MGT375 Q3/Q4
Hygiene factors are associated with job satisfaction
FALSE
According to Vroom, expectancy represents a person's belief that a particular outcome is contingent on accomplishing a specific level of performance
FALSE
An obliging style of handling conflict encourages "I win, you lose" tactics
FALSE
Due to unlimited mental capacity, people are able to attend to all physical and social stimuli in their environment
FALSE
Inaccurate perceptions and stereotypes do not influence whether or not you get hired, promoted, or fired
FALSE
Managers are more likely to delegate if the lower-level employee has no supervisory experience
FALSE
Maslow believed that once safety needs are relatively satisfied, one's physiological needs emerge
FALSE
Metaphors of war are appropriate ways to think of workplace conflict
FALSE
Motivation is entirely driven by pay
FALSE
Reward, coercive, and negative legitimate power tend to produce commitment rather than compliance
FALSE
Semantic memory describes the appropriate sequence of events in well-known situations
FALSE
The dialectic method involves assigning one person the role of critic
FALSE
The essence of the Pygmalion effect is that people's past experiences determine their behavior and performance
FALSE
The halo effect leads a rater to consistently evaluate other people or objects in an extremely positive fashion
FALSE
The ingratiating influence tactic involves trying to build enthusiasm by appealing to others' emotions, ideals, or values
FALSE
The recency effect is the tendency to evaluate people or objects by comparing them with characteristics of recently observed people or objects
FALSE
The recency effect is the tendency to remember old contacts, and then evaluate them by comparing them with characteristics of recently observed people or objects
FALSE
A schema represents a person's mental picture or summary of a particular event or type of stimulus
TRUE
A stronger relationship between the parties involved is a desired outcome of conflict
TRUE
According to Herzberg, motivators are job characteristics associated with job satisfaction
TRUE
An instrumentality of zero indicates there is no relationship between rewards and performance
TRUE
Both devil's advocacy and the dialectic method are useful in stimulating functional conflict
TRUE
Compliance is one possible outcome of an attempt to influence someone
TRUE
Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party
TRUE
Empowerment involves sharing power with lower-level employees to tap their full potential
TRUE
Empowerment is easy to understand but difficult to implement
TRUE
Exchange, coalition, and pressure are examples of hard tactics
TRUE
Expert and referent appear to be the best combination of results and favorable reactions from lower-level employees
TRUE
Facilitation, conciliation, mediation and arbitration are all techniques for alternative dispute resolution
TRUE
Functional conflict serves the interests of the organization
TRUE
Galatea effect occurs when an individual's high self-expectations lead to high performance
TRUE
Impression management is the process by which people attempt to control or manipulate the reactions of other to images of themselves or their ideas
TRUE
Increased group cohesiveness can lead to in-group thinking, whereby in-group members see themselves as morally correct, while viewing members of other groups negatively and as immoral
TRUE
Many hiring decisions are made on the basis of implicit cognition
TRUE
Motivation involves those psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal directed
TRUE
Mutuality of interest involves win-win situations in which individual and organizational interests are balanced
TRUE
One source of inaccurate performance appraisals is faulty schemata about what constitutes good versus poor performance
TRUE
Organizational politics involves intentional acts of influence to enhance or protect the sel-interests of individuals or groups
TRUE
People, events, and objects are interpreted and categorized by comparing their characteristics with information contained in schemata
TRUE
People, events, and objects are interpreted and categorized by comparing their characteristics with schemata
TRUE
Perception is a cognitive process that enables us to interpret and understand our environment
TRUE
The Golem effect is a loss in performance resulting from low leader expectations
TRUE
The contact hypothesis states that the more the members of different groups inter-act, the less intergroup conflict they will experience
TRUE
The inspirational appeal influence tactic involves trying to build enthusiasm by appealing to others' emotions, ideals, or values
TRUE
The integrating style of handling conflict involves cooperatively identifying the problem, generating and weighing alternative solutions, and selecting a solution
TRUE
The rational persuasion tactic involves trying to convince someone with reason, logic, or facts
TRUE
Too much within-group cohesiveness can lead to intergroup conflict
TRUE
Valence refers to the positive or negative value people place on outcomes
TRUE
When making equity judgments, people tend to compare themselves to similar others rather than dissimilar others
TRUE
