MGMT 3000 - Excellent People

Emotional Intelligence

A The degree of awareness of one's own and others emotions

All of the following are barriers to effective teams EXCEPT: A overly helpful team members. B poor performance of team members. C poorly managed team conflict. D challenges of knowing where to begin.

A

Emotional Labor

A The regulation of feelings and expressions for organizational purposes

All of the following stressors lead to lower job satisfaction and organizational commitment EXCEPT: A high responsibility at work. B job insecurity. C role conflict. D organizational politics.

A

Escalation of commitment occurs because: A decision makers do not want to admit they were wrong. B decision makers lack personal pride. C persistence pays off. D strict "turn back" points have been established.

A

For the purposes of this class, what is an organization? A An idea. B A group of people working towards a common goal. C A consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals.

A

Idea generation tasks: A deal with creative tasks such as brainstorming a new direction or creating a new process. B refer to coming up with plans for actions and making decisions. C involve team members working on each task simultaneously. D include actually making something such as a building, product or marketing plan.

A

If you do not have relevant expertise in the issues to make a decision, you should NOT use which decision-making model? A intuitive decision-making B operational decision-making C rational decision-making model D bounded rationality decision-making

A

Internal attribution A is the belief that a behavior is caused by the internal characteristics of a person. B is the causal explanation given for an observed behavior. C is the tendency to attribute failures to the situation while attributing successes to internal causes. D explains someone's behavior by referring to the situation.

A

Internal attribution: A is the belief that a behavior is caused by the internal characteristics of a person. B is the causal explanation given for an observed behavior. C explains someone's behavior by referring to the situation. D is the tendency to attribute failures to the situation while attributing successes to internal causes.

A

Job satisfaction can be enhanced by: A person-job fit and person-organization fit. B pay at all times; pay is always the key aspect to job satisfaction. C pulling yourself away from your co-workers and concentrating on the job. D reaction to organizational life. Work is stressful, just "suck it up."

A

Low distinctiveness is characterized by: A a person behaving this way in different situations. B a person in a situation, acting the same way he always does in that situation. C a person behaving differently than he usually does in different situations. D everyone else behaving in the same way. Distinctiveness: Does this person behave the same way across different situations?

A

Making choices among alternative courses of action, including inaction, is: A decision making. B programmed decisions. C satisficing. D consensus

A

Meta-analysis is: A the process of summarizing research findings from studies on related topics. B an in-depth analysis of a single industry or company. C a study conducted in an actual organization. D a study with a group that receives a treatment and a comparison group that receives no treatment.

A

Operational decisions are made by: A employees throughout the organization. B CEOs. C top management teams. D managers.

A

Operational decisions: A refer to those things that employees do each day to make the organization run. B refer to things that might happen in the future. C refer to those that set the course of the organization. D refer to those that occur frequently enough to develop an automated response to them.

A

Outcome interdependence: A is when the rewards that an individual receives depend on the performance of others. B exists when team members may work independently and simply combine their efforts to create the team's output. C refers to the degree that team members are dependent upon one another to get information, support or materials from other team members to be effective. D involves team members working on each task simultaneously.

A

People who exhibit the Big 5 personality characteristic of openness would be most likely to work in which of the following firms? A an entrepreneurial start-up in the high tech industry B a large fast food franchise C a small business that makes cardboard boxes D a large discount retailer like Wal-Mart

A

Reasonable accommodations for employees with disabilities may include all of the following EXCEPT A assignment of their essential job functions to other employees. B providing auxiliary equipment like telephone amplifiers. C physical changes to the company facilities (e.g. wheelchair ramp). D modifications in employee schedules.

A

Research indicates which of the following factor is the strongest predictor of job performance? A general mental ability B work attitudes C stress D positive work attitudes

A

Self-enhancement bias is: A the tendency to overestimate our performance and capabilities and see ourselves in a more positive light than others see us. B the process with which individuals detect and interpret environmental stimuli. C the overestimation of how similar we are to other people. the tendency for people to underestimate their D performance, undervalue capabilities, and see events in a way that puts them in a more negative light.

A

Study findings on personality indicate: A we are more emotionally stable and more organized between the ages of 20 and 40. B personality is the primary predictor of work behavior. C although personality impacts us during our youth it has no lasting consequences for us. D although it is interesting information, employee personality has relatively little impact on placing individuals in jobs.

A

The tendency for decision makers to be influenced by the way that a situation or problem is presented is: A framing bias. B anchoring. C escalation of commitment. D overconfidence bias.

A

When the goal of the decision-making exercise is to make a satisfactory decision because you are limited in some way such as effort, you should utilize: A the bounded rationality decision-making model. B the rational decision-making model. C the creative decision-making model. D intuitive decision-making model.

A

Genuine Acting

A When individuals are asked to display emotions that aligned with their own

Which decision-making model would you use when your goals are unclear, there is time pressure, and you have experience with the problem? A intuitive decision-making model B creative decision-making model C bounded rational model D the rational decision-making model

A

Which is the first step in the rational decision-making model? A Identify the problem. B Weigh decision criteria. C Establish decision criteria. D Generate alternatives.

A

Which of the following factors is not a cause of high levels of absenteeism in a firm? A positive work attitudes B work/life balance issues C health problems D age of the worker

A

Which of the following is likely to produce an effective organization? A A firm that employs selective hiring practices. B A firm that controls its labor costs by limiting training opportunities to only a few employees. C A firm where information is shared on a "need-only" basis. D A firm that maintains two separate cafeterias for employees; one for executives and managers and one for everyone else.

A

Which of the following laws prohibits discrimination based on race, color, sex or national origin? A Title VII of the Civil Rights Act B Family and Medical Leave Act C Age Discrimination Act D Americans with Disabilities Act

A

Which of the following statements about emotions at work is FALSE A The effects of negative emotions at work typically do not have significant impacts on customers. B Jobs that are high in negative emotion can lead to frustration and burnout—an ongoing negative emotional state resulting from dissatisfaction. C Emotions shape an individual's belief about the value of a job, a company, or a team. D Emotions affect behaviors at work. E Emotions inspire actions that can benefit or impede others at work.

A

Which of the following statements about the personality trait agreeableness is FALSE? A All occupations look to hire people who are high in agreeableness. B People high in agreeableness are very likeable and get along well with others. C People high in agreeableness tend to exhibit strong helping behavior. D People high in agreeableness tend to be less effective at providing constructive criticism.

A

Which of the following statements regarding employee satisfaction at work is FALSE? A Pay is the most important aspect of job satisfaction. B Personality is related to one's happiness at work. C A fit between you and the company is important. D Develop good relationships at work.

A

Which of the following statements regarding power distance and teams is correct? A People in high power distance countries expect unequal power distribution in the social, political and economic areas. B Countries with high power distance tend to use participative decision making. C Countries high in power distance tend to use sports metaphors more often in training than family metaphors. D Countries with high power distance define the roles of team members very clearly.

A

Which of the following statements regarding the explanations for the glass ceiling is INCORRECT? A The glass ceiling may exist for women because they lack the education levels necessary to assume high-level managerial positions. B The glass ceiling may exist for women because they are viewed as displaying submissive characteristics in contrast to their male counterparts who are viewed as possessing more confidence. C The glass ceiling may exist for women because their accomplishments are often not valued as highly as are those of their male counterparts. D The glass ceiling may be based on the stereotype that the male characteristic of assertiveness is necessary to manage, but women tend to be passive.

A

Which of the following statements regarding the management of demographic diversity is INCORRECT? A In the most successful companies, diversity is viewed as human resource management department's responsibility. B Companies can support diversity by reviewing their employment advertising to ensure that diversity is being advocated at all job levels. C Diversity training programs are most successful in those firms where there are explicit rewards for increasing company diversity. D Many people see affirmative action programming as a controversial way to manage diversity because it provides an unfair advantage to minority members.

A

Which of the following statements regarding the predictors of organizational citizenship behaviors is FALSE? A The link between ability and citizenship behavior is stronger than the link between motivation and citizenship behavior. B The most important factor in determining employee citizenship behavior is how employees are treated by those around them. C Older people tend to exhibit stronger citizenship behaviors than younger people. D People with positive affectivity tend to exhibit stronger citizenship behaviors.

A

Which of the following statements regarding the rational decision-making model is INCORRECT? A The decision maker should generate alternatives before establishing criteria. B The decision maker should make certain to clearly identify the problem before undertaking any other step. C Successful managers tend to be clear on what they want at the outset of the decision making process. D One research study indicated that no alternative generation occurred in 85% of the decisions examined.

A

Which of the following statements regarding work attitudes and job performance is accurate? A People who are happy at work are more satisfied in their overall life too. B Workforce satisfaction has an impact on profitability. C Work attitudes are more strongly related to job D performance than they are to organizational citizenship behaviors.

A

Who is most responsible for making strategic decisions? A CEOs. B low-level employees C managers D engineers

A

Making choices among alternative courses of action, including inaction, is: A decision making. B consensus C satisficing. D programmed decisions.

A Decision making refers to making choices among alternative courses of actionwhich may also include inaction. While it can be argued that management is decision making, half of the decisions made by managers within organizations ultimately fail. [1] Therefore, increasing effectiveness in decision making is an important part of maximizing your effectiveness at work. This chapter will help you understand how to make decisions alone or in a group while avoiding common decision-making pitfalls.

Surface Acting

A When an individual exhibits physical signs, such as smiling, that reflect emotions others want to experience

Programmed decisions are: A ones which occur frequently enough that an automated response is developed for them. B decisions that are made to set the course of an organization. C a set of parameters against which all of the potential options in decision making will be evaluated. D unique, nonroutine, and important, requiring conscious thinking, information gathering and careful consideration of alternatives.

A Despite the far-reaching nature of the decisions in the previous example, not all decisions have major consequences or even require a lot of thought. For example, before you come to class, you make simple and habitual decisions such as what to wear, what to eat, and which route to take as you go to and from home and school. You probably do not spend much time on these mundane decisions. These types of straightforward decisions are termed programmed decisions, or decisions that occur frequently enough that we develop an automated response to them. The automated response we use to make these decisions is called the decision rule. For example, many restaurants face customer complaints as a routine part of doing business. Because complaints are a recurring problem, responding to them may become a programmed decision. The restaurant might enact a policy stating that every time they receive a valid customer complaint, the customer should receive a free dessert, which represents a decision rule.

Group members in the norming stage: A find it easy to establish their own ground rules. B try to figure out who likes whom. C begin to explore their power and influence. D not only get the work done, but they also pay greater attention to how they are doing it.

A Finding themselves more cohesive and cooperative, participants find it easy to establish their own ground rules (or norms) and define their operating procedures and goals.

Which of stage in Tuckman's forming-storming-norming-performing model is characterized by the establishment of ground rules and operating procedures and goals by group participants? A norming B forming C performing D storming

A Finding themselves more cohesive and cooperative, participants find it easy to establish their own ground rules (or norms) and define their operating procedures and goals.

Gender discrimination is prohibited by which of the following laws? A Title VII of the Civil Rights Act B Americans with Disabilities Act C Occupational Safety and Health Act D Age Discrimination Act

A In the United States, two important pieces of legislation prohibit gender discrimination at work. The Equal Pay Act (1963) prohibits discrimination in pay based on gender. Title VII of the Civil Rights Act (1964) prohibits discrimination in all employment-related decisions based on gender.

__________ is the degree to which a person is anxious, irritable, aggressive and moody. A Neuroticism B Extraversion C Conscientiousness D Openness

A Neuroticism refers to the degree to which a person is anxious, irritable, temperamental, and moody. It is perhaps the only Big Five dimension where scoring high is undesirable.

Boundary spanning roles include coordinator and A consul. B contributor. C cooperator. D critic.

A The consul role includes gathering information from the larger organization and informing those within the organization about team activities, goals, and successes. Often the consul role is filled by team managers or leaders. The coordinator role includes interfacing with others within the organization so that the team's efforts are in line with other individuals and teams within the organization.

Which of the following statements about values is true? A Values are the result of accumulation of life experiences. B Values impact the individual, but not how they work. C Values are not very stable; they change over short periods of time. D Values affect the decisions people make, but have little impact on their behavior.

A Values are established throughout one's life as a result of accumulating life experiences, and values tend to be relatively stable.

Findings of person/organization fit studies indicate: A when people fit their organization, they are more committed to the organization. B when people fit their organization, they are less influential in the firm. C when people fit their organization, they tend to leave an organization at about the same rate as those who are organization misfits. D when people fit their organization, they consistently perform better.

A When people fit into their organization, they tend to be more satisfied with their jobs, more committed to their companies, and more influential in their company, and they actually remain longer in their company.

Cultures that are comfortable in unpredictable situations and have high tolerance for ambiguity are: A low uncertainty avoidance cultures. B collectivistic cultures. C high uncertainty avoidance cultures. D individualistic cultures.

A cultures such as Iran and Russia are lower in uncertainty avoidance, and companies in these regions do not have rule-oriented cultures. When they create rules, they also selectively enforce rules and make a number of exceptions to them. In fact, rules may be viewed as constraining.

All of the following statements characterize a group at the storming stage EXCEPT A the group is competent, autonomous, and insightful. B group discussions may be heated. C the group members are argumentative. D the group's members are forming cliques

A Participants focus less on keeping their guard up as they shed social facades, becoming more authentic and more argumentative. Group members begin to explore their power and influence, and they often stake out their territory by differentiating themselves from the other group members rather than seeking common ground. Discussions can become heated as participants raise contending points of view and values, or argue over how tasks should be done and who is assigned to them. It is not unusual for group members to become defensive, competitive, or jealous. They may even take sides or begin to form cliques within the group. Questioning and resisting direction from the leader is also quite common.

Emotions

A A short intense feeling resulting from some event

Deep Acting

A Actively try to experience the emotions they are displaying

Self-Awareness

A Being able to accurately perceive, evaluate, and display appropriate emotions.

Self-Management

A Being able to direct your emotions in a positive way when needed.

Social Awareness

A Being able to understand how others feel

Positive Emotions

A Reactions to desired events

Negative Emotions

A Reactions to undesired events

Across a variety of occupations and jobs, what is the one personality trait that most uniformly predicts how high a person's performance will be? A agreeableness B conscientiousness C extraversion D openness

B

Age is positively correlated with all of the following behaviors EXCEPT: A compliance with safety rules. B work injuries. C performance. D citizenship behaviors.

B

All of the following statements are correct about top management teams EXCEPT: A Top management teams make decisions on new products, markets and expansions and divestitures. B Top teams are most effective when there is limited diversity in their composition. C Top management teams are important for their symbolic roles. D Top management teams generally function without formal rules for team design or structure.

B

An attitude is: A the degree to which people have freedom to decide how to act. B our opinions, beliefs and feelings about our environment. C the drive that energizes an individual. D an outcome of our efforts.

B

An example of an operational decision is: A Should we consider a merger with our biggest competitor? B How often do I go back to the stockroom to get additional products for display? C Should we develop a new corporate structure? D Which advertising firm should we choose for our fall advertising campaign?

B

Deep-level diversity traits include: A gender. B attitudes. C age. D race.

B

Demographic traits make up: A cultural diversity. B surface diversity. C deep-level diversity. D collective diversity.

B

Empathy is to agreeableness as sociability is to ______________. A neuroticism. B extraversion. C openness. D conscientiousness.

B

High social monitors A are very accurate at conducting performance evaluations. B tend to be more successful in their careers. C tend to experience lower levels of stress. D are more committed to their companies.

B

If one looks at the number of studies conducted on attitude, which of the following seems to be the most important? A satisfaction with supervisors B job satisfaction C cognitive ability D organizational commitment

B

Indicate which of the following statements is true. A Attitude is the most important factor in performance. B Work attitude is related to organizational citizenship behaviors. C A happy worker is always a productive worker. D Work attitude has no impact on customer satisfaction.

B

Internal attribution occurs with: A low consensus, high distinctiveness, and high consistency. B low consensus, low distinctiveness, and high consistency. C high consensus, low distinctiveness, and high consistency. D high consensus, high distinctiveness, and high consistency.

B

Negative affective people A are tolerant of others' opinions. B experience anxiety. C help their teams have lower rates of absenteeism. D see "the glass as half full."

B

Norms are: A agreements on established ground rules, goals and roles. B shared expectations about how things operate within a group or team. C measures of camaraderie in the group or team. D formal approaches to decision making in the group or team.

B

Organizational commitment is: A also known as emotional intelligence. B the emotional attachment people have toward the company they work for. C the feelings people have toward their jobs. D an unwritten understanding about what the employee will bring to the work environment.

B

Our first interaction with individuals makes us aware of: A deep-level diversity. B surface diversity. C value-based diversity. D collective diversity.

B

Problem-solving tasks: A deal with creative tasks such as brainstorming a new direction or creating a new process. B refer to coming up with plans for actions and making decisions. C involve team members working on each task simultaneously. D include actually making something such as a building, product or marketing plan.

B

Research on team size suggests: A teams with fewer members are less effective at working through differences. B larger groups are generally required for very complex tasks. C groups larger than 20 members are highly effective. D there is little relationship between team size and performance.

B

Research on the relationship between personality and job performance indicates: A people who are extroverted perform slightly less well than those who are introverted. B dependable people are better performers than those less dependable. C there is little relationship between reliability and job performance. D achievement-oriented people are so goal-oriented that they often fall short in their performance.

B

Self managed teams typically have all the following goals EXCEPT: A meeting deadlines. B increased profitability. C improved quality. D cost reduction.

B

Sociology is A the systematic study of the processes in the organization and workplace that improve the performance and well being of people. B the systematic study of group and team processes. C the systematic study of the processes by which groups of people make decisions. D the systematic study of the production, distribution and consumption of goods and services.

B

Studies on decision making have been carried out in all of these disciplines EXCEPT: A psychology B anthropology C political science D economics

B

Tactical decisions are generally made by: A Boards of Directors. B managers. C engineers. D CEOs.

B

Task interdependence: A refers to one individual's output becoming another's input. B refers to the degree that team members are dependent upon one another to get information, support or materials from other team members to be effective. C involves team members working on each task simultaneously. D exists when team members work independently and simply combine their efforts to create a team's outputs.

B

The availability of too much information leading to more and more time being spent on gathering information and thinking about it, resulting in no decisions being made is A wildstorming. B analysis paralysis. C anchoring. D satisficing.

B

The decision-making process where decisions are arrived at without conscious reasoning, arguing that experts make decisions by scanning the environment for cues to recognize patterns is: A the rational decision-making model. B the intuitive decision-making model. C the creative decision-making model. D the bounded rationality model.

B

The systematic study and application of knowledge about how individuals and groups act within the organizations where they work is: A clinical psychology. B organizational behavior. C economics. D sociology.

B

The tendency to avoid a critical evaluation of ideas that the group favors is called: A analysis paralysis. B groupthink. C wildstorming. D anchoring.

B

The ways in which people are similar or different from one another is: A culture. B diversity. C faultlines. D stereotypes.

B

Values A are generalizations based upon a perceived group characteristic. B refer to stable life goals people have, reflecting what is most important to them. C encompass the relatively stable feelings, thoughts, and behavioral patterns a person has. D are initial thoughts and perceptions we form about people, which tend to be stable and resilient to contrary information.

B

When an incomplete figure appears on a sheet of paper, we are able to discern the entire figure because we: A perceive our environment objectively. B extrapolate from the information available to us. C have selective perception. D visualize items in isolation.

B

Which of the following is a deep-level diversity trait? A Caucasian B aggressiveness C middle-aged D amputee

B

Which of the following is accurate according to organizational behavior research? A successful companies emphasize the status differences between their employees. B successful companies treat their employees well. C successful companies are more centralized. D successful companies have very simple and informal hiring systems.

B

Which of the following is accurate for the relationship between attitudes and performance? A though you want to perform better, the equipment used at work may not be functioning properly. B All of the above. C though you want to perform better, too much may be outside your control. D though you want to perform better, your skill set may prevent that from occurring.

B

Which of the following is the correct order of the phases in the creative decision-making model? A Problem identification, incubation, immersion, illumination, verification and application. B Problem identification, immersion, incubation, illumination, verification and application. C Problem identification, illumination, immersion, incubation, verification and application. D Problem identification, illumination, incubation, immersion, verification and application.

B

Which of the following questions is an example of a tactical decision? A Should we takeover our competitor? B How should we market the new product line? C What should I say to the customers about our return policy? D How will I balance my master's degree workload with my work assignments?

B

Which of the following scenarios is likely to produce low levels of citizenship behaviors? A Jennifer is a devoted employee who is happy at her work. B Horatio is a young engineer with negative affectivity. C Maria is an agreeable, conscientious employee of a large conglomerate. D Randall's boss is extremely family-oriented and recently allowed him to leave work early to attend his son's after-school soccer game.

B

Which of the following statements about attribution is correct? A Attributions depend only on consensus, distinctiveness and consistency. B If we make an external attribution to someone's goal achievement, we are less likely to reward the individual. C When faced with poor performance, one punishes the person more if we make an external attribution. D If someone's failure is due to internal causes, we feel empathy and offer help.

B

Which of the following statements about case studies is true? A They offer the researcher a very simple and effective way to generalize what worked in a single situation to many other situations. B They are a way to gather data and explain an event or situation in detail. C They are a technique employed by researchers to summarize what other researchers found on a topic. D They involve a study conducted under controlled conditions.

B

Which of the following statements about surveys is INCORRECT? A Either open-ended or close-ended questions can be used in surveys. B Closed-ended question responses are difficult to summarize. C Many effective online survey tools are available free of charge. D Surveys involve asking individuals to respond to questions.

B

Which of the following statements on the benefits of effective management of diversity is INCORRECT? A Diverse workforces lead to lower litigation costs. B Diverse workforces create cheaper products C Diverse workforces lead to higher-quality decisions. D Diverse workforces have led to higher stock prices for firms.

B

Which of the following statements regarding age and how long we have been at the firm and turnover is FALSE? A Younger individuals are more likely to turnover than older individuals. B Individuals who have been on the job only a short period of time are unlikely to turnover because they just got the job. C Younger individuals have an easier time, overall, leaving a job than older individuals. D Programming opportunities offered to new hires, such as orientation, can reduce the turnover of this group.

B

Which of the following statements regarding first impressions is INCORRECT? A First impressions are resilient even in the face of contrary evidence. B First impressions are fleeting impressions. C First impressions are stable impressions. D First impressions become independent of the evidence that created them.

B

Which of the following statements regarding turnover is true? A Manager absenteeism causes employee turnover. B Even though they are very unhappy with a job, employees may not leave an organization. CThe link between work attitudes and turnover is direct. D Employees will quit their jobs voluntarily only when they feel they will get fired.

B

Which of the following statements regarding work attitude and performance is FALSE? A In engineering, there tends to be a stronger link between work attitude and performance than one finds in an assembly line job. B Those with the most positive work attitudes are always strong performers. C Your skill level in performing a job matters. D The correlation between commitment and performance is not strong.

B

To satisfice is to: A generate new ideas that are original, fluent and flexible. B accept the first alternative that meets your general criteria. C set parameters against which all of the potential options can be evaluated. D be influenced by the way in which problems are framed.

B An important part of the bounded rationality approach is the tendency to satisfice (a term coined by Herbert Simon from satisfy and suffice), which refers to accepting the first alternative that meets your minimum criteria.

A group where there is a great deal of camaraderie is a group experiencing: A group action. B cohesion. C collective efficacy. D social loafing.

B Cohesion can be thought of as a kind of social glue. It refers to the degree of camaraderie within the group. Cohesive groups are those in which members are attached to each other and act as one unit.

Strategic decisions: A refer to those that occur frequently enough to have an automated response to them. B refer to those setting the course of the organization. C refer to how things get done. D refer to those that make the organization run on a daily basis.

B Decisions can be classified into three categories based on the level at which they occur. Strategic decisions set the course of an organization. Tactical decisions are decisions about how things will get done. Finally, operational decisions refer to decisions that employees make each day to make the organization run. For example, think about the restaurant that routinely offers a free dessert when a customer complaint is received. The owner of the restaurant made a strategic decision to have great customer service. The manager of the restaurant implemented the free dessert policy as a way to handle customer complaints, which is a tactical decision. Finally, the servers at the restaurant are making individual decisions each day by evaluating whether each customer complaint received is legitimate and warrants a free dessert.

Which of the following is NOT an unrealistic assumption made in the rational decision-making model? A People know all their available choices. B People have perceptual biases. C People completely understand the decision to be made. D People want to make optimal decisions.

B Despite all its benefits, you may have noticed that this decision-making model involves a number of unrealistic assumptions as well. It assumes that people completely understand the decision to be made, that they know all their available choices, that they have no perceptual biases, and that they want to make optimal decisions. Nobel Prize winning economist Herbert Simon observed that while the rational decision-making model may be a helpful device in aiding decision makers when working through problems, it doesn't represent how decisions are frequently made within organizations. In fact, Simon argued that it didn't even come close.

Individuals are influenced in their decision making by all of the following EXCEPT: A framing bias. B foresight bias. C escalation of commitment. D anchoring.

B LEARNING OBJECTIVES Understand overconfidence bias and how to avoid it. Understand hindsight bias and how to avoid it. Understand anchoring and how to avoid it. Understand framing bias and how to avoid it. Understand escalation of commitment and how to avoid it

A unique, nonroutine, important decision requiring conscious thinking, information gathering, and careful consideration of alternatives is a(n) A operational decision. B nonprogrammed decision. C programmed decision. D decision rule.

B On the other hand, unique and important decisions require conscious thinking, information gathering, and careful consideration of alternatives. These are called nonprogrammed decisions. For example, in 2005 McDonalds Corporation became aware of the need to respond to growing customer concerns regarding the unhealthy aspects (high in fat and calories) of the food they sell. This is a nonprogrammed decision, because, for several decades, customers of fast-food restaurants were more concerned with the taste and price of the food, rather than its healthiness. In response to this problem, McDonalds decided to offer healthier alternatives such as the choice to substitute French fries in Happy Meals with apple slices and in 2007 they banned the use of trans fat at their restaurants.

The likelihood that findings in a given study would be found in another setting or study is: A meta-analysis. B reliability C generalizability. D validity.

B Reliability is the consistancy of a measurement

Which of the following statements about self-efficacy is INCORRECT? A Training people to increase their self-efficacy can be effective. B People with high self-efficacy tend to procrastinate. C Self-efficacy is job specific. D Self-efficacy is related to job performance.

B Self-efficacy is different from other personality traits in that it is job specific. Research shows that self-efficacy at work is related to job performance. Training people to increase their self-efficacy may be effective. People with high self-efficacy actually set higher goals for themselves and are more committed to their goals, whereas people with low self-efficacy tend to procrastinate.

Which of the following statements is INCORRECT with regard to the concept of social loafing? A Social loafing is a consistent effect across groups. B The incidence of social loafing declines as group size increases. C A tendency for social loafing develops when a perception of inequity in regard to rewards and/or blame arises in a group. D Social loafing is a consistent effect across cultures.

B Social loafing refers to the tendency of individuals to put in less effort when working in a group context. This is a consistent effect across a great number of group tasks and countries.

Task roles include contractor, creator, and A cooperator B completer. C coordinator. D consul.

B Task Roles include: Contractor, creator, contributor, completer and critic

The bounded rationality model should be used to make decisions when: A you must identify the best option. B the minimum criteria are clear. C there is no time pressure. D many new solutions need to be generated.

B The bounded rationality model of decision making recognizes the limitations of our decision-making processes. According to this model, individuals knowingly limit their options to a manageable set and choose the first acceptable alternative without conducting an exhaustive search for alternatives. An important part of the bounded rationality approach is the tendency to satisfice (a term coined by Herbert Simon from satisfy and suffice), which refers to accepting the first alternative that meets your minimum criteria.

The bounded rationality decision-making model: A refers to arriving at decisions without conscious reasoning, arguing that experts make decisions by scanning the environment for cues to recognize patterns. B recognizes the limitations of decision-making processes by having individuals knowingly limit their options to a manageable set and choose the best alternative without conducting an exhaustive search of alternatives. C describes a series of steps that decision makers should consider if their goal is to maximize their outcome and make the best choice. D refers to arriving at decisions after first gathering information about the problem and then setting the problem consciously aside until an insightful solution to the problem arises.

B The bounded rationality model of decision making recognizes the limitations of our decision-making processes. According to this model, individuals knowingly limit their options to a manageable set and choose the first acceptable alternative without conducting an exhaustive search for alternatives. An important part of the bounded rationality approach is the tendency to satisfice (a term coined by Herbert Simon from satisfy and suffice), which refers to accepting the first alternative that meets your minimum criteria. For example, many college graduates do not conduct a national or international search for potential job openings. Instead, they focus their search on a limited geographic area, and they tend to accept the first offer in their chosen area, even if it may not be the ideal job situation. Satisficing is similar to rational decision making. The main difference is that rather than choosing the best option and maximizing the potential outcome, the decision maker saves cognitive time and effort by accepting the first alternative that meets the minimum threshold.

Research suggests which of the following relationships between performance and turnover? A The establishment of a pay for performance system in a company guarantees that high performers will stay in the firm. B Pay for performance systems have no impact on an employee's likelihood to turnover. C Poor performers are more likely to quit their jobs compared to high performers.

C

Relationship Management

Being able to help others manage their own emotions and truly have supportive relationships with others.

A recent National Association of Colleges and Employers survey indicated all of the following are important skills for evaluating job candidates EXCEPT: A honesty/integrity. B communication skills. C demographics. D strong work ethic.

C

According to the authors of Organizational Behavior, a company's greatest asset is A its product. B its location. C its people. D its financial resources.

C

An entity that takes on different values is: A a field study. B a hypothesis. C a variable. D a survey.

C

Analyses of companies that utilize teams indicate some impressive results. Team-based organizations tend to show all the following results but: A an increase in productivity. B an increase in revenue. C an increase in marketing. D a reduction in costs.

C

Employees with which of the following personality traits would experience high job satisfaction? A those with low self-esteem B those with neurotic personalities C those with positive affective dispositions D those who are introverted

C

Empowerment means: A having the authority to reach goals. B having the ability to make decisions. C having the responsibility and authority to reach goals. D having the responsibility to reach goals.

C

In analyzing the data, the researcher notes that as employee absences increase, scores on performance evaluations decrease. This suggests: A employee absence causes poor performance. B employee absence is a reliable measure. C there is a correlation between employee absenteeism and employee performance. D employee performance is a valid measure. Correlation simply means that two things co-vary.

C

Job satisfaction is: A the emotional attachment people have toward the company they work for. B an unwritten understanding about what the employee will bring to the work environment. C the feelings people have toward their jobs. D also known as emotional intelligence.

C

Low distinctiveness is characterized by: A a person in a situation, acting the same way he always does in that situation. B a person behaving differently than he usually does in different situations. C a person behaving this way in different situations. D everyone else behaving in the same way.

C

Organizational behavior draws heavily on personality and motivation studies from what other discipline? A economics B physiology C psychology D political science

C

Organizational citizenship behaviors include all of the following EXCEPT: A working voluntary overtime. B assisting new employees. C performing the duties in one's job description. D speaking positively about the organization.

C

Overconfidence bias: A is the tendency of decision makers to be influenced by the way that problems are framed. B occurs when looking backward in time where mistakes seem obvious after they have already occurred. C occurs when individuals overestimate their ability to predict future events. D refers to the tendency for individuals to rely too heavily on a single piece of information.

C

Research indicates that effective organizations tend to: A hire the first person available for any job opening. B centralize their entire decision making. C provide as much employment security as possible to their employees. D have a very large differential in pay between the lowest paid employee and the CEO.

C

Research on job characteristics indicate that: A people with autonomy on their job are always more satisfied with their job. B people with a minimal variety of skills are always less satisfied with their job. C people who have high growth need tend to expect their jobs to help them build new skills. D all people want feedback on their jobs.

C

Research on turnover indicates which of the following statements is FALSE? A Unhappy employees are more likely to leave than those who are satisfied with the organization. B Poor work attitudes cause intentions to leave, which often causes actually leaving the company. C All turnover is bad for an organization. D Agreeable and conscientious people are less likely to quit their jobs.

C

Research on work attitudes and performance indicates: A work attitudes are strong correlates of job performance. B dissatisfied employees always reduce performance level. C work attitudes are a moderate correlate of performance D work attitudes are a stronger correlate of performance in complex jobs than in simpler jobs.

C

Research that is performed under very controlled conditions and can include observation, interviews, or experiments is called: A a field study. B a case study. C a lab study. D a survey.

C

Self-monitoring is A the degree to which a person has overall positive feelings about himself. B the belief that one can perform a specific task successfully. C the extent to which a person is capable of monitoring his/her actions and appearance in social situations. D a person's inclination to fix what is perceived as wrong, change the status quo, and use initiative to solve problems.

C

Surface diversity traits include: A beliefs. B attitudes. C gender. D values.

C

Teams differ by all of the following task classes EXCEPT: A idea generation tasks. B production tasks. C development tasks. D problem-solving tasks.

C

The _____________ role in a team creates deadlines for the team, schedules production, and sequences tasks. A creator B contributor C contractor D completer

C

The advantages of group decision making over individual decision making include all of the following EXCEPT: A the decision-making process is more enjoyable. B the decision is more creative. C the decision-making process is more efficient. D the implementation of the decision is easier.

C

The creativity level evaluation factor of fluency is: A how different the ideas are from one another. B the set number of ideas a group must reach. C the number of ideas a person is able to generate. D how unique a person's ideas are.

C

The glass ceiling: A Is an issue that was a problem until a decade ago. B Is the result of the less effective leadership styles practiced by women. C is the underrepresentation of women in executive and upper-level management positions of companies. D is based on a faultline in the employee workgroup.

C

The relatively stable feelings, thoughts, and behavioral patterns a person has is A values. B self-esteem. C personality. D conscientiousness.

C

Validity is: A the consistency in measurement. B the strength of the relationship between two variables. C the truth of a measurement. D an entity that can take on different values.

C

When analyzing the information on work attitudes and aspects of the work environment, which of the following statements is true? A Attitudes always predict behavior in the work environment. B Personality and organizational citizenship behaviors are the two key attitudes that are the most relevant to important outcomes in the work environment. C Maintenance of the psychological contract helps develop organizational commitment. D People with negative work attitudes never perform well.

C

Which of the following is a key level of analysis investigated in Organizational Behavior: A meta. B industry. C individual. D society.

C

Which of the following is not an explanation that has been offered to account for the earnings gap of 21% between the pay of females and males? A Women have résumé gaps due to time off for childcare. B Women pursue lower-paying occupations than men pursue. C Women lack the high-level skill sets that men possess. D Women tend to negotiate less than men and when they do negotiate, women attain lower levels of pay than men do.

C

Which of the following statements about exit interviews is true? A An exit interview always indicates why an employee is departing a firm. B An exit interview always indicates how management can improve so other employees will not leave. C An exit interview should be conducted by a member of the human resource department for best results. D A departing employee's manager should always conduct the exit interview because the immediate supervisor knew the employee best.

C

Which of the following statements about the creative decision-making model is INCORRECT? A Creativity is the generation of new, imaginative ideas. B Problem identification is the first step in the creative decision making model. C Innovation and creativity are the same process. D The dynamic nature of today's organizations, including structural changes and cost cutting, have driven creativity in the business.

C

Which of the following statements is true? A External locus of control and introversion result in positive work attitudes. B People with positive affective dispositions are less committed to their work organizations. C People who are critical of themselves experience less job satisfaction. D Low self-esteem results in more positive work attitudes.

C

Which of the following statements regarding diversity in the workplace is accurate? A Women who negotiate achieve higher salaries than men who negotiate. B Older employees are more prone workplace injury than their younger counterparts. C More than half of the Fortune 500 companies offer same sex health benefits to their employees. D While employees with physical disabilities are protected by federal law, employees with mental disabilities remain unprotected, and face routine discrimination.

C

Which of the following statements regarding group decision support systems (GDSS) is INCORRECT? A GDSS could make employees reluctant to share information. B GDSS could become too complex. C GDSS avoids all possibilities of information overload. D GDSS improves the output of group collaborative work through higher information sharing.

C

Which of the following statements regarding job performance is INCORRECT? A One of the powerful influences on job performance is how we are treated at work. B Work attitudes, like job satisfaction, are moderate correlates of job performance. C Contrary to what most people would think, stress has very little impact on job performance. D Measures of job performance include the speed and accuracy with which the job is performed.

C

Which of the following statements regarding race diversity in the American workplace is correct? A Highly-paid minority managers indicate that they have experienced very few situations in the workplace where race was an issue. B A majority of American employees surveyed indicate that their firms are quite effective at hiring and promoting minorities. C Overt discrimination against ethnic minorities still occurs in many workplaces. D Ethnic minorities experience a slight wage gap but no glass ceiling.

C

Which of the following statements regarding the Big 5 personality traits is NOT true? A Individuals high in neuroticism tend to create unfair work climates if they become managers. B Individuals high in openness seek feedback on what they are doing and thus adjust to their jobs more quickly. C Individuals high in extraversion are model employees. D Conscientiousness is related to career success.

C

Which statement regarding citizenship behaviors is accurate? A People who are unhappy still perform citizenship behaviors to a very high degree. B People who are treated poorly tend to perform higher levels of citizenship behaviors. C People who are older demonstrate higher levels of citizenship. D Job attitudes are weakly related to citizenship behaviors.

C

What is the second stage in Tuckman's four-stage map of group evolution? A forming B performing C storming D norming

C American organizational psychologist Bruce Tuckman presented a robust model in 1965 that is still widely used today. Based on his observations of group behavior in a variety of settings, he proposed a four-stage map of group evolution, also known as the forming-storming-norming-performing model. Later he enhanced the model by adding a fifth and final stage, the adjourning phase.

Which of the following statements regarding Gersick's punctuated equilibrium model is INCORRECT? A For most periods of time in groups, change is incremental. B Generally groups are static in their development. C The model views group development as a linear process. D While disruption, chaos and conflict are seen as inevitable in a group, those events can represent opportunities for innovation.

C Gersick found that the concept applied to organizational change. She proposed that groups remain fairly static, maintaining a certain equilibrium for long periods of time. Change during these periods is incremental, largely due to the resistance to change that arises when systems take root and processes become institutionalized.

Among the limitations associated with using personality tests in employee selection is: A candidate inability to understand the purpose of the personality test. B candidates refusing to take personality tests. C candidates faking their answers. D finding that performance cannot be predicted by personality testing.

C In any case, if an organization decides to use these tests for selection, it is important to be aware of their limitations. If they are used together with other tests, such as tests of cognitive abilities, they may contribute to making better decisions. The company should ensure that the test fits the job and actually predicts performance. This is called validating the test. Before giving the test to applicants, the company could give it to existing employees to find out the traits that are most important for success in this particular company and job. Then, in the selection context, the company can pay particular attention to those traits.

Characteristics of cohesive groups include all of the following EXCEPT: A having a collective identity. B working together on a meaningful task. C having a random pattern of communication. D having a desire to remain as a member of the group.

C Members of cohesive groups tend to have the following characteristics: They have a collective identity; they experience a moral bond and a desire to remain part of the group; they share a sense of purpose, working together on a meaningful task or cause; and they establish a structured pattern of communication.

Which of the following statements regarding techniques for making better decisions is INCORRECT? A The Delphi technique is a group process using written responses to a series of questionnaires so individuals are not physically brought together to make a decision. B Majority rule is simple, speedy and easy to use. C The nominal group technique is a technique used routinely at most meetings. D Consensus requires more time to carry out, but it works well when support is needed for a plan.

C Nominal Group Technique (NGT) was developed to help with group decision making by ensuring that all members participate fully. NGT is not a technique to be used routinely at all meetings. Rather, it is used to structure group meetings when members are grappling with problem solving or idea generation. It follows four steps. [5] First, each member of the group begins by independently and silently writing down ideas. Second, the group goes in order around the room to gather all the ideas that were generated. This process continues until all the ideas are shared. Third, a discussion takes place around each idea, and members ask for and give clarification and make evaluative statements. Finally, group members vote for their favorite ideas by using ranking or rating techniques. Following the four-step NGT helps to ensure that all members participate fully, and it avoids group decision-making problems such as groupthink.

Experts propose that creativity occurs as a result of the interaction between all of the following factors EXCEPT: A personality traits (like risk-taking). B attributes (like expertise). C serendipity or luck. D situational context (like physical structure).

C Some experts have proposed that creativity occurs as an interaction among three factors: peoples personality traits (openness to experience, risk taking), their attributes (expertise, imagination, motivation), and the situational context (encouragement from others, time pressure, physical structures). [10] For example, research shows that individuals who are open to experience, less conscientious, more self-accepting, and more impulsive tend to be more creative.

Which of the following statements related to fundamental factors affecting a group's cohesion is correct? A The larger a group, the more cohesive it is likely to be. B The less time a group has stayed together, the more cohesive a group is likely to be. C The more similar group members are, the more cohesive the group is likely to be. D The more coaching group members receive, the less cohesive the group is likely to be.

C The more similar group members are in terms of age, sex, education, skills, attitudes, values, and beliefs, the more likely the group will bond.

Research indicates which of the following factor is the strongest predictor of job performance? A positive work attitudes B work attitudes C stress D general mental ability

D

A control group: A is an entity that can take on different values. B is a tentative guess on an observation that can be tested. C receives experimental manipulation. D receives no experimental manipulation.

D

A decision which centers on how things get done is a(n): A strategic decision. B operational decision. C programmed decision. D tactical decision.

D

A group is A A cohesive coalition of people working together to achieve happiness. B Made up of two or more individuals who are associated with one another in ways not prescribed by the formal organization. C Made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group. D A collection of individuals who interact with each other such that one person's actions have an impact on the others.

D

A stereotype is: A an attribute along which a group is split into subgroups. B a difference in values, attitudes or beliefs. C a way in which people are similar or different from each other. D a generalization about a particular group of people.

D

All of the following are accurate about those with a proactive personality EXCEPT A they may try to change things others are not willing to let go. B they have higher levels of performance in their firms. C they adjust to new jobs quickly. D they often have difficulty making friends.

D

All of the following are challenges of managing age diversity in the workplace EXCEPT: A an age-diverse team has different learning styles that vary by generation. B an age-diverse team has differing opinions on fairness than one not age-diverse. C an age-diverse team has higher team performance than one not age-diverse. D an-age diverse team offers fewer alternatives to a problem than a team where there is limited age diversity.

D

All of the following are factors that researchers focus on to evaluate the level of creativity in the decision-making process EXCEPT: A flexibility. B originality. C fluency. D rationality.

D

All of the following are true EXCEPT: A The social impact of negative emotions last longer than positive emotions. B Both positive and negative emotions can be contagious. C Some people are more susceptible to emotional contagion than others. D Typically, everyone reacts emotionally to the same situation in the same way.

D

All of the following statements about emotional labor are TRUE except: A Surface acting is related to higher levels of stress and fewer felt positive emotions B Taking breaks can help surface actors to cope more effectively C Emotional labor is particularly common in service industries. D Research suggests that greater autonomy is related to more strain for service workers in France. E Hiding negative emotions from others can lead to emotional labor. F Deep acting may lead to less stress

D

Attitude surveys conducted by companies produce more useful information if: A surveys are completed electronically. B individual survey responses are made public. C past surveys were conducted but no action has resulted from them. D the management is perceived as credible by employees.

D

Collective efficacy is: A any aspect of group interaction that inhibits group functioning. B the degree of camaraderie within the group. C the tendency of individuals to put in less effort when working in a group context. D a group's perception of its ability to successfully perform well.

D

Companies track employee work attitudes through: A employee suggestions. B performance evaluation interviews. C overhearing workplace conversations. D attitude surveys.

D

Datum is: A the truth of a measure. B multiple observations. C the consistency of a measure. D a single observation.

D

Experts make decisions in the intuitive decision-making models based on all the following but: A knowledge. B training. C experience. D climate.

D

Hypotheses are: A entities that take on different values. B the process of writing out thoughts and emotions on a regular basis. C research tools that elicit respondents' reactions to specific questions. D tentative guesses for expected observations that can be tested.

D

Person/job fit is the: A degree to which a person likes an organization. B degree to which a person's attitude matches the culture of the work group. C degree to which a person's values, personality, goals and other characteristics match those of the organization. D degree to which a person's skill, knowledge, abilities and other characteristics match the job demands.

D

Person/organization fit is the: A degree to which a person's skill, knowledge, abilities and other characteristics match the job demands. B degree to which a person's attitude matches the culture of the work group. C degree to which a person likes an organization. D degree to which a person's values, personality, goals and other characteristics match those of the organization.

D

Psychology is: A the systematic study of the processes by which groups of people make decisions. B the systematic study of how to improve the performance and well being of individuals in the workplace. C the systematic study of individual behavior in society. D the scientific study of mental processes and behaviors of the individual.

D

Research conducted in an actual organization is: A a meta-analytic study. B a survey. C a lab study. D a field study.

D

Research indicates that all of the following characteristics produce healthy organizations EXCEPT: A role clarity. B participative decision making. C information sharing. D limited feedback.

D

Research on absenteeism indicates which of the following statements to be accurate? A Employees who are permitted to manage their work schedules with regard to time at the company are more likely to be absent. B Absenteeism saves organizations money because the company does not have to pay employees who are absent from their jobs. C Older individuals, because they are more likely to have health problems, are more likely to be absent from work. D Problems in job design can result in absenteeism.

D

Research on diversity in the workplace has not substantiated which of the following benefit to firms? A Diverse teams make higher quality decisions. B Award-winning diversity management programs lead to higher stock prices for their companies. C In companies with a growth strategy, there is a positive correlation between racial diversity in the firm and company performance. D Diversity, and the presence of faultlines, increases cohesiveness at work.

D

Stereotypes: A are assumptions held by only one individual. B are never accurate descriptions of particular groups. C are often verified prior to making decisions based upon them. D often lead to unfair decisions being made.

D

The Americans with Disabilities Act: A requires a firm to interview individuals with disabilities. B requires a firm to hire individuals with disabilities. C prohibits discrimination in employment against individuals with physical disabilities. D prohibits discrimination in employment against individuals with physical or mental disabilities if these employees are otherwise qualified to do their jobs with or without reasonable accommodation.

D

The decision-making technique designed to help with group decision making by ensuring that all members participate fully is: A majority rule. B the Delphi technique. C consensus. D the nominal group technique.

D

The incubation step in the creative decision-making process is: A the step where the decision maker verifies the feasibility of the solution and implements the decision. B the step where the decision maker gains insight into the problem and has a "eureka" moment. C the step where the decision maker consciously thinks about the problem. D the step where the decision maker sets the problem aside and does not consciously think of it.

D

The special challenges that virtual teams pose for a manager include all of the following EXCEPT: A not being physically seen by managers. B building trust with a virtual team. C nature of communication used with a virtual team. D nature of decision making by the virtual team.

D

When analyzing the information on work attitudes and aspects of the work environment, which of the following statements is true? A Attitudes always predict behavior in the work environment. B People with negative work attitudes never perform well. C Personality and organizational citizenship behaviors are the two key attitudes that are the most relevant to important outcomes in the work environment. D Maintenance of the psychological contract helps develop organizational commitment.

D

Which of the following factors is a major predictor of job performance? A employee age B work/life balance issues C employee personality D how we are treated at work .

D

Which of the following is NOT a benefit of effective management of diversity? A better service to customers B more satisfied workers C greater creativity in decision-making D higher productivity of operations

D

Which of the following is NOT a recommended step to take to avoid getting stuck in the storming phase of Tuckman's group development? A Support all group members. Do not allow anyone to feel insecure as he or she operates in the group. B Do not rush the group's development. It takes time to get things right. C Normalize conflict. Conflict is normal and can be cathartic. D Make sure to limit discussions and discussants. It is not productive to re-hash all the same points over and over.

D

Which of the following is NOT a symptom of groupthink? A direct pressure B collective rationalizations C illusions of unanimity D illusion of vulnerability

D

Which of the following is NOT an unrealistic assumption made in the rational decision making model? A People completely understand the decision to be made. B People know all their available choices. C People want to make optimal decisions. D People have perceptual biases.

D

Which of the following is a situation where a team will NOT be needed in the organization? A The organization benefits from shared goals. B Wide cooperation is needed. C A variety of skills and abilities are needed. D Tasks to be performed are independent of one another.

D

Which of the following is a surface-level diversity trait? A aggressiveness B Type A personality C being smart D being Asian

D

Which of the following is not a key factor in understanding what kind of attributions we make? A distinctiveness B consensus C consistency D perception

D

Which of the following is related to lower levels of organizational commitment? A maintenance of the psychological contract between worker and firm B perceived fairness of company policies C manager consideration of our opinions and suggestions D negative affective disposition

D

Which of the following is true for group decision making? A Groups generate fewer ideas than individuals. B Group decision making is faster than individual decision making. C Group decision making is more efficient than individual decision making. D Groups often perform lower than the best individual in the group.

D

Which of the following statements about work attitude causes is true? A using too many skills on the job usually leads to job satisfaction because it increases stress. B stress always leads to job dissatisfaction. C negative affective disposition leads to higher organizational commitment. D role ambiguity can lead to job dissatisfaction

D

Which of the following statements is true? A Attitude is weakly related to intention to behave and actual behavior. B There is an exceptionally strong correlation between attitudes and behavior such that attitudes will almost perfectly predict behavior. C Intention to behave and actual behavior are almost always the same. D Attitude provides clues to behavior, but situational factors also impact behavior.

D

Which of the following statements regarding absenteeism is INCORRECT? A Wellness programs are a viable way to address employee absenteeism. B Flexibility in work scheduling addresses absenteeism concerns. C There is no consistent link between personality and absenteeism. D Instituting organizational policies that penalize absenteeism are reasonable approaches to controlling the problem.

D

Which of the following statements regarding diversity in the workplace is correct? A While female workers face a glass ceiling, other minorities face no such issue to attainment of upper level managerial jobs. B The wage gap between Hispanic and Caucasian workers is smaller than the wage gap between male and female workers. C Company policies requiring disclosure of sexual orientation lead to higher job satisfaction and organization commitment among lesbian, bisexual, gay and transgender employees. D Federal law requires reasonable accommodation be considered when an employee brings up a disability.

D

Which of the following statements regarding team size and diversity is correct? A The rule of thumb for team size is between 10 and 20 members. B The more diverse the team, the more likely the team is to engage in groupthink. C Teams whose members have complementary skills are less successful than those with specialized skills. D Teams that believe in the value of diversity perform better than those which do not.

D

Which stage of Tuckman's group development model is characterized by increased respect and openness? A performing B storming C forming D norming

D

Which stage of Tuckman's group development model is characterized by increased respect and openness? A storming B norming C performing D forming

D

Work on team processes has been carried out in what area? A economics B physics C finance D sociology

D

Workforce satisfaction is related to all the following outcomes EXCEPT: A higher profitability. B fewer accidents in the workplace. C greater customer loyalty. D more absenteeism.

D

Symptoms of too much cohesion include: A tolerance for deviants. B greater questioning of external constraints. C internal pressures to question the status quo. D failures are blamed on external factors.

D Denial increases as problems are ignored and failures are blamed on external factors. With limited, often biased, information and no internal or external opposition, groups like these can make disastrous decisions.

Which personality characteristic tends to lead to effectiveness in jobs with a lot of opportunities to interact with others? A openness B agreeableness C conscientiousness. D extraversion

D Extraversion is the degree to which a person is outgoing, talkative, sociable, and enjoys socializing.

The norming stage in Tuckman's model of group evolution features A competent group members who work interdependently as part of a greater entity. B uncertainty, with observant, conflict avoidant group members who are trying to achieve several goals at once. C chaos with group members exploring power and influence roles. D high energy with group members committed to each other and the overall goal.

D Group members often feel elated at this point, and they are much more committed to each other and the group's goal.

Tuckman's forming stage is characterized by A competent group members who work interdependently as part of a greater entity. B high energy with group members committed to each other and the overall goal. C chaos with group members exploring power and influence roles. D uncertainty, with observant, conflict avoidant group members who are trying to achieve several goals at once.

D In the forming stage, the group comes together for the first time. The members may already know each other or they may be total strangers. In either case, there is a level of formality, some anxiety, and a degree of guardedness as group members are not sure what is going to happen next. Group members are trying to achieve several goals at this stage, although this may not necessarily be done consciously.

The data gathered from forecasting helps the recruitment process by: A pointing out the demographic characteristics of the workforce. B providing job specifications listing skills required for the job. C listing out the tasks, duties, and responsibilities of a job. D determining how many people must be hired or trained and with what skills. E creating ways to modify, change, and enrich the job.

D Peter Cappelli of the Wharton School defines talent management as anticipating the need for human capital and setting a plan to meet it. It goes hand in hand with succession planning, the process whereby an organization ensures that employees are recruited and developed to fill each key role within the company. Most companies, unfortunately, do not plan ahead for the talent they need, which means that they face shortages of critical skills at some times and surpluses at other times. Other companies use outdated methods of succession planning that don't accurately forecast the skills they'll need in the future.

Which of the following is NOT a fundamental factor impacting a group's cohesion? A support B stability C size D height

D The fundamental factors affecting group cohesion include the following: Similarity, Stability, Size, Support, Satisfaction.

A series of steps that decision makers should consider if their goal is to maximize their outcome and make the best choice describes: A the creative decision-making model. B the bounded rationality model. C the intuitive decision-making model. D the rational decision-making model.

D The rational decision-making model describes a series of steps that decision makers should consider if their goal is to maximize the quality of their outcomes. In other words, if you want to make sure that you make the best choice, going through the formal steps of the rational decision-making model may make sense.

Findings of person/organization fit studies indicate: A when people fit their organization, they consistently perform better. B when people fit their organization, they are less influential in the firm. C when people fit their organization, they tend to leave an organization at about the same rate as those who are organization misfits. D when people fit their organization, they are more committed to the organization.

D When people fit into their organization, they tend to be more satisfied with their jobs, more committed to their companies, and more influential in their company, and they actually remain longer in their company.

What is the most challenging or difficult step in the rational decision-making process? A Evaluate alternatives. B Identify the problem. C Establish decision criteria. D Generate alternatives.

D While decision makers can get off track during any of these steps, research shows that searching for alternatives in the fourth step can be the most challenging and often leads to failure. In fact, one researcher found that no alternative generation occurred in 85% of the decisions he studied. [3] Conversely, successful managers know what they want at the outset of the decision-making process, set objectives for others to respond to, carry out an unrestricted search for solutions, get key people to participate, and avoid using their power to push their perspective. [4]

According to Gersick's punctuated equilibrium model, groups repeatedly cycle through which two stages? A forming and performing. B forming and norming. C storming and norming. D storming and performing.

D a group may operate in the performing stage for several months. Then, because of a disruption, such as a competing emerging technology that changes the rules of the game or the introduction of a new CEO, the group may move back into the storming phase before returning to performing.

When people fit their jobs, they experience higher levels of stress. True False

False The first thing many recruiters look at is the person/job fit. This is not surprising, because person/job fit is related to a number of positive work attitudes such as satisfaction with the work environment, identification with the organization, job satisfaction, and work behaviors such as job performance.when people fit their organization, they consistently perform better. When people fit into their organization, they tend to be more satisfied with their jobs, more committed to their companies, and more influential in their company, and they actually remain longer in their company.

There is a near perfect strong relationship between good person/organization fit and high job performance. False True .

False When people fit into their organization, they tend to be more satisfied with their jobs, more committed to their companies, and more influential in their company, and they actually remain longer in their company. One area of controversy is whether these people perform better

There is a near perfect strong relationship between good person/organization fit and high job performance. True False

False When people fit into their organization, they tend to be more satisfied with their jobs, more committed to their companies, and more influential in their company, and they actually remain longer in their company. One area of controversy is whether these people perform better.

Successful organizations are excellent people aligned with an exceptional idea. False True

True

Winning the war for talent means attracting the right workers who will be enthusiastic about their work. True False

True Winning the war for talent means more than simply attracting workers to your company. It means attracting the right workers; the ones who will be enthusiastic about their work.

Person/job fit and person/organization fit are positively related to job satisfaction. False True

True The first thing many recruiters look at is the person/job fit. This is not surprising because person/job fit is related to a number of positive work attitudes such as satisfaction with the work environment, identification with the organization, job satisfaction, and work behaviors such as job performance. Companies are often also interested in hiring candidates who will fit into the company culture (those with high person/organization fit). When people fit into their organization, they tend to be more satisfied with their jobs, more committed to their companies, and more influential in their company, and they actually remain longer in their company.