

Match each term with its definition. The extent to which people accept as normal an unequal distribution of power • Uncertainty avoidance • Power distance • Collectivism • Masculinity

• Power distance Explanation: Power distance is the extent to which people accept as normal an unequal distribution of power

Andy and Laura were talking during their break from their jobs at a retail store. ANDY: I can't believe the low performance evaluation Sam just gave me. And now he wants me to clean the gross break room! LAURA: You could do what I did last month and break the vacuum. It's not hard to do, and it means you won't be able to clean everything! Which organizational behavior concept does their conversation best illustrate? • Performance • Commitment • Sabotage • Productivity

• Sabotage Explanation: Sabotage is a dysfunctional behavior involving damaging or destroying company property so that it does not work properly. Performance has to do with all work-related behaviors, including but not limited to productivity which refers solely to the products or services created per unit of input. Commitment involves referring to the organization in personal terms like "We make high-quality products", overlooking minor sources of dissatisfaction with the organization, and intending to remain with the organization.

Match each term with its definition. Productivity is maximized when organizations are rationalized with precise sets of instructions based on time-and-motion studies. • System • Human Relations Movement • Scientific Management • Situational Perspective • Interactionalism

• Scientific Management Explanation: Scientific management proposes that productivity is maximized when organizations are rationalized with precise sets of instructions based on time-and-motion studies.

Watch the following video in which owner Sue Ryan and manager Candace Stathis talk about Camp Bow Wow, a provider of dog care services. Then answer the questions that follow. Candace states that part of managing involves making sure everyone is organized and where they are supposed to be at the right time. Which school of thought is most consistent with a concern about making sure everyone is organized and where they are supposed to be at the right time? • Hawthorne effect • Universal approach • Scientific method • Scientific management

• Scientific management Explanation: The correct answer is scientific management. Scientific management is based on the belief that productivity is maximized when organizations are rationalized with precise sets of instructions, often based on time-and-motion studies. The Hawthorne effect is not correct. It refers to the situation in which people improve some aspect of their behavior or performance simply because they know they are being assessed. This effect was first identified when a series of experiments that came to be known as the Hawthorne studies were conducted on Western Electric plant workers in Hawthorne, just outside of Chicago, to see the effects of a variety of factors, including individual versus group pay, incentive pay, breaks, and snacks, on productivity. However, this is not a school of thought. It is a specific observed effect that helped to stimulate research on how social relations, motivation, communication and satisfaction influence productivity. The scientific method is incorrect. This relies on systematic studies that identify and replicate a result using a variety of methods, samples, and settings. Sir Francis Bacon developed the scientific method in the 1600s. The scientific method can be used to investigate which managerial behaviors have specific effects on motivation and performance but the scientific method makes no reference by itself to the importance of specific managerial behaviors. The universal approach is incorrect. It suggests that whenever a particular problem or situation is encountered, a universal solution exists that will elicit the desired outcome. In other words, it is thought that one approach will work for all situations. However, there's nothing about the approach that specifically says managers should engage in particular behaviors all the time and in all circumstances.

Use each of these key terms to best complete the following sentences. Use each term no more than once. • Intuition • Scientific method • Hypothesis • Theory • Independent variable • Dependent variable • Correlation • Meta-analysis • Global replication Relies on systematic studies that identify and replicate a result using a variety of methods, samples, and settings

• Scientific method

Watch this video in which Peter Metcalf, CEO and founder of Black Diamond (BD); Thomas Hodel, one of Black Diamond's product managers; and Wim de Jager, VP of manufacturing discuss their company's global operations. Then answer the questions below. _____ diversity reflects the fact that some employees may disagree about how a product should be made or marketed. • Separation • Surface-level • Disparity • Functional

• Separation Explanation: This refers to differences in position or opinion among group members reflecting disagreement or opposition, especially with regard to group goals or processes. Surface-level diversity refers to observable differences in people, including race, age, ethnicity, physical abilities, physical characteristics, and gender. Disparity diversity reflects differences in the concentration of valuable social assets or resources—dissimilarity in rank, pay, decision-making authority, or status. Functional diversity would be a type of variety diversity and demographic diversity would be a type of surface-level diversity.

Match each business strategy description with the corresponding organizational behavior concept. What would the organization's focus need to be to execute each strategy? Jeweler Tiffany & Co. is following a differentiation strategy and wants to charge a high price for high quality jewelry. • Automate as many jobs as possible • Focus on problem solving and teamwork • Increase operational flexibility and employees' customer knowledge • Support a customer service culture

• Support a customer service culture Leadership that develops and supports a customer service culture, and rewards tied to great customer service Explanation: A company using a differentiation strategy might want to emphasize exemplary customer service. Accordingly, it needs employees who are motivated to provide high levels of service, leaders who can help develop a customer service culture, and a reward structure tied to customer service.

Match each term with its definition. An interrelated set of elements that function as a whole. • System • Human Relations Movement • Scientific Management • Situational Perspective • Interactionalism

• System Explanation: A system is an interrelated set of elements that function as a whole. According to the situational perspective, in most organizations, situations and outcomes are influenced by other variables.

Use each of these key terms to best complete the following sentences. Use each term no more than once. • Technical • Interpersonal • Conceptual • Diagnostic When Sonia, a new graduate, begins her career as an engineer, she will most rely on her _____ skills to perform her job responsibilities at Boeing.

• Technical Explanation: Technical skills are the skills necessary to accomplish specific tasks.

Use each of these key terms to best complete the following sentences. Use each term no more than once. • Intuition • Scientific method • Hypothesis • Theory • Independent variable • Dependent variable • Correlation • Meta-analysis • Global replication A collection of verbal and symbolic assertions that specify how and why variables are related, and the conditions under which they should and should not relate

• Theory

Match each work outcome with the corresponding organizational behavior concept. What is each behavior an example of? Organizational Commitment: • Mary sells 20 cars in a month • Ryan steals $1,000 from the company • Tyler plans to quit in a few months • Amy volunteers to help a new coworker learn how to use the company's intranet

• Tyler plans to quit in a few months Explanation: Organizational commitment involves seeing oneself as a true member of the organization, overlooking minor sources of dissatisfaction with the organization, and intending to remain a member of the organization.

Match each term with its definition. The extent to which people feel threatened by unknown situations and prefer to be in clear and unambiguous situations • Uncertainty avoidance • Power distance • Collectivism • Masculinity

• Uncertainty avoidance Explanation: Uncertainty avoidance is the extent to which people feel threatened by unknown situations and prefer to be in clear and unambiguous situations

Which of the following are ways that organizational behavior impacts individuals' success? Check all that apply. • Appropriately applying organizational behavior principles decreases ethical decision making. • Understanding organizational behavior helps people to be more effective at work. • Understanding organizational behavior principles helps people to better manage others as well as themselves. • Appropriately applying organizational behavior principles will slow your career advancement. • Understanding organizational behavior principles makes people better accountants, marketers, or better employees in whatever is their technical field.

• Understanding organizational behavior helps people to be more effective at work. • Understanding organizational behavior principles helps people to better manage others as well as themselves. Explanation: Appropriately applying organizational behavior principles increases effectiveness at work and helps us better manager ourselves and others. Organizational behavior does not make people technically better in their area of specialty, but it does make people more effective employees and managers, improves ethical decision making, and speeds up career advancement.

Select the form of diversity that is best described by the following example. After working with his team for a while, Patrick realizes that his team is more diverse than he initially thought. The members come from a variety of functional backgrounds and have a wide variety of work experiences. • Disparity diversity • Deep-level diversity • Variety diversity • Separation diversity

• Variety diversity Explanation: Functional backgrounds and work experience are not observable. They contribute to variety diversity. Deep-level diversity is also unobservable, but it is not related to functional backgrounds and work experiences. Separation diversity involves differences in opinions among group members, while disparity refers to differences in social assets such as rank or pay.

Which of the following is an example of a realistic job preview (RJP)? Check all that apply. • When Mary has her first interview for a job as a police officer, she is shown a video that tells her how rewarding policework can be, but it also outlines how difficult it can be to work night shifts. • When he is recruited to be a tax accountant at Deloitte, Hans is told that it is a great job and company with a lot of career opportunities but also warned that during March and April it is common to have to work some evenings and weekends to get all of the tax filing work done. • When he is interviewed for a delivery driver job at Pepsi, Tony is told that although most of the customers are very nice, some can be a little rude. • When she is interviewed for a sales associate role at Verizon, Tina is told only positive things about the company.

• When Mary has her first interview for a job as a police officer, she is shown a video that tells her how rewarding policework can be, but it also outlines how difficult it can be to work night shifts. • When he is recruited to be a tax accountant at Deloitte, Hans is told that it is a great job and company with a lot of career opportunities but also warned that during March and April it is common to have to work some evenings and weekends to get all of the tax filing work done. • When he is interviewed for a delivery driver job at Pepsi, Tony is told that although most of the customers are very nice, some can be a little rude. Explanation: Realistic Job Previews, or RJPs, involve the presentation of both positive and potentially negative information to job candidates.

Kyongji is slightly more productive than Bernadette but she refuses to work overtime, often expresses negative opinions about the organization, and is often late. Bernadette is often willing to work overtimeand seldom misses work. Kyongji is probably _____ than Bernadette. • a better organizational citizen • a lower performer • a higher performer • more committed

• a lower performer Explanation: Productivity has to do with the products or services created per unit of input.Performance is a somewhat broader concept and is made up of all work-related behaviors. Although Kyongji is more productive than Bernadette, she is a lower performer because of her broader poor work-related behaviors.

ISABELLE: "Did you see the most recent productivity numbers from our new facility in South America? Even though we're paying local wages, which are saving us a lot in labor costs compared to our North American facility, productivity and quality still are not high enough to make the move pay off." ALEX: "I guess pay wasn't enough of _____ for them to want to perform to our high standards." • an inducement • a flexible work arrangement • a stereotype

• an inducement Explanation: In exchange for the employees' contributions, organizations provide inducements to their workers. Some inducements, such as pay and career opportunities, are tangible rewards. Others, such as job security and status, are more intangible.

According to Michael Porter, to have a(n) _____ a company must ultimately be able to give customers superior value for their money. • organizational behavior profile • competitive advantage • human resource strategy • business strategy

• competitive advantage Explanation: According to Michael Porter, to have a competitive advantage a company must ultimately be able to give customers superior value for their money (a combination of quality, service, and acceptable price)—either a better product that is worth a premium price or a good product at a lower price can be a source of competitive advantage.

The success of a growth strategy depends on the firm's ability to _____ necessary to sustain its intended growth. • lead employees in understanding the goals • manage the power and politics • find and retain the right number and types of employees • create the right reward system

• find and retain the right number and types of employees

Breakthroughs in _____ have resulted in leaner organizations, more flexible operations, increased collaboration among employees, more flexible work sites, and improved management processes and systems. • information technology • legal regulations • manufacturing processes • hiring practices

• information technology Explanation: Breakthroughs ininformation technology have resulted in leaner organizations, more flexible operations, increased collaboration among employees, more flexible work sites, and improved management processes and systems.

Watch the following video in which owner Sue Ryan and manager Candace Stathis talk about Camp Bow Wow, a provider of dog care services. Then answer the questions that follow. Use your knowledge of innovative management techniques to select the correct answer for the following question. Sue, the owner of Camp Bow Wow, says that she wants her facility to be the best of all facilities like hers in Boulder, the best of the Camp Bow Wows, and the best in the system as a whole. She wants customers to know that they always do everything they can do to address concerns and the level of service has to match expectations of the customer. This is an example of a _____ strategy. • differentiation by being the first to market with new products • cost leadership by being the lowest-cost provider of services • expansion and growth to enhance earnings per share by building out new operations • specialization by building customer intimacy

• specialization by building customer intimacy Explanation: The correct answer is "specialization by building customer intimacy." Sue states that they want to be the best and she wants customers to always know they've done everything they could do to address any issues. Sue also says that customers expect more for their dollars so the level of customer service has to be that much better and level of offerings must match their expectations. Candace also notes that it's critical to keep customers happy and customer service has to be effective, not merely efficient. Candace states that it's important for customers to know you care.

When assigning employees to an important new advertising client account, you make sure that the team has members with many types of expertise that will help them to generate some creative ideas. This is an example of _____ . • surface-level diversity • variety diversity • disparity diversity • deep-level diversity

• variety diversity Explanation: Variety diversity exists when there are meaningful differences in a certain type or category, including group members' expertise, knowledge, or functional background. Surface-level diversity refers to observable and known differences in people, including race, age, ethnicity, physical abilities, physical characteristics, and gender. Deep-level diversity refers to individual differences that cannot be seen directly, including goals, values, personalities, decision-making styles, knowledge, skills, abilities, and attitudes. Disparity diversity reflects differences in the concentration of valuable social assets or resources-dissimilarity in rank, pay, decision-making authority, or status, for instance.

Match each example with the barrier to inclusion that best describes it. Carl does not believe that women should work outside of the home and refuses to hire them. • Ethnocentrism • Perceived Threat or Loss • Prejudice • Stereotype • "Like Me" Bias

• Prejudice Explanation: Outright bigotry on the part of an employer or its management for or against a targeted group.

Because your project team has a lot of other competent members, you decide to put in a little less effort than you would if the team was struggling. • Social loafing • Group heterogeneity • Informal leadership

• Social loafing Explanation: Social loafing occurs when a group member decides to not put forth as much effort as they would working alone. Social loafing often results from the assumption that other members will pick up the slack.

Match each description with the corresponding job design term that best describes it. If the Mayo Clinic wants to better integrate technology to improve its customer care, what type of group or team should it implement? • A functional team • A cross-functional team • A venture team • A problem-solving team

• A cross-functional team Explanation: Because cross-functional teams have members from different departments or functional areas they are best able to share ideas, build on different expertise and perspectives, and solve problems. The Mayo Clinic actually did form a cross-functional team to integrate technology to improve patient care.

According to the Myers-Briggs framework this type of person is decisive and tends to plan. • Thinking • Judging • Sensing

• Judging Explanation: According to the Myers-Briggs framework, judging people are decisive and tend to plan. Thinkers value fairness, and decide things impersonally based on objective criteria and logic. Sensing people are detail oriented. They want and trust facts.

Match each description with the corresponding term. • Cognition • Affect • Intention • Cognitive dissonance Billy likes his boss Tony because he is supportive and gives him the confidence to succeed.

• Affect Explanation: Affect is similar to emotion and is a person's feeling toward something.

Match each term with its definition. Patagonia engages in a variety of activities to promote fair labor practices and ensure good working conditions in its factories. • Corporate Governance • International Organization for Standardization • Corporate Social Responsibility • Ethics

• Corporate Social Responsibility Explanation: Corporate social responsibility involves businesses living and working together for the common good and valuing human dignity.

For each example presented in the following table, identify the goal-setting concept being illustrated. Because Julia thought that her supervisor's goal for her to sell a certain number of products to a client that presented a conflict of interest was unethical, she refused to comply with it. • Goal specificity • Goal acceptance • Goal difficulty • Goal commitment

• Goal acceptance Explanation: Goal acceptance is the extent to which a person accepts a goal as his or her own.

What are talent shortages forecast to do globally? • Rise • Stay constant • Fall

• Rise Explanation: Talent shortages are forecast to rise globally.

Scientific management did which of the following? • Decreased productivity • Was readily accepted by workers • Gave workers control over how they did their jobs • Increased the monotony of work

• Increased the monotony of work Explanation: Although scientific management improved productivity, it also increased the monotony of work. Scientific management left no room for individual preferences or initiative, and was not always accepted by workers. At one point, complaints that it was dehumanizing led to a congressional investigation.

Match each description with the corresponding term. • Cognition • Affect • Intention • Cognitive dissonance You plan to come in early tomorrow to help your boss take inventory. Unfortunately, you do not make it because you decide to sleep in.

• Intention Explanation: An intention is a component of an attitude that guides a person's behavior. Intentions don't guarantee that the planned behavior will actually happen. You may intend to do one thing (take a particular class) but later alter your intentions because of a more significant and central attitude (fondness for sleeping late).

The forces that create _____ are attraction to the group, resistance to leaving the group, and motivation to remain a member of the group. • group composition • group cohesiveness • group norms

• group cohesiveness Explanation: Group cohesiveness is the extent to which a group is committed to remaining together. The forces that create cohesiveness are attraction to the group, resistance to leaving the group, and motivation to remain a member of the group.

Use each of these key terms to best complete the following sentences. Use each term no more than once. • Agreeableness • Neuroticism • Extraversion • Conscientiousness • Openness • Machiavellianism • Authoritarianism Aidan is often late with projects and seems disorganized. He is likely low in this personality trait.

• Conscientiousness Explanation: Less conscientious people may be prone to missing deadlines, being unorganized, and being generally less dependable. In general, research suggests that higher conscientiousness is often a good predictor of performance for many jobs.

Identify the stage of group and team development for each example in the following table. You have never worked with any of your current teammates before. You look forward to the first team meeting where you will learn more about their backgrounds and interests. • Mutual Acceptance • Communication and Decision Making • Motivation and Productivity • Control and Organization

• Mutual Acceptance Explanation: In the mutual acceptance stage of group development (also called the forming stage), the members of the new group or team get to know one another by sharing information about themselves.

Match each description with the term that best describes it. Peter thinks that Sam is his best salesperson. When Sam's sales start to fall, Peter thinks, "It must just be a run of bad luck" and continues to give Sam high performance ratings. • Attribution • Selective Perception • Projection • Stereotyping

• Selective Perception Explanation: Selective perception is the process of screening out information that we are uncomfortable with or that contradicts our beliefs.

Match each description with the term that best describes it. Because Ben believes that men are better at physical work than women he only hires men for his cleaning business. • Attribution • Selective Perception • Projection • Stereotyping

• Stereotyping Explanation: Stereotyping is the process of categorizing or labeling people on the basis of a single attribute.

Identify the type of diversity represented by each of the examples in this table. The people who volunteer for the local food bank have a wide variety of expertise that they use to help fundraise for the organization. • Deep-level Diversity • Disparity Diversity • Variety Diversity • Surface-level Diversity

• Variety Diversity Explanation: Variety diversity exists when there are meaningful differences in a certain type or category, including group members' expertise, knowledge, or functional background.

Match each emotional intelligence dimension with its definition • Self-awareness • Self-motivation • Self-management • Empathy • Social skills Helping someone else become less upset

• Social skills Explanation: Social skills relate to effectively handling others' emotions.

Organizational behavior is the study of human behavior in organizational settings, the interface between human behavior and _____ , and the organization itself. • responsibility • employees • ethics • the organization

• the organization

Match the following example with the Towler and Dipboye learning style orientation type that best corresponds to it. • Discovery learning • Experiential learning • Observational learning • Structured learning • Group learning Pat likes working with others rather than learning individually.

• Group learning Explanation: Group learning is a preference to work with others while learning.

People who value family more than career success will work fewer hours and spend more time with their kids than people whose values put career success first. Of what is this is an example? • Intrinsic work values • Extrinsic work values • Instrumental values • Terminal values

• Terminal values Explanation: Terminal values reflect our long-term life goals, and may include prosperity, happiness, a secure family, and a sense of accomplishment. Instrumental values are our preferred means of achieving our terminal values or our preferred ways of behaving. Intrinsic work values relate to the work itself. Extrinsic work values relate to the outcomes of doing the work.

Use each of the key terms to complete the following sentences. Use each term only once. • Learning • Classical conditioning • Reinforcement theory • Social learning • Behavior modification • Positive reinforcement • Negative reinforcement • Punishment • Extinction One of your subordinates is very inconsiderate and often leaves his empty coffee cups around the office when he is done rather than throwing them out. You start paying attention to when he throws out his trash and comment on how much this is appreciated and keeps the office looking nice.

• Behavior modification Explanation: Behavior modification is the application of reinforcement theory to influence the behaviors of people in organizational settings.

Match each emotional intelligence dimension with its definition • Self-awareness • Self-motivation • Self-management • Empathy • Social skills Interpreting others' feelings

• Empathy Explanation: Empathy is sensing how others are feeling.

You have a team that has high cultural diversity and high interdependence, increasing the risk of disagreements in the team. Knowing this, which teamwork competency will you be most targeting in your hiring initiative for this team? • Conflict resolution abilities • Task coordination abilities • Goal-setting abilities

• Conflict resolution abilities Explanation: Cultural diversity in interdependent teams requires conflict resolution abilities to keep disagreements productive and focused on the team's task.

_____ is a measure of attendance. • Turnover • Incivility • Absenteeism • Politicized behavior

• Absenteeism Explanation: Absenteeism is a measure of attendance. Turnover occurs when someone leaves the organization, and can have indirect financial costs. Incivility or rudeness can create conflict and damage the organization's culture. Politicized behavior can benefit the organization but can also create conflict if mismanaged.

For each example presented in the following table, identify the managerial function being illustrated. Consumer tastes in snack foods have been changing. Yun Zhang, a marketing manager at Frito-Lay, recognizes a new business opportunity in low-salt and low-fat snack foods and decides that the company needs to establish a leadership position in this new market. • Leading • Organizing • Planning • Controlling

• Planning Explanation: Planning involves determining the firm's desired future position and deciding how best to get there.

For each example presented in the following table, identify the business strategy illustrated. Dunkin' Donuts decided to focus on selling donuts rather than a wide variety of baked goods. • Cost Leadership • Customer Intimacy • Specialization • Growth

• Specialization Explanation: A specialization strategy focuses on a narrow market segment or niche and pursuing either a differentiation or cost leadership strategy within that market segment.

Match each situation with the reinforcement schedule most likely to reach your goal. You hire three people to be "secret shoppers" at your store at random times. You give employees rewards based on how they do during the secret shoppers' visits. • Variable-interval Schedule • Variable-ratio Schedule • Fixed-ratio Schedule

• Variable-interval Schedule Explanation: With a variable-interval reinforcement schedule, desired behavior is reinforced after an unpredictable amount of time has elapsed—for example, not knowing when a regional supervisor will visit your location for an inspection.

Match the following examples to the correct element of the framework of this book. How do organizational characteristics influence effectiveness? A. How to create a culture at your new technology startup that promotes innovation, trust, and high performance B. Motivating a new customer service employee at Aflac Insurance with a work-from-home day if performance targets are met C. Getting a new research and development team at Pfizer to leverage the diversity of their knowledge and expertise to come up with a new blockbuster drug D. Managing politics and power struggles at Goldman Sachs to ensure that customer needs are being ethically met.

A. How to create a culture at your new technology startup that promotes innovation, trust, and high performance

Select the correct term for each of the missing labels in this diagram. (2c) A: •. Performance Bonuses • Training • Flexible Work Arrangements • Skills B: • Commitment • Talents • Motivation • Pay

A: • Skills B: • Pay Explanation (2b_solved): The essential nature of a psychological contract is that the individual makes a variety of contributions to the organization (including effort, skills, ability, time, and loyalty) and in return for these contributions the organization provides inducements to the individual. Some inducements, such as pay and career opportunities, are tangible rewards. Others, such as job security and status, are more intangible.

Match each example with the barrier to inclusion that best describes it. When reflecting on the job interviews he just finished for his assistant manager opening, John decided that he wanted to hire Amy because she reminded him a lot of himself at the same career stage. • Ethnocentrism • Perceived Threat or Loss • Prejudice • Stereotype • "Like Me" Bias

• "Like Me" Bias Explanation: Consciously or unconsciously, we tend to associate with others who we perceive to be like ourselves. This is the "like me" bias.

For each example presented in the following table, identify the type of reward being illustrated. Dental insurance is an example of this. • Indirect compensation • Incentive system • Perquisite

• Indirect compensation Explanation: Employee benefits provided as a form of compensation are called indirect compensation.

Match each description with the corresponding job design term that best describes it. Every two hours the members of the iPad assembly team switch tasks so that they do not have to do the same thing all day. • Job Enlargement • Job Enrichment • Job Design • Job Rotation • Job Specialization

• Job Rotation Explanation: Job rotation involves systematically moving workers from one job to another in an attempt to minimize monotony and boredom. Switching tasks every two hours is a form of job rotation.

As you sit at your desk on your first day back after a rejuvenating vacation to the Caribbean, you bring your mind back to your work as the head of a beverage bottling plant. You have a lot of work to catch up on, and need to prioritize what is most important to address today. Because the recent loss of a long-term client account has dampened the morale of your employees you decide to spend an hour walking around your unit motivating and thanking your team for their continued contributions to the plant. Which of the following basic management functions did you just engage in? • Organizing • Controlling • Leading • Planning

• Leading Explanation: Leading is the process of getting employees to stay motivated and to work together toward the organization's goals. Planning involves determining the firm's desired future position and deciding how best to get there. Organizing is the process of designing jobs, grouping jobs into units, and establishing patterns of authority between jobs and units. Controlling involves monitoring and correcting the actions of the organization and its employees to keep them directed toward their goals.

_____ concerns the extent to which personality attributes are shaped by our environment. • Nurture • Perception • Nature • Person-job fit

• Nurture Explanation: Nurture concerns the extent to which personality attributes are shaped by our environment. Nature concerns the extent to which personality attributes are inherited from our parents. Perception and person-job fit are not relevant to personality traits being shaped by the environment.

Match the following example with the Towler and Dipboye learning style orientation type that best corresponds to it. • Discovery learning • Experiential learning • Observational learning • Structured learning • Group learning Vlad prefers looking at diagrams and watching demonstrations when learning.

• Observational learning Explanation: Observational learning is a preference for external stimuli such as demonstrations and diagrams to help facilitate learning.

Check the box under the aspect of the systems perspective to OB illustrated by the situation being described. Hershey has large manufacturing facilities that turn cocoa beans, sugar, and milk into a wide variety of delicious chocolate products. • Outputs • Inputs • Process

• Process Explanation: An organizational system receives four kinds of inputs from its environment: material, human, financial, and informational. The organization's managers then combine and transform these inputs and return them to the environment in the form of products or services, employee behaviors, profits or losses, and additional information. Then the system receives feedback from the environment regarding these outputs.

Two of the three types of individual differences are physical and emotional. The third type is _____ differences. • Attitudes • Strength • Psychological

• Psychological Explanation: Individual differences may be physical, psychological, and emotional.

Match each term with its definition. When Marie realized that she was feeling stressed because she wasn't sure how her boss wanted her to manage a difficult client, she asked her boss. • Exercise • Time Management • Relaxation • Role Management • Support Group

• Role Management Explanation: In role management the individual actively works to avoid overload, ambiguity, and conflict. For example, if you do not know what is expected of you, you should not sit and worry about it. Instead, ask for clarification from your boss.

Use your knowledge of Maslow's hierarchy of needs to select the missing label in the following figure. (5a) • Affiliation Needs • Achievement Needs • Advancement Needs • Security Needs

• Security Needs Explanation (5a_solved): The second level of Maslow's hierarchy of needs is security needs, or things that offer safety and security. Adequate housing and clothing and freedom from worry and anxiety are part of this level.

Match each emotional intelligence dimension with its definition • Self-awareness • Self-motivation • Self-management • Empathy • Social skills Understanding what you are feeling

• Self-awareness Explanation: Self-awareness is being aware of what you are feeling.

The shift toward a service based economy and mushrooming change in information technology are two areas of technology that affect businesses today. What is the third? • Developing technological strategic plans • The growing use of technology for competitive advantage • Increased use of social media

• The growing use of technology for competitive advantage Explanation: Three primary areas of technology that affect businesses today are: (a) the shift toward a service-based economy, (b) the growing use of technology for competitive advantage, and (c) mushrooming change in information technology.

If, as a manager, you believe that your job is to encourage participation and to create a work environment that makes full use of the human resources available, what approach to motivation are you using? • Scientific management • Maslow's hierarchy of needs • Expectancy theory • The human resource approach

• The human resource approach Explanation: The human resource approach assumes that people want to contribute and are able to make genuine contributions. Management's task is to encourage participation and to create a work environment that makes full use of the human resources available.

Increasing conscientiousness and knowledge counteract some of the negative effects of _____ that result from reductions in information processing speed and motivation to learn. • gender • diversity • aging • sleep deprivation

• aging Explanation: Increasing conscientiousness and knowledge counteract some of the negative effects of aging that result from reductions in information processing speed and motivation to learn.

A _____ such as computer chip maker Intel focuses primarily on technical skills when hiring most employees. • service organization • manufacturing company • large organization

• manufacturing company Explanation: Consumers seldom come into contact with the Intel employee who manufactures their computer chip, so that person can be hired based primarily on technical skills. Service-based firms must hire and train employees based on a different skill set including effectively interfacing with a variety of consumers.

Nasty interactions with coworkers can impact our _____ five times more strongly than positive interactions. • mood • cognition • terminal values

• mood Explanation: Moods are short-term emotional states that are not directed toward anything in particular. Moods are less intense than emotions and can change quickly. Cognition is the knowledge a person presumes to have about something and are based on perceptions of truth and reality. Terminal values reflect our long-term life goals, and may include prosperity, happiness, a secure family, and a sense of accomplishment.

When _____ weak, we are better able to be ourselves and let our personalities guide our behaviors. • risk propensity is • situational pressures are • locus of control is

• situational pressures are Explanation: When situational pressures are weak, we are better able to be ourselves and let our personalities guide our behaviors. Locus of control is the extent to which people believe that their behavior has a real effect on what happens to them. Risk propensity is the degree to which a person is comfortable accepting risk, willing to take chances and to make risky decisions.

ess has many friends and is now trying to advance in her career by earning a promotion. Because the organization is facing a tough economic climate, there are no promotion opportunities available and she is unable to advance. Her frustration causes her to put renewed interest into making new friends. This is consistent with _____ . • expectancy theory • equity theory • the ERG theory

• the ERG theory Explanation: The E, R, and G stand for three basic need categories: existence, relatedness, and growth. The frustration-regression component of ERG theory suggests that a person who is frustrated by trying to satisfy a higher level of needs, in this case a promotion that is a growth need, eventually will regress to the preceding level—in this case friendship and relatedness needs. Expectancy theory suggests that people are motivated by how much they want something and the likelihood they perceive of getting it. Equity theory focuses on people's desire to be treated with what they perceive as equity and to avoid perceived inequity.

Read this brief case study and answer the questions that follow. It's annual performance feedback time at Allie's Apples, a successful maker of a variety of apple inspired foods. Employees first receive a copy of their performance evaluation via email, then discuss it with their manager within one week to analyze any performance issues and set goals for the next year. In addition, raises are given at this time and communicated to employees when they meet with their manager. Sally has been working in marketing for Allie's Apples for ten years. She has a bachelor's degree in marketing and is a high performer. Sally sets high goals for herself, and often works late to get things done. Dave has been working in marketing for Allie's Apples for five years. He is a solid performer, but not as good as Sally despite having a Master's degree in marketing. He often leaves work a little early to play sports with his friends. If Dave gets a higher raise than Sally does, when Sally compares herself to Dave Sally is likely to feel _____ . • underpaid • overpaid • equitably treated

• underpaid Explanation: Sally would likely perceive underpayment because the ratio of her lower outcome (a lower raise) over her higher time investment and higher performance would be less than the ratio of Dave's higher raise outcome to his lower time inputs.

A consultant studying turnover at Apple Computer by reviewing the orientation procedures and initial training for new hires illustrates the _____ aspect of organizational behavior. • organizational theory • individual-organization interface • environment • organization

• individual-organization interface

Use your knowledge of the goal-setting model to fill in the missing labels in the following image. (6a) A: • Ability • Self-Efficacy • Intrinsic Rewards • Goal Level B: • Self-Efficacy • Extrinsic Rewards • Feedback • Engagement

A: • Intrinsic Rewards B: • Extrinsic Rewards Explanation (6a_solved): Goal-directed effort is a function of four goal attributes: difficulty and specificity (previously discussed), and acceptance and commitment. Goal acceptance is the extent to which a person accepts a goal as his or her own. Goal commitment is the extent to which he or she is personally interested in reaching the goal. The interaction of goal-directed effort, organizational support, and individual abilities and traits determines actual performance. Organizational support is whatever the organization does to help or hinder performance. Individual abilities and traits are the skills and other personal characteristics necessary to do a job. As a result of performance, a person receives various intrinsic and extrinsic rewards that in turn influence satisfaction.

Watch the following video about Barcelona Restaurant Group and answer the questions that follow. Use your knowledge of different approaches for setting up work to classify the following example. Certain Barcelona employees are scheduled to complete an entire forty-hour work week in four days rather than five days. • A compressed work schedule • Job sharing • Flextime • Telecommuting

• A compressed work schedule Explanation: A compressed work schedule is a work schedule in which employees work a full forty-hour week in fewer than the traditional five days.

Match each description with the corresponding job design term that best describes it. If you want to put your customer service call center workers into small groups to provide more consistent customer service what type of group or team would you create? • A functional team • A cross-functional team • A venture team • A problem-solving team

• A functional team Explanation: The members of functional teams come from the same department or functional area. In this case, all of the employees are from customer service so this is a functional team.

Match each description with the corresponding job design term that best describes it. When online movie rental site Netflix sponsored a contest to improve the accuracy of its movie recommendation system, it invited teams from around the world to vie for the million dollar prize. What type of group or team competed in the contest? • A functional team • A cross-functional team • A venture team • A problem-solving team

• A problem-solving team Explanation: Problem-solving teams are established to solve problems and make improvements. Organizations are increasingly turning to outside teams to help them solve important problems when they don't have the required expertise themselves.

Watch the following video, in which the chief operating officer (COO) of Barcelona Group, Scott Lawton, talks about how his company manages human resources. Then answer the questions that follow. Scott, the COO for Barcelona Restaurant states: "You can't train people to be enthusiastic, nice, fun, great people. You have to hire that." This description is best aligned with what personality trait concept? • Openness • Conscientiousness • Agreeableness • Sensing

• Agreeableness Explanation: The correct answer is agreeableness, which refers to a person's ability to get along with others. Agreeable people tend to be gentle, cooperative, forgiving, understanding, and good-natured in their dealings with others. It is not conscientiousness. Although conscientiousness is important, it is incorrect because it refers to the extent to which a person can be counted on to get things done. The correct answer is not openness, which reflects a person's flexibility or rigidity of beliefs and range of interests. People with high levels of openness are willing to listen to new ideas and to change their own ideas, beliefs, and attitudes in response to new information. It is not sensing, which comes from the Myers-Briggs framework and refers to people who are detail oriented and who want and trust facts.

Use these terms to best complete the following sentence. Use each term no more than once. • Alarm • Eustress • Resistance • Distress • Exhaustion • Burnout Rachel walks into class and feels a sense of panic when she realizes that she forgot to study for the exam that was about to start.

• Alarm Explanation: The general adaptation syndrome Identifies three stages of response to a stressor: alarm, resistance, and exhaustion. The first stage is called "alarm." At this point, the person may feel some degree of panic and begin to wonder how to cope. This is what happens to Rachel when she realizes that she forgot about her exam.

Use each of the key terms to complete the following sentences. Use each term only once. • Learning • Classical conditioning • Reinforcement theory • Social learning • Behavior modification • Positive reinforcement • Negative reinforcement • Punishment • Extinction Every time the HR representative comes to work dressed in a suit, layoff notices seem to be distributed. You and your colleagues start worrying whenever you see the HR representative dressed up for work.

• Classical conditioning Explanation: Classical conditioning is a simple form of learning in which a conditioned response is linked with an unconditioned stimulus. In organizations, however, only simple behaviors and responses can be learned in this manner.

Match each description with the corresponding term. • Cognition • Affect • Intention • Cognitive dissonance You took your current job because it has a better commute, higher pay, and more interesting work than any of your other job options.

• Cognition Explanation: Cognition is the knowledge a person presumes to have about something and is based on perceptions of truth and reality.

Match each description with the corresponding term. • Cognition • Affect • Intention • Cognitive dissonance You believe that workers around the world are entitled to minimum standards of workplace safety, pay, and working conditions. You learn that your new employer is inconsistent in how it treats workers in other countries, and that to raise the company's standards in some of the countries would be so expensive that the company would have to close those facilities and fire those workers.

• Cognitive dissonance Explanation: Cognitive dissonance is an incompatibility or conflict between behavior and an attitude or between two different attitudes.

Watch this video about Tough Mudder in which managers Jesse Bull, Antonia Clark, and Alex Patterson discuss teamwork. Then answer the questions that follow. Antonia Clark, the Senior Marketing Manager of Tough Mudder, talks about how operations teams, creative teams, and merchandising teams have to work collaboratively to put on events. If she assigned specific members from each of these units to work together on a new team, then this would be an example of what concept? • Self-directed team • Affinity group • Cross-functional team • Functional team

• Cross-functional team Explanation: The correct answer is cross-functional team. In cross- functional teams members come from different departments or functional areas, as is the case here. In functional teams members come from the same department or functional area. Self-directed teams set their own goals and pursue them in ways defined by the team. Affinity groups are collections of employees from the same level in the organization who meet on a regular basis to share information, capture emerging opportunities, and solve problems. They are a special type of formal group. They are set up by the organization, yet they are not really part of the formal organization structure.

"Do you want to present our team's report, or should I?" • Indirect communication • Conflicting decision-making norms • Direct communication

• Direct communication Explanation: People in the West obtain information about other people's preferences by asking direct questions, such as "Do you prefer option A or option B?" In cultures using indirect communication, people often have to infer preferences and priorities from changes, or the lack of them, in the other person's counterproposal.

Match the following example with the Towler and Dipboye learning style orientation type that best corresponds to it. • Discovery learning • Experiential learning • Observational learning • Structured learning • Group learning Tim prefers interactional activities and exercises during training.

• Discovery learning Explanation: Discovery learning is an inclination for exploration during learning.

Use these terms to best complete the following sentence. Use each term no more than once. • Alarm • Eustress • Resistance • Distress • Exhaustion • Burnout As the clock moved closer to the meeting's start time, Steve realized that there was no way he could get the report his boss needed for the meeting done on time.

• Distress Explanation: Distress is the unpleasant stress that accompanies negative events. This is what happens to Steve when he realizes there is no way for him to get his report to the boss on time.

What type of employees give their full effort to their jobs, often going beyond what is required because they are passionate about the organization and about doing their jobs well? • Committed • Satisfied • Engaged

• Engaged Explanation: Employee engagement refers to a heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or coworkers that, in turn, influences him/her to apply additional discretionary effort to his/her work. Job satisfaction reflects our attitudes and feelings about our job. Organizational commitment reflects the degree to which an employee identifies with the organization and its goals and wants to stay with the organization.

Match each term with its definition. Many organizations provide workout facilities or discounted health club memberships to employees to help them combat stress. • Exercise • Time Management • Relaxation • Role Management • Support Group

• Exercise Explanation: Exercise is one method of managing stress. People who exercise regularly are less likely to have heart attacks than inactive people. More directly, research has suggested that people who exercise regularly feel less tension and stress, are more self-confident, and show greater optimism.

Match each situation with the reinforcement schedule most likely to reach your goal. You want to motivate your packaging employees to immediately start packaging at least 100 products an hour and not make any errors. • Variable-interval Schedule • Variable-ratio Schedule • Fixed-ratio Schedule

• Fixed-ratio Schedule Explanation: With a fixed-ratio schedule, desired behavior is reinforced after a specified number of correct responses—for example, receiving pay bonuses for every ten error-free pieces made per hour. Fixed-ratio schedules produce a high, consistent rate of responding with desired behaviors, which is the goal.

Phil is unhappy that he works longer hours than Asa but earns the same salary, and feels that this is unfair. What is Phil perceiving? • Inequality of pay • Equality of effort • Inequity

• Inequity Explanation: Equity is the belief that we are being treated fairly in relation to others; inequity is the belief that we are being treated unfairly in relation to others. In this case, Phil believes that his greater work hours should earn him more pay than Asa receives, and therefore he is in a situation of inequity. Equality means equal, and inequality means unequal. Phil is working longer than Asa, so his effort is not equal, but he is getting the same pay, so his compensation is equal. A reward does not have to be equal across people to be perceived as fair.

For each example presented in the following table, identify the managerial skill being illustrated. You are unhappy after leaving a job interview because the interviewer ate his lunch and took two calls while you were being interviewed for the job. • Distributive Fairness • Procedural Fairness • Interactional Fairness • Trust

• Interactional Fairness Explanation: Interactional fairness is whether the amount of information about the decision and the process was adequate, and the perceived fairness of the interpersonal treatment and explanations received during the decision-making process.

Match each description with the corresponding value conflict. If being happy pulls us to spend quality time with our family or pursuing a hobby we love, but personal ambition pulls us to work longer hours and pursue promotions. • Individual-organization Value Conflict • Intrapersonal Value Conflict • Interpersonal Value Conflict

• Intrapersonal Value Conflict Explanation: Intrapersonal value conflict is conflict between the instrumental value of ambition and the terminal value of happiness.

Write the term from the following list that is best defined by each of these phrases. Use each term no more than once. • Terminal values • Extrinsic work values • Survival values • Instrumental values • Interpersonal value conflict • Self-expression values • Intrinsic work values • Intrapersonal value conflict • Traditional values • Secular-rational values You decide to turn down the promotion offer when you learn that it will require substantial travel that will take you away from your family, which is the thing that is most important to you.

• Intrapersonal value conflict Explanation: Intrapersonal value conflict is conflict between the instrumental value of ambition (meeting goals and being rewarded for achieving them) and the terminal value of happiness (accomplishments such as spending time with family or working on a hobby that do not necessarily lead to prestige.)

Match each description with the corresponding job design term that best describes it. Rather than having employees assemble an entire toy in each team one employee puts together the body, one adds the motor, and the third paints it. • Job Enlargement • Job Enrichment • Job Design • Job Rotation • Job Specialization

• Job Specialization Explanation: Breaking jobs down into small component tasks and standardizing them across all workers doing those jobs is job specialization. In this case, employees specialize in either assembling the body, adding the motor, or painting the toy.

To reduce discrimination, the courts and Equal Employment Opportunity guidelines have mandated that performance measurements be based on which of the following? • Objective criteria • Job-related criteria • Recent behaviors unit

• Job-related criteria Explanation: The courts and Equal Employment Opportunity guidelines have mandated that performance measurements be based on job-related criteria rather than on some other factor such as friendship, age, sex, religion, or national origin.

_____ NOT a consequence of bullying • Higher turnover is • Higher absenteeism is • Higher workers' compensation costs are • Lower disability insurance rates are

• Lower disability insurance rates are Explanation: Bullying costs employers through higher turnover, greater absenteeism, higher workers' compensation costs, and higher disability insurance rates, not to mention a diminished reputation as a desirable place to work.

Match each description with the personality trait it best describes. Jun is unwilling to sacrifice her friendships at work just to try to get a promotion. She is also uncomfortable manipulating others and is unwilling to lie to get ahead. Jun is likely low in this personality trait. • Internal Locus of Control • Low Tolerance for Ambiguity • Authoritarianism • Machiavellian

• Machiavellian Explanation: More Machiavellian individuals tend to be rational and nonemotional, may be willing to lie to attain their personal goals, put little emphasis on loyalty and friendship, and enjoy manipulating others' behavior. Less Machiavellian individuals are more emotional, less willing to lie to succeed, value loyalty and friendship highly, and get little personal pleasure from manipulating others.

Which is true of the evidence concerning the validity of the balanced scorecard approach to performance management? • Most of the evidence is rigorous and empirical • Most of the evidence is anecdotal in nature • Most of the evidence is highly supportive

• Most of the evidence is anecdotal in nature Explanation: Most of the evidence used to support the validity of the BSC is anecdotal in nature.

For people high in this need, having friends at work leads to greater engagement with their work and to higher levels of job satisfaction. • Existence need • Need for affiliation • Hygiene factor • Need for achievement

• Need for affiliation Explanation: Need for affiliation reflects the need for human companionship. Seeking friends at work fulfills the need for affiliation. Existence needs—those necessary for basic human survival—roughly correspond to the physiological and security needs of Maslow's hierarchy and include food and shelter. According to the two-factor theory, inadequate hygiene factors including pay, job security, and working conditions can lead to feelings of dissatisfaction. Need for achievement is the desire to accomplish a task or goal more effectively than was done in the past.

Use each of the key terms to complete the following sentences. Use each term only once. • Learning • Classical conditioning • Reinforcement theory • Social learning • Behavior modification • Positive reinforcement • Negative reinforcement • Punishment • Extinction Every time the new machine is turned on it beeps loudly until the operator runs a full safety check on it. After the safety check is complete, the beeping stops.

• Negative reinforcement Explanation:Negative reinforcement is based on the removal of current or future unpleasant consequences to increase the likelihood that someone will repeat a behavior. In other words, avoidance or removal of something undesirable can be motivating.

Use each of these key terms to best complete the following sentences. Use each term no more than once. • Agreeableness • Neuroticism • Extraversion • Conscientiousness • Openness • Machiavellianism • Authoritarianism Eduardo tends to be insecure and often has mood swings at work that make his coworkers uncomfortable. Eduardo is likely to be high in this personality trait.

• Neuroticism Explanation: People who are more neurotic are more excitable, insecure, and subject to extreme mood swings. People with less neuroticism might be expected to better handle job stress, pressure, and tension.

Use each of these individual reward system terms to identify the following reward examples. Use each term no more than once. A car and driver, first-class travel, and a golf club membership are given to all employees at the Vice President level or higher. • Reward system • Symbolic value • Base pay • Indirect compensation • Flexible reward system • Surface value • Compensation packages • Incentive system • Perquisites • Participative pay system

• Perquisites Explanation: Perquisites are special privileges awarded to selected members of an organization, usually top managers. They can include a car and driver, first-class travel, and a golf club membership.

For each example presented in the following table, identify the managerial skill being illustrated. You thought that you were going to get a promotion that you feel that you deserve. Your boss's friend ended up getting the promotion despite your being more qualified. • Distributive Fairness • Procedural Fairness • Interactional Fairness • Trust

• Procedural Fairness Explanation: Procedural fairness addresses the fairness of the procedures used to generate the outcome (e.g., what rules were followed, whether people had the opportunity to express opinions and influence the outcome, etc.).

Watch this video in which owner Michael Boyle, cofounder Bob Hanson, and personal trainer Marco Sanchez discuss what motivates people to work at Mike Boyle's Strength and Conditioning (MBSC). Then answer the questions below. Assume you are the owner of Mike Boyle Strength and Conditioning and one of your employees who works alone in the back office. This person seems unhappy and unmotivated. He also seems to have a strong need to interact with other people. What might you do to help address this problem? • Provide reassurance and approval to the employee and create opportunities to establish strong friendships. • Provide bonuses if this employee receives higher performance ratings on the job. • Provide immediate, specific feedback on his performance and have him set reasonably challenging goals. • Reduce perceptions of inequity by highlighting how factors such as education, experience, effort, and loyalty relate to pay.

• Provide reassurance and approval to the employee and create opportunities to establish strong friendships. Explanation: The correct answer is to provide reassurance and approval to the employee and create opportunities to establish strong friendships. This employee has a high need for affiliation and wants to have more interpersonal contact. Reducing perceptions of inequity by highlighting how factors such as education, experience, effort, and loyalty relate to pay won't help. Providing immediate, specific feedback and setting reasonably challenging goals would improve motivation for people high in need for achievement but that's not the problem. Providing bonuses for high performance could increase instrumentality but won't address this person's needs.

Employee engagement is a strong emotional and intellectual connection that an employee has for the job, organization, manager, or coworkers. Engagement influences how much discretionary effort people put into their work. In general, employees want to have clear goals and roles, resources to do a good job, and receive meaningful feedback. However, the factors that drive engagement vary across age groups and job positions. Assume you are Mike Boyle of Mike Boyle Strength and Conditioning and most of your workforce is in the 18- to 24-year-old age bracket. If you are trying to engage your workforce, what are the most important things you can do to engage them? Check all that apply. • Quickly resolve customer concerns • Ensure senior managers are genuinely interested in employee well-being • Provide good retirement benefits • Develop leaders and employees at all levels

• Quickly resolve customer concerns • Ensure senior managers are genuinely interested in employee well-being • Develop leaders and employees at all levels Explanation: In general, engagement is positively influenced by having clear goals and roles, having resources to do a good job, and receiving meaningful feedback. For 18- to 24-year-olds, employees are more likely to be engaged if the organization develops leaders at all levels, quickly resolves customer concerns, and senior management is sincerely interested in employee well-being. Retirement benefits are of more interest to older employees.

Write the term from the following list that is best defined by each of these phrases. Use each term no more than once. • Terminal values • Extrinsic work values • Survival values • Instrumental values • Interpersonal value conflict • Self-expression values • Intrinsic work values • Intrapersonal value conflict • Traditional values • Secular-rational values Some countries give employees extended parental leave and emphasize environmental responsibility.

• Self-expression values Explanation: Self-expression values emphasize subjective well-being, self-expression, and quality of life, giving high priority to environmental protection, diversity tolerance, and participation in decision making. Societies that rank high on self-expression values also tend have higher interpersonal trust and tolerance and value individual freedom and self-expression.

Match each emotional intelligence dimension with its definition • Self-awareness • Self-motivation • Self-management • Empathy • Social skills Controlling your impulses

• Self-management Explanation: Self-management is managing your own emotions and impulses.

Use each of the key terms to complete the following sentences. Use each term only once. • Learning • Classical conditioning • Reinforcement theory • Social learning • Behavior modification • Positive reinforcement • Negative reinforcement • Punishment • Extinction After watching a coworker get in trouble for deviating from the call center script while handling a customer, you decide to always say exactly what the company wants you to when speaking with customers.

• Social learning Explanation: Social learning occurs when people observe the behaviors of others, recognize their consequences, and alter their own behavior as a result.

Match each situation with the most appropriate process-based motivation theory that you would apply to it as a manager. You want to better motivate your workers. You start by identifying things that are causing dissatisfaction among your employees and fixing them. • Equity Theory • Expectancy Theory • Two-factor Theory

• Two-factor Theory Explanation: The two-factor theory identifies motivation factors, which affect satisfaction, and hygiene factors, which determine dissatisfaction. Herzberg recommended that managers first try to eliminate situations that cause dissatisfaction, which Herzberg assumed to be the more basic of the two dimensions. Once a state of no dissatisfaction exists, trying to improve motivation further through hygiene factors is a waste of time. At that point, the motivation factors should be improved.

Match each situation with the reinforcement schedule most likely to reach your goal. You want all of the receptionists in the company to answer the phone in the same way, and you want this behavior to continue long after you discontinue your reward program. You decide to praise your call center representatives after the third successful call, then the seventh call after that, and then the fourth call after that. • Variable-interval Schedule • Variable-ratio Schedule • Fixed-ratio Schedule

• Variable-ratio Schedule Explanation: Desired behavior is reinforced after an unpredictable number of behaviors—for example, a supervisor praises a call center representative after the third call, then the seventh call after that, and then the fourth call after that.

For each example presented in the following table, identify the concept being illustrated. In writing this book, much of the communication was done over the Internet and several team members have never actually met in person. • Cross-functional Team • Self-directed Team • Problem-solving Team • Virtual Team

• Virtual Team Explanation: Virtual team members may never meet in person. Virtual teams have geographically and/or organizationally dispersed members who communicate using the Internet and other information technologies.

After working with a new hire for a while, a manager who was initially uncertain of the colleague's ability came to realize that the new employee is actually very talented and subsequently developed a more positive _____ toward her. • intention • cognition • attitude

• attitude Explanation: Attitudes are not as stable as personality attributes—new information may change attitudes. Cognition is the knowledge a person presumes to have about something. Intentions are components of an attitude that guide a person's behavior.

In business organizations, most employees work in _____ . • affinity groups • command groups • cross-functional teams

• command groups Explanation: In business organizations, most employees work in command groups, as typically shown on an official organization chart. The size, shape, and organization of a company's command groups can vary considerably. Typical command groups in organizations include the customer service department, the accounting department, and the human resource department.

The foundation of good performance management is _____ and choosing the best method(s) for measuring it. • correctly identifying what should be measured • setting a goal • identifying whose performance needs to be assessed

• correctly identifying what should be measured Explanation: The foundation of good performance management is the identification of what should be measured and the method(s) used for measuring it. Accurately defining job performance is critical: measuring the wrong things well is not good performance management. Once the critical performance dimensions are known, the best way(s) of assessing them can be identified.

As a new manager, you hope to improve employee motivation by creating a suggestion box. Your action gives the employees greater _____. • flexibility in their work schedule • empowerment • participation

• participation Explanation: Participation is giving employees a voice in making decisions about their own work. Suggestion boxes and question-and-answer sessions are examples of participation. Empowerment is somewhat broader than participation in that it promotes participation in a wide variety of areas, including but not limited to work itself, work context, and work environment. With a flexible work schedule the workday is broken down into two categories: flexible time and core time. All employees must be at their workstations during core time, but they can choose their own schedules during flexible time.

In the _____ phase of implementing teams, unfamiliar tasks, more responsibility, and worry about job security contribute to frustration and confusion over the new work arrangement. •.reality and unrest • start-up • leader-centered

•.reality and unrest Explanation: In the reality and unrest phase of implementing teams, team members and managers report frustration and confusion about the ambiguities of the new situation. For employees, unfamiliar tasks, more responsibility, and worry about job security replace hope for the opportunities presented by the new approach.

Choose the correct term for each of the missing labels in this diagram. (2b) A: • Employees • Job Satisfaction • Business Strategy • Economic Agents B: • Financial Arrangements • Job Satisfaction • Profitability • Economic Agents

A: • Employees B: • Economic Agents Explanation (2b_solved): Most ethical dilemmas faced by managers relate to how the organization treats its employees, how employees treat the organization, and how employees and organizations treat other economic agents. Managerial ethics also come into play in the relationship between the firm and its employees with other economic agents.

Choose the correct term for each of the missing labels in this diagram. (1b) A: • How can managers influence employees? • Why are pay and benefits important at work? • Why do individuals do what they do? B: • Why do individuals do what they do? • Why are pay and benefits important at work? • What makes managers and organizations effective?

A: • Why do individuals do what they do? B: • What makes managers and organizations effective? Explanation (1b_solved): Organizations and the behaviors of the people who comprise them function within an environment context. Several important factors in the middle of the figure determine whether or not managers and organizations are effective. Operating between the environmental context and the indicators of effectiveness are four sets of factors. One set relates to individuals and include individual characteristics, individual values, perceptions, and reactions, motivation concepts and models, and the role of work and reward in tapping those motivation concepts and models. The four chapters in part 2 of the book discuss these factors in detail. A second set of factors that determine effectiveness involves groups and teams, including the role of groups and how organizations use teams, decision making and problem solving processes, communication, and diversity. Part 3 includes 4 chapters that explore these factors. Leadership is also of great importance in determining organizational effectiveness. Traditional leadership models, modern leadership approaches, power, influence, and politics, and conflict and negotiation are all important aspects of leadership and are covered in detail in part 4. Finally, several factors associated with the organization itself also impact effectiveness. Organization structure, design, and culture and how the organization manages change are the central elements of importance and are the subject of part 5.

Choose the correct term for each of the missing labels in this diagram. (1a) A: • Transformation • Outputs • System • Human Inputs B: • System • Transitional Notes • New Information • Technology

A: • Human Inputs B: • New Information Explanation (1a_solved) : An organizational system receives four kinds of inputs from its environment: material, human, financial, and informational (note that this is consistent with our earlier description of management functions). The organization's managers then combine and transform these inputs and return them to the environment in the form of products or services, employee behaviors, profits or losses, and additional information. Then the system receives feedback from the environment regarding these outputs.

Match the following examples to the correct element of the framework of this book. Why do individuals do what they do? A. How to create a culture at your new technology startup that promotes innovation, trust, and high performance B. Motivating a new customer service employee at Aflac Insurance with a work-from-home day if performance targets are met C. Getting a new research and development team at Pfizer to leverage the diversity of their knowledge and expertise to come up with a new blockbuster drug D. Managing politics and power struggles at Goldman Sachs to ensure that customer needs are being ethically met.

B. Motivating a new customer service employee at Aflac Insurance with a work-from-home day if performance targets are met

For each example presented in the following table, identify the managerial function being illustrated. Coming up with a new product idea for Apple • Conceptual Skills • Interpersonal Skills • Technical Skills • Diagnostic Skills

• Conceptual Skills Explanation: Conceptual skills refer to the ability think in the abstract.

Match the following examples to the correct element of the framework of this book. Why do groups and teams do what they do? A. How to create a culture at your new technology startup that promotes innovation, trust, and high performance B. Motivating a new customer service employee at Aflac Insurance with a work-from-home day if performance targets are met C. Getting a new research and development team at Pfizer to leverage the diversity of their knowledge and expertise to come up with a new blockbuster drug D. Managing politics and power struggles at Goldman Sachs to ensure that customer needs are being ethically met.

C. Getting a new research and development team at Pfizer to leverage the diversity of their knowledge and expertise to come up with a new blockbuster drug

Match the following examples to the correct element of the framework of this book. Why does leadership matter A. How to create a culture at your new technology startup that promotes innovation, trust, and high performance B. Motivating a new customer service employee at Aflac Insurance with a work-from-home day if performance targets are met C. Getting a new research and development team at Pfizer to leverage the diversity of their knowledge and expertise to come up with a new blockbuster drug D. Managing politics and power struggles at Goldman Sachs to ensure that customer needs are being ethically met.

D. Managing politics and power struggles at Goldman Sachs to ensure that customer needs are being ethically met.

Watch this video in which owner Michael Boyle, cofounder Bob Hanson, and personal trainer Marco Sanchez discuss what motivates people to work at Mike Boyle's Strength and Conditioning (MBSC). Then answer the questions below. Bob Hanson, one of the co-founders of Mike Boyle Strength and Conditioning, states: "I love what I do...I really love what I do." If we think about expectancy theory (VIE theory), then Bob's statements best exemplify the importance of what concept for motivation? • "I", instrumentality • "V", valence • "A", achievement • "E", expectancy

• "V", valence Explanation: The correct answer is "V", valence. Valence of an outcome is the relative attractiveness or unattractiveness—of an outcome to a person. Outcomes can include extrinsic factors such as pay, promotions or recognition but it can also include intrinsic factors such as impact, challenge, and satisfaction. When Bob says he loves what he does, that is a positive valence. People can be motivated to perform jobs they don't love if other outcomes have high enough positive valence. "I", instrumentality, is a person's perception of the probability that performance will lead to certain other outcomes. "E", expectancy, is a person's perception of the probability that effort will lead to successful performance. Instrumentality and expectancy are not represented by loving one's job. "A", achievement, not a core component of the VIE framework, so it is incorrect.

Match each description with the corresponding job design term that best describes it. If 3M wants to assemble a team to create new and innovative products using new technologies, what type of group or team would you recommend that it use? • A functional team • A cross-functional team • A venture team • A problem-solving team

• A venture team Explanation: Venture teams operate semi-autonomously to create and develop new products, processes, or businesses. Separating a venture team from the formal structure of the rest of the organization can enhance its innovativeness and speed up cycle time.

Mark's learning style is 'hands-on'. He prefers to take a practical, experiential approach and he wants to concretely experience anything he is learning. He tends to be a risk taker, as well. What would Mark's learning style be according to the Kolb Learning Style Inventory? • Converger • Assimilator • Diverger • Accommodator

• Accommodator Explanation: Accommodators rely mainly on active experimentation and concrete experience, and focus on risk taking, opportunity seeking, and action. Accommodators tend to deal with people easily and specialize in action-oriented jobs, such as marketing and sales. Convergers depend primarily on active experimentation and abstract conceptualization to learn. Divergers depend primarily on concrete experience and reflective observation. People with this style tend to organize concrete situations from different perspectives and structure their relationships into a meaningful whole. Assimilators depend on abstract conceptualization and reflective observation. These individuals tend to be more concerned about abstract concepts and ideas than about people.

The company that Helga started to provide a way to purify water in poor, remote areas of the world was acquired by a much larger company that wants her to keep doing what she was doing before but is willing to invest a lot of much needed money into the project. What type of commitment is Helga likely experiencing? • Affective • Normative • Continuance

• Affective Explanation: Affective commitment refers to a positive emotional attachment to the organization and strong identification with its values and goals. Normative commitment refers to feeling obliged to stay with an organization for moral or ethical reasons. Continuance commitment is staying with an organization because of perceived high economic (taking another job would mean losing valuable stock options) and/or social costs (friendships with coworkers) involved with leaving. Continuance commitment leads employees to stay with an organization because they feel that they have to.

Match each description with the term that best describes it. When your colleague Mia does well on a promotion test, she comments that it was because she studied hard for it. When you do well on the same test, Mia comments that you got lucky. • Attribution • Selective Perception • Projection • Stereotyping

• Attribution Explanation: Attribution is the way we explain the causes of our own as well as other people's behaviors and achievements, and understand why people do what they do. The strongest attribution people tend to make is whether their own or others' behaviors or outcomes are due to the individual (internal factors) because of things like effort or ability or to the environment (external factors) because of things like luck, a lack of resources, or other people.

Match each description with the personality trait it best describes. Karen knows that her boss's request that she shred the pile of documents is unethical and possibly even illegal given the legal investigation but she shreds them anyway, because her boss requested it. This suggests that Karen is probably high in this personality trait. • Internal Locus of Control • Low Tolerance for Ambiguity • Authoritarianism • Machiavellian

• Authoritarianism Explanation: Authoritarianism is the extent to which a person believes that power and status differences are appropriate within hierarchical social systems such as organizations. For example, a person who is highly authoritarian may accept directives or orders from someone with more authority purely because the other person is "the boss." On the other hand, a person who is not highly authoritarian is more likely to refuse to carry out orders if they are for some reason objectionable.

Use each of these individual reward system terms to identify the following reward examples. Use each term no more than once. You receive a job offer with a $55,000 salary. • Reward system • Symbolic value • Base pay • Indirect compensation • Flexible reward system • Surface value • Compensation packages • Incentive system • Perquisites • Participative pay system

• Base pay Explanation: Base pay is the amount of pay received as a reward for work.

Watch the following video about Barcelona Restaurant Group and answer the questions that follow. Scott talks about how the general manager receives bonuses on the basis of how he or she runs the restaurant and the amount of profit/loss for the restaurant makes. This is an example of what type of incentive system? • Piecework programs • Gain-sharing programs • Employee stock option plans • Bonus systems

• Bonus systems Explanation: The correct answer is bonus systems, which provide managers with lump-sum payments from a special fund based on the financial performance of the organization. Gain-sharing focuses on cost reduction, piecework programs tie earnings to the number of units produced, and employee stock option plans set aside stock for purchase at a reduced rate. None of these are correct.

Use these terms to best complete the following sentence. Use each term no more than once. • Alarm • Eustress • Resistance • Distress • Exhaustion • Burnout Danny used to love his job, but after working long hours for the last few months he has started dreading going to work in the morning and feels tired all the time.

• Burnout Explanation: Burnout is a general feeling of exhaustion that develops when an individual simultaneously experiences too much pressure and has too few sources of satisfaction. This is what causes Danny to dread going into work in the morning.

Watch this video about Tough Mudder in which managers Jesse Bull, Antonia Clark, and Alex Patterson discuss teamwork. Then answer the questions that follow. Use your knowledge of team characteristics and dynamics to classify the following example. A loose group of employees become tightly bonded after a competition in which they beat other teams and this increases their willingness to work together. • Norms • Social loafing • Cohesiveness • Groupthink

• Cohesiveness Explanation: Group cohesiveness is the extent to which a group is committed to remaining together; it results from forces acting on the members to remain in the group. It can be increased by competing with other groups and reaching goals.

Identify the stage of group and team development for each example in the following table. Conflict begins to increase as your new teammates try to identify the best goals and norms for your workgroup. • Mutual Acceptance • Communication and Decision Making • Motivation and Productivity • Control and Organization

• Communication and Decision Making Explanation: In the communication and decision making stage, group members discuss their feelings and opinions more openly, which can increase conflict. Members usually begin to develop norms and then discuss and eventually agree on the group's goals. Then they are then assigned roles and tasks to accomplish the goals.

Watch this video in which founder Michael Boyle and personal trainers Marco Sanchez and Ana Tocco talk about working at Mike Boyle Strength & Conditioning. Then answer the questions that follow. Assume two new customers arrived and the first presses 350 lbs. in the bench press. Then the second customer presses 290 lbs. An employee considered the second customer a weak individual because of the performance of the first, even though the second person is well above average in strength. • Halo effect • Contrast effect • First impression effect • Self-fulfilling prophecy

• Contrast effect Explanation: The contrast effect is a form of bias that occurs when we evaluate our own or another person's characteristics through comparisons with other people we have recently encountered who rank higher or lower on the same characteristics.

For each example presented in the following table, identify the concept being illustrated. The CEO and her team of Vice Presidents from all of the different business units in the company are this type of team. • Cross-functional Team • Self-directed Team • Problem-solving Team • Virtual Team

• Cross-functional Team Explanation: Cross-functional teams have members from different departments or functional areas. A top management team with members representing different functions or units of the organization is a cross-functional team.

Watch this video about Tough Mudder in which managers Jesse Bull, Antonia Clark, and Alex Patterson discuss teamwork. Then answer the questions that follow. Assume you are Jesse Bull, the SVP of Brand and Creative at Tough Mudder, and you have discovered that new teams at Tough Mudder have been struggling to learn to work together. The teams seem to struggle to get to the stage in which they can discuss their feelings openly and agree on group goals and individual roles. As a result, the teams are unable to move forward to become more effective. What are the most important things you can do to get the teams to become more effective? Check all that apply. • Encourage members to get to know each other • Get members to focus on performing their assigned tasks immediately • Allow time for members to share opinions about nonwork related issues such as weather sports, or recent events • Help members to share information about themselves

• Encourage members to get to know each other • Allow time for members to share opinions about nonwork related issues such as weather sports, or recent events • Help members to share information about themselves Explanation: Teams go through natural stages of formation. When teams first form, it is premature to get them to focus on performing assigned tasks before they've had a chance to get to know each other. Team members need to have a chance to share information about themselves with each other, talk about nonwork issues, and understand something about each other. Then they can eventually move toward performing assigned tasks after going through the communication and decision-making stage (also known as the storming stage).

Match each situation with the most appropriate process-based motivation theory that you would apply to it as a manager. When Mia realized that Jason was getting paid more than her despite her greater qualifications for the job, she started claiming inappropriate travel reimbursements from the company to increase her monetary rewards. • Equity Theory • Expectancy Theory • Two-factor Theory

• Equity Theory Explanation:Equity theory focuses on people's desire to be treated with what they perceive as equity and to avoid perceived inequity. It is based on the relatively simple premise that people in organizations want to be treated fairly. Some response to a perceived inequity are to demand a pay raise, seek additional avenues for growth and development, or even resort to stealing as a way to "get more" from the organization.

Watch this video in which owner Michael Boyle, cofounder Bob Hanson, and personal trainer Marco Sanchez discuss what motivates people to work at Mike Boyle's Strength and Conditioning (MBSC). Then answer the questions below. Use your knowledge of the motivational theories to classify the following statements or situations into the appropriate theory. One employee becomes disgruntled because he notices another employee is being substantially paid more per hour, even though they have worked at the organization for the same amount of time. • Equity theory • Two-factor theory • Reinforcement theory • Social learning theory

• Equity theory Explanation: Equity theory is based on the premise that people in organizations want to be treated fairly. The theory defines equity as the belief that we are being treated fairly in relation to others and inequity as the belief that we are being treated unfairly compared with others.

Use these terms to best complete the following sentence. Use each term no more than once. • Alarm • Eustress • Resistance • Distress • Exhaustion • Burnout As Ben walks into the office on his first day on the job he feels both excited and stressed.

• Eustress Explanation: Eustress is the pleasurable stress that accompanies positive events. This is what happens to Ben on his first day at his new job.

Match each situation with the most appropriate process-based motivation theory that you would apply to it as a manager. The company is offering a trip to Bora Bora to the highest performing customer service representative. Although Ben would love to win the trip he isn't motivated to put in his best effort because he doesn't think that he can outperform his colleagues. • Equity Theory • Expectancy Theory • Two-factor Theory

• Expectancy Theory Explanation: Expectancy theory suggests that people are motivated by how much they want something and their perceived likelihood of getting it. Ben values the trip but isn't motivated because he does not expect to win it.

You realize that the core issue that you need to address to improve employee motivation is that employees just "go through the motions" in doing their jobs, not believing that what they do is important. Knowing this, which critical psychological state will you be most targeting in your job redesign initiative? • Experienced meaningfulness of the work • Experienced responsibility for outcomes of the work • Knowledge of the actual results of work activities • Growth need strength

• Experienced meaningfulness of the work Explanation: The best answer is experienced meaningfulness of the work because this relates to feelings that the job is meaningful, valuable, and worthwhile. Believing that their job is unimportant reflects low experienced meaningfulness of the work. Experienced responsibility for work outcomes refers to performers feeling personally responsible and accountable for the results of their work. Knowledge of the actual results of work activities deals with the degree to which performers continuously understand how effectively they are performing their job. Growth need strength is not a critical psychological state—it is a personality characteristic.

Match the following example with the Towler and Dipboye learning style orientation type that best corresponds to it. • Discovery learning • Experiential learning • Observational learning • Structured learning • Group learning Cathy prefers role plays and acting out scenarios when learning.

• Experiential learning Explanation: Experiential learning is a desire for hands-on approaches to instruction.

Watch this video in which owner Michael Boyle, cofounder Bob Hanson, and personal trainer Marco Sanchez discuss what motivates people to work at Mike Boyle's Strength and Conditioning (MBSC). Then answer the questions below. Assume you are Mike Boyle of Mike Boyle Strength and Conditioning and one of your employees seems to have difficulty performing on the job because of his doubts about his capabilities to do what is required to be effective as a trainer and coach. If you are trying to help your employee, what are the most important things you can do improve your employee's perceptions of his abilities? Check all that apply. • Increase the employee's pay • Express confidence in the employee • Encourage the employee • Provide hands-on coaching

• Express confidence in the employee • Encourage the employee • Provide hands-on coaching Explanation: This employee is suffering from low task-specific self-efficacy, which is a person's beliefs in his or her capabilities to do what is required to accomplish a specific task. Task-specific self-efficacy influences an individual's effort and persistence in the face of challenges related to performing a specific task. Task-specific self-efficacy is changeable, and it can be raised through coaching, encouragement, and by expressing confidence in the employee. However, increasing a person's pay will not increase their task-specific self-efficacy.

Use each of the key terms to complete the following sentences. Use each term only once. • Learning • Classical conditioning • Reinforcement theory • Social learning • Behavior modification • Positive reinforcement • Negative reinforcement • Punishment • Extinction Your colleague likes to tell inappropriate jokes before meetings and this makes you and the rest of your team uncomfortable. You and your teammates start ignoring the comments instead of smiling politely when the jokes are told to help eliminate the behavior.

• Extinction Explanation: Extinction involves the removal of any reinforcement (positive or negative) following the undesirable behavior to decrease the likelihood of that behavior.

Write the term from the following list that is best defined by each of these phrases. Use each term no more than once. • Terminal values • Extrinsic work values • Survival values • Instrumental values • Interpersonal value conflict • Self-expression values • Intrinsic work values • Intrapersonal value conflict • Traditional values • Secular-rational values Although the work isn't as interesting, you decide to accept the job offer with the organization that offers the best benefit package.

• Extrinsic work values Explanation: Extrinsic work values, including pay and benefits, relate to the outcomes of doing the work.

Watch this video about Tough Mudder in which managers Jesse Bull, Antonia Clark, and Alex Patterson discuss teamwork. Then answer the questions that follow. Assume you are an executive at Tough Mudder and you are trying to staff teams with people who will perform effectively in a team environment. What might you look for when hiring team members whom you hope will be effective? • Find people who are oriented toward groupthink • Find people with collaborative problem-solving abilities • Find people who are focused on earning individual rewards so they will be strong individual contributors • Find people who come from different cultural backgrounds.

• Find people with collaborative problem-solving abilities Explanation: The correct answer is to find people with collaborative problem-solving abilities, which are important interpersonal skills and competencies that can enable members to work effectively in team settings. Groupthink occurs when a group's overriding concern is a unanimous decision rather than critical analysis of alternatives. It tends to reduce decision effectiveness. People who come from different cultural backgrounds can learn to work together effectively but often diversity can bring both challenges and opportunities for team effectiveness. By itself it may or may not be optimal. Having people focused on individual rewards and performance will tend to reduce team effectiveness because they need to be focused on the team.

Use each of these individual reward system terms to identify the following reward examples. Use each term no more than once. If some of your employees need daycare, some want greater retirement contributions, and some want a more generous healthcare plan, which is the best reward system to implement? • Reward system • Symbolic value • Base pay • Indirect compensation • Flexible reward system • Surface value • Compensation packages • Incentive system • Perquisites • Participative pay system

• Flexible reward system Explanation: A flexible reward system allows employees to choose the combination of benefits that best suits their needs (usually within a fixed range or budget). A younger worker might prefer to have daycare assistance, a midcareer worker might prefer a more generous healthcare plan, and older workers might want greater contributions to their retirement plans.

For each example presented in the following table, identify the self-efficacy dimension being illustrated. Although you were one of the top students in your high school, now that you are in college you are not sure if you will continue to perform in the top 20% of your class. • Magnitude • Strength • Generality

• Generality Explanation: Generality refers to beliefs about the degree to which similar tasks can be accomplished. In this case, your high school self-efficacy is not generalized to college.

Use these aspects of goal-setting theory to best complete the following sentences. Use each term no more than once. James did not like the fact that he had no input in his productivity goal. Because of this, his _____ was low and he did not take it as seriously as if he had set the same goal himself. • Goal acceptance • Goal commitment • Organizational support • Reinforcement • Goal difficulty • Goal specificity • Individual abilities and traits • Goal-directed effort • Management by objectives

• Goal acceptance Explanation: Goal acceptance is the extent to which a person accepts a goal as his or her own.

Use these aspects of goal-setting theory to best complete the following sentences. Use each term no more than once. Carol always tries extremely hard to reach her performance goal. She takes it personally when she falls short, which rarely happens because she is so dedicated to reaching it. Carol's _____ is high. • Goal acceptance • Goal commitment • Organizational support • Reinforcement • Goal difficulty • Goal specificity • Individual abilities and traits • Goal-directed effort • Management by objectives

• Goal commitment Explanation: Goal commitment is the extent to which a person is personally interested in reaching the goal.

For each example presented in the following table, identify the goal-setting concept being illustrated. The company started a competition in which the top salesperson this month will win a trip to the Bahamas. You start the month with a goal of winning, but once you see how well others are doing you decide that you probably won't be the top performer and stop trying, even though you would really like to win the trip. • Goal specificity • Goal acceptance • Goal difficulty • Goal commitment

• Goal difficulty Explanation: Goal difficulty is the extent to which a goal is challenging and requires effort. If a goal is perceived as unattainable, people are less motivated to try. The ideal goal difficulty level is challenging, but attainable.

Match each description with the corresponding group performance factor that best describes it. Your workgroup has some of the highest turnover in the company. It is difficult to get new members to stay more than a few months. • Group heterogeneity • Social loafing • Group cohesiveness • Group norms

• Group cohesiveness Explanation: Group cohesiveness the extent to which a group is committed to remaining together. If turnover is high, group cohesiveness is likely low.

Match each description with the corresponding group performance factor that best describes it. You need to upgrade your company's information technology system. The new system will impact employees across the organization and from all business functions. What type of group performance factor will be most important to the performance of the decision-making team? • Group heterogeneity • Social loafing • Group cohesiveness • Group norms

• Group heterogeneity Explanation: If a decision making task requires complex analysis of information and creativity to arrive at the best possible solution, a heterogeneous group may be more appropriate than a homogeneous group because it generates a wide range of viewpoints. More discussion and a wider set of ideas can enhance the group's decision making.

Match each description with the corresponding group performance factor that best describes it. Your team has been working together so long that you rarely need to take time away from production to organize and plan the group's workflow. Members just know what to expect from each other and get things done effectively. • Group heterogeneity • Social loafing • Group cohesiveness • Group norms

• Group norms Explanation: Members can anticipate the actions of others on the basis of group norms, usually resulting in increased productivity and goal attainment.

Jody quit her job as the Vice President of a financial services company to take a lower-paying but more fulfilling job as a high school math teacher. • Need for power • Growth need • Motivation factor

• Growth need Explanation: The E, R, and G of the ERG theory stand for three basic need categories: existence, relatedness, and growth. Growth needs are analogous to Maslow's needs for self-esteem and self-actualization and involve pursuing meaningful work and realizing one's full potential. In this case, leaving a lucrative job for one that is personally fulfilling meets a growth need. According to the two-factor theory, motivation factors are intrinsic to the work itself, including achievement and recognition, and can lead to a lack of satisfaction if missing. Need for power is the desire to control one's environment, including financial, material, informational, and human resources.

Watch the following video, in which the chief operating officer (COO) of Barcelona Group, Scott Lawton, talks about how his company manages human resources. Then answer the questions that follow. Assume you are the COO of Barcelona Restaurants and you realize that you have turned over probably 60% to 70% of management. Assume you believe that you have been hiring people with the correct technical skills to perform well but there have been other issues. For example, you believe that many of the managers have low confidence in their ability to be successful at whatever challenges or tasks they face so this creates a lot of stress and burn out. What might you do to help ameliorate this problem? • Hire people higher in general self-efficacy • Hire people who are narcissistic • Hire people with low tolerance for ambiguity • Hire people with high authoritarianism

• Hire people higher in general self-efficacy Explanation: People higher in general self-efficacy believe that they will be successful at whatever challenges or tasks they may face, which is the stated problem. Hiring people high in authoritarianism is not correct because this reflects the extent to which people believe that power and status differences are appropriate within hierarchical social systems such as organizations. This does not address the stated problem. Tolerance for ambiguity reflects the tendency to view ambiguous situations as either threatening or desirable. Intolerance for ambiguity reflects a tendency to perceive or interpret vague, incomplete, or fragmented information or information with multiple, inconsistent, or contradictory meanings as an actual or potential source of psychological discomfort or threat. Hiring people with this trait will not address the problem. There is a difference between self-efficacy and narcissism. Narcissistic managers tend to be toxic and exhibit grandiose self-images along with being control freaks and antisocial. This is not the correct answer.

Assume you are the owner of Mike Boyle Strength and Conditioning and you realize that people feel the way that bonuses are paid is inequitable. This is causing trouble with employee morale in your organization. What might you do to help ameliorate this problem? • Enhance projection by managers to create bonus differentiation • Increase cognitive dissonance by employees to improve fairness perceptions • Improve procedural fairness by explaining the rules for allocating bonuses • Increase contrast effects across employees by encouraging comparisons

• Improve procedural fairness by explaining the rules for allocating bonuses Explanation: The correct answer is to improve procedural fairness by explaining the rules for allocating bonuses. Procedural fairness addresses the perceived fairness of the procedures used to generate the bonuses (or other outcomes). Low procedural fairness increases negative workplace outcomes, such as lowered job performance and withdrawal behaviors like coming to work late or putting in less effort. If procedural fairness is high, negative reactions are much less likely. The contrast effect is a form of bias that occurs when we evaluate our own or another person's characteristics through comparisons with other people we have recently encountered. Increasing this bias will not improve perceived fairness of bonus allocations. Projection is a form of bias that occurs when we project our own characteristics onto other people. This will not improve perceived fairness of bonus decisions. Cognitive dissonance is an incompatibility or conflict between behavior and an attitude or between two different attitudes. Increasing cognitive dissonance will not improve perceived fairness.

Imagine that you are a manager at Applebee's, a restaurant chain. Turnover is always a challenge with restaurant employees, and yours are no different. Your restaurant's turnover rate is a little above the company average, and you would like to improve it. You believe that having better trained and more experienced servers will help you to decrease staffing costs and improve customer service and sales. Fortunately, you have a lot of control over how your restaurant's jobs are designed and believe that redesigning the work might improve employees' motivation, absenteeism, and turnover. You recently administered a survey assessing your employees' job satisfaction, motivation, and perceptions about their jobs at Applebee's that confirmed your suspicions. Employees provided a lot of honest information and additional comments that you think will be useful in restructuring your stores based on the job characteristics theory. One of the themes that came out of the survey responses is that employees feel bored and unchallenged because they only do a narrow job. According to the job characteristics theory, which of the following should you do to address this issue? • Improve employees' growth need strength • Improve skill variety • Improve task significance • Improve feedback

• Improve skill variety Explanation: Improve skill variety is the best answer because it involves the performance of a variety of activities that use different skills, rather than a narrow job. Task significance refers to the perceived importance of the job and how it affects the lives or work of others both inside and outside the organization. Feedback is important for a performer to understand his or her effectiveness and what behaviors he or she might need to change to meet the manager's expectations. Employees' growth need strength is not part of a job or something that a manager can change—it is a personality characteristic.

Watch the following video about Barcelona Restaurant Group and answer the questions that follow. Assume you are Scott, the COO, of Barcelona Restaurants. One of your employees seems to feel like the he isn't personally accountable and responsible for the results of the work he does at Barcelona. As a result, the employee feels dissatisfied and unmotivated. If you are trying to help your employee, what are the most important things you can do improve the situation? Check all that apply. • Increase freedom to determine procedures for carrying out the work • Give direct and clear information about the effectiveness of performance • Give more independence in scheduling the work • Highlight how the job affects the lives or work of other people

• Increase freedom to determine procedures for carrying out the work • Give more independence in scheduling the work Explanation: This employee is suffering from low experienced responsibility for the outcomes of work, one of the three critical psychological states that lead to personal and work outcomes. Increasing autonomy is thought to lead to higher experienced responsibility for outcomes of the work. Autonomy includes allowing the individual substantial freedom, independence, and discretion to schedule the work and determine the procedures for carrying it out. Skill variety, task identity, and task significance are thought to increase the experienced meaningfulness of the work another one of the three critical psychological states. Increasing feedback is thought to lead to knowledge of the actual results of work activities, the third psychological states. These three critical states, in turn, are believed to connect to motivation, work performance, satisfaction, and absenteeism and turnover.

Match each description with the corresponding job design term that best describes it. When starting a new business unit, company leaders must identify what tasks will be done by which jobs. • Job Enlargement • Job Enrichment • Job Design • Job Rotation • Job Specialization

• Job Design Explanation: Job design is how organizations define and structure jobs. Deciding which jobs will be responsible for which tasks is the core of job design.

Match each description with the corresponding job design term that best describes it. When hotel desk receptionists complained of boredom from doing the same few tasks, management expanded their job to include taking reservations and assigning rooms. • Job Enlargement • Job Enrichment • Job Design • Job Rotation • Job Specialization

• Job Enlargement Explanation: Job enlargement is expanding a worker's job to include tasks previously performed by other workers. In this case, the job was enlarged by adding reservations and room assignments to the receptionists' existing duties.

Match each description with the corresponding job design term that best describes it. When management decided to give custodians more control over their work they let them schedule their shifts and track and order their own cleaning supplies. • Job Enlargement • Job Enrichment • Job Design • Job Rotation • Job Specialization

• Job Enrichment Explanation: Job enrichment is based on the two-factor theory of motivation and entails giving workers more tasks to perform and more control over how to perform them.

You were recently promoted to a management position at a warehouse facility. One of your new responsibilities is motivating the warehouse staff and enhancing their engagement and performance. You decide to take a close look at some of the jobs to see if you can improve your warehouse employees' engagement and motivation. Both Jane and Alison currently work full-time and want to work fewer hours. You would hate to lose either of them, so what type of intervention would be best for this job and situation? • Telecommuting • Extended work schedule • Job sharing

• Job sharing Explanation: Two or more part-time employees sharing one full-time job is called job sharing. An extended work schedule requires relatively long periods of work followed by relatively long periods of paid time off. Telecommuting is a work arrangement in which employees spend part of their time working off-site.

You were recently promoted to a management position at a large department store. One of your new responsibilities is recruiting and hiring people for various positions in the store. You decide to take a close look at some of the jobs that you will be hiring for in the next month to identify what types of people to recruit and hire. Because the Accountant position requires someone with strong quantitative skills, what type of intelligence will you be looking for to fill this position? • Bodily-kinesthetic intelligence • Logical-mathematical intelligence • Emotional intelligence • Linguistic intelligence

• Logical-mathematical intelligence Explanation: Logical-mathematical intelligence refers to the use of logic and numbers. Bodily-kinesthetic intelligence refers to body movement and control. Linguistic intelligence involves skill with words or language. Emotional intelligence is an interpersonal capability that includes the ability to perceive and express emotions, to understand and use them, and to manage emotions in oneself and other people.

You want to ensure that your top executives are managing the company for the long-haul, not chasing short-term profits at the expense of the long-term health of the company. You want to tie their compensation to the company's return on equity and share price appreciation. • Profit-sharing plan • Gain-sharing program • Long-term compensation

• Long-term compensation Explanation: Long-term compensation gives managers additional income based on stock price performance, earnings per share, or return on equity. Gain-sharing programs grant additional earnings to employees or work groups for cost-reduction ideas. Profit-sharing plans distribute a portion of the firm's profits to all employees at a predetermined rate.

Match each description with the personality trait it best describes. When Scott first hired Maria he gave her a lot of autonomy in how she did her job. Maria was uncomfortable with the vagueness of his instructions, however, so Scott became more directive with her and gave her more clearly defined tasks. Maria is likely low in this personality trait. • Internal Locus of Control • Low Tolerance for Ambiguity • Authoritarianism • Machiavellian

• Low Tolerance for Ambiguity Explanation: A low tolerance for ambiguity reflects a tendency to perceive vague, incomplete, information as an actual or potential source of psychological discomfort or threat. Being tolerant of ambiguity is related to creativity, positive attitudes toward risk, and orientation to diversity.

For each example presented in the following table, identify the self-efficacy dimension being illustrated. You believe that you will be able to perform in at least the 70th percentile in sales in the next quarter compared to the rest of your company's sales force. • Magnitude • Strength • Generality

• Magnitude Explanation: Magnitude refers to beliefs about how difficult a task can be accomplished. In this case, the 70th percentile is the magnitude of your self-efficacy.

Use these aspects of goal-setting theory to best complete the following sentences. Use each term no more than once. After organizational and subsidiary goals are set, each manager meets with each subordinate to explain the unit goals to the subordinate. Together the two determine how the subordinate can contribute to the unit's goals most effectively. This is called _____. • Goal acceptance • Goal commitment • Organizational support • Reinforcement • Goal difficulty • Goal specificity • Individual abilities and traits • Goal-directed effort • Management by objectives

• Management by objectives Explanation: The management by objectives approach is essentially a collaborative goal-setting process through which organizational goals systematically cascade down through the organization.

In the job performance formula Performance=M+A+E, what does M stand for? • Money • Manners • Motivation

• Motivation Explanation: Performance = Motivation+ Ability + Environment. To reach high levels of performance, an employee must want to do the job well (motivation); must be able to do the job effectively (ability); and must have the materials, resources, equipment, and information required to do the job (environment). A deficiency in any one of these areas hurts performance. A manager should thus strive to ensure that all three conditions are met.

Identify the stage of group and team development for each example in the following table. You have noted that conflict in your team has decreased and team members are cooperating and focusing on performing their assigned tasks. • Mutual Acceptance • Communication and Decision Making • Motivation and Productivity • Control and Organization

• Motivation and Productivity Explanation: In the motivation and productivity stage the emphasis shifts away from personal concerns to activities that will benefit the group. Members perform their assigned tasks, cooperate with each other, and help others accomplish their goals.

For each example presented in the following table, identify the need being illustrated. Your subordinate, Meagen, wants specific, immediate feedback on her performance. • Need for Achievement • Need for Affiliation • Need for Power

• Need for Achievement Explanation: High need-achievers also want immediate, specific feedback on their performance. They want to know how well they did something as quickly after finishing it as possible. For this reason, high need-achievers frequently take jobs in sales, where they get almost immediate feedback from customers, and often avoid jobs in areas such as research and development, where tangible progress is slower and feedback comes at longer intervals.

For each example presented in the following table, identify the need being illustrated. Sara just accepted a job in a remote forest fire monitoring station that will require her to be alone for long periods of time with little interaction with coworkers. She is looking forward to being fairly isolated for a little while. • Need for Achievement • Need for Affiliation • Need for Power

• Need for Affiliation Explanation: Individuals with a low need for affiliation do not rely on assurance or approval from others and are comfortable working alone or in jobs with little interpersonal contact.

For each example presented in the following table, identify the need being illustrated. Jorge is happy with his job as a medical researcher and does not want to advance into a management role. • Need for Achievement • Need for Affiliation • Need for Power

• Need for Power Explanation: The need for power reflects a desire to control one's environment, including financial, material, informational, and human resources. Some people spend much time and energy seeking power; others avoid power if at all possible. Jorge has a low need for power.

Use each of these key terms to best complete the following sentences. Use each term no more than once. • Agreeableness • Neuroticism • Extraversion • Conscientiousness • Openness • Machiavellianism • Authoritarianism Ted is willing to listen to new ideas and to change his beliefs and attitudes in response to new information. Ted is likely high in this personality trait.

• Openness Explanation: Openness reflects a person's rigidity of beliefs and range of interests. People with high levels of openness are willing to listen to new ideas and to change their own ideas, beliefs, and attitudes in response to new information.

Use each of these individual reward system terms to identify the following reward examples. Use each term no more than once. To ensure that your organization's new reward system best meets your employees' needs, you create a task force comprised of people from all ranks and locations across the company to provide input into the new system. • Reward system • Symbolic value • Base pay • Indirect compensation • Flexible reward system • Surface value • Compensation packages • Incentive system • Perquisites • Participative pay system

• Participative pay system Explanation: A participative pay system may involve the employee in the system's design, administration, or both.

Shortly after the implementation of a successful team-based system, performance often takes on what pattern? • Performance first declines and then rebounds to rise to and above the original levels • Performance rises pretty steadily • Performance rises, then falls

• Performance first declines and then rebounds to rise to and above the original levels Explanation: Shortly after implementing teams, performance often declines and then rebounds to rise to the original levels and above if the implementation is successful.

For each example presented in the following table, identify the type of reward being illustrated. In the United States, the Internal Revenue Service has ruled that some privileges awarded to select organizational members constitute a form of income and thus can be taxed. • Indirect compensation • Incentive system • Perquisite

• Perquisite Explanation: In the United States, the Internal Revenue Service has ruled that some perquisites or "perks" constitute a form of income and thus can be taxed.

You are the manager of a customer service call center that handles customer inquiries for a large clothing retailer. One of your responsibilities is to use different types of reinforcement to motivate employees to engage in certain behaviors while on the phone with customers. Because you want all employees to stick to the provided script when answering calls, you decide to randomly monitor calls and praise employees who use the script. What type of reinforcement did you use? • Positive reinforcement • Punishment • Negative reinforcement • Extinction

• Positive reinforcement Explanation: Positive reinforcement involves the use of rewards to increase the likelihood that a desired behavior—high performance, for instance—will be repeated. Extinction involves the removal of other reinforcement (positive or negative) following the incidence of the behavior to be extinguished to decrease the likelihood of that behavior being repeated. Punishment is the application of negative outcomes to decrease the likelihood of a behavior. Negative reinforcement is based on the removal of current or future unpleasant consequences to increase the likelihood that someone will repeat a behavior. In other words, avoidance or removal of something undesirable can be motivating.

Match each term with its definition. Evernote removed limits on employees' vacation time to encourage them to take time off to help manage stress. It also offered to pay each employee $1,000 to get away and disconnect from work for at least a week to show employees that it was serious. • Exercise • Time Management • Relaxation • Role Management • Support Group

• Relaxation Explanation: Coping with stress requires adaptation. Proper relaxation is an effective way to adapt. Relaxation can take many forms. One way to relax is to take regular vacations.

Watch the following video about Barcelona Restaurant Group and answer the questions that follow. Assume you are Scott, the COO of Barcelona Restaurants. You have worked with the managers to set goals such as "reduce the cost of food", "increase quality", or "improve profitability" but the restaurants have not demonstrated significant improvement in any of these areas. As a result, customer satisfaction and repeat business is down and profits are dropping. What might you do to help address this problem? • Reduce the connection between performance and rewards because making bonuses and pay contingent on performance tends to create negative stress. • Make the goals more general so that the managers have more flexibility in which goals to pursue and so they are more likely to feel like they've achieved them. • Set more specific goals such as keep cost of food to 24.3% of budget, or average 9.0 on a 10 point scale in customer ratings, or generate $342,000 in profit so managers know what to aim for. • Assign easier goals because setting challenging and difficult goals tends to result in failure and creates frustration.

• Set more specific goals such as keep cost of food to 24.3% of budget, or average 9.0 on a 10 point scale in customer ratings, or generate $342,000 in profit so managers know what to aim for. Explanation: The correct answer is to set more specific goals such as keep cost of food to 24.3% of budget, or average 9.0 on a 10 point scale in customer ratings, or generate $342,000 in profit so managers know what to aim for. Goal specificity is the clarity and precision of the goal and it is positively associated with goal attainment. General, easy goals do not promote high performance. Reducing the connection between rewards and goals will make the goals seem less important and may reduce commitment to them, which is important for goal attainment.

Match each description with the corresponding group performance factor that best describes it. There are so many people in your work team that you decide to skip a weekly meeting to catch up on your email. Surely the others can handle anything that came up this week. • Group heterogeneity • Social loafing • Group cohesiveness • Group norms

• Social loafing Explanation: Social loafing occurs when a group member does not invest as much effort as he or she could because of an assumption that other group members will pick up the slack.

If you wanted to hire an inventor, what type of intelligence would you be most likely to focus on in assessing job candidates? • Logical-mathematical intelligence • Bodily-kinesthetic intelligence • Linguistic intelligence • Spatial-visual intelligence

• Spatial-visual intelligence Explanation: Spatial-visual intelligence refers to the creation and interpretation of visual images and spatial perception, which is important to inventors. Logical-mathematical intelligence refers to the use of logic and numbers. People with high logical-mathematical intelligence tend to excel at math, problem solving, and logic and pattern detection. Bodily-kinesthetic intelligence involves good hand-eye coordination and body control. Linguistic intelligence involves skill with verbal or written language and explaining and interpreting ideas and information.

For each example presented in the following table, identify the self-efficacy dimension being illustrated. You are not sure that you will be able to earn employee of the month given how well Peggy is doing. • Magnitude • Strength • Generality

• Strength Explanation: Strength refers to beliefs about how confident the person is that the task can be accomplished. In this case, your self-efficacy is weak.

Watch the following video, in which the chief operating officer (COO) of Barcelona Group, Scott Lawton, talks about how his company manages human resources. Then answer the questions that follow. If you are the COO of Barcelona, then given the description of the work environment, what type of people might you be seeking to hire with regard to dimensions of fit? Check all that apply. • Strong person-job fit • Strong person-group fit • Strong person-geographic fit • Strong person-organization fit

• Strong person-job fit • Strong person-group fit • Strong person-organization fit Explanation: Fit is a critical aspect that determines individual and collective success. People at Barcelona need to fit the job (person-job fit) and they need to have the teamwork skills to work with the group (person-group fit). Additionally, it is important for employees to understand Barcelona's culture and environment and to have good values alignment with the organization (person-organization fit). The concept of person-geographic fit doesn't exist. Also, Scott, the COO, points out that people travel from different locations to interview with Barcelona so it's okay if candidates come from other places. Thus, person-geographic fit is incorrect.

Match the following example with the Towler and Dipboye learning style orientation type that best corresponds to it. • Discovery learning • Experiential learning • Observational learning • Structured learning • Group learning Harry prefers taking notes and writing down instructions when learning.

• Structured learning Explanation: Structured learning is a preference for processing strategies such as taking notes, writing down task steps, and so forth.

Ryan learns best when he can touch models and manipulate objects. • Auditory • Visual • Kinesthetic • Tactile

• Tactile Explanation: The tactile sensory modality is learning by touching. The auditory sensory modality is learning by hearing. The visual sensory modality is learning by seeing, including reading or watching a video. The kinesthetic sensory modality is learning by doing.

If your team reaches its performance and quality targets then the team will receive a monetary bonus. • Team bonus plan • Skill-based pay • Gain-sharing

• Team bonus plan Explanation: Team bonus plans are similar to gain-sharing plans except that the unit of performance and pay is the team rather than a plant, a division, or the entire organization. Each team must have specific performance targets or baseline measures that the team considers realistic for the plan to be effective.

The rocket launch team failed because the members never believed that they would be able to conduct a successful launch and did not give the project their best effort. • Team efficacy • Trust • Social facilitation

• Team efficacy Explanation: Team efficacy is a team's shared belief that it can organize and execute the behaviors necessary to reach its goals. Trust is our confidence that other people will honor their commitments, especially when it is difficult to monitor or observe the other people's behavior. Teams build trust through repeated positive experiences, commitment to shared goals, and an understanding of team members' needs, motives, and ideas. Social facilitation happens when people are motivated to look good to others and want to maintain a positive self-image.

Your team members do not seem to have confidence that the team will be able to meet its deadline. • Roles • Team efficacy • Process loss

• Team efficacy Explanation: Team efficacy is the team's shared belief that it can reach its goals. Process loss occurs when a team of people working in a group or team together performs worse than the individual members would have if they had worked alone. Roles define the behaviors and tasks each team member is expected to perform because of the position he or she holds.

Technology has made it much easier for your employees to work from home during bad weather. You are able to hold video calls to make sure everyone knows what they are supposed to do and email to share documents during the day. It has gone so well and employees have liked it so much that you are considering letting employees do this one or two days a week. • Extended work schedule • Job sharing • Telecommuting

• Telecommuting Explanation: Telecommuting is a work arrangement in which employees spend part of their time working off-site. Two or more part-time employees sharing one full-time job is called job sharing. An extended work schedule requires relatively long periods of work followed by relatively long periods of paid time off.

Write the term from the following list that is best defined by each of these phrases. Use each term no more than once. • Terminal values • Extrinsic work values • Survival values • Instrumental values • Interpersonal value conflict • Self-expression values • Intrinsic work values • Intrapersonal value conflict • Traditional values • Secular-rational values Jessie reassesses her long-term goals and realizes that she would rather make a meaningful contribution to her community than make as much money as she can.

• Terminal values Explanation: Terminal values reflect our long-term life goals, and may include prosperity, happiness, a secure family, and a sense of accomplishment.

Today is the day that you are evaluating your product assemblers. After watching Melinda do an outstanding job, you give Charlie only an average rating because his speed was slower than Melinda's, despite being one of the fastest in the company. • The halo effect • The contrast effect • Selective perception • Projection

• The contrast effect Explanation: The contrast effect occurs when we evaluate our own or another person's characteristics through comparisons with other people we have recently encountered who rank higher or lower on the same characteristics. Selective perception is the process of screening out information that we are uncomfortable with or that contradicts our beliefs. The halo effect is when we form a general impression about something or someone based on a single (typically good) characteristic. Projection occurs when we project our own characteristics onto other people.

Use one of these team benefits and costs to best complete the following sentences. Use each term no more than once. Some managers feel a _____ as they coach and develop their old team to perform effectively without them as the manager. • Enhanced performance • Lower stress • Lower turnover • Lower absenteeism • Fewer injuries • Cost reductions • Greater flexibility • Improved customer service • Frustration • Threat of job loss • Slow process to get to high team productivity • Risking lost confidence in management

• Threat of job loss Explanation: Managers have expressed frustration and confusion about their new roles as coaches and facilitators. Some managers have felt as if they were working themselves out of a job as they turned over more and more of their directing duties to a team.

Match each term with its definition. Emily makes a list every morning of the tasks she must get done that day in the order of importance to help her manage her daily work stress. • Exercise • Time Management • Relaxation • Role Management • Support Group

• Time Management Explanation: Time management is often recommended for managing stress. The idea is that many daily pressures can be eased or eliminated if a person does a better job of managing time. One popular approach to time management is to make a list every morning of the things to be done that day. Then you group the items on the list into three categories: critical activities that must be performed, important activities that should be performed, and optional or trivial things that can be delegated or postponed. Then, of course, you do the things on the list in their order of importance. This strategy helps people get more of the important things done every day. It also encourages delegation of less important activities to others.

Write the term from the following list that is best defined by each of these phrases. Use each term no more than once. • Terminal values • Extrinsic work values • Survival values • Instrumental values • Interpersonal value conflict • Self-expression values • Intrinsic work values • Intrapersonal value conflict • Traditional values • Secular-rational values In some countries, businesses must close on all religious holidays.

• Traditional values Explanation: More traditional societies emphasize the importance of parent-child ties and deference to authority, which is reflected in high levels of national pride and a nationalistic outlook. Cultures that have more traditional values also tend to put a higher emphasis on religion. Societies with secular-rational values have the opposite characteristics.

For each example presented in the following table, identify the managerial skill being illustrated. Lisa agreed to take Dani's Saturday night shift at the restaurant even though she didn't really want to because she believed that Dani wouldn't have asked if it wasn't really important that she have the night off. • Distributive Fairness • Procedural Fairness • Interactional Fairness • Trust

• Trust Explanation: Trust is the expectation that another person will not act to take advantage of us regardless of our ability to monitor or control them.

Seven universal _____ are expressed in the face in exactly the same way regardless of race, culture, ethnicity, age, gender, or religion. • intelligences • emotions • personality traits

• emotions Explanation: Seven universal emotions (joy, sadness, fear, surprise, anger, contempt, and disgust) are expressed in the face in exactly the same way regardless of race, culture, ethnicity, age, gender, or religion.

Compensation should also be a _____ reward for the individual's contributions to the organization. • fair • sizeable • inequitable

• fair Explanation: Compensation should also be a fair reward for the individual's contributions to the organization, although in most cases these contributions are difficult, if not impossible, to measure objectively. Given this limitation, managers should be as fair and as equitable as possible.

To best reinforce a behavior, the reward should come _____ the behavior. • immediately after • within a week of • before

• immediately after Explanation: To best reinforce a behavior, the reward should come as quickly as possible after the behavior.

Because _____ enlarges the team's knowledge resources and can enhance the options it is able to consider, it can enhance creativity and problem solving. •.demographic diversity • informational diversity • synchronous technologies

• informational diversity Explanation: Because informational diversity, or team members' unique knowledge, enlarges the team's knowledge resources and can enhance the options it is able to consider, it can enhance creativity and problem solving.

Watch the following video, in which the chief operating officer (COO) of Barcelona Group, Scott Lawton, talks about how his company manages human resources. Then answer the questions that follow. If Barcelona were to deliver training by having employees actually perform different tasks then this is an example of using the _____ sensory modality when learning. • visual • tactile • auditory • kinesthetic

• kinesthetic Explanation: Kinesthetic refers to learning by doing.

If you tend to get headaches when you are stressed, you are exhibiting a _____ consequence of stress. • medical • behavioral • psychological

• medical Explanation: The medical consequences of stress affect a person's physical well-being. Heart disease and stroke, among other illnesses, have been linked to stress. Other common medical problems resulting from too much stress include headaches, backaches, ulcers and related stomach and intestinal disorders, and skin conditions such as acne and hives.

Watch this video in which founder Michael Boyle and personal trainers Marco Sanchez and Ana Tocco talk about working at Mike Boyle Strength & Conditioning. Then answer the questions that follow. Mike, one of the owners and founders of Mike Boyle Strength and Conditioning, states: "I think we can go out and sell this product to the public and make a living but more importantly make an impact." This statement indicates that Mike feels _____________ is more important than the need to make money. • job satisfaction for selling • extrinsic work value for selling • cognitive dissonance for impact • terminal value for impact

• terminal value for impact Explanation: Terminal values reflect our long-term life goals, and may include prosperity, happiness, a secure family, and a sense of accomplishment. Mike is indicating that making an impact is more important to him than selling the product. Job satisfaction reflects our attitudes and feelings about our job. Mike is not implying that feeling good about selling is important. Extrinsic work values are related to the outcomes of doing work such as earning money, having health benefits, or having job security. Mike is not implying that earning money is more important than selling, he is suggesting having an impact is more important than selling. Cognitive dissonance is an incompatibility or conflict between behavior and an attitude or between two different attitudes. Mike is not suggesting there is a conflict between behavior and an attitude.

For each example presented in the following table, identify the managerial function being illustrated. Identifying which employee survey questions predict subsequent turnover at Macy's • Conceptual Skills • Interpersonal Skills • Technical Skills • Diagnostic Skills

• Diagnostic Skills Explanation: Diagnostic skills are the ability to understand cause-and-effect relationships and to recognize the optimal solutions to problems.

Jean-Baptiste would rather not have to stay late tonight to take inventory, but since he was told during his job interview that this would happen he isn't upset about it. • Person-job fit is low • Person-organization fit is low • Person-group fit is high • A realistic job preview was given

• A realistic job preview was given Explanation: A realistic job preview involves the presentation of both positive and potentially negative information to job candidates. If a common reason for employees leaving an organization is that the job is not what they expected, this is a good sign that the recruiting message can be improved. Person-job fit is the fit between a person's abilities and the demands of the job, and the fit between a person's desires and motivations and the attributes and rewards of a job. Person-group fit reflects the fit between the employee and his or her workgroup and supervisor. Person-organization fit is the fit between an individual's values, beliefs, and personality and the values, norms, and culture of the organization.

Match each example with the barrier to inclusion that best describes it. An amusement park manager will not hire employees with tattoos that are visible when the park uniform is worn because he believes that this makes them look dangerous and threatening. • Ethnocentrism • Perceived Threat or Loss • Prejudice • Stereotype • "Like Me" Bias

• Stereotype Explanation: A stereotype is a belief about an individual or a group based on the idea that everyone in that particular group will behave the same way. For example, "all men are strong," "all women are nurturing," and "people who look a certain way are dangerous" are all examples of stereotypes.