COB 202 3,4,6 study questions Roeder

Respecting the chain-of-command is an example of A : Hofstede's dimensions of national values. B : value congruence. C : cultural quotients. D : Rokeach's terminal and instrumental values.

A Hofstede's dimensions of national values.

Sam is a Type A personality. Chris is a Type B personality. Both have been given a new assignment for which the details have not been fully provided. How will Sam and Chris handle the assignment differently? A Sam will keep pressing for details and start working; Chris will wait for the rest of the details before starting. B Sam will experience distress; Chris will experience eustress. C Sam and Chris will handle the assignment the same way. D Sam will wait for the rest of the details before starting; Chris will keep pressing for details and start working.

A Sam will keep pressing for details and start working; Chris will wait for the rest of the details before starting.

Avery wants to work in a country valuing Hofstede's masculinity and low uncertainty avoidance. Her current values tend toward collectivism and femininity. She has a high cultural quotient and instrumental values. If her mind is set on moving to that country, what should she plan to do before going in order to be successful? A She is adaptable and probably ready to go now. B She should try to learn to work more independently, to be more sensitive, and to plan further ahead. C She should try to learn to work with less risk, to be more sensitive, and to plan further ahead. D She should try to learn to work better in groups and to be less assertiv

A She is adaptable and probably ready to go now.

What is the difference between the ways Type A and B personalities would handle a new assignment, the details of which have not been fully shared? A Type A would keep pressing for details and start working; Type B would wait for the rest of the details before starting. B Type B would keep pressing for details and start working; Type A would wait for the rest of the details before starting. C Type A would experience distress; Type B would experience eustress. D Type A and B would handle the assignment the same way.

A Type A would keep pressing for details and start working; Type B would wait for the rest of the details before starting.

Assuming that everyone in the United States is individualistic is an example of A an ecological fallacy. B personal values. C individualism-collectivism. D a cultural quotient.

A an ecological fallacy.

Not trusting your firm's leaders to make the correct decisions about the future of the company is an example of Hofstede's A low power distance. B individualism-collectivism. C uncertainty avoidance. D masculinity-femininity.

A low power distance.

An example of value congruence is A the joy of engaging with a congregation of similar beliefs. B being concerned for other people and with helping others. C a person's beliefs about the means to get the results desired. D someone's ability to work well across cultures.

A the joy of engaging with a congregation of similar beliefs.

Which of the following statements most closely aligns with the nurture side of the nature/nurture debate? A "Men are more assertive in the workplace than women because from the time they are children they are rewarded for assertiveness." B "Women excel at verbal tasks because they have an innate sense of language that men do not possess." C "Men are competitive at work in the same way their ancestors were competitive for food, stature, and mates." D "Women listen to and care for their coworkers because those are the qualities they must have in order to be mothers."

A "Men are more assertive in the workplace than women because from the time they are children they are rewarded for assertiveness."

Which comment is most likely to be made by a leader to a team in the norming stage? A "Now you people are really getting it." B "Is that the best strategy for us?" C "It's been great working with you." D "You folks are home-run hitters."

A "Now you people are really getting it."

Previous employers have described Bill's work as effective, imaginative, and intelligent. He completes his assignments, but he appears to not work well with people from other cultures. He wants to transfer from his group to a more results-oriented group within a U.S. company. As a manager, what would you propose to do with his application? A His transfer should be accepted. B Hold his application until you know more about his terminal and instrumental values. C Deny his application; he is not likely to adapt well. D Deny his application; he has a low cultural quotient (CQ).

A His transfer should be accepted.

What is the difference between rewards in general and performance-contingent rewards? A Performance-contingent rewards influence performance, while rewards in general influence satisfaction. B Rewards in general influence satisfaction, while performance-contingent rewards influence low performers. C Performance-contingent rewards only influence high performers, while rewards in general influence the average worker. D Rewards in general influence performance, while performance-contingent rewards influence both performance and satisfaction.

A Performance-contingent rewards influence performance, while rewards in general influence satisfaction.

Which of the following best describes the difference between self-esteem and self-efficacy? A Self-esteem is a person's overall evaluation of abilities, while self-efficacy is specific to individual tasks. B Self-esteem is evidenced in a person's actions toward self, while self-efficacy is evidence in thoughts about self. C Self-esteem is based on a person's visible characteristics, while self-efficacy is based on innate characteristics. D Self-esteem is shaped by the opinions of another, while self-efficacy is shaped by the opinions of self.

A Self-esteem is a person's overall evaluation of abilities, while self-efficacy is specific to individual tasks.

Generalized positive and negative feelings and states of mind that may persist for some time make up an individual's mood. A True B False

A True

Overall job satisfaction includes the way we feel about the work itself and the people with whom we work. A True B False

A True

Jack is expected to complete an analysis using slow and outdated computers. This situation is an example of which of the following? A an external cause B an internal cause C low self-efficacy D high self-efficacy

A an external cause

Mexican families sometimes celebrate Cinco de Mayo, and Chinese families sometimes celebrate Chinese New Year. These are examples of different A cultures. B cultural quotients. C values. D instrumental values.

A cultures.

Santana was worried when he was put in charge of this year's preparation for a regulatory audit. Normally he is eager for new projects, but in this case he worries that the last two years the assignment was handled brilliantly and that he will look poor by comparison. Santana does not have ____________ about the task. A high self-efficacy B high self-esteem C low self-awareness D low self-concept

A high self-efficacy

The marketing team has functional decision-making methods, flexible operating procedures, independent authority relations, and accepted goals. Which of these is characteristic of an immature team? A independent authority relations B accepted goals C functional decision-making methods D flexible operating procedures

A independent authority relations

Nicholas normally parks in the same spot in the parking garage at work every day. Today, he arrived at work late, so he had to park in a different spot. After work, he has a hard time remembering which level he parked on. Nicholas is having trouble with A retrieval B organization. C attention and selection. D interpretation.

A retrieval

Celia is a recruiter at a large consumer products company. One of her responsibilities is to screen résumés to determine which applicants to call in for an interview. Over the years, Celia has discovered that she has had a tendency to call all applicants who attended her alma mater. Now she is careful to evaluate the qualifications of these individuals to determine if they should be interviewed. Celia's ability to recognize her own bias and her efforts to overcome it are an example of A self-awareness. B awareness of others. C self-concept. D self-esteem.

A self-awareness.

Being content and able to provide for your family is an example of A terminal values. B culture. C a cultural quotient. D internal values.

A terminal values.

An example of Hofstede's individualism-collectivism would be the way Mexican culture values A the ability to work together as a community. B the relative authority of their leaders. C the tendency to plan for the future. D bold decisions and aggressiveness.

A the ability to work together as a community

Happiness at finding that there is a College Democrats club to join is an example of A value congruence. B cultural quotient. C terminal values. D culture.

A value congruence.

Power distance is defined as A : a culture's acceptance of the status and power differences among its members. B : the degree to which a culture emphasizes long-term thinking. C : the cultural tendency to be uncomfortable with uncertainty and risk in everyday life. D : the degree to which a society values assertiveness or relationships.

A : a culture's acceptance of the status and power differences among its members.

Sheldon noticed a bit of a slump in the productivity of her team. Because she is the team leader, her next step in the team-building process would be to A survey or interview team members. B identify the individual(s) responsible for the slump. C take immediate action. D meet with the team to create a plan for improvements

A. survey or interview team members.

Conscientiousness is the degree to which someone is responsible, dependable, and careful. A : True B : False

A. true

Instrumental values are defined as A : learned and shared ways of thinking and acting among a society. B : a person's beliefs about the means to achieve desired ends. C : a person's preferences concerning the ends to be achieved. D : broad preferences concerning appropriate courses of action.

B a person's beliefs about the means to achieve desired ends.

The cultural tendency of Mexicans to work together is an example of Hofstede's A power distance. B individualism-collectivism. C masculinity-femininity. D terminal values.

B individualism-collectivism.

An example of Hofstede's uncertainty avoidance would be the way a culture values A the relative authority of their leaders. B order vs. chaos. C the tendency to plan for the future. D bold decisions and aggressiveness.

B order vs. chaos.

Carla gives an assignment to two employees, Ben and Sarah. Ben starts on the assignment right away, working through lunches for a week, and pestering Sarah to finish her part. From this, we could conclude that A Sarah is a Type A personality. B Ben is a Type A personality. C both Ben and Sarah are Type B personalities. D Ben is a Type B personality.

B Ben is a Type A personality.

Emotions are strong positive or negative feelings that are not directed toward anyone or anything in particular. A True B False

B False

Instrumental values reflect beliefs about the means and ends to achieve the desired result. A True B False

B False

Bill has a low cultural quotient (CQ) and comes from a culture that values long-term orientation, femininity, low uncertainty avoidance, and high power distance. Predict how well Bill will function in Japan. A He will engage in ecological fallacy. B He will not function well. C He will do what he needs to adapt. D He will function well.

B He will not function well.

When we understand our emotions as well as the emotions of others, and use that understanding to manage relationships, what are we using? A affect B emotional intelligence C impression management D relationship management

B emotional intelligence

What is the term associated with attitudes that reflect high levels of job involvement, organizational commitment, and organization identification? A corporate engagement B employee engagement C job satisfaction D organizational citizenship

B employee engagement

Ajit has been assigned to a new project team at work. The team has been tasked with assessing the company's customer resource management software and determining which portions need to be updated and then making recommendations for those updates. Other people in the company view this project as being doomed to fail; previous attempts at this assessment and overhaul have been disastrous. Ajit, however, is confident that he and the others will be successful at their task. Based on this information, Ajit is best described as having ________ about the task. A : high self-esteem. B : high self-efficacy. C : low self-awareness. D : low self-concept.

B high self-efficacy.

Which of the following are examples of terminal values? Select all that apply. A neatness B independence C reliability D punctuality E creativity F lasting contribution

B independence F lasting contribution

Vance performed his job as a soldier with a great degree of courage. This is an example of a(n) A : personal value. B : instrumental value. C : sources of values. D : terminal value.

B instrumental value.

Santana was worried when he was put in charge of this year's preparation for a regulatory audit. Normally he is eager for new projects, but in this case he worries that the last two years the assignment was handled brilliantly and that he will look poor by comparison. Santana has ________ about the task. A low self-awareness B low self-efficacy C low self-esteem D low self-concept

B low self-efficacy

A culture's acceptance of the status and power differences among its members is called A masculinity-femininity. B power distance. C individualism-collectivism. D uncertainty avoidance.

B power distance.

Which of the following terms identifies cyber-loafing, day-dreaming, or appearing busy as disengagement behaviors? A physical withdrawal B psychological withdrawal C Internet withdrawal D civility withdrawal

B psychological withdrawal

Joe always seems to think he is in the right. He is only moderately successful, but thinks he has had bad luck and that, given his bad luck, he has done very well. He assumes his ideas are welcome and blames jealousy whenever anybody disagrees with him. Joe has high A self-awareness. B self-esteem. C self-efficacy. D self-concept.

B self-esteem.

An example of Hofstede's high power distance is A : well-ordered rules for running the government and passing laws. B : states trusting the national government to legislate important laws. C : creating a multi-year plan. D : an employee speaking up with a new idea.

B states trusting the national government to legislate important laws.

Terminal values can be described as preferences concerning A what "ought" to be. B the results achieved. C how results are achieved. D acceptance of status.

B the results achieved.

An example of surface acting would be a sales person who A thinks a customer is being petty and says so, but with a laugh. B thinks a customer is being petty but who says a customer's anger is perfectly understandable. C thinks a customer is being petty but then changes emotions to match the customer's. D empathizes with a customer's anger and becomes angry as well.

B thinks a customer is being petty but who says a customer's anger is perfectly understandable.

An example of ecological fallacy is A : performing adequately in two different cultures. B : assuming that all Japanese people plan well for the future. C : two people growing up in different cultures. D : two people growing up with different values.

B : assuming that all Japanese people plan well for the future.

Which of these is MOST like a self schema? A : Robert thinking of Gabi as a good coworker. B : John thinking of himself as articulate. C : Melvin thinking of Jane as decisive. D : Ed thinking of taking a walk after work.

B : John thinking of himself as articulate.

What are strong positive or negative feelings that are directed toward a person, object, or state in particular? A : moods B : emotions C : affect D : relationships

B : emotions

The cultural tendency of Hong Kong toward unstructured organizational situations is an example of Hofstede's A : power distance. B : low-uncertainty avoidance. C : long-term/short-term orientation. D : individualism-collectivism.

B : low-uncertainty avoidance.

Which emotional intelligence competency is the ability to empathize and understand the feelings of others? A : self-management B : social awareness C : relationship management D : self-awareness

B : social awareness

Terminal values are defined as A a person's beliefs about the means to achieve desired ends. B a person's preferences concerning the ends to be achieved. C learned and shared ways of thinking and acting among a society. D broad preferences concerning appropriate courses of action.

B. a person's preferences concerning the ends to be achieved.

Self-awareness is formed by an individual's view of himself or herself as a physical being. A True B False

B. FALSE

The project manager is cautiously optimistic that the addition of two new team members during a peak performance season will not disrupt or affect the way the team works together, otherwise known as A team building. B team or group dynamics. C role or personality conflict. D distributed leadership.

B. team or group dynamics

Pierre is a French immigrant applying for a job in the United States. He has a high cultural quotient (CQ), engages occasionally in ecological fallacy, and ranks in the middle of all five of Hofstede's dimension of national values. If he applies for a job in your department, and satisfies the job qualifications, what would you propose doing with his application? A Deny his application; he is not likely to adapt well. B Deny his application; the French tend to rank opposite the United States on the Hofstede scales. C Accept his application; he is likely to adapt well. D Hold his application until you know more about his terminal and instrumental values.

C Accept his application; he is likely to adapt well.

Personality can be defined as A the range of characteristics that determine whether a person will adhere rigidly to conventional values or rebel against authority. B the extent to which a person feels in control of his or her own life and is capable of making independent decisions. C the overall combination of characteristics that capture the unique nature of a person as that person reacts to and interacts with others. D the combination of characteristics that determine whether a person will see the world as a threatening or nonthreatening place.

C the overall combination of characteristics that capture the unique nature of a person as that person reacts to and interacts with others.

Peter's schedule at work is very full, and he decides to take a vacation to relax. What in his response to the vacation time would distinguish him as a Type A personality? A He is able to relax and forget about work. B He begins a regimen of problem-focused coping. C He is unable to relax and thinks about work. D He starts a personal wellness program.

C He is unable to relax and thinks about work.

A cultural group highly values Confucian dynamism. Predict where they will rank on Hofstede's dimensions of national culture. A Low power distance, long-term orientation, femininity B Low power distance, short-term orientation, high uncertainty avoidance C High power distance, long-term orientation, high uncertainty avoidance D Femininity, short-term orientation, high uncertainty avoidance

C High power distance, long-term orientation, high uncertainty avoidance

How do learning and experiences relate to values? A Learning and experiences are terminal values. B Learning and experiences are instrumental values. C Our values develop as a product of learning and experiences. D Learning and experiences are important for value congruence.

C Our values develop as a product of learning and experiences.

Brooke is a religious woman who believes that the best people share her religion. She has to hire one of five candidates for a job. The second-best candidate shares her beliefs, but the very best does not. What should Brooke do? A Hire the very best choice with the proviso of watching the candidate carefully. B Hire the second-best choice because she knows she will never be able to truly trust the best one. C Overcome her bias by using self-awareness. D Overcome her bias by assigning the final selection to a coworker.

C Overcome her bias by using self-awareness.

Wendy values contributions, respect, and stimulation. Rachel values hard work, tidiness, creativity, and independence. Franklin is trying to decide whether to transfer to Julie's or Rachel's department, and he tends to value the process more than the result. As a friend, which department would you propose he work for? A None of the choices are correct. B Wendy's department C Rachel's department D Rachel's department, and then Wendy's

C Rachel's department

Randy works with his manager for five years, and in that time she belittled him and presented his ideas as her own. When she is moved to another department, Randy is excited, until he meets his new manager. The replacement manager is a thirty-year-old woman who is outspoken and working hard to get a promotion. Randy quits three days later. What is the cause of Randy's decision? A Randy experiences a contrast effect because his new manger is too similar to his old one. B Randy experiences the halo effect because he finally realizes he hates his job. C Randy experiences the horns effect because his new manager is too similar to his old one. D Randy experiences a contrast effect because his new manager is too different from his old one.

C Randy experiences the horns effect because his new manager is too similar to his old one.

Sally wants to work in a country with a high degree of Hofstede's values of masculinity, individualism, and long-term orientation. Her current values tend more toward collectivism, femininity, short-term orientation, and high uncertainty avoidance. If her mind is set on moving to that country, what should she plan to do before going in order to be successful? A She should try to learn to work more independently, to be more sensitive, and to plan further ahead. B She should try to learn to work better in groups, to be more assertive, and to plan further ahead. C She should try to learn to work more independently, to be more assertive, and to plan further ahead. D She should try to learn to work better in groups, to be more sensitive, and to plan further ahead.

C She should try to learn to work more independently, to be more assertive, and to plan further ahead.

Will is an editor who has a deadline every day and a packed schedule. His supervisor puts him on an extra committee that is in charge of redesigning the office. Will is unhappy about his placement on the committee, and he does not contribute as much as his boss had hoped. Which is the best option for the boss? A : The boss should have a disciplinary meeting with Will. B : The boss should recommend Will for a promotion. C : The boss should remove Will from the committee. D : The boss should fire Will.

C The boss should remove Will from the committee.

Which of the following is an example of consensus? A : Miley has had a poor sales record for the last three months. B : Carol hates the new line of white leather sofas, so she isn't surprised that they are not selling. C : The entire sales team is having trouble selling the new line of white leather sofas. D : Bob expected Dan to have better sales this month because Dan had attended a training seminar last month.

C The entire sales team is having trouble selling the new line of white leather sofas.

Kate was brought up in a U.S. home without an authoritarian structure. In college she became fluent in Chinese and French and developed a strong preference toward Confucian dynamism. Test results indicate that she has a low cultural quotient. As a guidance counselor, to what kind of company would you propose she apply? A a French firm B any firm C a Chinese firm D a U.S. firm

C a Chinese firm

Which of the following make up "mood"? Select all that apply. A short-term feelings that change in reaction to people and events B strong positive or negative feelings directed toward someone or something C generalized positive and negative states of mind that may persist for some time D the range of feelings that people experience E short-term generalized positive and negative states of mind F generalized positive and negative feelings that may persist for some time

C generalized positive and negative states of mind that may persist for some time F generalized positive and negative feelings that may persist for some time

At which stage in team development can a team develop a premature sense of accomplishment and closeness? A storming B performing C norming D adjourning

C norming

Which of the following emotional intelligence competencies has to do with the ability to empathize and understand the emotions of others? A self-management B relationship management C social awareness D self-awareness

C social awareness

James is conducting interviews to determine which member of his department will be promoted to be the team leader for the Phoenix team. One person in the department, Bernice, seems to stand out as an individual performer. Bernice is punctual and always arrives at work on time or early and is never late to team meetings. Her individual performance as a systems engineer has been excellent. Although Bernice has never held a supervisory position, James is convinced that she will be an excellent team leader. James' impressions about Bernice are most likely due to A gender stereotyping. B age stereotyping. C the halo effect. D ethnic stereotyping.

C the halo effect.

Vera is impatient, often does several things at once, and feels guilty when she is not working. She is exhibiting A typical Type B behaviors. B problem-focused mechanisms. C typical Type A behaviors. D emotion-focused mechanisms.

C typical Type A behaviors.

Which of the following workers displays low self-esteem and high self-efficacy? A : Rachel is proud of her managerial skills, although she worries about a dispute between two of her team members. B : Latisha boasts about her writing skills, although she is not sure about her current story assignment. C : Ibrahim is confident that he can teach the upcoming algebra class, although he is not confident about his general math skills. D : John knows he is a great salesman, although he is not sure about the latest product his boss wants him to move.

C : Ibrahim is confident that he can teach the upcoming algebra class, although he is not confident about his general math skills.

Contagion is A : the display of organizationally desired emotions. B : an ability to feel what others experience. C : the spillover of our moods and emotions onto others. D : an inconsistency between emotions we feel and seek to project.

C : the spillover of our moods and emotions onto others.

Harold feels that his commute is long, his boss is overbearing, and his assignments are tedious. He wants to leave his job for a new one, but for now he remains in his current position. What is the most likely reason why Harold stays at his current job? A : Harold has lost interest in maintaining a positive attitude. B : Harold has a low degree of job satisfaction. C : Harold does not have the opportunity or freedom to leave his current job. D : Harold has only been in his current job a short time

C : Harold does not have the opportunity or freedom to leave his current job.

Mood are more_____than emotions.

Celebral

What is the best way to improve the self-esteem of an employee for whom you are responsible? A Distinguish the negative, irrational opinions and attitudes he holds toward people who are different and address those. B Determine the factors of his environment that contribute to his lack of self-esteem and work to mitigate those factors. C Identify the job tasks and responsibilities that he lacks confidence in and provide training specific for them. D Ascertain the causes of his self-doubt and work to improve them while encouraging him to act on his ideas and decisions.

D Ascertain the causes of his self-doubt and work to improve them while encouraging him to act on his ideas and decisions.

Gary is a Type A personality who is very stressed at work from too many assignments. How is he likely to respond to the idea of a vacation? A Gary will go on vacation to avoid work deadlines. B Gary will skip the vacation because his supervisor would not want him to go. C Gary will go on the vacation to try to relax, thus improving his work. D Gary will skip the vacation to keep from getting further behind

D Gary will skip the vacation to keep from getting further behind.

Which of the following are terminal values, and why? I. Hard work II. Respect III. Equal opportunity A I, II, and III, because these are ways to conduct yourself in achieving ends B I and III only, because they concern the ends to be achieved C I, II, and III, because they concern the ends to be achieved D II and III only, because they concern the ends to be achieved You selected D : II and III only, because they concern the ends to be achieved got it correct

D II and III only, because they concern the ends to be achieved You selected D : II and III only, because they concern the ends to be achieved got it correct

wo different people grew up in the same culture. However, their parental upbringing, education, and religions differed greatly. What would you predict about their values? A They have very similar values. B Their terminal values are different. C Their instrumental values are different. D They have a different set of values.

D They have a different set of values.

How do values relate to childhood? A Values are not important in childhood, but culture is. B Terminal values are learned in childhood. C Instrumental values are learned in childhood. D Values often have their roots in childhood and upbringing.

D Values often have their roots in childhood and upbringing.

An example of Hofstede's masculinity-femininity dimension is the way a culture values A the relative authority of their leaders. B the tendency to plan for the future. C the ability to work together as a community. D bold decisions and aggressiveness.

D bold decisions and aggressiveness.

Deidra is a Type B personality with a job as a low-level manager at a PR firm. She was recently given a promotion and a high-profile assignment. What is her most likely reaction to the new assignment? A : starting a personal wellness program to deal with the stress B : coping with the new stress using problem-focused strategies C : tardiness and careless work D : rising to meet the challenge, doing good work

D rising to meet the challenge, doing good work

Chantel's boss approaches her and asks whether she will consider coming in on Saturday to help with a special assignment that has just come up. Chantel declines, but her coworker Adam agrees to complete the assignment. Which of the following is the most likely reason why Adam agrees to the task while Chantel does not? A Adam has a higher level of job awareness than Chantel. B Chantel has a higher level of job approval than Adam. C Chantel has a higher level of job involvement than Adam. D Adam has a higher level of job involvement than Chantel.

D Adam has a higher level of job involvement than Chantel.

Shane and Kathleen are attending a fancy business function. When asked what they remember most about the function, Shane mentions his awe at meeting the keynote speaker, and Kathleen mentions her disgust at one of the employees coming dressed in jeans and a T-shirt. What is similar between Shane and Kathleen? A Both based their perceptions on the characteristics of the perceiver. B Both used impression management to influence their perception. C Both formed their opinions based on selective screening. D Both based their perceptions on the characteristics of the perceived.

D Both based their perceptions on the characteristics of the perceived.

How is culture related to cultural quotient (CQ)? A Culture is related to Rokeach's instrumental values, and CQ to the terminal values. B They both suffer from the same error of ecological fallacy. C They both affect Hofstede's five dimensions of national culture. D Cultures vary in values, affecting how they work with groups, which will affect CQ.

D Cultures vary in values, affecting how they work with groups, which will affect CQ.

Which of these is MOST like a person perceiving a situation in terms of his or her own characteristics? Why? A Hayley supporting the Democratic nominee for president even though she thinks he was not a great senator because of the differences in the offices. B Carl always favoring the winner of the last NASCAR race because the winner drove the fastest. C Andrew tolerating his coworkers on the job but not outside of work because of the social context. D Jarvis favoring a different mayoral candidate than his wife does because he was born in a different socioeconomic class than her.

D Jarvis favoring a different mayoral candidate than his wife does because he was born in a different socioeconomic class than her.

An example of an instrumental value is A feeling safe at home. B a stimulating life. C having close friends. D a willingness to forgive.

D a willingness to forgive.

Ecological fallacy is defined as A a learned and shared way of thinking and acting among a society. B a person's beliefs about the means to achieve desired ends. C a description of someone's ability to work effectively across cultures. D acting with the assumption that a generalized cultural value applies equally to all members of a culture.

D acting with the assumption that a generalized cultural value applies equally to all members of a culture.

Which is more contagious? A melancholy moods B silly moods C good moods D bad moods

D bad moods

Values are defined A : a person's beliefs about the means to achieve desired ends. B : a person's preferences concerning the "ends" to be achieved. C : learned and shared way of thinking and acting among a society. D : broad preferences concerning appropriate courses of action.

D broad preferences concerning appropriate courses of action.

Emotion and mood ________ is the spillover of our emotions and mood onto others. A collaboration B crossover C contamination D contagion

D contagion

A culture's valuation of boldness vs. compassion is an example of Hofstede's ________ dimension. A individualism-collectivism B power distance C instrumental values D masculinity-femininity

D masculinity-femininity

Which of the following emotional intelligence competencies is the ability to establish rapport with others to build good relationships? A self-awareness B self-management C social awareness D relationship management

D relationship management

An individual's view of himself or herself as a physical, social, and spiritual or moral being is known as A self-esteem. B self-efficacy. C self-awareness. D self-concept.

D self-concept.

Leah constantly doubts her decisions and her capability to be successful. She feels like she never does anything right, even if she has excellent directions and ample time to complete her projects. She constantly discredits her own ideas and intelligence. In addition, she is afraid to speak up in meetings because she is afraid others in the room will laugh at her. Based on this information, Leah is best described as having low A self-awareness. B self-efficacy. C self-concept. D self-esteem.

D self-esteem.

Which theory regarding team effectiveness suggests that the presence of others in a group or social setting may influence one's behavior? A social effectiveness B social loafing C social synergy D social facilitation

D social facilitation

Pat hopes never to be assigned to another group project, since last time two of the five members got the same grade but did not do their share of the work. What are these team members guilty of? A loafing effect B social facilitation C social division D social loafing

D social loafing

Preferences concerning the results achieved is characteristic of A culture. B achievement. C instrumental values. D terminal values.

D terminal values.

The concept of "deep acting" is best exemplified by an employee who A excels at understanding how his customers feel in various situations. B hides his true feelings while attempting to display emotions that are similar to those of the customer. C excels at understanding how his customers view various situations. D tries to modify his feelings so that they are similar to those of the customer.

D tries to modify his feelings so that they are similar to those of the customer.

Loraine manages a software company and needs to hire three new employees. She has looked over the applications and found seven candidates to interview. Two of the three candidates who are most qualified for the position, and interviewed the best, have only recently graduated college. Loraine does not like to hire younger employees because she feels they are less focused, dedicated, and productive. After looking over the applicant resumes and interview notes again, Loraine decides to hire the two younger candidates. What is Loraine's decision an example of? A using self-concept to overcome age discrimination B using awareness of others to overcome age discrimination C using inclusivity to overcome age discrimination D using self-awareness to overcome age discrimination

D using self-awareness to overcome age discrimination

Terence believes that everyone has an obligation to do their part to improve the lives of those around them. He recently opened a business that, due to a recent bill, does not have to pay taxes for a decade. Why might he feel cognitive dissonance? A : His organizational identification is low. B : His job satisfaction is low. C : His job involvement is high. D : His business's benefits go against his personal belief.

D : His business's benefits go against his personal belief.

What is a difference between physical withdrawal and psychological withdrawal? A : Physical withdrawal is tardiness or absenteeism, while psychological withdrawal is continuing to work while secretly job hunting. B : Physical withdrawal is due to dissatisfaction with the job itself, while psychological withdrawal is dissatisfaction with work relationships. C : Physical withdrawal is behavior such as theft or violence, while psychological withdrawal is behavior such as cyber-loafing or daydreaming. D : Physical withdrawal is missing work or separating from the company, while psychological withdrawal is being physically present but not mentally engaged in work.

D : Physical withdrawal is missing work or separating from the company, while psychological withdrawal is being physically present but not mentally engaged in work.

Which of the following traits is characteristic of jobs that require a high degree of emotional labor? A : These jobs typically involve high levels of contact with other employees. B : These jobs typically involve low levels of direct customer contact. C : These jobs typically involve low levels of contact with other employees. D : These jobs typically involve high levels of direct customer contact.

D. These jobs typically involve high levels of direct customer contact

Does self-awareness make an employee more valuable to an employer? A No, because self-aware employees think more about themselves than they do the company. B Yes, because self-aware employees know to look for the same qualities in coworkers. C No, because self-aware employees are always judging others. D Yes, because self-aware employees can deliberately try to overcome their own biases

D. Yes, because self-aware employees can deliberately try to overcome their own biases.

The stage of the perception process that allows us to uncover the reason behind an action is A : organization B : attention C : retrieval D : interpretation

D. interpretation

What are key job attitudes in the workplace?

Job involvement is a positive attitude that shows up in the extent to which an individual is dedicated to a job. Organizational commitment is a positive attitude that shows up in the loyalty of an individual to the organization. Employee engagement is a deep connection with the organization and passion for one's job. Job satisfaction is an attitude toward one's job, coworkers, and workplace. The five components of job satisfaction are the work itself, quality of supervision, relationships with coworkers, promotion opportunities, and pay.

When you say you had "the blues" all week long, you are speaking of your

Moods

What is personality and what do we mean by nature and nurture?

Personality is the combination of characteristics that represents the unique nature of an individual as he or she interacts with others. Personality is reflected in personality traits, the enduring characteristics that describe a person's behavior. Nature and nurture describe personality as determined by both heredity characteristics and the environment.

All team units pass through a series of life cycle stages. A : True B : False

TRUE

What is team building and how is it achieved?

Team building is a sequence of planned activities designed to gather and analyze data on the functioning of a team and to initiate changes designed to improve teamwork and build high-performance teams. High-performance teams set standards for taking action, measuring results, and gathering performance feedback. They provide a clear focus for team members to find common ground in solving problems and resolving conflicts. High-performance teams capitalize on collective intelligence and onboard new members effectively. Three team member types to consider in the onboarding process are the tough battler, the friendly helper, and the objective thinker.

What factors contribute to team success?

Team success comes from team inputs—"right players in the right seats"— and team processes—"on the same bus, headed in the same direction." This can be remembered as: Quality of inputs × (Process gains - Process losses) Team inputs establish the initial foundations for team performance. To set teams up for success we need to provide appropriate resources and setting, clarify the team task, be careful about team size, and pay attention to team composition. Team process includes things like communication, conflict, and decision making. The stronger the team inputs, the more likely process gains will be greater than losses. Team output represents team effectiveness, measured in things like performance, productivity, and innovation.

_____values reflect preferences concerning the ends to be achieved.

Terminal

What are values?

Values are broad preferences concerning courses of action or outcomes. They reflect a person's sense of right and wrong or what ought to be. Our values develop as a product of the learning and experience we encounter in the cultural setting in which we live. Many individual values have their roots in early childhood and the way a person has been raised. Rokeach identifies terminal values (preferences concerning ends) and instrumental values (preferences concerning means). One of the most important aspects of values in the workplace is value congruence, the extent to which one's values are in alignment with others and with the organization.

_____is the learned and shared way of thinking and acting among a society.

culture

Cultural quotient can be described as a person's capacity to function

in different cultures

Emotional _______is a situation in which a person displays organizationally desired emotions in a job.

labor

The cultural tendency to emphasize present or future values is considered

long term/short term orientation

The term____________ describes the more general estimation of someone's abilities.

self-esteem

Which of the following are important for value congruence? I. Similar terminal values. II. Comparable values between a leader and followers. III. Analogous views on achievement, concern for others, honesty, and fairness. A : I and II only B : II and III only C : I, II, and III D : I only

B II and III only

Which team input reflects the importance of the aspects of FIRO-B theory, status congruence, and collective intelligence? A team size B team composition C resources and setting D cohesion

B team composition

Two individuals grow up in different cultures in different countries with different types of education. What can you predict about their values? A : Their instrumental values are different. B : They have very similar values. C : They have different sets of values. D : Their terminal values are different.

C They have different sets of values.

Which stage is nearer the beginning of a team's work, storming or adjourning? Why? A Adjourning occurs first because that is the time the team members are learning how to get along, whereas storming marks the end of the effort. B Storming occurs first because that marks the formation of the team, whereas adjournment comes later. C Adjournment occurs first because that marks the formation of the team, whereas storming comes later. D Storming occurs first because that is the time team members are learning how to get along, whereas adjourning marks the end of the effort.

D Storming occurs first because that is the time team members are learning how to get along, whereas adjourning marks the end of the effort.

An example of a terminal value is A : effectiveness. B : trustworthiness. C : being considerate. D : a lasting community legacy.

D a lasting community legacy.

Adjourning stage

The adjourning stage is disbanding when work is accomplished. Temporary teams must often be able to convene quickly, do their jobs on a tight schedule, and then adjourn—often to reconvene later if needed.

forming stage

The forming stage is concerned with the initial entry of members to a group. Members are interested in getting to know each other and discovering what is considered acceptable behavior, the real task of the team, and the defining rules of the group.

Norming Stage

The norming stage is the point at which the members begin to come together as a coordinated unit. The turmoil of the storming stage gives way to a precarious balancing of forces as team members strive to maintain positive balance.

Performing stage

The performing stage marks the emergence of a mature, organized, and well-functioning team. Team members are able to deal with complex tasks and handle internal conflicts, the structure is stable, and members are motivated by team goals and are generally satisfied.

When comparing cultural value dimensions using the Hofstede framework, it is important to remember that they are

interrelated

What are the stages of team development?

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

What is the difference between an office building designed by someone with knowledge of proxemics and a building designed by someone without that knowledge? A An office building designed by someone with knowledge of proxemics would arrange space to enhance communication, whereas an office building designed by someone without knowledge of proxemics would not take communication into consideration. B An office building designed by someone with knowledge of proxemics would arrange space to promote constructive feedback, whereas an office building designed by someone without knowledge of proxemics would not take that into consideration. C An office building designed by someone with knowledge of proxemics would arrange space to utilize information technology, whereas an office building designed by someone without knowledge of proxemics would not take that into consideration. D An office building designed by someone with knowledge of proxemics would arrange space to enhance cultural sensitivity, whereas an office building designed by someone without knowledge of proxemics would not take that into consideration. You selected A : An office building designed by someone with knowledge of proxemics would arrange space to enhance communication, whereas an office building designed by someone without knowledge of proxemics would not take communication into consideration. got it correct

A An office building designed by someone with knowledge of proxemics would arrange space to enhance communication, whereas an office building designed by someone without knowledge of proxemics would not take communication into consideration.

Tim is a promising young employee who seems to always put himself down, pushing away praise. His boss tries to help raise Tim's self-esteem by giving Tim work he can do competently, and then praising him specifically, by saying things such as "good job" and more generally by saying things such as "I see I can rely on you." What might be the result of the boss's effort? A As Tim becomes more confident of his ability to perform specific tasks, he may become more open to more general praise. B Tim will eventually become more aware of his low self-esteem and think even less of himself. C Tim will respond to his low self-esteem by asking for more training in specific tasks where he knows he needs help. D Tim will probably quit and seek work in a more challenging environment.

A As Tim becomes more confident of his ability to perform specific tasks, he may become more open to more general praise.

Which of the following statements best illustrates the concept of emotional dissonance? A As customer service representatives, we are required to seem friendly and courteous regardless of how customers treat us. B Our day-to-day interactions at work are usually quite positive, which enhances our job satisfaction and performance. C We have employees in the office from all over the world. Sometimes it can be difficult to understand how people from other cultures are feeling. D When our boss is in a great mood, his emotional state spills over to the rest of the team.

A As customer service representatives, we are required to seem friendly and courteous regardless of how customers treat us.

Which of the following statements is the best example of proxemics? A Ashley arranges her office to allow her to sit next to clients instead of across from them. B Beverley uses the conference room for extra file storage since it is rarely used for meetings. C James always sandwiches a negative comment between two positive comments. D John rearranges his office to accommodate another filing cabinet.

A Ashley arranges her office to allow her to sit next to clients instead of across from them.

Which of the following workers displays high self-esteem and low self-efficacy? A : Dante knows he is an excellent architect, but he is not confident in his ability to give a client presentation about his latest design. B : Marisol knows she can do a great job of setting up a new ad campaign, but she is unsure of her general skills as a marketing expert. C : Gregg feels really good about his current research project, but he worries about his history of failed projects. D : Karen is certain she can oversee her company's latest computer upgrade, even though she doubts her skills as an IT manager.

A Dante knows he is an excellent architect, but he is not confident in his ability to give a client presentation about his latest design.

What is true of a team? A Group members have a common purpose for which they are collectively accountable. B Group members utilize the same skill set to accomplish a common purpose. C Group members have a common purpose for which they are individually accountable. D Group members utilize complementary skills to achieve individual goals and objectives.

A Group members have a common purpose for which they are collectively accountable.

Which statement is true? A It is easier to persuade people of a proposal's bad features than its good ones. B It is hard to make people empathize with a person who suffers. C It is hard to make people dislike a good idea. D It is easier to persuade people of a proposal's good features than its bad ones.

A It is easier to persuade people of a proposal's bad features than its good ones.

Compared to norming, what is the distinguishing characteristic of performing? A Norming is accomplished when team members begin to work together in a coordinated manner, whereas performing produces a mature and high-functioning team. B Norming is a stage of high emotions and tension among team members, whereas performing focuses around initial entry of members into a team. C Norming produces a mature and high-functioning team, whereas performing is characterized by the completion of work and the disbandment of the team. D Norming is characterized by the completion of work and the disbandment of the team, whereas performing focuses around initial entry of members into a team.

A Norming is accomplished when team members begin to work together in a coordinated manner, whereas performing produces a mature and high-functioning team.

Depending on the purpose of a meeting, physical spaces can be designed or changed to create an arrangement most conducive to communication. This sometimes neglected part of communication involves A proxemics B counteraction C desktop communication D star networks

A proxemics

What are attitudes and how do they work?

Attitudes are a predisposition to respond in a certain way to people and things. Though attitudes predispose individuals toward certain behaviors, they do not guarantee that such behaviors will take place. Individuals desire consistency between their attitudes and their behaviors. When a person's behaviors are inconsistent with their attitudes they experience cognitive dissonance. Attitudes have affective, cognitive, and behavioral components.

Which of the following occupations would be the best fit for Jung's sensation-type individual? A a freelance writer B a Certified Public Accountant C a traveling nurse D a Bikram yoga instructor

B a Certified Public Accountant

Comparing an individual's characteristics with those of other individuals who have a higher or lower degree of the same characteristics is known as A self-efficacy B the contrast effect. C stereotyping. D the law of effect.

B the contrast effect.

What makes a team effective?

An effective team is one that achieves high levels of task performance, member satisfaction, and team viability. Effective teams successfully meet task and maintenance needs. Task needs support the performance and operational requirements of a team; maintenance needs support the social and interpersonal relationships among team members. Effective teams offer the benefit of synergy: the creation of a whole that is greater than the sum of its parts. Teams that achieve synergy unlock member talents and rally enthusiasm for creativity and high performance.

Which statement would be surprising if it came from a person who has a high internal locus of control? A "I understand that Robert in Finance is advocating for building the plant, but my conclusions suggest that he is wrong." B "The chips are down, it's fourth and long, and time is running out, so let's go all in." C "We shouldn't just jump into a course of action." D "Let me do some more research and get back to you."

B "The chips are down, it's fourth and long, and time is running out, so let's go all in."

Which is a true statement regarding attitudes and values? A Values are influenced by attitudes. B Attitudes and values are acquired from the same sources—friends, teachers, parents, role models, and culture. C Values focus on specific people or objects, whereas attitudes are more general in nature. D Attitudes and values are synonyms for the same behavioral concept.

B Attitudes and values are acquired from the same sources—friends, teachers, parents, role models, and culture.

A somewhat common interview question is, "If you were an animal, what animal would you be?" If you score high on the personal conception trait of self-monitoring, what animal would you be? A Eagle B Chameleon C Shark D Bee

B Chameleon

Which of the following statements is true regarding organizational commitment? A Rational commitments to an organization are more powerful than emotional commitments in influencing behavior. B Emotional commitments to an organization are more powerful than rational commitments in influencing performance. C Rational and emotional commitments are equally powerful in terms of their ultimate influence on performance. D Rational commitment is linked to organizational identification through which a person identifies with the organization.

B Emotional commitments to an organization are more powerful than rational commitments in influencing performance.

Which of the following is a true statement regarding our understanding of emotions versus moods? A Emotions represent a state of mind, whereas moods are clearly targeted at someone or something. B Emotions tend to be short-term, whereas moods may persist for some time. C Emotions and moods are essentially different words for the same basic concept. D Emotions are generalized positive or negative feelings, whereas moods are intense feelings of many forms and types.

B Emotions tend to be short-term, whereas moods may persist for some time

Which of the following statements best illustrates the concept of nature versus nurture? A If your father was a pilot, then you would make a good pilot, too. B If your mother was a gold-medal winner in swimming and she taught you how to swim, you might become a good swimmer. C If you had a happy childhood, you should have a happy career. D If you were trained to be a mechanic, you should become a good mechanic

B If your mother was a gold-medal winner in swimming and she taught you how to swim, you might become a good swimmer.

Which of the following statements relates to the cognitive component of an attitude? A It represents one's intention or predisposition to act in a certain way based on the individual's ideas about someone or something. B It represents a person's ideas about someone or something (based on underlying beliefs, opinions, and knowledge) and the conclusions drawn about them. C It represents the feeling a person has regarding the personal impact of one's ideas about someone or something: the actual attitude. D It represents the link between one's feelings about someone or something and the intention to act on those feelings.

B It represents a person's ideas about someone or something (based on underlying beliefs, opinions, and knowledge) and the conclusions drawn about them

John, Betty, and Chris agree that they work well together. Which of the following statements suggests that the team is experiencing synergy? A Their tasks are routine and well understood. B They accomplish more working as a team than by working alone. C They share the same interests in architectural design. D They are all experts in software programming.

B They accomplish more working as a team than by working alone

As opposed to Rokeach, who identifies 18 terminal and instrumental values, Hofstede is concerned with A the cultural importance of something called Confucian dynamism. B five dimensions to understand value differences across national cultures. C four values to evaluate value congruence between leaders and followers. D a set of broad preferences concerning appropriate courses of action.

B five dimensions to understand value differences across national cultures.

A store manager recently hired a new employee. During the interview the new employee exhibited a great attitude about punctuality, work ethic, and integrity. The store manager is optimistic regarding this employee because A the store manager has developed cognitive empathy. B it is possible that attitudes can lead to intended behaviors. C it is unlikely that the new employee was exhibiting emotional labor during the interview. D positive attitudes always predict good behaviors.

B it is possible that attitudes can lead to intended behaviors.

Pat and Chris decided it would be better to become a unified force when debating with their relatively new project team members. Their team is likely in the __________ stage of team development. A storming B norming C forming D adjourning

B norming

Alicia is a Type B personality who is an instructor at the local college. Starting next term, she will be promoted to head of her department. She will most likely react to this new position by A starting a personal wellness program to deal with the stress. B rising to meet the challenge and doing good work. C coping with the new stress using problem-focused strategies. D lapsing into tardiness and careless work.

B rising to meet the challenge and doing good work.

Which aspect of an effective team are team members exhibiting when they are satisfied with each other to the point that they look forward to continuing to work together on future tasks? A member satisfaction B team viability C synergy D task performance

B team viability

Under what circumstances are odd-numbered teams preferable? A when majority voting is preferred B when tied votes are likely C when the emphasis is on consensus D when careful deliberations are required

B when tied votes are likely

Carlos has been asked to categorize a team according to which stage of development it is experiencing. He notices team members are using posters to establish and write down rules for all to see. Which stage of team development is this an example of and why? A : This is an example of the norming stage because it is considered standard procedure to establish rules before doing anything else. B : This is an example of the forming stage because members are interested in establishing acceptable behavior and defining group roles. C : This is an example of the adjourning stage because it is common to take a break after establishing rules in order to let all members absorb the new policies. D : This is an example of the storming stage because team members are working together in a storming pattern with an end goal of harmony.

B. This is an example of the forming stage because members are interested in establishing acceptable behavior and defining group roles.

What are behavioral and social traits?

Behavioral and social traits reflect how a person appears when interacting with others in both social and professional settings. We can identify these traits by observing the way people act and interact with others. Behavioral and social traits are often measured using the Big Five, which includes dimensions of extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience. Behavioral and social traits also include proactive personality. Individuals with high-proactive personalities identify opportunities and act on them, show initiative, and persevere.

Why is self-awareness an important quality to possess when hiring new employees? A : If individuals know that they are uncomfortable working with those with physical disabilities, then they should take this into account during the hiring process. B : If individuals are aware of their own biases, then they will know what types of employees they work best with. C : If individuals are aware of their own biases, then they can work to overcome them in order to choose the employee best suited for the position. D : If individuals hiring new employees have a strong moral or personal bias about the personal life choices of a candidate, then they will know not to hire that person.

C If individuals are aware of their own biases, then they can work to overcome them in order to choose the employee best suited for the position.

Which of the following scenarios best represents the concept of emotion and mood contagion? A One day before work, I had an argument with my neighbors about their barking dog. I had to work hard to seem happy when interacting with customers. B My colleague at work can always look at the bright side of things. Chris is a true optimist. C If one person on my team is in a great mood, especially the boss, the rest of the team seems to be in a great mood as well. D When I am in a grumpy mood the jokes my teammate tells never seem quite as funny.

C If one person on my team is in a great mood, especially the boss, the rest of the team seems to be in a great mood as well.

Which statement correctly contrasts the decision-making methods of immature and mature teams? A In immature teams, decision making methods are only allowed during the performing stage, whereas in mature teams, they are allowed during any stage. B In immature teams, decision making methods are left up to one member, whereas in mature teams, they are decided by the group. C In immature teams, decision making methods are dysfunctional, whereas in mature teams, they are highly functional. D In immature teams, decision making methods are usually ignored, whereas in mature teams, they are made a priority.

C In immature teams, decision making methods are dysfunctional, whereas in mature teams, they are highly functional.

Which of the following is the correct equation for team effectiveness? A Quality of inputs + (Process gains - Process losses) B Team inputs × (Team process + Feedback) C Quality of inputs × (Process gains - Process losses) D Team inputs × (Process gains + Process losses)

C Quality of inputs × (Process gains - Process losses)

Micah manages a group of eight transportation engineers at a mid-sized firm. Micah's employees respect and like him because he understands the type of work each employee likes and tries to assign work accordingly. He also is aware of which employees work well together and which do not and does his best to create project teams around these groupings. In assigning work and structuring teams Micah displays A self-concept. B self-esteem. C awareness of others. D self-awareness.

C awareness of others.

Of the following jobs, which would most likely involve the highest degree of emotional labor? A romance novel author B laboratory-based cancer researcher C bank teller D firefighter

C bank teller

Robbie is a strong supporter of a certain new approach to curing cancer. The approach has not been formally tested and has not been approved by any certifying organization in any country. Robbie reads an article in an online blog that is a testimony to all the people who have been healed by this new approach. Based on an article alone, Robbie tells everyone there is clear evidence that the approach works. Robbie's attitude about the approach is likely caused by A visual distortion B perceptual distortion C selective perception D the halo effect

C selective perception

Patrick is upset that his boss, Charles, is disbanding his team, since they work so well together. What should Charles explain as the point of an adjournment stage? A : to determine if any bonus compensation is due B : to determine if any team members should be dismissed from the company C : to break up the team in a way that leaves all members ready and eager to participate fully on future teams D : to assign credit and blame to the appropriate parties

C to break up the team in a way that leaves all members ready and eager to participate fully on future teams

Why is cohesiveness important in teams?

Cohesiveness is the degree to which members are attracted to and motivated to remain part of it. It is the feel-good factor or gel that brings a group together. Because cohesive teams are a source of personal satisfaction, their members tend to be energetic when working on team activities, less likely to be absent, and less likely to quit the team. The rule of conformity states that the greater the cohesiveness of a team, the greater the conformity of members to team norms. When performance norms are positive, conformity has a positive effect; when performance norms are negative, teams suffer from conforming to the negative norm. Cohesiveness can be increased or decreased by making changes in goals, membership composition, interactions, size, rewards, competition, location, and duration.

Catherine has applied for an internal transfer to a Chinese branch of her company. Despite being of Chinese ancestry, she personally would rank opposite of China on Hofstede's five dimensions of national values. She also has a low cultural quotient. As her boss, what would you propose? A Deny the transfer until the following year. B Process the transfer after she has had time to take Chinese language courses. C Process the transfer, as she is likely to do well there. D Deny the transfer, as she is unlikely to do well there.

D Deny the transfer, as she is unlikely to do well there.

If you score high on the personal conception trait of authoritarianism, which organization should you try to work for? A The 3M corporation B The Google corporation C A financial think tank D The US Army

D The US Army

Which of the following statements BEST illustrates the idea of self-efficacy? A "My dad was a great hitter back in the day." B "I'm not a very good volleyball player." C "I'm the third best player on this team." D "I'm not sure I can get this job done."

D "I'm not sure I can get this job done."

Which of the following statements would likely be made by someone with a low proactive personality? A "Constant change is exciting!" B "If you don't take chances, you'll never get ahead." C "I'm going to start my own business someday soon." D "No one ever gets fired for playing it safe."

D "No one ever gets fired for playing it safe."

Which individual is likely to be known as a control freak? A A person who rates high on Big Five personality traits B A person with Type B personality tendencies C A person classified as intuitive-feeling (IF) D A person with Type A personality tendencies

D A person with Type A personality tendencies

What steps might a team leader take to prevent or reverse social loafing? A Create the conditions for the Ringelmann effect. B Group teams according to team members' personalities. C Increase peer pressure to make earning rewards directly contingent on group performance. D Keep group size small and make individual performance objectives clear and specific.

D Keep group size small and make individual performance objectives clear and specific.

What do we know to be true of the stages of team development? A The stages of team development begin with initial integration. B Virtual teams do not experience the same stages of team development as formal work units. C The stages of team development and their outcomes are predictable from one team to the next. D Teams experience a series of life cycle stages.

D Teams experience a series of life cycle stages.

An individual may have the attitude that eating healthy food and exercising are good for a long life but will sit watching television or playing videos for hours while indulging in pizza and soda every weekend. This inconsistency represents A rational dissonance. B emotional dissonance. C irrational dissonance. D cognitive dissonance.

D cognitive dissonance.

Emma is having a good day at work—at least until she runs into Jon in the break room. During their conversation, Jon does nothing but complain about their employer's new performance appraisal system. After her chat with Jon, Emma suddenly feels disillusioned about her job and the company she works for. This situation illustrates the concept known as A emotional dissonance. B emotional labor. C cognitive empathy. D emotion and mood contagion.

D emotion and mood contagion.

Sarah has worked in the same profession for over thirty years. She recently observed that younger individuals entering the workforce are taking more of the supervisory jobs. In fact, younger workers have surpassed Sarah for supervisory positions a few times in the last ten years. As a result, Sarah has developed a negative attitude toward younger workers in general. She thinks they are inexperienced and unknowledgeable, and do not understand the importance of the work Sarah does. In analyzing Sarah's perceptual characteristics, it would be reasonable to assume that this situation represents the characteristics of the A setting. B perceived. C the company's culture. D perceiver.

D perceiver.

Team members Dana, Chris, and Alex agree that their work is challenging, but they are somewhat constrained by budgets and access to information. This is an issue of which team input? A team size B team composition C task complexity D resources and setting

D resources and setting

People in contemporary society are constantly inundated with information. Television, magazines, newspapers, emails, instant messages, and all manner of social media provide a plethora of information to many individuals. Most people deal with this through a process called A expectation management B privacy monitoring C perceptual clarification. D selective screening.

D selective screening.

Maria has just been promoted to become the newest supervisor in her department. Maria has always believed that an employee should arrive early to work, take short lunch breaks, and leave when the work is done. She takes her responsibilities very seriously and believes there is no excuse for not completing an assignment on time. She is making up the work schedule for her new team and wants to make sure that everyone is "doing his or her share." Maria's attitude about others' work preferences is an example of A gender bias B a quota system C projection D the halo effect

D the halo effect

When is diversity-consensus dilemma most likely to occur? A when homogeneity creates a sense of harmony, yet the team underperforms B when teams are composed of members who are highly similar in background and training C when team members experience status congruence D when interpersonal stresses and conflicts emerge from heterogeneity

D when interpersonal stresses and conflicts emerge from heterogeneity

Agnes says that people are born with certain personality tendencies, but the culture they grow up in has a big role in shaping how those tendencies are expressed. Where does Agnes stand in the nature/nurture debate? A : Agnes leans toward the nature side of the debate, seeing nurture as secondary. B : Agnes is too wishy-washy to take a stand, and tries to have it both ways. C : Agnes leans toward the nurture side of the debate, seeing nature as secondary. D : Agnes takes a balanced view, giving credit to both sides.

D. Agnes takes a balanced view, giving credit to both sides.

The stage that focuses on the initial entry of members into a team is the A : storming stage. B : norming stage. C : performing stage. D : forming stage.

D. Forming stage

High-performance teams have the ability to perform well across a range of tasks, excelling not just once but consistently. This skill is called A talent B collective accountability. C team building D collective intelligence.

D. collective intelligence.

How do we manage emotions and moods?

Emotional labor is the need to show certain emotions in order to perform a job. It is called labor because it takes work to manage one's emotions. Deep acting occurs when a person has to change his or her feelings to fit the situation. Surface acting occurs when individuals have to display certain emotions when they might not feel them. Informal cultural standards called display rules govern the degree to which it is appropriate to show emotions. Emotional intelligence (EI) is the ability to understand and interpret emotions, and to use this understanding to effectively manage social interactions. Four essential emotional intelligence competencies include self-awareness, social awareness, self-management, and relationship management.

What are emotions and moods?

Emotions are feeling states that convey information about relationships. They appear as strong positive or negative feelings directed toward someone or something. Moods are generalized positive or negative feelings or states of mind that persist for some time. Emotions are usually intense and short lived and always associated with a source or reference. Those who are interpersonally savvy work to avoid problems that can arise if bad moods are misunderstood. They do this by signaling to others when they are in a bad mood to let them know the mood is not directed toward them.

How does member diversity affect team performance?

Homogeneous teams may perform better, but risks of homogeneity include lack of thought diversity or diverse skills needed to perform well. Heterogeneous teams may have more difficulty defining problems, sharing information, mobilizing talents, and dealing with obstacles or opportunities, but if the differences can be managed, diversity can be a source of advantage and enhanced performance potential. The diversity-consensus dilemma can make it harder for team members to work together in the early stages of the team, but if it can be worked through, teams can benefit from expanded skills and perspectives of team members.

What are norms?

Norms are beliefs about how members are expected to behave that operate as social rules or standards for team conduct. Norms help members guide their own behavior and predict what others will do. When members violate norms others will bring their behavior back into alignment with team expectations. The more directly norms are discussed and confronted in the early stages of team development, the better. It's best to select, train, support, and reward normative (positively desired) behaviors.

What are common perceptual biases in the workplace?

Perception and attribution biases cause rater errors in the workplace because they affect how we rate and evaluate others. Rater errors include stereotypes, halo and horns errors, projection, contrast effects and self-fulfilling prophecies.

What is perception?

Perception is the way in which we gather, organize, and interpret information from our environments. It occurs because we are bombarded with stimuli from the environment and need a way to process all this information. The perceptual process has four stages: attention and selection, organization, interpretation, and retrieval.

What are personal conception and cognitive traits?

Personal conception traits are personal beliefs and orientations toward settings and issues. They reflect a person's self-concept—the view that individuals have of themselves as physical, social, and spiritual or moral beings. Personal conception traits include self-esteem, self-efficacy, locus of control, authoritarianism and dogmatism, Machiavellianism and self-monitoring. Cognitive traits characterize the way one processes information, makes decision, and thinks about the way to solve problems. A good example of a cognitive trait is problem-solving style. Jung's typology of problem-solving styles includes: Sensation-Feeling, Sensation-Thinking, Intuitive-Feeling, Intuitive-Thinking.

What are roles and role dynamics?

Roles are sets of expectations associated with a particular job or position on a team. Role ambiguity occurs when a person is uncertain about his or her role or job on a team. Role conflict occurs when a person is unable to meet the expectations of others. Four common forms of role conflict are: intra-sender role conflict, inter-sender role conflict, person-role conflict and inter-role conflict. Role overload occurs when expectations are too high, leading to a feeling of being overwhelmed; role underload occurs when expectations are too low, leading to a feeling of being underused. Both cause stress, dissatisfaction, and performance problems. Role negotiation is a process whereby team members meet to discuss, clarify, and agree on role expectations they hold for each other.

What are other common team dynamics?

Social facilitation is the tendency for behavior to be influenced by the presence of others in a group or social setting. It can enhance or detract from an individual member's performance contributions. Social loafing is a common problem in teams. It occurs when people work less hard in a group than they would individually. Inter-team dynamics are challenges that happen between teams, not just within them. On the positive side, competition can stimulate positive outcomes; on the negative side, rivalries can reduce team and organizational performance. Many companies are working to improve teamwork by arranging physical space to best support communication.

How can we improve team decision making?

Teams may make decisions through six methods: unanimity, lack of response, authority rule, minority rule, majority rule, and consensus. The best teams don't limit themselves to any particular decision method; rather, they move back and forth among them. Team decisions made by consensus and unanimity offer the advantages of bringing more information, knowledge, and expertise to bear on a problem. Groupthink is the tendency of members in highly cohesive groups to lose their critical evaluative capabilities. To avoid groupthink, team leaders and members must stay alert to groupthink symptoms and be quick to take action when they are spotted.

How does attribution work?

The attribution process is the assignment of meaning to others' behaviors or events. Attributions are determined based on three cues: distinctiveness, or how consistent a person's behavior is across different situations; consensus, or taking into account how others respond in the same situation; and consistency, considering an individual's behavior across time. An attribution can be internal or external. An internal attribution assigns the cause of the behavior to the person; an external attribution assigns the cause of the behavior to factors outside the person's control. Attributions are often wrong because they are heavily influenced by emotion and ego defense mechanisms. This leads to two types of error: fundamental attribution error refers to the tendency to attribute others' poor performance to internal causes; self‐serving bias is the tendency to take credit for success and blame others for failure.

Storming stage

The storming stage is a period of high emotionality and tension among the group members. During this stage, coalitions or cliques may form, premature performance expectations may create uncomfortable pressures, membership expectations tend to be clarified, and attention shifts toward obstacles standing in the way of team goals.

How does Hofstede's framework explain national culture?

Values can be discussed at the level of national or societal culture. Cultures are known to vary in their underlying patterns of values. Culture is the learned and shared way of doing things in a society. It represents deeply ingrained influences on the way people from different societies think, behave, and solve problems. Hofstede's five dimensions of national culture values are power distance, individualism-collectivism, uncertainty avoidance, masculinity-femininity, and long-term/short-term orientation. Hofstede also warns against falling prey to the ecological fallacy. This is acting with the mistaken assumption that a generalized cultural value applies equally to all members of the culture.

How do attitudes drive behavior?

Workers who are more satisfied, engaged, and committed to their jobs are absent less often and have lower turnover. Workers who are more satisfied, engaged, and committed to their jobs show higher levels of organizational citizenship behavior (OCB). A lack of job satisfaction may be reflected in counterproductive work behaviors such as purposely performing poorly, avoiding work, acting violently at work, or even engaging in workplace theft. Job satisfaction often spills over to influence what happens at home. Job satisfaction is not definitely related to performance, but three possibilities in the job satisfaction and performance relationship are: satisfaction causes performance, performance causes satisfaction, or rewards cause both performance and satisfaction.

Sidney is the head of the set construction and decoration team at a local community theater. The team has recently added three new volunteers, but since their arrival, Sidney can tell that some members of her team are working less while taking more credit for set pieces that they had a minimal role in constructing and preparing. How should Sidney address this problem? A Sidney should tell the volunteers who under-perform that they are no longer needed. B Sidney should give extra recognition to the team members who are still working hard. C Sidney should talk to the team and to each individual and make sure that all team members understand their individual responsibilities and tasks. D Sidney should dismiss all the volunteers and replace them

c. Sidney should talk to the team and to each individual and make sure that all team members understand their individual responsibilities and tasks.

Someone who has a high cultural quotient will be ________ likely to commit an ecological fallacy.

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