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Chap003 - Test bank

Principle of Management (‫نداعملا و لورتبلل دهف كلملا ةعماج‬‎)

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

Chapter 03
Values, Attitudes, Emotions, and Culture: The Manager as a Person

TEST PLANNING TABLE FOR CHAPTER 3

Learning Goal Easy Moderate Hard

1. Describe the various personality traits 1, 2, 3, 4, 6, 9, 10, 11, 12, 5, 49, 50, 104
that affect how managers think, feel, and 7, 8, 43, 44, 13, 51, 52,
behave. 45, 46, 47, 102, 103
48, 53, 54,
55, 56

2. Explain what values and attitudes are 14, 15, 18, 16, 17, 19, 63, 64, 65,
and describe their impact on managerial 57, 58, 69, 71 20, 21, 22, 66, 105, 106
action. 23, 59, 60,
61, 62, 67,
68, 70, 72

3. Appreciate how moods and emotions 25, 74, 75 24, 26, 27, 76, 77, 107
influence all members of an organization. 73, 78, 79

4. Describe the nature of emotional 28, 80 81, 82, 83,

intelligence and its role in management. 84, 108

5. Define organizational culture and 29, 31, 32, 30, 33, 36, 40, 42, 98,
explain how managers both create and 34, 35, 39, 37, 38, 41, 99, 111, 113
are influenced by organizational culture. 85, 88, 89, 86, 87, 91,
90, 95, 97, 92, 93, 94,
112 96, 100, 101,
109, 110

Total number of test items: 113

True/false questions are in plain text.

Multiple choice questions are in bold text.
Short answer questions are in bold underlined text.

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

True / False Questions

1. There is no single right or wrong trait for becoming an effective manager.

True False

2. The effectiveness of a personality trait depends upon both the characteristics of the job of
the manager and the particular organization in which the manager is working.
True False

3. Introverts tend to be sociable, outgoing, and friendly.

True False

4. Extroverts tend to be less affectionate than introverts.

True False

5. Managers who are low on extraversion are almost never effective and efficient, even when
their jobs entail little social interaction.
True False

6. The tendency of a manager to feel distress and to be critical of himself and others is called
disagreeableness.
True False

7. The tendency of a manager to get along well with other workers is called positive
affectivity.
True False

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

8. Conscientiousness has been found to be a good predictor of job performance.

True False

9. Managers who believe that they are responsible for their own success or failure are said to
have a high external locus of control.
True False

10. Managers who believe that forces that exist outside of their own control are primarily
responsible for their own success or failure are said to have a high internal locus of control.
True False

11. Effective managers do not need to have a high internal locus of control.
True False

12. Research suggests that a high need for power is not especially important for top
managers.
True False

13. The extent to which a manager has a strong interest in performing challenging tasks in
order to meet his or her own standards of excellence is said to have a high need for power.
True False

14. A personal conviction about lifelong goals or objectives is called a terminal value.
True False

15. The collection of feelings and beliefs that workers and managers have about their current
jobs is known as job satisfaction.
True False

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

16. In general, top managers tend to be less satisfied with their jobs than entry-level workers.
True False

17. Satisfied managers are more likely to perform organizational citizenship behaviors than
dissatisfied managers.
True False

18. Satisfied managers are more likely to quit an organization.

True False

19. Downsizing tends to increase employee satisfaction because employees' increased

workloads make them feel more responsible and empowered.
True False

20. When companies lay off managers, the satisfaction levels of managers who remain tends
to rise.
True False

21. Organizational commitment is likely to help manager perform some of their figurehead
and spokesperson roles.
True False

22. Managers in different countries tend to have the same levels of job satisfaction and
organizational commitment.
True False

23. Managers in the U.S. are better protected from being fired or laid off that those in
Germany.
True False

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

24. People who are extraverted are more likely to experience positive moods than people who
are introverted.
True False

25. Emotions are more intense feelings than moods.

True False

26. Subordinates of managers who experience positive moods at work may perform better
than subordinates of managers with negative moods.
True False

27. Positive moods may promote critical thinking.

True False

28. Emotional intelligence concerns understanding and managing the moods and emotions of
others but not oneself.
True False

29. If an organization has a strong culture, it is appropriate for us to think of that culture as the
organization's "personality".
True False

30. Managers and workers play equally important roles in the formation of organizational
culture.
True False

31. The personal characteristics of the founders of organizations can have a strong influence
on the culture that is created.
True False

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

32. The attraction-selection-attrition framework attempts to explain how the personality of the
founder influences the organization's culture.
True False

33. Managers who are satisfied with their jobs, committed to their organizations, and
experience positive moods can cause others to have similar attitudes and moods.
True False

34. PAETEC Communications is an example of a firm with a culture that hurts its financial
performance.
True False

35. The process by which managers learn an organization's values and norms is called
organizational commitment.
True False

36. Disney is an example of an organization with a weak culture and a weak socialization
process.
True False

37. A new employee at Disney attends Disney University. This is a rite of enhancement.
True False

38. Rites of integration make employees feel connected to each other.

True False

39. How people dress in an organization is part of its "language".

True False

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

40. Organizational culture controls the behaviors of working level employees, but not
managers.
True False

41. Culture does not affect the way the basic managerial functions (planning, organizing,
leading, and controlling) are performed.
True False

42. Having a strong culture is always good for an organization.

True False

Multiple Choice Questions

43. The tendency of a person to feel good about himself and the rest of the world is known
as:
A. Conscientiousness
B. Openness to experience
C. The internal locus of control
D. Extroversion
E. The external locus of control

44. People who tend to be sociable, outgoing, and friendly are frequently referred to as:
A. Extroverts
B. Introverts
C. Low in self-esteem
D. Conscientious
E. High in external locus of control

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

45. People who score low on extroversion are frequently referred to as:
A. Extroverts
B. High in external locus of control
C. Low in self-esteem
D. Introverts
E. None of the above

46. The tendency of a person to feel bad emotions and to be critical of herself and others is
called:
A. Disagreeableness
B. Conscientiousness
C. Negative affectivity
D. Negative valence
E. An internal locus of control

47. The tendency of a person to get along well with other workers is known as:
A. Positive affectivity
B. Agreeableness
C. Conscientiousness
D. Teamwork
E. Inclusion

48. The tendency of a person to be careful and persevering in work-related tasks is known as:
A. Conscientiousness
B. Internal locus of control
C. Perfectionism
D. Agreeableness
E. Positive valence

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

49. As a manager, Donna is known in the company as a risk-taker and an innovator. Which of
the following statements is most likely to be true about her?
A. She is high on extraversion.
B. She is low on agreeableness.
C. She is high on openness to experience.
D. She is low on negative affectivity.
E. She is highly conscientious.

50. Roger has started several small businesses in his life, selling each of them at a profit.
Roger is most likely to:
A. Be highly conscientious
B. Be an introvert
C. Have an internal locus of control
D. Highly open to experience
E. Have a high need for affiliation

51. Managers who believe that they are largely responsible for their own fate are said to be
high in:
A. External locus of control.
B. Conscientiousness.
C. Negative affectivity.
D. Internal locus of control.
E. Openness to experience.

52. People who believe that forces outside of their control are largely responsible for what
happens to them are said to be high in:
A. Openness to experience
B. Negative affectivity
C. Internal locus of control
D. External locus of control
E. Need for power

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

53. The degree to which a people feel good about themselves and their capabilities is known
as:
A. Self-concept
B. Agreeableness
C. Optimism
D. Self-esteem
E. Positive

54. According to McClelland, the extent to which a person has a strong desire to do
challenging tasks and to meet personal standards of excellence is known as:
A. The need for affiliation
B. The need for achievement
C. The need for power
D. The need for self-esteem
E. The need for conscientiousness

55. According to McClelland, the extent to which a person is concerned with being liked and
having others get along well with one another is called:
A. The need for power
B. The need for self-esteem
C. The need for conscientiousness
D. The need for achievement
E. The need for affiliation

56. According to McClelland, the extent to which a person has a strong desire to control and
to influence others is known as:
A. The need for affiliation
B. The need for self-esteem
C. The need for power
D. The need for conscientiousness
E. The need for achievement

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

57. A person's personal conviction about lifelong goals is known as:

A. A terminal value
B. An instrumental value
C. The internal locus of control
D. The external locus of control
E. Conscientiousness

58. A person's personal conviction about ways of behaving is known as:

A. A terminal value
B. The internal locus of control
C. Conscientiousness
D. The external locus of control
E. An instrumental value

59. All of the following are examples of terminal values EXCEPT:

A. A comfortable life
B. A sense of accomplishment
C. Social recognition
D. Courage
E. Wisdom

60. All of the following are examples of terminal values EXCEPT:

A. Inner harmony
B. Capability
C. A world of beauty
D. A sense of accomplishment
E. Social recognition

61. All of the following are examples of instrumental values EXCEPT:

A. Independence
B. Responsibility
C. Inner harmony
D. Courage
E. Capability

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

62. All of the following are examples of instrumental values EXCEPT:

A. Ambitious
B. Helpful
C. Responsible
D. Socially recognized
E. Courage

63. Brad is a teacher in a rural school district. He is financially comfortable, and works
because he wants to make a lasting contribution to children. Brad is expressing which type of
instrumental or terminal value?
A. Wisdom; terminal
B. Social recognition; instrumental
C. Inner harmony; instrumental
D. Sense of accomplishment; terminal
E. Comfortable life; terminal

64. Jennifer is a college professor who has taken on significant extra administrative
responsibilities because she wishes to be considered for the job of Assistant Dean. She is
expressing which type of instrumental or terminal value?
A. Independence; terminal
B. Responsibility; instrumental
C. Ambition; terminal
D. Capability; terminal
E. Helpfulness; instrumental

65. Britney hates working in teams, strongly preferring to be given a goal that she can pursue
on her own. Which type of instrumental or terminal value is she expressing?
A. Independence; instrumental
B. Independence; terminal
C. Ambition; instrumental
D. Capability; instrumental
E. Capability; terminal

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

66. Jerry worked very hard to make the Relay for Life event a huge success. He hoped that it
would be covered in the local newspaper and on the local TV station. He is expressing which
type of instrumental or terminal value?
A. Wisdom; terminal
B. Social recognition; terminal
C. Inner harmony; terminal
D. A sense of accomplishment; instrumental
E. A comfortable life; terminal

67. A person who values freedom from inner conflict is expressing which type of terminal
value?
A. Wisdom
B. Conscientiousness
C. Inner harmony
D. Salvation
E. A world of beauty

68. _______ values explain what a manager is trying to achieve, and _________ values
explain how she is acting.
A. Terminal; instrumental
B. Terminal; attitudinal
C. Instrumental; terminal
D. Instrumental; citizenship
E. Instrumental; attitudinal

69. The collection of feelings and beliefs that a person has about her current job is referred to
as:
A. Organizational citizenship
B. Job satisfaction
C. Internal locus of control
D. External locus of control
E. Openness to experience

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

70. People who are satisfied with their jobs are more likely to:
A. Leave the organization
B. Perform more OCB's
C. Be laid off
D. Have low organizational commitment
E. Be less creative

71. The collection of feelings and beliefs that a person has about his organization is known
as:
A. Organizational commitment
B. Organizational acculturation
C. Organizational citizenship
D. Organizational satisfaction
E. Organizational attachment

72. Which of the following would NOT affect the level of job satisfaction in a country?
A. Unemployment rate
B. Legislation in the country
C. Strength of family and community ties
D. Climate
E. Attitudes about relocation

73. People who are high on extraversion are especially likely to experience _________.
A. Emotions
B. Negative affectivity
C. Negative moods
D. Positive moods
E. Conscientiousness

74. A feeling or state of mind is called a(n):

A. Value
B. Emotion
C. Personality factor
D. Belief
E. Mood

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

75. An intense, relatively short-lived feeling is called a(n):

A. Emotion
B. Mood
C. Motivation
D. Commitment
E. Attitude

76. Giorgio is very angry with his co-worker Petra, who has made errors in her work that
cause Giorgio to have to work late. Giorgio is experiencing a(n):
A. Attitude
B. Emotional intelligence incident
C. Emotion
D. Mood
E. Locus of control problem

77. Subordinates of managers who experience positive moods at work tend to _________
more than subordinates of managers with negative moods.
A. Perform worse
B. Be absent more
C. Resign more
D. Be more creative, under certain conditions
E. Be more ethical

78. Which of the following was used by the accounting firm of Lipshutz, Levin, and Gray?
A. Chicken costumes
B. Hula hoops
C. Casual dress code
D. Foghorns
E. All of the above

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

79. People in negative moods tend to:

A. Be worse at critical thinking
B. Be more accurate in their judgments
C. Be less effective at devils advocacy
D. Be more satisfied with their bosses
E. None of the above

80. The ability of a person to understand and to manage his or her own emotions and the
emotions of others is known as that person's:
A. Social intelligence
B. Emotional intelligence
C. Agreeableness
D. Negative affectivity
E. Locus of control

81. Emotional intelligence may help managers perform interpersonal roles such as:
A. Resource allocator
B. Monitor
C. Planner
D. Liaison
E. Decision maker

82. Bernie Goldhirsch's career success came from _______________ to _______.

A. Founding a brewery; create non-alcoholic beer
B. Founding a magazine; help entrepreneurs
C. Starting a manufacturing firm; produce batteries
D. Starting an amusement park; serve families in the Cleveland, Ohio area
E. Starting over fifty businesses; create wealth for himself and his family

83. When Bernie Goldhirsch helped entrepreneurs, he was using his:

A. Positive moods
B. Organizational commitment
C. Emotional intelligence
D. Planning and organizing skills
E. Negative affectivity

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

84. Recent theorizing and research suggest that managers' emotional intelligence may be
especially important in:
A. Increasing employee turnover
B. Decreasing employee satisfaction
C. Decreasing employee stress
D. Increasing employee creativity
E. Increasing employee resistance to change

85. An organization's culture is most like its:

A. Structure
B. Strategy
C. Reward systems
D. Personality
E. Vision

86. The ASA framework suggest that people have become more similar to each other through
A. Attraction of hiring managers to people similar to themselves
B. Employees who are dissimilar being more likely to leave the organization
C. Attraction of potential employees to firms that exhibit personalities like their own
D. All of the above

87. The "ASA" framework stands for:

A. Avoidance - selection - attribution
B. Attraction - selection - attrition
C. Aggression - survival - activation
D. Ability - skills - attitudes
E. Attitude - socialization - assimilation

88. Attraction-selection-attrition processes are most evident in:

A. Large firms
B. Small firms
C. Manufacturing firms
D. Financial firms
E. Not-for-profit organizations

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

89. Which of these characteristics of managers shape organizational culture?

A. mood
B. Emotional intelligence
C. Values
D. Emotions
E. All of the above

90. __________ are unwritten, informal rules or guidelines that prescribe appropriate
behaviors.
A. Terminal values
B. Personalities
C. Norms
D. Instrumental values
E. Cultures

91. Managers try to cultivate norms that fit other factors. Which of the following is NOT one
of these factors?
A. The organization's strategy
B. The organization's language
C. The organization's task environment
D. The organization's general environment
E. The organization's technology

92. Managers maintain and transmit culture through all but one of the following. Which one?
A. Rites
B. Stories
C. Language
D. Technology
E. Socialization

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

93. Ray Kroc, McDonald's founder, insisted on ______, which became a competitive
advantage for this firm.
A. Cleanliness
B. Technology
C. state-of-the-art technology
D. Quality food
E. High wages for workers

94. Bill Gates, Microsoft's founder, insisted on ______, which became a competitive
advantage for this firm.
A. Business attire
B. Customer service
C. Being an individual
D. Low wages
E. Centralized control

95. The process by which newcomers to an organization learn the values and norms is:
A. Accumulation
B. Socialization
C. Attribution
D. Attitude adjustment
E. Embedding

96. Walt Disney, Disney's founder, insisted on ______, which became a competitive
advantage for this firm.
A. Low prices
B. Courtesy
C. Creativity
D. Technology
E. Individualism

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

97. Rites of _________ determine how individuals enter, advance within, or leave the
organization.
A. Passage
B. Integration
C. Ceremony
D. Enhancement
E. Celebration

98. XYZ Company holds a party at the end of the fiscal year to celebrate its excellent
performance. This is a rite of:
A. Passage
B. Integration
C. Celebration
D. Ceremony
E. Enhancement

99. ABC Company puts out newspaper releases announcing employees' promotions. These
are rites of:
A. Passage
B. Integration
C. Celebration
D. Ceremony
E. Enhancement

100. How workers in a particular organization dress is part of:

A. Rites
B. Values
C. Stories
D. Socialization
E. Language

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

101. An organization's culture influences how managers ______.

A. Control
B. Plan
C. Lead
D. Organize
E. All of the above

Essay Questions

102. Researchers frequently refer to the "Big Five" personality traits. Discuss any three of
these traits and explain the advantages and disadvantages of each of them in terms of helping
or hurting the effectiveness of a manager.

103. Managers have very different points of view about how much control they have over
what happens to them on the job and in their personal lives. Discuss the two major forces of
control that can affect a manager and explain the advantages and disadvantages of each of
them in terms of their possible impact on the effectiveness of the manager.

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

104. David McClelland has done extensive research on the various "needs" of managers.
Discuss the three major types of needs of managers according to McClelland and explain their
possible advantages and disadvantages on the effectiveness of a manager.

105. How should organizations handle layoffs? Why is this important for managers?

106. Researchers have studied the concept of "organizational commitment." Discuss the
meaning of this concept and how a manager is likely to act differently on the job depending
on whether the manager has a high or low degree of commitment to his or her organization.

107. Define "moods" and "emotions". What do managers need to know about how they affect
behavior in organizations? How should managers act to optimize the potential positive effects
of moods on organizational performance?

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

108. Define the concept of "emotional intelligence". How does having emotional intelligence
help managers?

109. What is organizational culture? Where does it come from?

110. Explain the ASA Model. How does it help explain the formation of organizational
cultures? Give examples.

111. What is socialization? How does it occur? Why is it important for organizations?

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

112. Explain what organizational rites are. What are the different types? Give examples.

113. Explain the relationship between organizational culture, managerial action, and
organizational effectiveness. Give examples.

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

Chapter 03 Values, Attitudes, Emotions, and Culture: The Manager as a Person

Answer Key

True / False Questions

1. (p. 75) There is no single right or wrong trait for becoming an effective manager.
TRUE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Easy
Learning Objective: 1

2. (p. 75) The effectiveness of a personality trait depends upon both the characteristics of the job
of the manager and the particular organization in which the manager is working.
TRUE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Easy
Learning Objective: 1

3. (p. 76) Introverts tend to be sociable, outgoing, and friendly.

FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 1

4. (p. 76) Extroverts tend to be less affectionate than introverts.

FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 1

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

5. (p. 76) Managers who are low on extraversion are almost never effective and efficient, even
when their jobs entail little social interaction.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Hard
Learning Objective: 1

6. (p. 76) The tendency of a manager to feel distress and to be critical of himself and others is
called disagreeableness.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 1

7. (p. 76) The tendency of a manager to get along well with other workers is called positive
affectivity.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 1

8. (p. 78) Conscientiousness has been found to be a good predictor of job performance.
TRUE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Easy
Learning Objective: 1

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

9. (p. 80) Managers who believe that they are responsible for their own success or failure are
said to have a high external locus of control.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Moderate
Learning Objective: 1

10. (p. 80) Managers who believe that forces that exist outside of their own control are primarily
responsible for their own success or failure are said to have a high internal locus of control.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Moderate
Learning Objective: 1

11. (p. 80) Effective managers do not need to have a high internal locus of control.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 1

12. (p. 81) Research suggests that a high need for power is not especially important for top
managers.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 1

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

13. (p. 81) The extent to which a manager has a strong interest in performing challenging tasks
in order to meet his or her own standards of excellence is said to have a high need for power.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Moderate
Learning Objective: 1

14. (p. 82) A personal conviction about lifelong goals or objectives is called a terminal value.
TRUE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 2

15. (p. 84) The collection of feelings and beliefs that workers and managers have about their
current jobs is known as job satisfaction.
TRUE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 2

16. (p. 84) In general, top managers tend to be less satisfied with their jobs than entry-level
workers.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Moderate
Learning Objective: 2

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

17. (p. 86) Satisfied managers are more likely to perform organizational citizenship behaviors
than dissatisfied managers.
TRUE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Moderate
Learning Objective: 2

18. (p. 86) Satisfied managers are more likely to quit an organization.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 2

19. (p. 86) Downsizing tends to increase employee satisfaction because employees' increased
workloads make them feel more responsible and empowered.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 2

20. (p. 86) When companies lay off managers, the satisfaction levels of managers who remain
tends to rise.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 2

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

21. (p. 87) Organizational commitment is likely to help manager perform some of their
figurehead and spokesperson roles.
TRUE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 2

22. (p. 87) Managers in different countries tend to have the same levels of job satisfaction and
organizational commitment.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Moderate
Learning Objective: 2

23. (p. 87) Managers in the U.S. are better protected from being fired or laid off that those in
Germany.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Moderate
Learning Objective: 2

24. (p. 88) People who are extraverted are more likely to experience positive moods than people
who are introverted.
TRUE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Moderate
Learning Objective: 3

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

25. (p. 89) Emotions are more intense feelings than moods.
TRUE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 3

26. (p. 89) Subordinates of managers who experience positive moods at work may perform
better than subordinates of managers with negative moods.
TRUE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 3

27. (p. 89) Positive moods may promote critical thinking.

FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 3

28. (p. 90) Emotional intelligence concerns understanding and managing the moods and
emotions of others but not oneself.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 4

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

29. (p. 91) If an organization has a strong culture, it is appropriate for us to think of that culture
as the organization's "personality".
TRUE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 5

30. (p. 92) Managers and workers play equally important roles in the formation of organizational
culture.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Moderate
Learning Objective: 5

31. (p. 93) The personal characteristics of the founders of organizations can have a strong
influence on the culture that is created.
TRUE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 5

32. (p. 93) The attraction-selection-attrition framework attempts to explain how the personality
of the founder influences the organization's culture.
TRUE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 5

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

33. (p. 94) Managers who are satisfied with their jobs, committed to their organizations, and
experience positive moods can cause others to have similar attitudes and moods.
TRUE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 5

34. (p. 95) PAETEC Communications is an example of a firm with a culture that hurts its
financial performance.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Application
Difficulty: Easy
Learning Objective: 5

35. (p. 97) The process by which managers learn an organization's values and norms is called
organizational commitment.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 5

36. (p. 97) Disney is an example of an organization with a weak culture and a weak socialization
process.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Application
Difficulty: Moderate
Learning Objective: 5

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

37. (p. 98) A new employee at Disney attends Disney University. This is a rite of enhancement.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Application
Difficulty: Moderate
Learning Objective: 5

38. (p. 98) Rites of integration make employees feel connected to each other.
TRUE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Moderate
Learning Objective: 5

39. (p. 99) How people dress in an organization is part of its "language".
TRUE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 5

40. (p. 99) Organizational culture controls the behaviors of working level employees, but not
managers.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Hard
Learning Objective: 5

41. (p. 99) Culture does not affect the way the basic managerial functions (planning, organizing,
leading, and controlling) are performed.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 5

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

42. (p. 101) Having a strong culture is always good for an organization.
FALSE

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Synthesis and Evaluation
Difficulty: Hard
Learning Objective: 5

Multiple Choice Questions

43. (p. 76) The tendency of a person to feel good about himself and the rest of the world is
known as:
A. Conscientiousness
B. Openness to experience
C. The internal locus of control
D. Extroversion
E. The external locus of control

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 1

44. (p. 76) People who tend to be sociable, outgoing, and friendly are frequently referred to as:
A. Extroverts
B. Introverts
C. Low in self-esteem
D. Conscientious
E. High in external locus of control

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 1

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

45. (p. 76) People who score low on extroversion are frequently referred to as:
A. Extroverts
B. High in external locus of control
C. Low in self-esteem
D. Introverts
E. None of the above

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 1

46. (p. 76) The tendency of a person to feel bad emotions and to be critical of herself and others
is called:
A. Disagreeableness
B. Conscientiousness
C. Negative affectivity
D. Negative valence
E. An internal locus of control

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 1

47. (p. 76) The tendency of a person to get along well with other workers is known as:
A. Positive affectivity
B. Agreeableness
C. Conscientiousness
D. Teamwork
E. Inclusion

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 1

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

48. (p. 77) The tendency of a person to be careful and persevering in work-related tasks is
known as:
A. Conscientiousness
B. Internal locus of control
C. Perfectionism
D. Agreeableness
E. Positive valence

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 1

49. (p. 78) As a manager, Donna is known in the company as a risk-taker and an innovator.
Which of the following statements is most likely to be true about her?
A. She is high on extraversion.
B. She is low on agreeableness.
C. She is high on openness to experience.
D. She is low on negative affectivity.
E. She is highly conscientious.

Openness to experience is the tendency to be original, have broad interests, be daring, and
take risks.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Application
Difficulty: Hard
Learning Objective: 1

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

50. (p. 78) Roger has started several small businesses in his life, selling each of them at a profit.
Roger is most likely to:
A. Be highly conscientious
B. Be an introvert
C. Have an internal locus of control
D. Highly open to experience
E. Have a high need for affiliation

Openness to experience is the tendency to be original, have broad interests, be daring, and
take risks.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Hard
Learning Objective: 1

51. (p. 80) Managers who believe that they are largely responsible for their own fate are said to
be high in:
A. External locus of control.
B. Conscientiousness.
C. Negative affectivity.
D. Internal locus of control.
E. Openness to experience.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Moderate
Learning Objective: 1

52. (p. 80) People who believe that forces outside of their control are largely responsible for
what happens to them are said to be high in:
A. Openness to experience
B. Negative affectivity
C. Internal locus of control
D. External locus of control
E. Need for power

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Moderate
Learning Objective: 1

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

53. (p. 80) The degree to which a people feel good about themselves and their capabilities is
known as:
A. Self-concept
B. Agreeableness
C. Optimism
D. Self-esteem
E. Positive

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 1

54. (p. 81) According to McClelland, the extent to which a person has a strong desire to do
challenging tasks and to meet personal standards of excellence is known as:
A. The need for affiliation
B. The need for achievement
C. The need for power
D. The need for self-esteem
E. The need for conscientiousness

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 1

55. (p. 81) According to McClelland, the extent to which a person is concerned with being liked
and having others get along well with one another is called:
A. The need for power
B. The need for self-esteem
C. The need for conscientiousness
D. The need for achievement
E. The need for affiliation

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 1

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

56. (p. 81) According to McClelland, the extent to which a person has a strong desire to control
and to influence others is known as:
A. The need for affiliation
B. The need for self-esteem
C. The need for power
D. The need for conscientiousness
E. The need for achievement

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 1

57. (p. 82) A person's personal conviction about lifelong goals is known as:
A. A terminal value
B. An instrumental value
C. The internal locus of control
D. The external locus of control
E. Conscientiousness

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 2

58. (p. 82) A person's personal conviction about ways of behaving is known as:
A. A terminal value
B. The internal locus of control
C. Conscientiousness
D. The external locus of control
E. An instrumental value

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 2

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

59. (p. 82) All of the following are examples of terminal values EXCEPT:
A. A comfortable life
B. A sense of accomplishment
C. Social recognition
D. Courage
E. Wisdom

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 2

60. (p. 82) All of the following are examples of terminal values EXCEPT:
A. Inner harmony
B. Capability
C. A world of beauty
D. A sense of accomplishment
E. Social recognition

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 2

61. (p. 82) All of the following are examples of instrumental values EXCEPT:
A. Independence
B. Responsibility
C. Inner harmony
D. Courage
E. Capability

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 2

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

62. (p. 82) All of the following are examples of instrumental values EXCEPT:
A. Ambitious
B. Helpful
C. Responsible
D. Socially recognized
E. Courage

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 2

63. (p. 82) Brad is a teacher in a rural school district. He is financially comfortable, and works
because he wants to make a lasting contribution to children. Brad is expressing which type of
instrumental or terminal value?
A. Wisdom; terminal
B. Social recognition; instrumental
C. Inner harmony; instrumental
D. Sense of accomplishment; terminal
E. Comfortable life; terminal

See Figure 3.4.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Application
Difficulty: Hard
Learning Objective: 2

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

64. (p. 82) Jennifer is a college professor who has taken on significant extra administrative
responsibilities because she wishes to be considered for the job of Assistant Dean. She is
expressing which type of instrumental or terminal value?
A. Independence; terminal
B. Responsibility; instrumental
C. Ambition; terminal
D. Capability; terminal
E. Helpfulness; instrumental

See Figure 3.4.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Application
Difficulty: Hard
Learning Objective: 2

65. (p. 82) Britney hates working in teams, strongly preferring to be given a goal that she can
pursue on her own. Which type of instrumental or terminal value is she expressing?
A. Independence; instrumental
B. Independence; terminal
C. Ambition; instrumental
D. Capability; instrumental
E. Capability; terminal

See Figure 3.4.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Application
Difficulty: Hard
Learning Objective: 2

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

66. (p. 82) Jerry worked very hard to make the Relay for Life event a huge success. He hoped
that it would be covered in the local newspaper and on the local TV station. He is expressing
which type of instrumental or terminal value?
A. Wisdom; terminal
B. Social recognition; terminal
C. Inner harmony; terminal
D. A sense of accomplishment; instrumental
E. A comfortable life; terminal

See Figure 3.4.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Application
Difficulty: Hard
Learning Objective: 2

67. (p. 82) A person who values freedom from inner conflict is expressing which type of
terminal value?
A. Wisdom
B. Conscientiousness
C. Inner harmony
D. Salvation
E. A world of beauty

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 2

68. (p. 83) _______ values explain what a manager is trying to achieve, and _________ values
explain how she is acting.
A. Terminal; instrumental
B. Terminal; attitudinal
C. Instrumental; terminal
D. Instrumental; citizenship
E. Instrumental; attitudinal

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 2

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

69. (p. 84) The collection of feelings and beliefs that a person has about her current job is
referred to as:
A. Organizational citizenship
B. Job satisfaction
C. Internal locus of control
D. External locus of control
E. Openness to experience

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 2

70. (p. 86) People who are satisfied with their jobs are more likely to:
A. Leave the organization
B. Perform more OCB's
C. Be laid off
D. Have low organizational commitment
E. Be less creative

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 2

71. (p. 87) The collection of feelings and beliefs that a person has about his organization is
known as:
A. Organizational commitment
B. Organizational acculturation
C. Organizational citizenship
D. Organizational satisfaction
E. Organizational attachment

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 2

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

72. (p. 87) Which of the following would NOT affect the level of job satisfaction in a country?
A. Unemployment rate
B. Legislation in the country
C. Strength of family and community ties
D. Climate
E. Attitudes about relocation

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 2

73. (p. 88) People who are high on extraversion are especially likely to experience _________.
A. Emotions
B. Negative affectivity
C. Negative moods
D. Positive moods
E. Conscientiousness

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 3

74. (p. 89) A feeling or state of mind is called a(n):

A. Value
B. Emotion
C. Personality factor
D. Belief
E. Mood

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 3

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

75. (p. 89) An intense, relatively short-lived feeling is called a(n):

A. Emotion
B. Mood
C. Motivation
D. Commitment
E. Attitude

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 3

76. (p. 89) Giorgio is very angry with his co-worker Petra, who has made errors in her work that
cause Giorgio to have to work late. Giorgio is experiencing a(n):
A. Attitude
B. Emotional intelligence incident
C. Emotion
D. Mood
E. Locus of control problem

Emotions are intense, relatively short-lived feelings.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Application
Difficulty: Hard
Learning Objective: 3

77. (p. 89) Subordinates of managers who experience positive moods at work tend to _________
more than subordinates of managers with negative moods.
A. Perform worse
B. Be absent more
C. Resign more
D. Be more creative, under certain conditions
E. Be more ethical

The research supporting this is reported in the text.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Hard
Learning Objective: 3

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

78. (p. 89) Which of the following was used by the accounting firm of Lipshutz, Levin, and
Gray?
A. Chicken costumes
B. Hula hoops
C. Casual dress code
D. Foghorns
E. All of the above

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Moderate
Learning Objective: 3

79. (p. 89) People in negative moods tend to:

A. Be worse at critical thinking
B. Be more accurate in their judgments
C. Be less effective at devils advocacy
D. Be more satisfied with their bosses
E. None of the above

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 3

80. (p. 90) The ability of a person to understand and to manage his or her own emotions and the
emotions of others is known as that person's:
A. Social intelligence
B. Emotional intelligence
C. Agreeableness
D. Negative affectivity
E. Locus of control

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 4

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

81. (p. 90) Emotional intelligence may help managers perform interpersonal roles such as:
A. Resource allocator
B. Monitor
C. Planner
D. Liaison
E. Decision maker

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 4

82. (p. 90-91) Bernie Goldhirsch's career success came from _______________ to _______.
A. Founding a brewery; create non-alcoholic beer
B. Founding a magazine; help entrepreneurs
C. Starting a manufacturing firm; produce batteries
D. Starting an amusement park; serve families in the Cleveland, Ohio area
E. Starting over fifty businesses; create wealth for himself and his family

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Moderate
Learning Objective: 4

83. (p. 91) When Bernie Goldhirsch helped entrepreneurs, he was using his:
A. Positive moods
B. Organizational commitment
C. Emotional intelligence
D. Planning and organizing skills
E. Negative affectivity

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 4

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

84. (p. 91) Recent theorizing and research suggest that managers' emotional intelligence may be
especially important in:
A. Increasing employee turnover
B. Decreasing employee satisfaction
C. Decreasing employee stress
D. Increasing employee creativity
E. Increasing employee resistance to change

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 4

85. (p. 91) An organization's culture is most like its:

A. Structure
B. Strategy
C. Reward systems
D. Personality
E. Vision

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 5

86. (p. 93) The ASA framework suggest that people have become more similar to each other
through
A. Attraction of hiring managers to people similar to themselves
B. Employees who are dissimilar being more likely to leave the organization
C. Attraction of potential employees to firms that exhibit personalities like their own
D. All of the above

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Moderate
Learning Objective: 5

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

87. (p. 93) The "ASA" framework stands for:

A. Avoidance - selection - attribution
B. Attraction - selection - attrition
C. Aggression - survival - activation
D. Ability - skills - attitudes
E. Attitude - socialization - assimilation

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Moderate
Learning Objective: 5

88. (p. 93) Attraction-selection-attrition processes are most evident in:

A. Large firms
B. Small firms
C. Manufacturing firms
D. Financial firms
E. Not-for-profit organizations

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 5

89. (p. 94) Which of these characteristics of managers shape organizational culture?
A. mood
B. Emotional intelligence
C. Values
D. Emotions
E. All of the above

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Easy
Learning Objective: 5

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

90. (p. 94) __________ are unwritten, informal rules or guidelines that prescribe appropriate
behaviors.
A. Terminal values
B. Personalities
C. Norms
D. Instrumental values
E. Cultures

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 5

91. (p. 95) Managers try to cultivate norms that fit other factors. Which of the following is NOT
one of these factors?
A. The organization's strategy
B. The organization's language
C. The organization's task environment
D. The organization's general environment
E. The organization's technology

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 5

92. (p. 95) Managers maintain and transmit culture through all but one of the following. Which
one?
A. Rites
B. Stories
C. Language
D. Technology
E. Socialization

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Moderate
Learning Objective: 5

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

93. (p. 96) Ray Kroc, McDonald's founder, insisted on ______, which became a competitive
advantage for this firm.
A. Cleanliness
B. Technology
C. state-of-the-art technology
D. Quality food
E. High wages for workers

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Application
Difficulty: Moderate
Learning Objective: 5

94. (p. 96) Bill Gates, Microsoft's founder, insisted on ______, which became a competitive
advantage for this firm.
A. Business attire
B. Customer service
C. Being an individual
D. Low wages
E. Centralized control

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Application
Difficulty: Moderate
Learning Objective: 5

95. (p. 97) The process by which newcomers to an organization learn the values and norms is:
A. Accumulation
B. Socialization
C. Attribution
D. Attitude adjustment
E. Embedding

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Easy
Learning Objective: 5

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

96. (p. 97) Walt Disney, Disney's founder, insisted on ______, which became a competitive
advantage for this firm.
A. Low prices
B. Courtesy
C. Creativity
D. Technology
E. Individualism

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Application
Difficulty: Moderate
Learning Objective: 5

97. (p. 97) Rites of _________ determine how individuals enter, advance within, or leave the
organization.
A. Passage
B. Integration
C. Ceremony
D. Enhancement
E. Celebration

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Application
Difficulty: Easy
Learning Objective: 5

98. (p. 98) XYZ Company holds a party at the end of the fiscal year to celebrate its excellent
performance. This is a rite of:
A. Passage
B. Integration
C. Celebration
D. Ceremony
E. Enhancement

A rite of integration builds and reinforces common bonds among members.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Application
Difficulty: Hard
Learning Objective: 5

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

99. (p. 98) ABC Company puts out newspaper releases announcing employees' promotions.
These are rites of:
A. Passage
B. Integration
C. Celebration
D. Ceremony
E. Enhancement

A rite of enhancement publicly recognizes and rewards employees' contributions.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Application
Difficulty: Hard
Learning Objective: 5

100. (p. 99) How workers in a particular organization dress is part of:
A. Rites
B. Values
C. Stories
D. Socialization
E. Language

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Knowledge
Difficulty: Moderate
Learning Objective: 5

101. (p. 99) An organization's culture influences how managers ______.

A. Control
B. Plan
C. Lead
D. Organize
E. All of the above

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 5

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

Essay Questions

102. (p. 75-79) Researchers frequently refer to the "Big Five" personality traits. Discuss any three
of these traits and explain the advantages and disadvantages of each of them in terms of
helping or hurting the effectiveness of a manager.

These traits are extroversion, negative affectivity, agreeableness, conscientiousness, and

openness to experience. All of them have advantages and disadvantages in terms of their
effect on the effectiveness of a manager, as discussed in the text.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 1

103. (p. 80) Managers have very different points of view about how much control they have
over what happens to them on the job and in their personal lives. Discuss the two major forces
of control that can affect a manager and explain the advantages and disadvantages of each of
them in terms of their possible impact on the effectiveness of the manager.

Managers who have a high internal locus of control feel that they are themselves primarily
responsible for what happens to them both on the job and in their personal lives. Managers
who have a high external locus of control believe that outside forces over which they have
little control are the primary determinant of what happens to them.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 1

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

104. (p. 81) David McClelland has done extensive research on the various "needs" of managers.
Discuss the three major types of needs of managers according to McClelland and explain their
possible advantages and disadvantages on the effectiveness of a manager.

McClelland has researched the need for achievement, the need for affiliation, and the need for
power. These needs react differently depending on the level which the manager occupies
within the organization and where that manager is in terms of his or her career development
stages.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Hard
Learning Objective: 1

105. (p. 86-87) How should organizations handle layoffs? Why is this important for managers?

Managers should show compassion and empathy for layoff victims, provide them with as
much notice as possible, provide clear information about benefits, and help them in job search
efforts. This is important because the threat of unemployment and increased workloads from
organizational downsizings and layoffs is a growing source of dissatisfaction for many lower-
and middle-level managers and non-managerial employees.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Hard
Learning Objective: 2

106. (p. 87) Researchers have studied the concept of "organizational commitment." Discuss the
meaning of this concept and how a manager is likely to act differently on the job depending
on whether the manager has a high or low degree of commitment to his or her organization.

Organizational commitment is the set of beliefs and feelings a manager has about his or her
organization. Committed managers are more likely to go "above and beyond the call of duty"
to their organization and are more likely to stay with their organization for longer periods of
time.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Hard
Learning Objective: 2

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

107. (p. 88-89) Define "moods" and "emotions". What do managers need to know about how they
affect behavior in organizations? How should managers act to optimize the potential positive
effects of moods on organizational performance?

A mood is a feeling or state of mind; an emotion is an intense, relatively short-lived feeling.

Research has found that mood and emotions affect the behavior of managers and employees
and can affect performance, creativity, ethics, and turnover. Managers can promote positive
moods at work.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Hard
Learning Objective: 3

108. (p. 90-91) Define the concept of "emotional intelligence". How does having emotional
intelligence help managers?

Emotional intelligence (EI) is the ability to understand one's own and others' moods and
emotions. It helps managers because it helps managers manage their own stress and also to
perform their interpersonal roles.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 4

109. (p. 91-94) What is organizational culture? Where does it come from?

Organizational culture is the set of shared values, norms, standards, and expectations that
influence the way members of the organization interact and cooperate. All members can
influence organizational culture, but managers are more likely to play a strong role,
particularly the founder. The attraction-selection-attrition framework describes how this
occurs. First, founders of organizations tend to hire people with similar personalities and
values as their own. Second, similar employees are more likely to stay, and others to leave.
Thus, as an organization grows, its membership becomes more similar. This is reinforced,
then, by the employees themselves in new hirings and in socialization of new employees.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 5

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

110. (p. 93-94) Explain the ASA Model. How does it help explain the formation of organizational
cultures? Give examples.

ASA stands for attraction-selection-attrition. It proposes 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. Dissimilar employees, if hired, are more likely to leave. Thus, the overall
tendency is for people in the organization to have similar personalities, which shapes
organizational culture.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Moderate
Learning Objective: 5

111. (p. 97-99) What is socialization? How does it occur? Why is it important for organizations?

Socialization is the process by which an organization influences its new members to accept its
values and norms, and learn the work behaviors they need to perform effectively. When
socialization is successful, new member internalize the organization's values and norms and
behave consistently with them, believing that they are behaving in the right and proper way.
Socialization occurs when organizations put newcomers through a series of experiences -
most commonly, training programs - that give them knowledge and skills to perform their new
jobs, but also stress the values the organization wishes employees to accept. Socialization is
important because it is essential to support a strong culture, which can in turn lead to effective
organizational performance.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Comprehension
Difficulty: Hard
Learning Objective: 5

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Chapter 03 - Values, Attitudes, Emotions, and Culture: The Manager as a Person

112. (p. 97-98) Explain what organizational rites are. What are the different types? Give
examples.

Rites are formal events that recognize events of importance to the organization and its
employees. Rites of passage mark how individuals enter, advance within or leave the
organization. Rites of integration build and reinforce common bonds among members. Rites
of enhancement publicly reward and recognize employees' contributions, thus strengthening
their commitment to the organization.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Application
Difficulty: Easy
Learning Objective: 5

113. (p. 99-100) Explain the relationship between organizational culture, managerial action, and
organizational effectiveness. Give examples.

An organization's culture shapes and controls the behavior of all employees, including
managers. Thus, it influence the way manager perform their four basic functions: planning,
organizing, leading, and controlling. If managers buy into an organization's culture, norms and
values, the manager will perform his/her functions in a way that is consistent with other
members of the organization. Further, if the culture is appropriate for the organization's
strategy, task and general environment, and technology, the manager's work will help the
organization perform well.

AACSB: Group/individual dynamics (10) and multicultural/diversity understanding (5)

Bloom's: Analysis
Difficulty: Hard
Learning Objective: 5

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