Student name:__________

TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.
1) Since managers are accountable for ensuring that organizations and their members behave in
an ethical fashion, they need an external locus of control.
⊚ true
⊚ false

2) The need for affiliation is the extent to which a manager has a strong interest in performing
challenging tasks well and to meet personal standards of excellence.
⊚ true
⊚ false

3) Marissa is open-minded, competent, and self-disciplined. These are Marissa’s instrumental

values.
⊚ true
⊚ false

4) Randy plans to stay with one company for his whole career, moving up the ladder to a top
management position. This is an example of a terminal value.
⊚ true
⊚ false

5) Once a mood has been triggered, the feelings may linger in the form of emotion.
⊚ true
⊚ false

6) People who are low on extraversion still experience positive moods.

⊚ true
⊚ false

7) Emotional intelligence concerns understanding and managing the moods and emotions of
others but not oneself.
⊚ true
⊚ false

8) When organizational members share an intense commitment to cultural values, beliefs, and
routines and use them to achieve their goals, a strong organizational culture exists.
⊚ true
⊚ false
9) The personal characteristics of the founders of an organization have an important role in the
creation of the organization's culture.
⊚ true
⊚ false

10) The attraction-selection-attrition framework suggests that employees who are dissimilar in
personality from that of the founders are more likely to leave the organization over time.
⊚ true
⊚ false

11) Both terminal and instrumental values of managers play a role in determining organizational
culture.
⊚ true
⊚ false

12) Organizational socialization is the process by which newcomers learn an organization's

values and norms and acquire the work behaviors necessary to perform jobs effectively.
⊚ true
⊚ false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or
answers the question.
13) An individual's enduring tendencies to feel, think, and act in certain ways are referred to as
his/her
A) personality traits.
B) norms.
C) attitudes.
D) moods.

14) Identify the Big Five personality traits.

A) extraversion, compliance, perfectionism, self-reliance, and apprehension
B) extraversion, negative affectivity, agreeableness, conscientiousness, and openness to
experience
C) extraversion, negative affectivity, agreeableness, conscientiousness, and compliance
D) extraversion, negative affectivity, agreeableness, compliance, and perfectionism
15) The tendency to enjoy social interactions and be energetic is known as
A) conscientiousness.
B) openness to experience.
C) rationality.
D) extraversion.

16) Jolanta is a nail technician. Her clients love her because she is very sociable and always
friendly to everyone. Jolanta exhibits a high degree of
A) conscientiousness.
B) openness to experience.
C) rationality.
D) extraversion.

17) Belinda’s manager retired recently, so now she has a new manager: Zaida. Belinda notices
that Zaida tries to ensure that all of her subordinates get along and feel comfortable
approaching her with questions or concerns. Belinda concludes that Zaida has a(n)
A) high need for affiliation.
B) strong desire to control situations.
C) high need for achievement.
D) introverted personality.

18) You need to promote someone to a position that requires a high degree of conscientiousness.
Which person are you most likely to promote?
A) Jason enjoys pointing out the negative side of any proposal.
B) Alissa will put in extra time to learn a new skill thoroughly.
C) Wynona tends to assume her performance is worse than it is.
D) Larry goes out of his way to help new employees feel part of the team.

19) People who are less inclined toward social interactions and to have a less positive outlook are
said to be
A) optimistic.
B) dominant.
C) introverts.
D) agreeable.
20) Kristen’s manager Jerry never discusses personal topics, avoids eye contact, and doesn’t
attend office parties or other work-related social events. Kristen tells a coworker about her
fear that their manager is planning to fire them because of his aloofness. Kristen is reassured
when the coworker points out that Jerry is quiet and aloof because he simply doesn’t have a
sociable, outgoing personality. The coworker’s response demonstrates the idea that
A) subordinates are better off with a manager who is extraverted rather than introverted.
B) a manager with an introverted personality often clashes with subordinates who are
more outgoing.
C) understanding personality differences can help subordinates understand managers’
behavior.
D) introverted managers need to change their personalities to lead effectively.

21) Ravi Johnson of Software Solutions is an effective and efficient manager. However, he
avoids personal conversations and office parties, preferring to spend time alone. Ravi can be
classified as
A) an extravert.
B) having an external locus of control.
C) having high self-esteem.
D) an introvert.

22) The tendency of a person to feel bad emotions and moods, to feel distressed, and to be
critical of oneself and others is called
A) agreeableness.
B) conscientiousness.
C) negative affectivity.
D) high on self-esteem.

23) Marc slammed his coffee cup on his desk and called for his assistant Jack. Jack rushed in,
and Marc began to complain about Jack’s lack of progress on an ongoing project. Then he
breaks off, puts his head in his hands, and moans, “We’ll never reach our goal; it’s
impossible at this rate.” Marc is demonstrating
A) introversion.
B) conscientiousness.
C) negative affectivity.
D) self-esteem.
24) Carly, a manager, is organized and self-disciplined. She thinks carefully before she speaks,
turns in error-free reports, and tirelessly strives to meet her goals. Carly is demonstrating
A) conscientiousness.
B) openness to experience.
C) agreeableness.
D) extraversion.

25) Which manager would you evaluate as being high on the agreeableness continuum?
A) Jinn plans social activities to help foster team identity.
B) Lacey expresses concern when her employees have personal problems.
C) Sandra takes care that all her reports use accurate figures and correct grammar.
D) Hakim wants to exceed his goals so he will receive the “Manager of the Year” award.

26) Parul is a manager at a restaurant. She is great at understanding the feelings of her
subordinates and takes time out for all of them. She listens to their problems, sympathizes,
and tries her best to give solutions. From this information, it can be inferred that Parul is
A) an introvert.
B) a planner.
C) high on agreeableness.
D) low on conscientiousness.

27) ________ is the tendency to be careful, scrupulous, and persevering.

A) Conscientiousness
B) Openness to experience
C) Need for achievement
D) Agreeableness

28) When might introversion be a helpful personality trait for managers?

A) when they need to cultivate good, close relationships
B) when their jobs require them to accomplish much work in a limited time
C) when they need to overcome obstacles
D) when they turn their ideas into successful new ventures

29) Managers who have high conscientiousness are most likely to be

A) introverts.
B) open to experience.
C) low on agreeableness.
D) organized and self-disciplined.
30) ________ is the tendency to be original, have broad interests, be daring, and take risks.
A) Agreeableness
B) Conscientiousness
C) Openness to experience
D) Introversion

31) As a manager of a creative services agency, Bibi is known throughout the company as a risk-
taker and an innovator. Bibi is high on the trait continuum of
A) introversion.
B) agreeableness.
C) openness to experience.
D) negative affectivity.

32) Why is high self-esteem valuable in a manager?

A) It causes managers to become more extraverted when dealing with associates.
B) It keeps managers from intervening in their subordinates’ projects or problems.
C) It allows them to face the reality that they are not in control of most situations.
D) It facilitates the manager’s setting high standards for their own performance.

33) If manager Roderick does not perform well on a project, he blames it on lack of preparedness
on his part. Roderick can be said to have
A) agreeableness.
B) low self-esteem.
C) negative affectivity.
D) an internal locus of control.

34) Which personality trait makes people accountable and responsible for their own actions and
ensures ethical behavior in an organization?
A) self-esteem
B) conscientiousness
C) internal locus of control
D) negative affectivity

35) People who believe that outside forces are responsible for what happens to and around them
and do not think that their own actions make much of a difference possess
A) conscientiousness.
B) openness to experience.
C) extraversion.
D) an external locus of control.
36) Whenever Daou performs well on a test, he thinks that his teacher was being lenient or that
he was lucky. Daou may be said to have
A) agreeableness.
B) high self-esteem.
C) a high sense of achievement.
D) an external locus of control.

37) ________ is the degree to which individuals feel good about themselves and their
capabilities.
A) Self-esteem
B) Attitude
C) Emotional intelligence
D) Self-criticism

38) As the night manager of a restaurant, Sean must deal with customer complaints, address
safety hazards, and handle employee conflicts. He never lets these difficult situations keep
him from feeling competent, deserving, and in control. As a manager, Sean consistently
demonstrates
A) an external locus of control.
B) negative affectivity.
C) high self-esteem.
D) agreeableness.

39) A middle manager working at Harrison Corporation is unable to judge his own capabilities
and has a poor opinion of himself; this manager is likely to have
A) an internal locus of control.
B) low self-esteem.
C) a need for affiliation.
D) little openness to experience.

40) Which trait is likely to help managers maintain high standards for themselves and push ahead
on challenging projects?
A) high extraversion
B) need for affiliation
C) external locus of control
D) high self-esteem
41) According to psychologist David McClelland, the extent to which an individual has a strong
desire to perform challenging tasks well and to meet personal standards for excellence is
known as the individual's need for
A) affiliation.
B) achievement.
C) power.
D) affection.

42) Lester must choose a manager to head a new task force. The vice president of his department
asked him to choose a high achiever for this role. Which person is Lester most likely to
choose?
A) Lana works consistently to improve relationships in her department. She schedules a
team social event at least six times a year.
B) Teel believes he can make a difference. He accepts responsibility for the
consequences of his own actions.
C) Rhonda is a natural leader. She exerts a lot of influence over her peers, and she keeps
tight control over the actions of her subordinates.
D) Jaelle consistently accepts challenging tasks. She keeps clear goals for herself and
likes to get regular feedback for her performance.

43) The need for ________ is the extent to which an individual is concerned about establishing
and maintaining good interpersonal relations, being liked, and having associates get along
with one another.
A) power
B) self-esteem
C) conscientiousness
D) affiliation

44) A person with a need for power desires to

A) socialize the workplace.
B) uphold high standards.
C) control or influence others.
D) establish good relationships.
45) Which term refers to what managers are trying to achieve through work and how they think
they should behave?
A) emotions
B) moods
C) intelligence
D) values

46) A(n) ________ value is a personal conviction about lifelong goals or objectives.
A) terminal
B) instrumental
C) moral
D) means

47) A(n) ________ value is a personal conviction about desired modes of conduct or ways of
behaving.
A) terminal
B) personal
C) moral
D) instrumental

48) Sonja is a middle manager who is upset because another valuable employee has just
submitted her letter of resignation. The departing employee is experienced, knowledgeable,
and has gained much insight over the years into the company’s culture and the industry in
general. She will be missed. Sonja is alarmed by the company’s high turnover rate. What is
one thing she might do to address this problem effectively?
A) Explain to employees that they must sometimes do things that go against their
consciences, and offer them support for doing so.
B) Keep employees aware of exactly what they are supposed to do and when and how
they are supposed to do it.
C) Praise employees for excellent job performance and offer them the freedom to use
their own judgment on the job.
D) Keep employees out of loop when it comes to planning and decision making, so that
if an employee quits, valuable knowledge won’t be lost.
49) The employees at Gervasi Software wear casual clothes, play pool at lunch, and bring their
children to work. When Eileen joined the company, no one explained these unwritten rules to
her; she just figured them out. These informal codes of conduct followed by Gervasi
Solutions employees are known as
A) norms.
B) goals.
C) instrumental values.
D) unspoken rules.

50) Which term refers to the terminal and instrumental values that are guiding principles in an
individual’s life?
A) value system
B) organization values
C) grading system
D) ruling system

51) Which statement is an example of someone applying a terminal value?

A) Laura is confident she can figure out problems using her own analytical skills.
B) Paul prefers not to accept help from coworkers unless it is absolutely necessary.
C) Neveen is careful not to do anything that will make her feel that she has compromised
herself.
D) Horace rarely loses his temper when he is working under stressful conditions.

52) Dexter, a production manager at a manufacturing company, has successfully developed a

cost-effective product that has made a lasting contribution to the firm. Which terminal value
most likely helped Dexter develop this product?
A) need for affiliation
B) sense of accomplishment
C) need for power
D) self-respect

53) A(n) ________ is a collection of feelings and beliefs.

A) habit
B) attitude
C) value
D) norm
54) A newly promoted manager at Will’s World puts in long hours and recently went out of his
way to help a coworker finish a task on time. This manager is demonstrating
A) mature socialization.
B) organizational citizenship.
C) job dissatisfaction.
D) high introversion.

55) Organizational citizenship behaviors are an employee’s

A) strict adherence to organizational goals.
B) willingness to perform above and beyond the call of duty.
C) reluctance to offer suggestions to the organization.
D) emotional attachment to the organization.

56) The collection of feelings and beliefs that managers have about their organization as a whole
is known as organizational
A) commitment.
B) climate.
C) citizenship.
D) socialization.

57) Cameron manages twelve employees at Tacos from Heaven, a Mexican fast-food chain. She
believes in the quality of the food, has a high degree of loyalty toward Tacos from Heaven as
a company, and is proud of the difference it has made in the community. Cameron is
demonstrating organizational
A) culture.
B) socialization.
C) commitment.
D) control.

58) Managers who have ________ perform some of their figurehead and spokesperson roles and
persuade others both inside and outside the organization of the organization's merits.
A) competitive advantage
B) organizational commitment
C) high self-esteem
D) need for power
59) Billy Eisenberg, manager of Billy's Way, is always smiling, pointing out the bright side of
negative situations, and giving uplifting advice. Predict the most likely condition of the
subordinates who work for Billy.
A) lower self-esteem
B) introversion
C) higher performance levels
D) higher need for power

60) A manager at Lifetime Investment Group is not always able to control her temper at work. If
anyone contradicts her, she gets red in the face, raises her voice, and challenges others’
opinions. Her assistant feels threatened and upset when the manager gets angry. The assistant
has noticed that her own and others’ decision-making ability is hindered by the manager’s
negative moods. The assistant decides to take the initiative and discuss her concerns directly
with the manager. What should the assistant focus on in the discussion?
A) The assistant should say that she cannot work for a manager who gets angry because
she is an introvert who needs a quiet environment.
B) The assistant should inform the manager that she does not have a good understanding
of her own emotions.
C) The assistant should explain that the manager’s subordinates want to feel comfortable
making decisions, but her outbursts create an atmosphere of fear.
D) The assistant should read the manager passages taken from a recent journal article on
emotional intelligence in the workplace.

61) Which phrase defines emotion?

A) a feeling or state of mind
B) intense, relatively short-lived feelings
C) superficial, relatively long-lived feelings
D) a condition

62) People who are most likely to experience negative moods are
A) high on negative affectivity.
B) high on agreeableness.
C) high on job satisfaction.
D) high on organizational commitment.
63) As a manager of a packing and shipping store, Efron comes to work upbeat, enthusiastic, and
energetic. His employees appreciate his positive
A) trait.
B) mood.
C) values.
D) self-esteem.

64) Which term refers to the ability to understand and manage one's own moods and emotions
and those of other people?
A) emotional intelligence
B) critical thinking
C) decision making
D) cultural intelligence

65) One of the attributes that make Ahmed an excellent manager is his ability to understand the
moods of his subordinates coupled with his ability to manage his own moods. Ahmed has a
high level of
A) attitude.
B) socialization.
C) emotional intelligence.
D) organizational commitment.

66) Because Gunther understands his employees’ feelings, he is able to relate to them and
motivate them to work together to achieve the team’s goals. This demonstrates that emotional
intelligence in a manager has the potential to contribute to effective ________ in multiple
ways.
A) leadership
B) profit sharing
C) values
D) agreeableness

67) Organizational ________ comprises the shared set of beliefs, expectations, values, norms,
and work routines that influence how members of an organization relate to one another and
work together to achieve organizational goals.
A) planning
B) achievement
C) conscientiousness
D) culture
68) A printing company approaches customers directly to better understand their requirements in
detail, deliver the products before the scheduled time, and receive feedback from the
customers. This is a description of the company’s ________ culture.
A) innovative
B) entrepreneurial
C) organizational
D) conservative

69) The distinctive ways in which organizational members perform their jobs and relate to others
inside and outside the organization is known as organizational
A) culture.
B) capital.
C) hierarchy.
D) planning.

70) Bill Gates, founder of Microsoft, expected employees to be creative, work hard, dress
informally, and personalize their offices. This is an example of how
A) employees imitate their supervisors’ behavior out of deference.
B) founders influence their organizations’ values and norms.
C) successful organizations all display a similar organizational culture.
D) employees gravitate toward organizations that have no norms.

71) ________ signify what an organization and its employees are trying to accomplish.
A) Emotions
B) Moods
C) Terminal values
D) Instrumental values

72) ________ guide how the organization and its members achieve organizational goals.
A) Attitudes
B) Emotions
C) Instrumental values
D) Terminal values
73) Shania, a business major, is focused on her dream of becoming a manager for a major
company. Albert, a manager at Second Storey, believes his team should show unfailing
courtesy to customers. Shania demonstrates ________ values, while Albert demonstrates
________ values.
A) leading; planning
B) introverted; extraverted
C) terminal; instrumental
D) instrumental; terminal

74) According to the ASA model, company founders can influence the values, norms, and
standards of their companies. This occurs because
A) the founder is highly conscientious.
B) managers distribute rules for behavior.
C) the founder lays off employees and hires all-new staff.
D) subordinates imitate the style of the founder.

75) The process by which newcomers learn an organization's values and norms and acquire the
work behaviors necessary to perform jobs effectively is known as organizational
A) conscientiousness.
B) socialization.
C) planning.
D) controlling.

76) As a manager of a chain of retail stores, you have noticed a high turnover rate for newly
hired employees. It seems that new employees quit, often within their first six months,
because they say they feel disconnected from their coworkers and the rest of the
organization. Which action would most likely help you reduce employee turnover?
A) Make introverted employees attend a workshop to become more outgoing.
B) Implement a plan for improving organizational socialization.
C) Recruit and hire introverted personalities who won’t mind feeling less connected.
D) Ask resigning employees to name the specific people they didn’t connect with.
77) At an apparel company, new employees go through a short orientation process. They hear
about the organization and its values, culture, and goals. They then meet their work group
and learn about their own role in the organization, the skills needed to do their job, and both
the formal procedures and informal norms. This is an example of organizational
A) controlling.
B) planning.
C) socialization.
D) brainstorming.

78) Every year on the anniversary of the company’s founding, employees are given the day off
and the company sponsors a picnic with free food and games. This is an example of a(n)
A) value.
B) award.
C) story.
D) rite.

79) Rites of ________ determine how individuals enter, advance within, and leave the
organization.
A) passage
B) integration
C) celebration
D) inauguration

80) Every year on the Friday prior to Christmas, a consumer products company holds its annual
holiday party. This is an example of a rite of
A) enhancement.
B) integration.
C) inauguration.
D) celebration.

81) For the grocery chain Food Place, a social media specialist announces employee promotions
on the company’s blog. This is an example of a rite of
A) celebration.
B) socialization.
C) passage.
D) enhancement.
82) Which statement is true of the planning process in an organization with an innovative
culture?
A) It encourages lower-level managers to participate in the process.
B) It rarely takes risks involving the development of new products.
C) It emphasizes formal top-down planning.
D) It subjects the suggestions from lower-level managers to a formal review process that
significantly slows decision making.

83) Elaine Smith of Mensa Industries has just hired a new lower-level manager who comes from
a conservative organizational culture. The new manager, Jon Buzzard, is cautious, slow to
make decisions, and subjects his subordinates to close monitoring. One of his subordinates
comes to Elaine in frustration, saying, “Whenever I have a suggestion, Jon wants to put it
through a formal review process. I don’t feel like he is willing to listen to new ideas.” Elaine
decides to encourage Jon to change his management style to one that better fits the
innovative culture of Mensa Industries. Which action is the best choice for Elaine?
A) Encourage Jon to allow his subordinates to participate in the planning and decision-
making process.
B) Counsel Jon to take a hands-on approach and stay involved in every aspect of his
subordinates’ actions.
C) Help Jon become more extraverted so that he can establish a friendly relationship
with each subordinate.
D) Advise Jon to establish rites of passage, such as employee training, so that
subordinates feel involved.

84) Which statement is true of the managerial function of organizing in an organization that has a
conservative culture?
A) It has a decentralized authority, which encourages employees to work together to
solve ongoing problems.
B) It creates a well-defined hierarchy of authority with clear reporting relationships.
C) A product team structure is most suitable for an organization with a conservative
culture.
D) Such organizations have a flat structure with few levels in the hierarchy.
85) Digital Fellows establishes a product team to develop a new mobile app. Liam and Cathy are
part of the team, and they are excited about their new roles as product developers. Lately,
Liam has been complaining to Cathy that he needs to have every action he takes approved by
his manager and then by his manager’s manager. Liam despairs of ever getting a creative
idea off the ground. Cathy confides that she is experiencing the same problem. Evaluate the
reason why Liam and Cathy are having difficulty getting their new product team up and
running.
A) Liam and Cathy are not sufficiently socialized at Digital Fellows.
B) Digital Fellows has a rigid hierarchy of authority that demonstrates a conservative
culture.
C) Liam and Cathy are not extraverted enough to communicate comfortably with upper
management.
D) Liam and Cathy have low self-esteem, as evidenced by their poor attitudes toward
their work.

86) Dresden hires a new salesperson, Franz McKinney. Dresden notices Franz hesitates to
cultivate new customers, preferring to work with established clients. One day Dresden takes
Franz to lunch. To his surprise, she suddenly starts making a sales pitch to a total stranger on
the street. The stranger isn’t interested, but afterward Dresden turns to Franz and says, “That
wasn’t so bad; I’ve learned something from that encounter. Now you go and do likewise.”
Dresden’s management style is
A) conscientious.
B) introverted.
C) leading by example.
D) conservative.

87) Managers who recognize that failure must be accepted for creativity to thrive tend to value
A) caution.
B) formality.
C) introversion.
D) innovation.
88) Sara Hawthorne is a new manager at a real-estate agency, Holiday Homes. The manager she
is replacing had a reputation for being extremely conservative. He carefully monitored
employee progress toward sales goals, laid out strict rules that all employees were expected
to follow, and emphasized caution in decision making. Sara believes the company would
benefit from a less conservative management approach. What is one step Sara can take to
establish an innovative culture at Holiday Homes?
A) Be supportive whether employees succeed or fail.
B) Initiate an annual awards banquet that recognizes employees who surpass their sales
goals.
C) Set clear, easily achievable incremental sales goals and closely watch employees’
individual progress.
D) Conduct a survey of employee attitudes, and lay off employees demonstrating poor
job satisfaction.

89) Romaine Jacquet joined East Corp, a company with an innovative culture, as a middle
manager. Now she has been promoted to lead a team of subject-matter experts tasked with
developing a new product line. Romaine feels pressure to ensure the success of this risky new
venture. When one of her team members, Jane Obidaya, approaches her with a daring new
idea, Romaine insists that Jane defend the idea by presenting an hour-long slide presentation
to management. Next, Romaine subjects Jane’s idea to a formal review process that is still
underway months later. As a result, Romaine’s team has made little progress, and the team
members are losing motivation. Given East Corp’s culture, what should Romaine have done
instead to support the success of her new team?
A) She should have allowed the team to proceed with the idea but constantly monitored
their progress toward the goal.
B) She should have prevented her team from participating in the planning process until
she herself had defined their final objective.
C) She should have shown a willingness to listen to new ideas and to take risks in
developing new products.
D) She should have created a well-defined hierarchy of authority and established clear
reporting relationships for the team.
90) Sanjeet Patel is a manager tasked with building common norms and values at a new social
networking start-up, Soar. As a brand-new company, Soar does not yet have a clear-cut
organizational culture. The company founder has chosen Sanjeet for this task because of her
outgoing and positive personality. Which statement represents the most effective way Sanjeet
encourages shared norms and values at Soar?
A) She can halt the singling out of individual employees at awards ceremonies because it
discourages other employees.
B) She can post a report about the importance of socialization to the company website
and email its link to all employees.
C) She can share stories about organizational heroes and villains and their actions.
D) She can stay late at the office to lead by example and encourage others to do the
same.

ESSAY. Write your answer in the space provided or on a separate sheet of paper.
91) It is important to understand the personalities of managers because their personality types
influence their approach to managing people and resources. Choose one of the Big Five
personality dimensions. Describe in detail the ways in which a manager with the personality
dimension you chose would approach each of the four management behaviors (planning,
organizing, leading, controlling).

92) Discuss extraversion. How does it affect managers' thoughts, feelings, and behaviors?

93) Compare and contrast internal and external locus of control.

94) Discuss the needs for achievement, affiliation, and power that affect managerial behavior.

95) A terminal value is a personal conviction about lifelong goals. Choose one of the two
terminal values identified by Milton Rokeach. Next, give three well-developed examples of
how a manager would apply the value you chose in the workplace.

96) Define job satisfaction and discuss why it is so important for managers to be satisfied with
their jobs.

97) Discuss organizational commitment and its relationship to organizational culture.

98) How do negative moods affect an organization? First, describe the qualities of a negative
mood in general. Next, develop at least three examples of how negative moods exhibited by
managers can affect their subordinates and, by extension, the organization as a whole.
99) Define the concept of emotional intelligence. How does having emotional intelligence help
managers?

100) What is organizational culture? Compare weak and strong organizational culture, using
examples.

101) Explain the attraction-selection-attrition (ASA) framework. How does it help explain the
formation of organizational cultures?

102) Differentiate between terminal and instrumental values. How do they contribute to the
organizational culture?

103) How does socialization help an organization? Give two examples of ways that
organizations can use socialization to improve their organization.
104) Explain what organizational rites are and name the different types. Choose one type of
organizational rite, and discuss how a manager could use it to enhance employee
productivity. Provide specific examples of this application.

105) Explain how culture influences the way managers perform their four main functions:
planning, organizing, leading, and controlling.
Answer Key
Test name: chapter 2

1) FALSE

2) FALSE

3) TRUE

4) TRUE

5) FALSE

6) TRUE

7) FALSE

8) TRUE

9) TRUE

10) TRUE

11) TRUE

12) TRUE

13) A
All people, including managers, have certain enduring characteristics that influence how they
think, feel, and behave both on and off the job. These characteristics are personality traits:
particular tendencies to feel, think, and act in certain ways that can be used to describe the
personality of every individual.

14) B
An individual's personality is composed of five general traits or characteristics: extraversion,
negative affectivity, agreeableness, conscientiousness, and openness to experience. Researchers
often consider these the Big Five personality traits.

15) D
Extraversion is the tendency for individuals to be outgoing, sociable, and energetic in their
behavior. Managers who are high on the extraversion continuum (often called extroverts) tend to
be friendly and enjoy social interactions. Managers who are low on the extraversion continuum
(often called introverts) tend to be less inclined toward social interactions and prefer to spend
more time alone.

16) D
Extraversion is the tendency for individuals to be outgoing, sociable, and energetic in their
behavior. Managers who are high on the extraversion continuum (often called extroverts) tend to
be friendly and enjoy social interactions. Managers who are low on the extraversion continuum
(often called introverts) tend to be less inclined toward social interactions and prefer to spend
more time alone.

17) A
The need for affiliation is the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and having the people around him or her
get along with one another.

18) B
Conscientiousness is the tendency to be careful, scrupulous, and persevering.

19) C
Extraversion is the tendency for individuals to be outgoing, sociable, and energetic in their
behavior. Managers who are high on the extraversion continuum (often called extroverts) tend to
be friendly and enjoy social interactions. Managers who are low on the extraversion continuum
(often called introverts) tend to be less inclined toward social interactions and prefer to spend
more time alone.

20) C
It is important to understand the personalities of managers because their personalities influence
their behavior and their approach to managing people and resources.

21) D
Extraversion is the tendency for individuals to be outgoing, sociable, and energetic in their
behavior. Managers who are high on the extraversion continuum (often called extroverts) tend to
be friendly and enjoy social interactions. Managers who are low on the extraversion continuum
(often called introverts) tend to be less inclined toward social interactions and prefer to spend
more time alone.

22) C
Negative affectivity is the tendency to experience negative emotions and moods, feel distressed,
and be critical of oneself and others. Managers high on this trait may often feel angry and
dissatisfied and complain about their own and others' lack of progress.

23) C
Negative affectivity is the tendency to experience negative emotions and moods, feel distressed,
and be critical of oneself and others. Managers high on this trait may often feel angry and
dissatisfied and complain about their own and others’ lack of progress.

24) A
Conscientiousness is the tendency to be careful, scrupulous, and persevering. Managers who are
high on the conscientiousness continuum are organized and self-disciplined, and their persistence
and determination help them overcome obstacles and turn their ideas into successful new
ventures.

25) B
Agreeableness is the tendency to get along well with others. Managers who are high on the
agreeableness continuum are likable, tend to be affectionate, and care about other people.
Managers who are low on agreeableness may be somewhat distrustful of others, unsympathetic,
uncooperative, and even at times antagonistic.

26) C
Agreeableness is the tendency to get along well with others. Managers who are high on the
agreeableness continuum are likable, tend to be affectionate, and care about other people.
Managers who are low on agreeableness may be somewhat distrustful of others, unsympathetic,
uncooperative, and even at times antagonistic.

27) A
Conscientiousness is the tendency to be careful, scrupulous, and persevering. Managers who are
high on the conscientiousness continuum are organized and self-disciplined; those who are low
on this trait might sometimes appear to lack direction and self-discipline.

28) B
Managers who are low on extraversion may nevertheless be highly effective and efficient,
especially when their jobs do not require much social interaction. Their quieter approach may
enable them to accomplish quite a bit of work in limited time.

29) D
Conscientiousness is the tendency to be careful, scrupulous, and persevering. Managers who are
high on the conscientiousness continuum are organized and self-disciplined; those who are low
on this trait might sometimes appear to lack direction and self-discipline.

30) C
Openness to experience is the tendency to be original, have broad interests, be open to a wide
range of stimuli, be daring, and take risks. Managers who are high on this trait continuum may be
especially likely to take risks and be innovative in their planning and decision making. Managers
who are low on openness to experience may be less prone to take risks and more conservative in
their planning and decision making.

31) C
Openness to experience is the tendency to be original, have broad interests, be open to a wide
range of stimuli, be daring, and take risks. Managers who are high on this trait continuum may be
especially likely to take risks and be innovative in their planning and decision making.

32) D
High self-esteem is desirable for managers because it facilitates their setting and keeping high
standards for themselves, pushes them ahead on difficult projects, and gives them the confidence
they need to make and carry out important decisions.

33) D
People with an internal locus of control believe they themselves are responsible for their own
fate; they see their own actions and behaviors as being major and decisive determinants of
important outcomes such as attaining levels of job performance, being promoted, or being turned
down for a choice job assignment. Some managers with an internal locus of control see the
success of a whole organization resting on their shoulders.

34) C
An internal locus of control helps to ensure ethical behavior and decision making in an
organization because people feel accountable and responsible for their own actions. Managers
are responsible for ensuring that organizations and their members behave in an ethical fashion,
and for this as well they need an internal locus of control.

35) D
People with an external locus of control believe that outside forces are responsible for what
happens to and around them; they do not think their own actions make much of a difference. As
such, they tend not to intervene to try to change a situation or solve a problem, leaving it to
someone else.

36) D
People with an external locus of control believe that outside forces are responsible for what
happens to and around them; they do not think their own actions make much of a difference. As
such, they tend not to intervene to try to change a situation or solve a problem, leaving it to
someone else.

37) A
Self-esteem is the degree to which individuals feel good about themselves and their capabilities.
People with high self-esteem believe they are competent, deserving, and capable of handling
most situations.

38) C
Self-esteem is the degree to which individuals feel good about themselves and their capabilities.
People with high self-esteem believe they are competent, deserving, and capable of handling
most situations.

39) B
People with low self-esteem have poor opinions of themselves, are unsure about their
capabilities, and question their ability to succeed at different endeavors. Research suggests that
people tend to choose activities and goals consistent with their levels of self-esteem.

40) D
High self-esteem is desirable for managers because it facilitates their setting and keeping high
standards for themselves, pushes them ahead on difficult projects, and gives them the confidence
they need to make and carry out important decisions.

41) B
The need for achievement is the extent to which an individual has a strong desire to perform
challenging tasks well and to meet personal standards for excellence. People with a high need for
achievement often set clear goals for themselves and like to receive performance feedback.

42) D
The need for achievement is the extent to which an individual has a strong desire to perform
challenging tasks well and to meet personal standards for excellence. People with a high need for
achievement often set clear goals for themselves and like to receive performance feedback.

43) D
The need for affiliation is the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and having the people around him or her
get along with one another.

44) C
The need for power is the extent to which an individual desires to control or influence others.

45) D
Values, attitudes, and moods and emotions capture how managers experience their jobs as
individuals. Values describe what managers are trying to achieve through work and how they
think they should behave.

46) A
The two kinds of personal values are terminal and instrumental. A terminal value is a personal
conviction about lifelong goals or objectives; an instrumental value is a personal conviction
about desired modes of conduct or ways of behaving.

47) D
The two kinds of personal values are terminal and instrumental. A terminal value is a personal
conviction about lifelong goals or objectives; an instrumental value is a personal conviction
about desired modes of conduct or ways of behaving.

48) C
The freedom to use one’s judgment can be a source of satisfaction for managers and other
employees. An employee who is highly satisfied may never even think about looking for another
position; a dissatisfied employee may always be on the lookout for new opportunities. Turnover
can hurt an organization because it causes the loss of the experience and knowledge that
employees have gained about the company, industry, and business environment.

49) A
In addition to values, shared norms also are a key aspect of organizational culture. Norms are
unwritten, informal rules or guidelines that prescribe appropriate behavior in particular
situations.

50) A
Value system refers to the terminal and instrumental values that are guiding principles in an
individual's life. By rank ordering the terminal values and instrumental values, people can give
good pictures of their value systems—what they are striving to achieve in life and how they want
to behave.

51) C
Neveen exhibits self-respect by not wanting to compromise herself. A sense of self-respect is an
example of a terminal value. The others exhibit self-reliance, self-sufficiency, self-control, and
self-discipline, which are examples of instrumental values.

52) B
Several of Dexter's terminal values seem to be especially important for managers such as "a
sense of accomplishment (a lasting contribution)," "equality (brotherhood, equal opportunity for
all)," and "self-respect (self-esteem)." A manager who thinks a sense of accomplishment is of
paramount importance might focus on making a lasting contribution to an organization by
developing a new product that can save or prolong lives.

53) B
An attitude is a collection of feelings and beliefs. Like everyone else, managers have attitudes
about their jobs and organizations, and these attitudes affect how they approach their jobs.

54) B
Satisfied managers may be more likely to go the extra mile for their organizations or perform
organizational citizenship behaviors (OCBs)—behaviors that are not required of organizational
members but that contribute to and are necessary for organizational efficiency, effectiveness, and
competitive advantage. Managers who are satisfied with their jobs are more likely to perform
these “above and beyond the call of duty” behaviors.

55) B
Satisfied managers may be more likely to go the extra mile for their organizations or perform
organizational citizenship behaviors (OCBs)—behaviors that are not required of organizational
members but that contribute to and are necessary for organizational efficiency, effectiveness, and
competitive advantage. Managers who are satisfied with their jobs are more likely to perform
these "above and beyond the call of duty" behaviors.

56) A
Organizational commitment is the collection of feelings and beliefs that managers have about
their organization as a whole. Managers who are committed to their organizations believe in
what their organizations are doing, are proud of what these organizations stand for, and feel a
high degree of loyalty toward their organizations.

57) C
Organizational commitment is the collection of feelings and beliefs that managers have about
their organization as a whole. Managers who are committed to their organizations believe in
what their organizations are doing, are proud of what these organizations stand for, and feel a
high degree of loyalty toward their organizations.

58) B
Organizational commitment is likely to help managers perform some of their figurehead and
spokesperson roles. It is much easier for a manager to persuade others both inside and outside the
organization of the merits of what the organization has done and is seeking to accomplish if the
manager truly believes in and is committed to the organization.

59) C
Research has found that moods and emotions affect the behavior of managers and all members of
an organization. For example, research suggests that the subordinates of managers who
experience positive moods at work may perform at somewhat higher levels and be less likely to
resign and leave the organization than the subordinates of managers who do not tend to be in a
positive mood at work.

60) C
Rather than making personal judgments or accusations, the assistant should focus on how the
manager’s behavior affects her employees’ productivity. Managers and other members of an
organization need to realize that how they feel affects how they treat others and how others
respond to them, including their subordinates. For example, a subordinate may be more likely to
approach a manager with a somewhat unusual but potentially useful idea if the subordinate
thinks the manager is in a good mood. Likewise, when managers are in very bad moods, their
subordinates might try to avoid them at all costs.

61) B
Emotions are more intense feelings than moods, are often directly linked to whatever caused the
emotion, and are more short-lived. However, once whatever has triggered the emotion has been
dealt with, the feelings may linger in the form of a less intense mood.

62) A
People who are high on negative affectivity are especially likely to experience negative moods.

63) B
A mood is a feeling or state of mind. When people are in a positive mood, they feel excited,
enthusiastic, active, or elated.

64) A
Emotional intelligence is the ability to understand and manage one's own moods and emotions
and the moods and emotions of other people.

65) C
Emotional intelligence is the ability to understand and manage one's own moods and emotions
and the moods and emotions of other people. Managers with a high level of emotional
intelligence are more likely to understand how they are feeling and why, and they are more able
to effectively manage their feelings.

66) A
More generally, emotional intelligence has the potential to contribute to effective leadership in
multiple ways.

67) D
Organizational culture comprises the shared set of beliefs, expectations, values, norms, and work
routines that influence how members of an organization relate to one another and work together
to achieve organizational goals. In essence, organizational culture reflects the distinctive ways in
which organizational members perform their jobs and relate to others inside and outside the
organization.

68) C
In essence, organizational culture reflects the distinctive ways in which organizational members
perform their jobs and relate to others inside and outside the organization.

69) A
Organizational culture comprises the shared set of beliefs, expectations, values, norms, and work
routines that influence how members of an organization relate to one another and work together
to achieve organizational goals. In essence, organizational culture reflects the distinctive ways in
which organizational members perform their jobs and relate to others inside and outside the
organization.

70) B
An organization’s founder and his or her terminal and instrumental values have a substantial
influence on the values, norms, and standards of behavior that develop over time within the
organization. Founders set the scene for the way cultural values and norms develop because their
own values guide the building of the company, and they hire other managers and employees who
they believe will share these values and help the organization attain them.

71) C
Shared terminal and instrumental values play a particularly important role in organizational
culture. Terminal values signify what an organization and its employees are trying to
accomplish, and instrumental values guide how the organization and its members achieve
organizational goals.

72) C
Shared terminal and instrumental values play a particularly important role in organizational
culture. Terminal values signify what an organization and its employees are trying to
accomplish, and instrumental values guide how the organization and its members achieve
organizational goals.

73) C
A terminal value is a personal conviction about lifelong goals; an instrumental value is a
personal conviction about modes of conduct. Terminal and instrumental values have an impact
on what managers try to achieve and how they behave.

74) D
From the ASA model, it is clear that founders of an organization can have profound and long-
lasting effects on organizational culture. Employees imitate the style of the founder and, in turn,
transmit their values and norms to their employees. Gradually, over time, the founder’s values
and norms permeate the organization.

75) B
Organizational socialization is the process by which newcomers learn an organization's values
and norms and acquire the work behaviors necessary to perform jobs effectively. As a result of
their socialization experiences, organizational members internalize an organization's values and
norms and behave in accordance with them not only because they think they have to but because
they think these values and norms describe the right and proper way to behave.

76) B
Organizational socialization is the process by which newcomers learn an organization's values
and norms and acquire the work behaviors necessary to perform jobs effectively. As a result of
their socialization experiences, organizational members internalize an organization's values and
norms and behave in accordance with them not only because they think they have to but because
they think these values and norms describe the right and proper way to behave.

77) C
Organizational socialization is the process by which newcomers learn an organization's values
and norms and acquire the work behaviors necessary to perform jobs effectively. As a result of
their socialization experiences, organizational members internalize an organization's values and
norms and behave in accordance with them not only because they think they have to but because
they think these values and norms describe the right and proper way to behave.

78) D
One of the ways in which managers can create or influence organizational culture is by
developing organizational ceremonies and rites—formal events that recognize incidents of
importance to the organization as a whole and to specific employees. The most common rites
that organizations use to transmit cultural norms and values to their members are rites of passage,
of integration, and of enhancement.

79) A
Rites of passage determine how individuals enter, advance within, and leave the organization.
These rites help the individuals to learn and internalize the norms and values of the organization.

80) B
Rites of integration, such as shared announcements of organizational successes, office parties,
and company cookouts, build and reinforce common bonds among organizational members.
These rites help the organization to build common norms and values within their employees.

81) D
Rites of enhancement, such as awards dinners, newspaper releases, and employee promotions, let
organizations publicly recognize and reward employees' contributions and thus strengthen their
commitment to organizational values. By bonding members within the organization, rites of
enhancement reinforce an organization's values and norms.

82) A
Top managers in an organization with an innovative culture are likely to encourage lower-level
managers to participate in the planning process and develop a flexible approach to planning.
They are likely to be willing to listen to new ideas and to take risks involving the development of
new products. In contrast, top managers in an organization with conservative values are likely to
emphasize formal top-down planning. Suggestions from lower-level managers are likely to be
subjected to a formal review process, which can significantly slow decision making.

83) A
Top managers in an organization with an innovative culture are likely to encourage lower-level
managers to participate in the planning process and develop a flexible approach to planning.
They are likely to be willing to listen to new ideas and to take risks involving the development of
new products. In contrast, top managers in an organization with conservative values are likely to
emphasize formal top-down planning. Suggestions from lower-level managers are likely to be
subjected to a formal review process, which can significantly slow decision making.

84) B
Valuing creativity, managers in innovative cultures are likely to try to create an organic structure
—one that is flat, with few levels in the hierarchy, and one in which authority is decentralized so
employees are encouraged to work together to solve ongoing problems. A product team structure
may be suitable for an organization with an innovative culture. In contrast, managers in a
conservative culture are likely to create a well-defined hierarchy of authority and establish clear
reporting relationships so employees know exactly whom to report to and how to react to any
problems that arise.

85) B
Valuing creativity, managers in innovative cultures are likely to try to create an organic structure
—one that is flat, with few levels in the hierarchy, and one in which authority is decentralized so
employees are encouraged to work together to solve ongoing problems. A product team structure
may be suitable for an organization with an innovative culture. In contrast, managers in a
conservative culture are likely to create a well-defined hierarchy of authority and establish clear
reporting relationships so employees know exactly whom to report to and how to react to any
problems that arise.

86) C
In an innovative culture, managers are likely to lead by example, encouraging employees to take
risks and experiment. They are supportive regardless of whether employees succeed or fail. In
contrast, managers in a conservative culture are likely to use management by objectives and to
constantly monitor subordinates' progress toward goals, overseeing their every move.

87) D
Managers who want to encourage risk taking, creativity, and innovation recognize that there are
multiple potential paths to success and that failure must be accepted for creativity to thrive. Thus
they are less concerned about employees' performing their jobs in a specific, predetermined
manner and in strict adherence to preset goals and more concerned about employees' being
flexible and taking the initiative to come up with ideas for improving performance.

88) A
Managers who want to encourage risk taking, creativity, and innovation recognize that there are
multiple potential paths to success and that failure must be accepted for creativity to thrive. Thus
they are less concerned about employees' performing their jobs in a specific, predetermined
manner and in strict adherence to preset goals and more concerned about employees' being
flexible and taking the initiative to come up with ideas for improving performance.

89) C
Top managers in an organization with an innovative culture are likely to encourage lower-level
managers to participate in the planning process and develop a flexible approach to planning.
They are likely to be willing to listen to new ideas and to take risks involving the development of
new products. In contrast, top managers in an organization with conservative values are likely to
emphasize formal top-down planning. Suggestions from lower-level managers are likely to be
subjected to a formal review process, which can significantly slow decision making.

90) C
Stories and language communicate organizational culture. Stories (whether fact or fiction) about
organizational heroes and villains and their actions provide important clues about values and
norms. Such stories can reveal the kinds of behaviors that are valued by the organization and the
kinds of practices that are frowned upon.

91) Essay
Personality traits refers to the enduring tendencies to feel, think, and act in certain ways. The Big
Five personality traits are extraversion, negative affectivity, agreeableness, conscientiousness,
and openness to experience.
Student examples will vary. For example: A manager with conscientiousness will be scrupulous
about devoting enough time to planning; will be highly organized; and will lead by example as
well as by direct feedback. A manager with conscientiousness may or may not be controlling,
depending on what other personality traits he or she has.

92) Essay
Extraversion is the tendency to experience positive emotions and moods and feel good about
oneself and the rest of the world.
Managers who are high on extraversion (extraverts) tend to be sociable, affectionate, outgoing,
and friendly. Managers who are low on extraversion (introverts) tend to be less inclined toward
social interactions and to have a less positive outlook. Being high on extraversion may be an
asset for managers whose jobs entail especially high levels of social interaction. Managers who
are low on extraversion may nevertheless be highly effective and efficient, especially when their
jobs do not require much social interaction.

93) Essay
People with an internal locus of control believe they themselves are responsible for their own
fate; they see their own actions and behaviors as being major and decisive determinants of
important outcomes such as attaining levels of job performance, being promoted, or being turned
down for a choice job assignment. People with an internal locus of control feel accountable and
responsible for their own actions.
People with an external locus of control believe that outside forces are responsible for what
happens to and around them; they do not think their own actions make much of a difference.
People with an external locus of control tend not to intervene to try to change a situation or solve
a problem and leave it to someone else.

94) Essay
Psychologist David McClelland has extensively researched the needs for achievement,
affiliation, and power.
 The need for achievement is the extent to which an individual has a strong desire to
perform challenging tasks well and to meet personal standards for excellence. People
with a high need for achievement often set clear goals for themselves and like to receive
performance feedback.
 The need for affiliation is the extent to which an individual is concerned about
establishing and maintaining good interpersonal relations, being liked, and having the
people around him or her get along with one another.
 The need for power is the extent to which an individual desires to control or influence
others.

95) Essay
Some of the terminal values identified by researcher Milton Rokeach are especially important for
managers, including “a sense of accomplishment” and “equality for all.”
Student examples will vary. A sample answer follows: A manager who believes in “equality for
all” would never take credit for his or her department’s accomplishments but would credit all the
contributing team members. The manager would encourage all department members to share
their opinions about projects. He or she would help subordinates to pursue opportunities for
advancement.

96) Essay
Job satisfaction is the collection of feelings and beliefs that managers have about their current
jobs. Managers who have high levels of job satisfaction generally like their jobs, feel they are
fairly treated, and believe their jobs have many desirable features or characteristics. Levels of job
satisfaction tend to increase as one moves up the hierarchy in an organization. Upper managers,
in general, tend to be more satisfied with their jobs than entry-level employees. Managers' levels
of job satisfaction can range from very low to very high. In general, it is desirable for managers
to be satisfied with their jobs, for at least two reasons. First, satisfied managers may be more
likely to go the extra mile for their organization or perform organizational citizenship behaviors
—behaviors that are not required of organizational members but that contribute to and are
necessary for organizational efficiency, effectiveness, and competitive advantage. A second
reason why it is desirable for managers to be satisfied with their jobs is that satisfied managers
may be less likely to quit.

97) Essay

Organizational commitment is the collection of feelings and beliefs that managers have about
their organization as a whole. Managers who are committed to their organizations believe in
what their organizations are doing, are proud of what these organizations stand for, and feel a
high degree of loyalty toward their organizations. Committed managers are more likely to go
above and beyond the call of duty to help their companies and are less likely to quit.
Organizational commitment can be especially strong when employees and managers truly
believe in organizational values; it also leads to a strong organizational culture.

98) Essay
A mood is a feeling or state of mind. When people are in a negative mood, they feel distressed,
fearful, scornful, hostile, jittery, or nervous.
Student examples will vary. A sample answer follows: Managers with negative moods can be
more critical of their employees and lower their self-esteem and willingness to take initiative.
Employees may hide problems from managers who consistently display negative moods, thus
causing problems to grow rather than to be addressed at an early stage. In the long run, managers
with negative moods can harm the company’s productivity and innovation. On the other hand,
critical thinking and devil's advocacy may be promoted by a negative mood, and sometimes
especially accurate judgments may be made by managers in negative moods.

99) Essay
Emotional intelligence is the ability to understand one's own moods and emotions, and the
moods and emotions of other people. Managers with a high level of emotional intelligence are
more likely to understand how they are feeling and why, and they are more able to effectively
manage their feelings. When managers are experiencing stressful feelings and emotions such as
fear or anxiety, emotional intelligence lets them understand why and manage these feelings so
they do not get in the way of effective decision making. It also can help managers perform their
important roles such as their interpersonal roles (figurehead, leader, and liaison).

100) Essay
Organizational culture comprises the shared set of beliefs, expectations, values, norms, and work
routines that influence how members of an organization relate to one another and work together
to achieve organizational goals. In essence, organizational culture reflects the distinctive ways in
which organizational members perform their jobs and relate to others inside and outside the
organization. When organizational members share an intense commitment to cultural values,
beliefs, and routines and use them to achieve their goals, a strong organizational culture exists.
When organizational members are not strongly committed to a shared system of values, beliefs,
and routines, organizational culture is weak.
In a weak organizational culture, employees may feel uncertain about what is expected of them.
They will most likely not feel a strong commitment to the organization or its goals. This may
manifest in difficulty working in teams because people will strive for individual goals rather than
group goals. It may also result in high turnover. In contrast, in a strong organizational culture,
employees will know what the values, norms, and goals of the organization are. It will be easier
for individuals to work in tandem because they will share a common history and working style.

101) Essay

The attraction-selection-attrition (ASA) framework posits that when founders hire employees for
their new ventures, they tend to be attracted to and choose employees whose personalities are
similar to their own. These similar employees are more likely to stay with the organization.
Although employees who are dissimilar in personality might be hired, they are more likely to
leave the organization over time. As a result of these attraction, selection, and attrition processes,
people in the organization tend to have similar personalities, and the typical or dominant
personality profile of organizational members determines and shapes organizational culture.

102) Essay
Shared terminal and instrumental values play a particularly important role in organizational
culture. Terminal values signify what an organization and its employees are trying to
accomplish, and instrumental values guide how the organization and its members achieve
organizational goals. In addition to values, shared norms also are a key aspect of organizational
culture. Managers determine and shape organizational culture through the kinds of values and
norms they promote in an organization.

103) Essay
Organizational socialization is the process by which newcomers learn an organization's values
and norms and acquire the work behaviors necessary to perform jobs effectively. As a result of
their socialization experiences, organizational members internalize an organization's values and
norms and behave in accordance with them not only because they think they have to but because
they think these values and norms describe the right and proper way to behave.
Student examples will vary. A sample answer follows: A company might have a set of training
sessions, covering such topics as teamwork or better listening, to help new employees learn the
corporate culture. Companies can have new employees “shadow” a more-senior, successful
employee to learn how things are done at the organization.

104) Essay
Rites are formal events that recognize incidents of importance to the organization and its
employees.
The most common rites that organizations use to transmit cultural norms and values to their
members are rites of passage, of integration, and of enhancement.
 Rites of passage determine how individuals enter, advance within, and leave the
organization.
 Rites of integration, such as shared announcements of organizational successes, office
parties, and company cookouts, build and reinforce common bonds among organizational
members.
 Rites of enhancement, such as awards dinners, newspaper releases, and employee
promotions, let organizations publicly recognize and reward employees' contributions
and thus strengthen their commitment to organizational values.
Student examples will vary. A sample answer follows: A small Midwestern publishing
company used several rites of integration, each of which had a slightly different purpose. It
held an annual summer picnic to which employee families were invited, helping the spouses
and children to feel a connection to the organization. It held an annual holiday party at which
there was a talent show, giving employees the opportunity to display their outside interests to
coworkers. It held a monthly breakfast with the president to allow small groups of employees
time to interact with the company’s founder and ask him questions about the organization
and its history. Each department had monthly birthday celebrations to build team spirit.

105) Essay
Organizational culture shapes and controls the behavior of all employees, including managers.
Culture influences how managers perform their four main functions: planning, organizing,
leading, and controlling. Planning: Top managers in an organization with an innovative culture
are likely to encourage lower-level managers to participate in the planning process and develop a
flexible approach to planning. They are likely to be willing to listen to new ideas and to take
risks involving the development of new products. In contrast, top managers in an organization
with conservative values are likely to emphasize formal top-down planning. Suggestions from
lower-level managers are likely to be subjected to a formal review process, which can
significantly slow decision making.
Organizing: Valuing creativity, managers in innovative cultures are likely to try to create an
organic structure—one that is flat, with few levels in the hierarchy, and one in which authority is
decentralized so employees are encouraged to work together to solve ongoing problems. A
product team structure may be suitable for an organization with an innovative culture. In
contrast, managers in a conservative culture are likely to create a well-defined hierarchy of
authority and establish clear reporting relationships so that employees know exactly whom to
report to and how to react to any problems that arise.
Leading: In an innovative culture, managers are likely to lead by example, encouraging
employees to take risks and experiment. They are supportive regardless of whether employees
succeed or fail. In contrast, managers in a conservative culture are likely to use management by
objectives and to constantly monitor subordinates' progress toward goals, overseeing their every
move.
Controlling: The ways in which managers evaluate, and take actions to improve performance
differ depending on whether the organizational culture emphasizes formality and caution or
innovation and change. Managers who want to encourage risk taking, creativity, and innovation
recognize that there are multiple potential paths to success and that failure must be accepted for
creativity to thrive. Thus, they are less concerned about employees' performing their jobs in a
specific, predetermined manner and in strict adherence to preset goals and more concerned about
employees' being flexible and taking the initiative to come up with ideas for improving
performance. Managers in innovative cultures are also more concerned about long-term
performance than short-term targets because they recognize that real innovation entails much
uncertainty that necessitates flexibility. In contrast, managers in cultures that emphasize caution
and maintenance of the status quo often set specific, difficult goals for employees, frequently
monitor progress toward these goals, and develop a clear set of rules that employees are expected
to adhere to.