MGMT 3600 Practice Exam 2
Roll over the items to read the hints and then arrange the stages of the self-fulfilling prophecy cycle into the correct order.
1. Supervisor forms expectations 2. Supervisor's expectations affect his or her behavior 3. Employee influenced by supervisor's expectations 4. Employee's behavior changes
Which of the following statements about individuals who have developed a global mindset is correct? A. Practically speaking, a global mindset is of little value to organizations. B. A global mindset begins with self-awareness. C. A global mindet is fully developed through diversity training. D. A global mindset is strongest when cultural immersion is low. E. A global mindset does not require empathy.
Answer: A global mindset begins with self-awareness. Explanation: As with most perceptual capabilities, a global mindset begins with self-awareness—understanding one's own beliefs, values, and attitudes. Through self-awareness, people are more open-minded and nonjudgmental when receiving and processing complex information for decision making.
Which of the following is true about a global mindset? A. A global mindset occurs as people initially develop more of a local than a global frame of reference about their business. B. A global mindset minimizes the capacity to empathize and act effectively across cultures. C. A global mindset includes the ability to process complex information about familiar environments. D. A global mindset does not include the ability to comprehend and reconcile intracultural matters. E. A global mindset includes an awareness of, openness to, and respect for other views and practices in the world.
Answer: A global mindset includes an awareness of, openness to, and respect for other views and practices in the world. Explanation: A global mindset refers to an individual's ability to perceive, know about, and process information across cultures. It includes (a) an awareness of, openness to, and respect for other views and practices in the world; (b) the capacity to empathize and act effectively across cultures; (c) the ability to process complex information about novel environments; and (d) developing new mental models.
________ occurs when people perceive that their beliefs, feelings, and behavior are incongruent with each other. A. Emotions B. Cognitive dissonance C. Behavior contingency D. Behavioral intention E. Attitude
Answer: Cognitive dissonance Explanation: Cognitive dissonance occurs when people perceive that their beliefs, feelings, and behavior are incongruent with each other.
Which of these statements about emotional labor is true? A. Jobs involving customer service do not require emotional labor. B. Research indicates that emotional display rules and standards are very similar around the world. C. Emotional labor demands are lower in jobs requiring a variety of emotions. D. Emotional labor demands are lower in jobs where interaction with clients is frequent. E. Emotional labor demands are higher in jobs requiring more intense emotions.
Answer: Emotional labor demands are higher in jobs requiring more intense emotions. Explanation: Emotional labor increases when employees must precisely rather than casually abide by the display rules. This particularly occurs in service industries, where employees have frequent face-to-face interaction with clients.
Which of the following is likely to occur when organizations give financial incentives to prevent dissatisfied employees from quitting? A. Employees increase their level of affective commitment. B. Employees increase their level of continuance commitment. C. Employees increase their level of normative commitment. D. Employees decrease their level of emotional intelligence. E. Employees decrease their level of continuance commitment.
Answer: Employees increase their level of continuance commitment. Explanation: The most widely accepted meaning of continuance commitment is that the employee would face significant social or economic sacrifice if he or she left the company. This perceived sacrifice condition occurs when the company offers high pay and other forms of economic exchange in the employment relationship, where quitting forfeits a large deferred financial bonus.
_________ is the element of stereotyping whereby we tend to think of people within a group as similar to one another. A. Categorization B. Homogenization C. Differentiation D. The halo effect E. Prejudice
Answer: Homogenization Explanation: The combination of social identity and self-enhancement leads to the process of categorization, homogenization, and differentiation, all of which are the foundations of stereotyping. Homogenization means we tend to think that people within each group are very similar to one another.
Which of the following generally occurs during the storming stage of team development? A. Members learn about each other and evaluate the benefits and costs of continued membership. B. Members shift their attention away from task orientation to a socio-emotional focus as they realize their relationship is coming to an end. C. Members learn to coordinate their actions and become more task oriented. D. Members develop their first real sense of cohesion and, through disclosure and feedback, make an effort to understand and accept each other. E. Members try to establish norms of appropriate behavior and performance standards.
Answer: Members try to establish norms of appropriate behavior and performance standards. Explanation: The storming stage is marked by interpersonal conflict as members become more proactive and compete for various team roles. Members try to establish norms of appropriate behavior and performance standards.
________ is the shared belief that engaging in interpersonal risk-taking will not have adverse consequences. A. Evaluation apprehension B. Production blocking C. Psychological safety D. Overconfidence E. Mistrust
Answer: Psychological safety Explanation: Another important ingredient for effective team decision making is an environment in which team members have psychological safety. Psychological safety is a shared belief that engaging in interpersonal risk-taking will not have adverse consequences.
Which of the following is an effect of emotions? A. They represent the cluster of beliefs and behavioral intentions toward a person. B. They put us into a state of readiness. C. They represent judgements, not experiences. D. They enable us to have established perceptions about the attitude object. E. They represent one's motivation to engage in a particular behavior.
Answer: They put us into a state of readiness. Explanation: Emotions are physiological, behavioral, and psychological episodes experienced toward an object, person, or event that create a state of readiness.
What is process loss? A. Resources (including time and energy) expended on team development and maintenance rather than on performing the task. B. The tendency for teams to be less productive the longer they are together. C. When people leave formal teams to join informal groups. D. The tendency to exert less effort when working in a team than when working alone. E. A recent research finding that indicates teams are generally less effective than individuals for problem solving.
Answer: Resources (including time and energy) expended on team development and maintenance rather than on performing the task. Explanation: Teams are potentially very productive, but they are not always as effective as individuals working alone. The main problem is that teams have additional costs called process losses—resources (including time and energy) expended on team development and maintenance rather than on performing the task.
________ is the process of attending to some information received by our senses and ignoring other information. A. Personal identification B. Social learning C. Projection D. Stereotyping E. Selective attention
Answer: Selective attention Explanation: Selective attention is the process of attending to some information received by our senses and ignoring other information.
________ provides one explanation of why people belong to informal groups. A. Need to defend B. Social identity theory C. Confirmation bias D. Social loafing E. Cognitive dissonance
Answer: Social identity theory Explanation: An explanation of the formation of informal groups is provided by social identity theory, which states that individuals define themselves by their group affiliations.
_______ entails assigning traits to people based on their membership in an identifiable social category. A. The recency effect B. The halo effect C. Projection bias D. Empathy E. Stereotyping
Answer: Stereotyping Explanation: Stereotyping is the perceptual process by which we assign characteristics to an identifiable group and then automatically transfer those features to anyone we believe is a member of that group.
________ is the adaptive response to a situation that is perceived as challenging or threatening to the person's well-being. A. Emotional exhaustion B. Job burnout C. Eustress D. Workaholism E. Stress
Answer: Stress Explanation: The adaptive response to a situation that is perceived as challenging or threatening to the person's well-being is called stress.
________ are knowledge structures mutually held by team members about expectations and ideals of the collective task and team dynamics. A. Team identities B. Coordinating routines C. Team mental models D. Roles E. Norms
Answer: Team mental models Explanation: Team mental models are knowledge structures mutually held by team members about expectations and ideals of the collective task and team dynamics.
Which of the following is not part of a stage in general adaptation syndrome? A. A challenge activates the physiological stress response. B. The individual engages in coping mechanisms. C. The body reduces resources to the immune system. D. The individual reaches exhaustion. E. The body increases resources to the immune system.
Answer: The body increases resources to the immune system. Explanation: The general adaptation syndrome consists of three stages. The alarm reaction stage occurs when a threat or challenge activates the physiological stress responses. Resistance activates biochemical, psychological, and behavioral mechanisms that give the individual more energy and engage in coping mechanisms to overcome or remove the source of stress. To focus energy on the source of stress, the body reduces resources to the immune system during this stage. The third stage is exhaustion.
What occurs as the final step of the self-fulfilling prophecy cycle? A. The manager forms expectations about an employee. B. The employee behaves according to their self-concept. C. The manager's behavior affects the employee's self-confidence. D. The employee's behavior becomes consistent with the manager's initial expectations. E. The manager's expectations affect their behavior towards the employee.
Answer: The employee's behavior becomes consistent with the manager's initial expectations. Explanation: In the final step of the self-fulfilling prophecy, employees behavior becomes consistent with the manager's initial expectations. For example, high-expectancy employees have higher motivation and better skills, resulting in better performance, while the opposite is true of low-expectancy employees.
What is psychological safety? A. The feeling that one cannot be criticized. B. The reluctance to engage in interpersonal risk-taking for fear of being ridiculed. C. The feeling that one can engage in interpersonal risk-taking without adverse consequences. D. The feeling that remote team members can say anything because they do not co-locate. E. The feeling of evaluation apprehension.
Answer: The feeling that one can engage in interpersonal risk-taking without adverse consequences. Explanation: Psychological safety is a shared belief that engaging in interpersonal risk-taking will not have adverse consequences. This belief exists when employees are confident that they can constructively disagree with the majority, present weird ideas, or experiment with novel behaviors without fear that coworkers will belittle them or that the company will limit their career progress.
Which of the following is a feature of an individual who has developed a global mindset? A. They also have less knowledge and appreciation of many cultures. B. They judge the competence of others by their national or ethnic origins. C. They use words and behaviors that are incompatible with the local culture. D. They are able to process and analyze large volumes of information in new and diverse situations. E. They only have the capacity to quickly develop useful mental models of situations, particularly at a local level of analysis.
Answer: They are able to process and analyze large volumes of information in new and diverse situations. Explanation: First, global mindset occurs as people develop more of a global than local/parochial frame of reference about their business and its environment. They also have more knowledge and appreciation of many cultures and do not judge the competence of others by their national or ethnic origins. Second, global mindset includes understanding the mental models held by colleagues from other cultures as well as their emotional experiences in a given situation. Furthermore, this empathy translates into effective use of words and behaviors that are compatible with the local culture. Third, people with a strong global mindset are able to process and analyze large volumes of information in new and diverse situations. Finally, global mindset involves the capacity to quickly develop useful mental models of situations, particularly at both a local and global level of analysis.
Which of the following describes the fundamental attribution error? A. People seldom make attributions about their own behavior. B. The likelihood of making an error attributing the behavior of another person increases with your familiarity of that other person. C. We tend to believe that other people have the same beliefs and behaviors that we have. D. We tend to believe the behavior of other people is caused more by their motivation and ability than by factors beyond their control. E. We tend to believe that colleagues perform their jobs better than we perform our job.
Answer: We tend to believe the behavior of other people is caused more by their motivation and ability than by factors beyond their control. Explanation: Fundamental attribution error refers to our tendency to perceive another person's actions caused mainly by internal attributions, whereas we recognize both internal and external causes of our own actions.
Which of the following would be an internal attribution about your behaviour or performance? A. Your declining sales this quarter are due to worsening economic conditions. B. The company's awkward information system makes it difficult to keep clients informed. C. Your higher quality service this past year has been due largely to helpful coworkers. D. You were unable to complete the product on time because the machinery kept jamming. E. Your success this year is due mainly to your motivation to work hard.
Answer: Your success this year is due mainly to your motivation to work hard. Explanation: Internal factors include the person's ability or motivation, whereas external factors include lack of resources, other people, or just luck.
A restaurant requires all of its servers to smile and be polite to customers. This is an example of A. emotional labor. B. a display rule. C. dissonance. D. deep acting. E. emotional intelligence.
Answer: a display rule. Explanation: Almost all employees are expected to abide by display rules. These norms or explicit rules require employees to engage in emotions performance, that is, to display behaviors representing specific emotions and to hide observable evidence of other emotions.
In which of the following scenarios would a diverse team be better than a homogeneous team? A. a need to bring different viewpoints to the decision B. on tasks requiring a high degree of cooperation C. the team must reach the performing stage of team development quickly D. in most organizational activities that require minimal conflict among team members E. if the team is an emergency response team
Answer: a need to bring different viewpoints to the decision Explanation: An advantage of diverse teams is that they often provide better representation of the team's constituents, such as other departments or clients from similarly diverse backgrounds. This representation brings different viewpoints to the decision; it also gives stakeholders a belief that they have a voice in that decision process. Voice is an important ingredient in procedural justice, so stakeholders are more likely to believe the team's decision is fair when the team mirrors the surface or deep-level diversity of its constituents.
Stress is best described as A. the physiological disorders we experience from adverse environmental conditions. B. an adaptive response to a situation that is perceived as challenging or threatening to the person's well-being. C. a series of events that cause emotional exhaustion and cynicism toward customers. D. environmental conditions that place a physical or emotional demand on the person. E. a behavior pattern of people with low risk of heart disease.
Answer: an adaptive response to a situation that is perceived as challenging or threatening to the person's well-being. Explanation: The adaptive response to a situation that is perceived as challenging or threatening to the person's well-being is called stress.
The concept of affective organizational commitment includes A. a calculative attachment to the organization. B. an employee who is motivated to stay because leaving would be costly. C. an emotional attachment with the organization. D. employees who stay due to a sense of obligation to the company. E. the motivation to stay because it would be too costly to quit.
Answer: an emotional attachment with the organization. Explanation: Organizational commitment—or more specifically, affective commitment—is the employee's emotional attachment to, identification with, and involvement in a particular organization.
What is the relationship between team efficacy and team performance? A. a direct relationship B. an inverse relationship C. an inverted U-shaped curve D. a U-shaped curve E. no relationship
Answer: an inverted U-shaped curve Explanation: To some degree, teams are more successful when their members have collective confidence in how well they work together and the likely success of their team effort. This team efficacy is similar to the power of individual self-efficacy. High-efficacy teams set more challenging goals and are more motivated to achieve them, both of which increase team performance. Unfortunately, there is a curvilinear relationship between team efficacy and the team's performance, including decision quality. In other words, teams make worse decisions when they are overconfident as well as underconfident.
Deep acting involves A. using real emotions to handle difficult customers. B. basing one's behavior on customer interactions. C. ignoring customer needs and acting for the company's benefit. D. ignoring customer needs and acting for one's own benefit. E. changing true emotions to match the required emotions.
Answer: changing true emotions to match the required emotions. Explanation: Deep acting involves changing true emotions to match the required emotions of the job.
Which of the following types of behavior is primarily aimed at maintaining healthy psychological team dynamics? A. conflicting B. coordinating C. communicating D. comforting E. concentrating
Answer: comforting Explanation: Behaviors of effective team members can be represented by the "five C's": cooperating, coordinating, communicating, comforting, and conflict resolving. The first three competencies are mainly task-related, while the last two primarily assist team maintenance.
Self-concept can be described by three characteristics: A. self, enhancement, and evaluation. B. complexity, consistency, and clarity. C. evaluation, verification, and complexity. D. self, consistency, and clarity. E. stability, clarity, and ambiguity.
Answer: complexity, consistency, and clarity. Explanation: An individual's self-concept can be described by three characteristics: complexity, consistency, and clarity.
Which of the five Cs concerns aligning the work with others and keeping the team on track? A. communicating B. coordinating C. comforting D. conflict handling E. cooperating
Answer: coordinating Explanation: Effective team members actively manage the team's work so that it is performed efficiently and harmoniously. For example, effective team members keep the team on track and help integrate the work performed by different members.
Which of the following pairs of "five C's" of effective member behaviors primarily assist the team's task performance rather than team maintenance? A. comforting and communicating B. cooperating and conflict resolving C. coordinating and communicating D. conflict resolving and coordinating E. comforting and cooperating
Answer: coordinating and communicating Explanation: Behaviors of effective team members can be represented by the "five C's": cooperating, coordinating, communicating, comforting, and conflict resolving. The first three competencies are mainly task-related, while the last two primarily assist team maintenance.
According to social identity theory, people tend to A. receive information and make sense of the world around them. B. perceive that their own actions are due to the situation, whereas the behaviors of other people are mainly due to their motivation and ability. C. define themselves by groups to which they have a strong emotional attachment. D. think that they are distinct from people in the social groups to which they have a connection. E. refer to something about themselves as separate individuals.
Answer: define themselves by groups to which they have a strong emotional attachment. Explanation: Social identity theory says that people define themselves by the groups to which they belong or have an emotional attachment.
If a dysfunctional norm is very deeply ingrained in a team and solutions have not worked, the best strategy is probably to A. tell the group that corporate leaders are willing to tolerate the dysfunctional norm. B. disband the group and replace it with people having more favorable norms. C. supplement the existing group with one or two people having more favorable norms. D. introduce rewards that support the dysfunctional norm. E. provide direct reinforcement and punishment to the employees.
Answer: disband the group and replace it with people having more favorable norms. Explanation: If dysfunctional norms are deeply ingrained and the previous solutions don't work, it may be necessary to disband the group and replace it with people having more favorable norms.
Which of the following team-based activities tends to be more effective than the others at generating creative ideas with minimal production blocking, evaluation apprehension, or conformity problems? A. brainstorming B. remote participation C. electronic brainstorming D. nominal group technique E. gainsharing
Answer: electronic brainstorming Explanation: Electronic brainstorming can be quite effective at generating creative ideas with minimal production blocking, evaluation apprehension, or conformity problems.
Self-awareness, self-management, and managing others' emotions are three elements of A. affective commitment. B. emotional labor. C. emotional intelligence. D. continuance commitment. E. the Circumplex model of emotions.
Answer: emotional intelligence. Explanation: Emotional intelligence consists of four dimensions: awareness of own emotions, management of own emotions, awareness of others' emotions, and management of others' emotions.
Customer service representatives (CSRs) often conceal their frustration when serving an irritating customer. This behavior from the CSRs is an example of A. emotional labor. B. cognitive response. C. cognitive dissonance. D. judgmental evaluation. E. emotional attribution.
Answer: emotional labor. Explanation: People are expected to manage their emotions in the workplace. Emotional labor refers to the effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions.
Attitudes have a cognitive component, but they are also influenced by ________, which are quick and imprecise and influence our feelings towards the attitude object. A. emotional markers B. cognitive dissonance C. beliefs D. behavioral intentions E. rational thought
Answer: emotional markers Explanation: Our brain tags incoming sensory information with emotional markers based on a quick and imprecise evaluation of whether that information supports or threatens our innate drives. These markers are not calculated feelings; they are automatic and nonconscious emotional responses based on very thin slices of sensory information. The experienced emotions then influence our feelings about the attitude object.
Groups are considered teams only when A. they operate without any supervisor. B. everyone in the department has the same set of skills. C. employees directly interact with each other and coordinate work activities. D. all employees are located in the same physical area. E. most of the employees have the same level of motivation to accomplish goals.
Answer: employees directly interact with each other and coordinate work activities. Explanation: Teams are groups of two or more people who interact and influence each other, are mutually accountable for achieving common goals associated with organizational objectives, and perceive themselves as a social entity within an organization.
A person will often reach the state of ________ if they are unable to resist stress and the stress persists. A. equilibrium B. exhaustion C. resistance D. alarm E. acceptance
Answer: exhaustion Explanation: People have a limited resistance capacity, and if the source of stress persists, the individual will eventually move into the third stage, exhaustion. Most of us are able to remove the source of stress or remove ourselves from that source before becoming too exhausted. However, people who frequently reach exhaustion have increased risk of long-term physiological and psychological damage.
Informal groups A. are initiated by the organization for special purposes. B. exist primarily for the benefit of their members. C. perform routine organizational tasks. D. always have a high level of interdependence. E. perform uncommon tasks of the organization.
Answer: exist primarily for the benefit of their members. Explanation: Informal groups include people assembled together, whether or not they have any interdependence or organizationally focused objective. They exist primarily for the benefit of their members.
Teams with strong fault lines A. experience more dysfunctional conflict within the team. B. proceed more quickly through the team development process. C. have team members with similar demographic and professional backgrounds. D. have very few members in the team. E. have better interpersonal relations.
Answer: experience more dysfunctional conflict within the team. Explanation: "Faultlines" refer to hypothetical dividing lines that may split a team into subgroups along gender, ethnic, professional, or other dimensions. These faultlines reduce team effectiveness by reducing the motivation to communicate and coordinate with teammates across the hypothetical divisions. Such teams could cause dysfunctional conflicts.
In which stage of team development is there a period of testing and orientation in which members learn about each other and evaluate the benefits and costs of continued membership? A. forming B. storming C. norming D. adjourning E. performing
Answer: forming Explanation: Forming, the first stage of team development, is a period of testing and orientation in which members learn about each other and evaluate the benefits and costs of continued membership.
Emotional labor is higher in jobs requiring A. limited hours of routine work. B. working in irregular shifts. C. working in isolation. D. frequent interaction with clients. E. skilled knowledge, such as accounting.
Answer: frequent interaction with clients. Explanation: Emotional labor is higher in jobs requiring a variety of emotions (such as both anger and joy) and more intense emotions (such as showing delight rather than smiling weakly), as well as in jobs where interaction with clients is frequent and has a longer duration.
All of the following are examples of teams except A. employees of a company's Accounting Department. B. Red Cross volunteers assisting flood victims. C. a project team responsible for constructing a new shopping center. D. a local police force. E. friends who meet for lunch at the cafeteria.
Answer: friends who meet for lunch at the cafeteria. Explanation: Friends you meet for lunch are an informal group, but they wouldn't be called a team because they have little or no interdependence (each person could just as easily eat lunch alone) and no organizationally mandated purpose. Instead, they exist primarily for the benefit of their members.
The ________ would cause a supervisor to believe that an employee's lateness is due to a lack of motivation to attend work rather than factors beyond the employee's control. A. self-fulfilling prophecy B. self-serving bias C. Johari window D. halo effect E. fundamental attribution error
Answer: fundamental attribution error Explanation: Another widely studied attribution error is fundamental attribution error (also called correspondence bias), which is the tendency to overemphasize internal causes of another person's behavior and to discount or ignore external causes of their behavior. According to this perceptual error, we are more likely to attribute a coworker's late arrival for work to lack of motivation rather than to situational constraints (such as traffic congestion).
Carole is new to Japan. She has starting eating sushi and sashimi, riding her bike everywhere, and learning Japanese. She is developing a A. self-fulfilling prophecy. B. stereotype. C. perceptual bias. D. confirmation bias. E. global mindset.
Answer: global mindset. Explanation: A global mindset develops through better knowledge of people and cultures. Some of that knowledge is acquired through formal programs, such as expatriate and diversity training, but deeper absorption results from immersion in those cultures. The more people immerse themselves in the local environment (such as following local practices, eating local food, and using the local language), the more they tend to understand the perspectives and attitudes of their colleagues in those cultures.
When people ________, they are motivated to confirm and maintain their existing self-concept. A. have self-efficacy B. have self-esteem C. have self-verification D. have self-enhancement E. are self-centering
Answer: have self-verification Explanation: Along with being motivated by self-enhancement, people are motivated to confirm and maintain their existing self-concept. This process, called self-verification, stabilizes an individual's self-view, which in turn provides an important anchor that guides his or her thoughts and actions.
Self-reinforcement can potentially minimize stress by A. removing people from stressors. B. helping employees to control the consequences of stress. C. helping employees to develop more favorable perceptions of the stressors. D. confirming that employees have a right to feel stressed. E. allowing employees to join an employee assistance program.
Answer: helping employees to develop more favorable perceptions of the stressors. Explanation: Personal goal setting and self-reinforcement can reduce the stress that people experience when they enter new work settings. Self-reinforcement is a way of changing stress perceptions.
Employees who stay with an organization mainly because they believe it will cost them financially to leave will have _________ commitment. A. high continuance B. high normative C. low continuance D. low normative E. high affective
Answer: high continuance Explanation: Continuance commitment is an employee's calculative attachment to the organization, whereby an employee is motivated to stay only because leaving would be costly.
Paid leave benefits and remote work are two ways to reduce stress by A. amplifying the stressor. B. changing stress perceptions. C. improving work-life integration. D. improving social support. E. leading a healthier lifestyle.
Answer: improving work-life integration. Explanation: One way that companies can remove stressors is through work-life integration initiatives. For example, personal leave benefits, such as maternity and paternity leave, temporarily offer employees paid nonwork time to manage special circumstances. Remote work potentially improves work-life integration by reducing or eliminating commuting time and increasing flexibility to perform nonwork obligations (such as picking up the kids from school).
One successful way to minimize perceptual biases is by A. decreasing global thinking. B. increasing stereotyping. C. increasing self-awareness. D. decreasing categorization. E. increasing differentiation.
Answer: increasing self-awareness. Explanation: One successful way to minimize perceptual biases is by increasing self-awareness. We need to become more conscious of our beliefs, values, and attitudes and, from that insight, gain a better understanding of biases in our own decisions and behavior. This self-awareness tends to reduce perceptual biases by making people more open-minded and nonjudgmental toward others.
Recent studies suggest that we have a(n) _________ self (our personal traits), _________ self (interpersonal relations), and _________ self (our membership in identifiable social groups). A. character; collective; social B. collective; perceived; reflective C. individual; relational; collective D. summary; character; social E. esteem; collective; relational
Answer: individual; relational; collective Explanation: Recent studies suggest that we have an individual self (our personal traits), relational self (interpersonal relations), and collective self (our membership in identifiable social groups).
You are more likely to make a(n) ________ about someone's poor performance if you have also observed the person performing a task poorly in the past and have observed other employees performing the task well. A. internal attribution B. self-identification C. external attribution D. self-serving bias E. fundamental attribution error
Answer: internal attribution Explanation: To illustrate how these three attribution rules operate, imagine a situation where an employee is making poor-quality products on a particular machine. We would probably conclude that the employee lacks skill or motivation (an internal attribution) if the employee consistently makes poor-quality products on this machine (high consistency), the employee makes poor-quality products on other machines (low distinctiveness), and other employees make good-quality products on this machine (low consensus).
The exit-voice-loyalty-neglect (EVLN) model A. outlines the four consequences of emotional intelligence. B. identifies the four ways to manage employee emotions. C. explains why the psychological contract differs between employees and their employers. D. is a template for organizing and understanding the consequences of job dissatisfaction. E. explains the main differences between affective commitment and continuance commitment.
Answer: is a template for organizing and understanding the consequences of job dissatisfaction. Explanation: A useful template for organizing and understanding the consequences of job dissatisfaction is the exit-voice-loyalty-neglect (EVLN) model.
When people experience emotional exhaustion, cynicism, and reduced feelings of personal accomplishment, they are experiencing A. distress. B. job burnout. C. alarm reaction. D. eustress. E. cognitive appraisal.
Answer: job burnout. Explanation: When people experience emotional exhaustion, cynicism, and reduced feelings of personal accomplishment, they are experiencing job burnout.
If emotions are experiences, then attitudes are A. events. B. actions. C. objects. D. judgments. E. values.
Answer: judgments. Explanation: Attitudes are judgments, whereas emotions are experiences. In other words, attitudes involve evaluations of an attitude object, whereas emotions operate as events, usually without our awareness.
Which of the following are two features that distinguish remote teams from conventional teams? A. large size and lack of diversity B. lack of co-location and dependence on information technology C. diversity and spatial proximity D. dysfunctional norms and ongoing conflict E. members never interact and rely on information technology
Answer: lack of co-location and dependence on information technology Explanation: Remote teams differ from traditional teams in two ways: (1) They are not usually co-located, and (2) due to their lack of co-location, members of remote teams depend primarily on information technologies rather than face-to-face interaction to communicate and coordinate their work effort.
Someone with an external locus of control would most likely believe the events in their life are due mainly to A. themselves. B. personal choices. C. lucky streaks. D. a lack of motivation. E. a lack of competence.
Answer: lucky streaks. Explanation: Those with more of an external locus of control believe events in their life are due mainly to fate, luck, or conditions in the external environment.
Pedro is a R&D manager at a manufacturing plant and his self-concept is considered to have low complexity. Which of the following would most likely be what he considers as his most important identities? A. manager, engineer, family income-earner B. father, manager, family income-earner C. wine connoisseur, manager, father D. husband, engineer, father E. family income-earner, father, husband
Answer: manager, engineer, family income-earner Explanation: A self-concept has low complexity when the individual's important identities are highly interconnected, such as when they are all work-related (manager, engineer, family income-earner).
Keeping the team size sufficiently small and designing tasks such that each team member's performance is measurable are two ways to A. minimize team cohesiveness. B. add more roles to the team. C. increase the risk of forming dysfunctional norms. D. minimize social loafing. E. increase social loafing.
Answer: minimize social loafing. Explanation: Social loafing tends to be more serious when the individual's performance is less likely to be noticed, such as when people work together in large teams. The individual's output is also less noticeable where the team produces a single output. Hence, keeping the team size sufficiently small and designing tasks such that each team member's performance is measurable can help reduce social loafing.
In teams with high psychological safety, individual members are A. less willing to offer "weird" ideas. B. less able to engage in novel behaviors. C. more likely to demonstrate overconfidence. D. more likely to engage in production blocking. E. more likely to constructively disagree with other team members.
Answer: more likely to constructively disagree with other team members. Explanation: Psychological safety is a shared belief that engaging in interpersonal risk-taking will not have adverse consequences. This belief exists when employees are confident that they can constructively disagree with the majority, present weird ideas, or experiment with novel behaviors without fear that coworkers will belittle them or that the company will limit their career progress.
Social loafing occurs A. more in smaller rather than larger teams. B. more when the task is boring than when it is interesting. C. more when team members are more motivated to help members achieve team goals. D. more when team members are conscientious. E. more among employees with strong collectivist values.
Answer: more when the task is boring than when it is interesting. Explanation: Social loafing occurs when people exert less effort (and usually perform at a lower level) when working in teams than when working alone. Social loafing is less prevalent when the task is interesting because individuals are more motivated by the work itself to perform their duties.
People with more negative emotions tend to have higher ________ and are introverted. A. neuroticism B. emotional stability C. agreeableness D. openness to experience E. conscientiousness
Answer: neuroticism Explanation: People who experience more negative emotions tend to have higher neuroticism and are introverted.
During the ________ stage, the team develops its first real sense of cohesion as roles are established and a consensus forms around group objectives and a common or complementary team-based mental model. A. forming B. norming C. storming D. performing E. evaluating
Answer: norming Explanation: During the norming stage, the team develops its first real sense of cohesion as roles are established and a consensus forms around group objectives and a common or complementary team-based mental model.
During which stage of team development does the team develop its first real sense of cohesion and consensus on team objectives? A. forming B. storming C. norming D. adjouring E. performing
Answer: norming Explanation: During the norming stage, the team develops its first real sense of cohesion as roles are established and a consensus forms around group objectives and a common or complementary team-based mental model.
Which of the following refers to the process of receiving information about and making sense of the world around us? A. personalization B. motivation C. reinforcement theory D. perception E. social identification
Answer: perception Explanation: Perception refers to the process of receiving information about and making sense of the world around us.
Emotions are defined as A. feelings that are not directed toward anything in particular. B. our judgments about what is right or wrong. C. our intentions to act toward an attitude object. D. the cluster of beliefs, assessed feelings, and behavioral intentions toward an attitude object. E. physiological, behavioral, and psychological episodes experienced toward an object, person, or event that create a state of readiness.
Answer: physiological, behavioral, and psychological episodes experienced toward an object, person, or event that create a state of readiness. Explanation: Emotions are physiological, behavioral, and psychological episodes experienced toward an object, person, or event that create a state of readiness. These "episodes" are very brief events that typically subside or occur in waves lasting from milliseconds to a few minutes.
The statement "First impressions are lasting impressions" best represents the A. primacy effect. B. self-fulfilling prophecy. C. projection bias. D. recency effect. E. extroversion effect.
Answer: primacy effect. Explanation: The primacy effect is our tendency to quickly form an opinion of people on the basis of the first information we receive about them. It is the notion that first impressions are lasting impressions.
Employees with ________, in which work output is exchanged back and forth among individuals, should be organized into teams to facilitate coordination in their interwoven relationship. A. pooled interdependence B. reciprocal interdependence C. counterproductive norms D. high levels of social loafing E. a very high level of heterogeneity
Answer: reciprocal interdependence Explanation: Reciprocal interdependence, in which work output is exchanged back and forth among individuals, produces the highest degree of interdependence. Employees with reciprocal interdependence should be organized into teams to facilitate coordination in their interwoven relationship.
When compared to people in low-cohesion teams, members of high-cohesion teams A. are less motivated to maintain their membership. B. resolve conflicts swiftly and effectively. C. are less sensitive to each other's needs. D. are less likely to share information with each other. E. have an external locus of control.
Answer: resolve conflicts swiftly and effectively. Explanation: Members of high-cohesion teams are generally more sensitive to each other's needs and develop better interpersonal relationships, thereby reducing dysfunctional conflict. When conflict does arise, members tend to resolve their differences swiftly and effectively.
Which of the following would be favorable for team cohesion? A. dissimilar members B. a large team C. to date, an unsuccessful team D. restricted entry to the team E. members interact infrequently
Answer: restricted entry to the team Explanation: Positive influences on team cohesion include member similarity, smaller team size, past success, restricted entry to the team, frequent member interaction, and external competition.
Which one of the following types of teams is best known for having members who are organized around work processes that complete an entire piece of work requiring several interdependent tasks and have substantial autonomy over the execution of those tasks? A. self-directed B. communities of practice C. task forces D. informal groups E. production teams
Answer: self-directed Explanation: Self-directed teams have members who are organized around work processes that complete an entire piece of work requiring several interdependent tasks and have substantial autonomy over the execution of those tasks.
Which one of the following allows employees to collectively plan, organize, and control work activities with little or no direct involvement of a higher-status supervisor? A. remote teams B. production teams C. departmental teams D. advisory teams E. self-directed teams
Answer: self-directed teams Explanation: Self-directed teams have substantial autonomy over the execution of their tasks. In particular, these teams plan, organize, and control work activities with little or no direct involvement of a higher-status supervisor.
What are the three elements of self-evaluation? A. self-esteem, self-efficacy, and locus of control B. complexity, consistency, clarity C. self-concept, social identity, social self D. self-enhancement, self-esteem, social identity E. self-verification, self-efficacy, locus of control
Answer: self-esteem, self-efficacy, and locus of control Explanation: Some people have a more positive evaluation of themselves than do others. This self-evaluation is mostly defined by three elements: self-esteem, self-efficacy, and locus of control.
Unlike self-enhancement, ________ includes seeking feedback that is not necessarily flattering. A. self-esteem B. self-efficacy C. self-verification D. self-centering E. self-concept
Answer: self-verification Explanation: Unlike self-enhancement, self-verification includes seeking feedback that is not necessarily flattering (e.g., "I'm a numbers person, not a people person").
Which of the following types of task interdependence exists among production employees working on assembly lines? A. sequential interdependence B. total independence C. reciprocal interdependence D. pooled interdependence E. alternate interdependence
Answer: sequential interdependence Explanation: In sequential interdependence, the output of one person becomes the direct input for another person or unit. Sequential interdependence occurs where team members are organized in an assembly line.
Which of the following proposes that job satisfaction has a positive effect on customer service that then flows on to shareholder financial returns? A. EVLN model B. service profit chain model C. emotional intelligence model D. MARS model E. EI-based Theory of Performance
Answer: service profit chain model Explanation: Most companies believe that customer satisfaction is a natural outcome of employee satisfaction. These companies are applying the service profit chain model, which proposes that job satisfaction has a positive effect on customer service, which flows on to shareholder financial returns.
Which of these stress management activities provides emotional and/or informational support to buffer an individual's stress experience? A. transfer B. social support C. meditation D. vacations E. fitness programs
Answer: social support Explanation: Social support occurs when coworkers, supervisors, family members, friends, and others provide emotional and/or informational support to buffer an individual's stress experience. Social support potentially (but not always) improves a person's optimism and self-confidence, because support makes people feel valued and worthy.
Don believes that women have difficulty coping with the stress of executive decisions. Alexandria is promoted into a senior management position, and Don soon complains that Alexandria won't be able to cope with this job because she is female. Don is exhibiting which of the following perceptual errors? A. attribution error B. stereotyping C. projection bias D. halo error E. recency error
Answer: stereotyping Explanation: Stereotyping is the perceptual process by which we assign characteristics to an identifiable group and then automatically transfer those features to anyone we believe is a member of that group. In this case, George believes that Sally won't be able to cope with her job because she is a woman.
The self-fulfilling prophecy effect is ________ at the beginning of a relationship. A. weaker B. neutral C. stronger D. dependable E. uncertain
Answer: stronger Explanation: The self-fulfilling prophecy effect is stronger at the beginning of a relationship, such as when employees are first hired.
Customer service representatives are often angry with customers, but cannot show this emotion. If they behave appropriately but are still angry, they are engaged in A. cognitive dissonance. B. emotional intelligence. C. surface acting. D. deep acting. E. mood adjustment.
Answer: surface acting. Explanation: Surface acting is an emotional labor approach. Surface acting is when we pretend to be experiencing the expected emotions even though we are actually experiencing different emotions. It is often a poor strategy for emotional labor.
Team building interventions can have four objectives. Which of the following is not one of them? A. goal setting B. role clarification C. problem solving D. interpersonal relations E. team adjournment
Answer: team adjournment Explanation: Team-building interventions are often organized into the following four objectives: goal setting, problem solving, role clarification, and interpersonal relations. Some interventions may have multiple goals.
In the team effectiveness model, which of the following are the two overall team components that directly impact team effectiveness? A. team design and organizational rewards B. team processes and organizational structure C. team design and team processes D. team size and team diversity E. team development and team trust
Answer: team design and team processes Explanation: The team effectiveness outlines the path beginning with the organizational and team environment and resulting in team effectiveness. The two major team components that impact effectiveness are team design (size, composition and task characteristics) and team processes (development, norms, cohesion and trust).
Which of the following is an element of team design? A. team norms B. team development C. team trust D. rewards E. team size
Answer: team size Explanation: Team design has three elements: team size, team composition, and task characteristics.
Brooks's Law says that adding more people to a late software project only makes it later. This law is mainly referring to A. the lack of team cohesiveness. B. the existence of process losses. C. excessive team norms. D. an unfriendly team environment. E. the formation of informal teams.
Answer: the existence of process losses. Explanation: Brooks's law says that adding more people to a late software project only makes it later. It explains the process losses in the software industry.
Managing others' emotions is A. a negative, highly activated emotion. B. one of three types of organizational commitment. C. an outcome of emotional dissonance. D. the highest level of emotional intelligence. E. the opposite of employability.
Answer: the highest level of emotional intelligence. Explanation: Managing other people's emotions, relationship management is the highest level of emotional intelligence because this ability requires awareness of our own and others' emotions.
Normative commitment is based upon A. the financial consequences of leaving the organization. B. the norm of reciprocity. C. an emotional attachment to the organization. D. employees lacking the necessary skills to find another job. E. the absence of a moral duty to the organization.
Answer: the norm of reciprocity. Explanation: Normative commitment refers to a felt obligation or moral duty to the organization. Felt obligation applies the norm of reciprocity—a natural human motivation to support, contribute, and otherwise "pay back" the organization because it has invested in and supported the employee.
Fellow team members often monitor performance more closely than a traditional supervisor. This is particularly true where the team's performance depends on A. technological factors. B. the special efforts of members. C. certain skills of members. D. the aptitudes of members. E. the worst performer in the group.
Answer: the worst performer in the group. Explanation: People are more motivated in teams because they are accountable to fellow team members, who monitor performance more closely than a traditional supervisor. This is particularly true where the team's performance depends on the worst performer.
A role is a set of behaviors that people are expected to perform because A. they need to present a certain image in their organization. B. they hold certain positions in a team and organization. C. of certain aptitudes and tastes that they possess. D. of the nature and type of the team environment. E. of the interpersonal conflicts in the team.
Answer: they hold certain positions in a team and organization. Explanation: A role is a set of behaviors that people are expected to perform because they hold formal or informal positions in a team and organization.
Consistency, consensus, and distinctiveness are the A. three elements of behavior modification. B. three elements of the selective attention process. C. three rules that determine whether we make an internal or external attribution. D. three of the four quadrants in the Johari Window. E. main causes of a self-fulfilling prophecy.
Answer: three rules that determine whether we make an internal or external attribution. Explanation: Consistency, consensus, and distinctiveness are the three rules determining whether to make an internal or external attribution.
Which of the following reduces stress by allowing withdrawal from the stressor? A. flexible work schedules B. vacations C. work addiction D. remote work E. workaholism
Answer: vacations Explanation: Temporarily withdrawing from stressors is the most frequent way that employees manage stress. Vacations and holidays are important opportunities for employees to recover from stress and reenergize for future challenges. Sabbaticals also result in happier, healthier employees.
Gerard was unhappy that his company did not provide good parking facilities. He found it very stressful to find reasonably priced parking close to his workplace, and what he found caused him to walk several blocks in all weather. This eventually led to job dissatisfaction. Hence, he recommended ways to solve this problem. According to the EVLN model, this information suggests that Gerard's main reaction to job dissatisfaction was A. exit. B. voice. C. commitment. D. loyalty. E. neglect.
Answer: voice. Explanation: Voice is any attempt to change, rather than escape from, the dissatisfying situation. Voice can be a constructive response, such as recommending ways for management to improve the situation, or it can be more confrontational. In this scenario, Gerard recommended ways to solve the problem regarding transport facilities, instead of escaping from it. This shows that he is making his voice heard.
Social identity theory says that A. we define ourselves in terms of our membership in certain groups and our differences with people who belong to other groups. B. we tend to believe our own actions are caused by motivation or ability rather than the situation. C. our expectations about another person cause that person to act in a way that is consistent with those expectations. D. we quickly form an opinion of people based on the first information we receive about them. E. our emotions screen out large blocks of information that threaten our beliefs and values.
Answer: we define ourselves in terms of our membership in certain groups and our differences with people who belong to other groups. Explanation: Social identity theory says that people define themselves by the groups to which they belong or have an emotional attachment.
Vacations and holidays are important ways for employees to A. bring their work with them. B. address work without interruptions. C. withdraw from work stressors. D. feel more stress due to the work they are missing. E. work remotely from the vacation spot.
Answer: withdraw from work stressors. Explanation: Removing the stressor may be the ideal solution, but it is often not feasible. An alternative strategy is to permanently or temporarily remove employees from the stressor. Permanent withdrawal occurs when employees are transferred to jobs that are more compatible with their abilities and values. Temporarily withdrawing from stressors is the most frequent way that employees manage stress. Vacations and holidays are important opportunities for employees to recover from stress and re-energize for future challenges.
