Contemporary Management Gareth Jones 11th Edition - Test Bank

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Sample Test
Contemporary Management, 11e (Jones)
Chapter 3 Values Attitudes, Emotions, and Culture: The Manager as a
Person

1) In order to complete projects quickly, Bennett, a hard worker, prefers not to
spend work time chatting with coworkers or attending social gatherings with
them. Bennett is high in extraversion.

Answer: FALSE
Explanation: People who are low in extraversion may be highly effective and
efficient, especially when their jobs do not require much social interaction.
Difficulty: 2 Medium
Topic: Big Five personality dimensions
Learning Objective: 03-01 Describe the various personality traits that affect
how managers think, feel, and behave.
Bloom’s: Apply
AACSB: Knowledge Application
Accessibility: Keyboard Navigation

2) The employees of Burger Prince enjoy their work very much. This is largely
due to their manager, Violet, who is always sympathetic to the needs of her
employees and is seldom uncooperative. Violet can be said to be low on the
agreeableness continuum.

Answer: FALSE
Explanation: 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.
Topic: Agreeableness
Bloom’s: Understand

3) Carlos, a manager at Carz Autobody, always appears to be happy. He
rarely exhibits negative emotions and moods and is always optimistic about
himself and others. If you were his manager, you would tell Carlos that he
needs to reduce his negative affectivity.

Answer: FALSE
Explanation: Managers who are low on negative affectivity do not tend to
experience many negative emotions and moods and are less pessimistic and
critical of themselves and others.
Topic: Negative affectivity
Bloom’s: Apply

4) Successful managers who take chances and use new methods in their
planning and decision making are likely low on openness to experience.

Answer: FALSE
Explanation: Managers who are high on openness to experience may be
especially likely to take risks and be innovative in their planning and decision
making.
AACSB: Analytical Thinking

5) Joleen has just been promoted to president of her company. It is likely that
she has a high need for power, which is an important trait in high-level
managers.

Answer: TRUE
Explanation: The need for power is the extent to which an individual desires
to control or influence others. Research suggests that high needs for
achievement and for power are assets for first-line and middle managers and
that a high need for power is especially important for upper-level managers.
Topic: Need for power
Bloom’s: Apply

6) The need for affiliation is the extent to which an individual has a strong
desire to perform challenging tasks well and to meet personal standards for
excellence.

Answer: FALSE
Explanation: 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.
Difficulty: 1 Easy
Topic: Need for achievement
Bloom’s: Remember

7) A personal belief or opinion about lifelong goals or objectives is a terminal
value.

Answer: TRUE
Explanation: A terminal value is a personal conviction about lifelong goals or
objectives.
Difficulty: 1 Easy
Topic: Values
Learning Objective: 03-02 Explain what values and attitudes are, and
describe their impact on managerial action.
Bloom’s: Remember

8) Organizational citizenship behaviors (OCBs) are required behaviors of
organization members that contribute to organizational efficiency and
effectiveness.

Answer: FALSE
Explanation: Organizational citizenship behaviors (OCBs) are behaviors that
are not required of organization members but that contribute to and are
necessary for organizational efficiency, effectiveness, and competitive
advantage.
Topic: Behaviors

9) Emotional intelligence helps managers understand and relate well to
subordinates and to energize them to aid the organization in attaining its
goals.

Answer: TRUE
Explanation: Emotional intelligence helps managers understand and relate
well to other people. It also helps managers maintain their enthusiasm and
confidence and energize subordinates to help the organization attain its goals.
Difficulty: 1 Easy
Topic: Emotional intelligence
Learning Objective: 03-04 Describe the nature of emotional intelligence and
its role in management.
Bloom’s: Remember

10) As CEO of a conservative company, Rashid is likely to emphasize a top-
down approach to planning, which can slow down decision making.

Answer: TRUE
Explanation: Top-down planning may require a formal review process of
suggestions from lower-level managers, slowing down the decision-making
process. Managers in an organization with an innovative culture have a more
flexible approach to planning.
Topic: Organizational culture
Learning Objective: 03-05 Define organizational culture, and explain how
managers both create and are influenced by organizational culture.
Bloom’s: Apply

11) Managers who are low on extraversion tend to
1. A) experience positive moods and emotions frequently.

2. B) be friendly, affectionate, and highly social.
3. C) be highly ineffective and inefficient in jobs that require little social
interaction.
4. D) view the world and their life with little optimism.
5. E) always feel good about themselves and other people.

Answer: D
Explanation: Extraversion is the tendency to experience positive emotions
and moods and feel good about oneself and the rest of the world. Managers
who are low on extraversion (often called introverts) tend to be less inclined
toward social interactions and to have a less positive outlook.
Difficulty: 1 Easy
Bloom’s: Remember

12) As a manager who is high on the extraversion continuum, Farid is likely to
1. A) have a less optimistic outlook on life.

2. B) feel good about himself and other people.
3. C) be socially inept and avoid interacting with other people.
4. D) be ineffective in situations which call for high levels of social
interaction.
5. E) be less outgoing and friendly than other people.

Answer: B
and moods and feel good about oneself and the rest of the world. Managers
who are high on extraversion (often called extraverts) tend to be sociable,
affectionate, outgoing, and friendly.

13) Marco is the product manager at Lawns R Us. He is sociable, affectionate,
outgoing, and friendly with his employees and clients. How would you rate him
on the Big Five personality traits?
1. A) Marco is low on conscientiousness.

2. B) Marco is low on openness to experience.
3. C) Marco is high on introversion.
4. D) Marco is high on extraversion.
5. E) Marco is low on agreeableness.

Answer: D
and moods and to feel good about oneself and the rest of the world.
Managers who are high on extraversion tend to be sociable, affectionate,
outgoing, and friendly.
Bloom’s: Apply

14) George is an effective and efficient manager. However, he tends to be
pessimistic and avoids social interactions. How would you categorize him
using the Big Five personality traits?
1. A) low on extraversion
2. B) high on negative affectivity
3. C) low on organizational commitment
4. D) low on introversion
5. E) low on conscientiousness

Answer: A
Explanation: Managers who are low on extraversion (often called introverts)
tend to be less inclined toward social interactions and to have a less positive
outlook.
Bloom’s: Apply

15) ________ is the tendency to experience negative emotions and moods.
1. A) Extraversion
2. B) Agreeableness
3. C) Negative affectivity
4. D) Affiliation
5. E) Openness to experience

Answer: C
Explanation: Negative affectivity is the tendency to experience negative
emotions and moods, to feel distressed, and to be critical of oneself and
others.
Difficulty: 1 Easy
Bloom’s: Remember

16) ________ is the tendency to be highly critical of oneself and of others.
1. A) Agreeableness
2. B) Extraversion
3. C) Negative affectivity
4. D) Affiliation
5. E) Openness to experience

Answer: C
Explanation: Negative affectivity is the tendency to experience negative
emotions and moods, to feel distressed, and to be critical of oneself and
others.
Difficulty: 1 Easy
Bloom’s: Remember

17) Emily is seldom in a bad mood and is always optimistic about herself and
others. It can be said that Emily is low on
1. A) negative affectivity.
2. B) agreeableness.
3. C) affiliation.
4. D) positive affectivity.
5. E) extraversion.

Answer: A
Explanation: Managers who are low on negative affectivity do not tend to
experience many negative emotions and moods and are less pessimistic and
critical of themselves and others.
Bloom’s: Apply

18) When Marta encounters a problem in her work, she is determined to find a
way to solve it. Marta is
1. A) high on conscientiousness.
2. B) low on competence.
3. C) low on perseverance.
4. D) high on negligence.
5. E) low on openness to experience.

Answer: A
Explanation: 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;
those who are low on this trait might sometimes appear to lack direction and
self-discipline.

19) Delilah is an efficient manager who is on very good terms with her
employees. She is known for taking risks and being innovative in her planning
and decision making. Delilah is
1. A) high on introversion.
2. B) low on agreeableness.
3. C) high on openness to experience.
4. D) low on positive affectivity.
5. E) low on conscientiousness.

Answer: C
Explanation: Managers who are high on openness to experiences may be
especially likely to take risks and be innovative in their planning and decision
making.

20) Jim has been employed at Fortis Services for nearly 15 years in the same
job. He has been offered promotions, but he likes what he does. Which
statement would imply that Jim is low on openness to experience?
1. A) Jim is known for being unconventional and daring in his business

plans.
2. B) Jim is not conservative in his decision-making approaches.
3. C) Jim often comes up with and implements radical ideas.
4. D) Jim is not open to a wide range of stimuli.
5. E) Jim does not have narrow, conservative interests.

Answer: D
Explanation: 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 low on openness to experience may be less prone to take
risks and more conservative in their planning and decision making.
Difficulty: 3 Hard
Bloom’s: Apply

21) Cheng is a district manager for a health insurance company. Recent
reports indicated that Cheng’s district was not performing as well as other
districts in his region. Cheng thinks he has been a poor leader and blames
himself for the decline in performance in his district. Cheng’s view of the
situation is an example of
1. A) tolerance of failure.
2. B) low self-esteem.
3. C) need for affiliation.
4. D) external locus of control.
5. E) internal locus of control.

Answer: E
Explanation: 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.
Difficulty: 3 Hard
Topic: Internal locus of control

22) Dwight was working with two of his colleagues to create a marketing plan
for his company’s new product. The team was scheduled to meet with their
manager on Monday to present the plan, but the plan wasn’t final when the
team met with the manager. Instead of accepting any responsibility, Dwight
told the manager that the plan was not final because the profile of the
geographical area was inaccurate. Dwight’s view of the situation is an
example of
1. A) external locus of control.

2. B) internal locus of control.
3. C) high self-esteem.
4. D) tolerance of failure.
5. E) need for affiliation.

Answer: A
Explanation: 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.
Difficulty: 3 Hard
Topic: External locus of control

23) Karly is a real estate agent. She has an outgoing and friendly personality,
and she has strong networking skills that help her gain referred clients. Karly
builds a rapport with her clients and they are very satisfied because she is
sensitive to their needs. This implies that Karly is high on which Big Five
personality trait?
1. A) intelligence
2. B) openness to experience
3. C) conscientiousness
4. D) agreeableness
5. E) introversion

Answer: D
Explanation: 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. Being high on agreeableness
may be especially important for managers whose responsibilities require that
they develop good, close relationships with others.
Topic: Agreeableness
Bloom’s: Apply

24) People with an internal locus of control
1. A) believe that outside forces are responsible for events in their life.
2. B) do not make attempts to solve problems or change situations.
3. C) tend to be highly unethical and unhelpful.
4. D) see their own actions and behaviors as being major and decisive
determinants of important outcomes.
5. E) believe that their actions make no difference to the events around
them.

Answer: D
Explanation: 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.
Topic: Internal locus of control

25) People with an external locus of control
1. A) tend not to intervene to try to change a situation or solve a problem,

leaving it to someone else.
2. B) believe that their actions always make a difference.
3. C) believe that they themselves are responsible for the events in their
life.
4. D) tend to solve problems easily.
5. E) tend to be highly ethical and extremely helpful.

Answer: A
Explanation: 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.
Topic: External locus of control

26) Marjorie has high self-esteem, so she is likely to
1. A) be frequently unsure of herself.

2. B) be insecure and often feel incompetent.
3. C) believe that she is capable of handling most situations.
4. D) be timid and afraid to take on new tasks.
5. E) have low confidence in her abilities and understanding.

Answer: C
Explanation: People with high self-esteem believe they are competent,
deserving, and capable of handling most situations.
Topic: Self-esteem

27) According to McClelland, the need for ________ is exemplified by people
who set clear goals for themselves and like to receive performance feedback.
1. A) affiliation
2. B) achievement
3. C) power
4. D) acceptance
5. E) solidarity

Answer: B
Explanation: According to McClelland, 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.
Difficulty: 1 Easy
Bloom’s: Remember

28) According to McClelland, the need for ________ is the extent to which a
person is concerned with being liked and having others get along well with
one another.
1. A) power
2. B) control
3. C) independence
4. D) achievement
5. E) affiliation

Answer: E
Explanation: According to McClelland, 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.
Difficulty: 1 Easy
Topic: Need for affiliation
Bloom’s: Remember

29) According to McClelland, the need for ________ reflects the extent to
which a person has a strong desire to control and to influence others.
1. A) affiliation
2. B) agreeableness
3. C) power
4. D) conscientiousness
5. E) achievement

Answer: C
Explanation: According to McClelland, the need for power is the extent to
which an individual desires to control or influence others.
Difficulty: 1 Easy
Topic: Need for power
Bloom’s: Remember

30) Caleb, the CEO of Doberry Edibles, is very particular about establishing
and maintaining good interpersonal relations with his employees. He also has
high standards for personal excellence and works hard to accomplish his
goals. According to McClelland, this indicates that Caleb has a
1. A) high need for power and low need for affiliation.

2. B) high need for control and low need for affiliation.
3. C) high need for power and low need for achievement.
4. D) high need for affiliation and high need for achievement.
5. E) low need for power and low need for achievement.

Answer: D
Explanation: According to McClelland, 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. A person with a high need for
affiliation is concerned about establishing and maintaining good interpersonal
relations and being liked.
Difficulty: 3 Hard
Topic: Need for affiliation
Bloom’s: Apply

31) Siena, an employee of Scarlet Stone Inc., is extremely ambitious and
insists on working on important projects by herself. According to McClelland,
she has a high need for
1. A) affiliation.
2. B) power.
3. C) agreeableness.
4. D) socialization.
5. E) achievement.

Answer: E
Explanation: According to McClelland, a high need for achievement indicates
a strong desire to perform challenging tasks well.
Bloom’s: Apply

32) Managers who are high in ________ are likely to be successful in
positions that require high levels of social interaction with other employees.
1. A) the need for affiliation

2. B) the need for power
3. C) organizational skills
4. D) negative affectivity
5. E) extraversion

Answer: E
Explanation: Recent studies suggest that personality traits may even predict
job performance in certain situations. For example, researchers found that
extraversion better predicted performance in jobs requiring social skills, while
agreeableness was less positively related to job performance in competitive
environments

33) Sergeant Miller, an army drill instructor, needs to train his new recruits on
their first day in camp. He will likely be low in
1. A) extraversion.
2. B) power.
3. C) organization.
4. D) negative affectivity.
5. E) agreeableness.

Answer: E
Explanation: Being high on agreeableness may be especially important for
managers whose responsibilities require that they develop good, close
relationships with others. Nevertheless, a low level of agreeableness may be
an asset in managerial jobs that actually require that managers be
antagonistic, such as drill sergeants and some other kinds of military
managers.
Topic: Managerial skills
Bloom’s: Apply

34) Catherine was nervous on her first day on the job. She convinced herself
that they had made a mistake hiring her because she was concerned she
might not do the work well. Catherine is low in
1. A) extraversion.
2. B) locus of control.
3. C) need for achievement.
4. D) affiliation.
5. E) self-esteem.

Answer: E
Explanation: People with low self-esteem have poor opinions of themselves,
are unsure about their capabilities, and question their ability to succeed at
different endeavors.
Topic: Self-esteem
Bloom’s: Apply

35) When Luana is nervous about a particular project, her ________ affect(s)
her ability to creatively solve problems.
1. A) terminal values
2. B) instrumental values
3. C) abilities and capabilities
4. D) need for power
5. E) mood and emotions

Answer: E
Explanation: Moods and emotions encompass how managers actually feel
when they are managing.
Topic: Emotional stability

36) A(n) ________ value is a personal belief or opinion about desired modes
of conduct or ways of behaving.
1. A) terminal
2. B) strategic
3. C) nominal
4. D) extrinsic
5. E) instrumental

Answer: E
Explanation: An instrumental value is a personal conviction about desired
modes of conduct or ways of behaving.
Difficulty: 1 Easy
Topic: Values
Bloom’s: Remember

37) A(n) ________ is what a person is striving to achieve in life and how he or
she wants to behave.
1. A) terminal value
2. B) value system
3. C) instrumental value
4. D) attitude
5. E) need for affiliation

Answer: B
Explanation: A value system is a combination of the terminal and instrumental
values that are guiding principles in an individual’s life. By rank ordering the
terminal 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.
Difficulty: 1 Easy
Topic: Value systems
Bloom’s: Remember

38) Norms are
1. A) standards for personal excellence set by people with a high need for
achievement.
2. B) formalized codes of conduct that govern the behavior of employees
in corporate organizations.
3. C) ever-changing rules that govern the daily activities of organizations.
4. D) unwritten codes of conduct considered important by most members
of a group.
5. E) laws set down by the government that affect the way
nongovernmental organizations function.

Answer: D
Explanation: Unwritten, informal codes of conduct that prescribe how people
should act in particular situations and are considered important by most
members of a group or organization are called norms.
Difficulty: 1 Easy
Topic: Norms
Bloom’s: Remember

39) Value systems are defined as
1. A) the terminal and instrumental values that are guiding principles in an

individual’s life.
2. B) reward systems that encourage valued employees to set high
standards for themselves.
3. C) valuable contributions employees have made toward organizations in
the past.
4. D) the rules valued by organizations by which employees are expected
to abide.
5. E) the personality traits of employees valued by organizations.

Answer: A
Explanation: A value system is a combination of the terminal and instrumental
values that are guiding principles in an individual’s life.
Difficulty: 1 Easy
Topic: Value systems
Bloom’s: Remember

40) The most widely used personality instrument is the
1. A) DiSC Inventory Profile.

2. B) Rorschach.
3. C) Myers-Briggs Type Indicator.
4. D) 16Personalities.
5. E) Strengths Finder.

Answer: C
Explanation: The Myers-Briggs Type Indicator (MBTI) is the most widely used
personality instrument around the world—an estimated 3.5 million
assessments are administered annually.
Difficulty: 1 Easy
Topic: Personality inventories
Bloom’s: Remember

41) The MBTI measures a person’s preference for
1. A) thinking versus acting.

2. B) feeling versus needing.
3. C) introversion versus extraversion.
4. D) experience versus intuition.
5. E) judging versus understanding.

Answer: C
Explanation: MBTI measures a person’s preferences for introversion versus
extraversion, sensation versus intuition, thinking versus feeling, and judging
versus perceiving.

42) In the DiSC inventory, a person’s behavioral style may be described in
terms of
1. A) determination.
2. B) imagination.
3. C) conscientiousness.
4. D) cooperativeness.
5. E) diligence.

Answer: C
Explanation: Behavior style is described in terms of dominance, influence,
steadiness, and conscientiousness (DiSC).

43) An example of a terminal value that is important to managers is
1. A) ambition.
2. B) competence.
3. C) equality.
4. D) self-discipline.
5. E) responsibility.

Answer: C
Explanation: Several terminal values seem to be especially important for
managers, such as a sense of accomplishment, equality, and self-esteem.
Topic: Values

44) An example of an instrumental value that is important to managers is
1. A) self-esteem.
2. B) a sense of accomplishment.
3. C) social recognition.
4. D) responsibility.
5. E) freedom.

Answer: D
Explanation: Rokeach’s instrumental values that are important modes of
conduct for managers include being ambitious, open minded, competent,
responsible, and self-disciplined.
Topic: Values

45) Job ________ is the collection of feelings and beliefs that managers have
about their current jobs.
1. A) affiliation
2. B) satisfaction
3. C) agreeability
4. D) acceptance
5. E) evaluation

Answer: B
Explanation: Job satisfaction is the collection of feelings and beliefs that
managers have about their current jobs.
Difficulty: 1 Easy
Topic: Affective attitude
Bloom’s: Remember

46) The 2017 Conference Board’s annual survey of employee satisfaction
found that more than half of U.S. workers indicated they were satisfied with
their jobs. This is mostly due to
1. A) employee recognition.
2. B) low layoff rates.
3. C) the performance review process.
4. D) training programs.
5. E) salary increases.

Answer: B
Explanation: The increase in job satisfaction is largely due to the improving
labor market in which layoff rates were at an all-time low.
Difficulty: 1 Easy
Bloom’s: Remember

47) Which employee best exhibits organizational citizenship behavior?
1. A) Greyson: an efficient manager who doesn’t work beyond the

minimum hours stipulated by his company
2. B) Moses: an efficient manager who, as a matter of principle, never
consents to work on weekends
3. C) Kara: a hardworking employee who is willing to work overtime for her
company if a project necessitates it
4. D) Seth: an astute employee who is always on the lookout for better
jobs
5. E) Vicky: an agreeable manager who has a high need for affiliation and
a low need for achievement

Answer: C
Explanation: Behaviors that are not required of organization members but
that contribute to and are necessary for organizational efficiency,
effectiveness, and competitive advantage are called organizational citizenship
behaviors.
Difficulty: 3 Hard
Bloom’s: Analyze

48) Organizational ________ is the collection of feelings and beliefs that
managers have about their organization as a whole.
1. A) culture
2. B) commitment
3. C) structure
4. D) emotion
5. E) citizenship behavior

Answer: B
Explanation: Organizational commitment is the collection of feelings and
beliefs that managers have about their organization as a whole.
Bloom’s: Remember

49) Which statement about organizational commitment is true?
1. A) It is the process by which individuals enter, advance within, and
leave organizations.
2. B) It helps managers perform their figurehead and spokesperson roles.
3. C) It is of the same intensity across all countries and is unaffected by
sociocultural factors.
4. D) It is the process by which newcomers internalize an organization’s
values and norms.
5. E) It contributes little toward the formation of a strong organizational
culture.

Answer: B
Explanation: 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.
Difficulty: 3 Hard

50) People who are high on negative affectivity
1. A) frequently experience positive moods.

2. B) are very optimistic and friendly.
3. C) are incapable of feeling happy.
4. D) frequently experience negative moods.
5. E) are incapable of being pessimistic.

Answer: D
Explanation: People who are high on negative affectivity are especially likely
to experience negative moods.
Difficulty: 1 Easy
Learning Objective: 03-03 Appreciate how moods and emotions influence all
members of an organization.
Bloom’s: Remember

51) ________ are intense and relatively short-lived feelings.
1. A) Moods
2. B) Emotions
3. C) Attitudes
4. D) Norms
5. E) Values

Answer: B
Explanation: Emotions are more intense feelings than moods. They are often
directly linked to whatever caused the emotion and are more short-lived.
Difficulty: 1 Easy
Bloom’s: Remember

52) Some research suggests that moods and emotions
1. A) are essentially the same thing.

2. B) persist over long periods of time.
3. C) never linger after they are acknowledged.
4. D) may play important roles in ethical decision making.
5. E) do not affect judgment.

Answer: D
Explanation: Research suggests that moods and emotions may play an
important role in ethical decision making. For example, researchers at
Princeton University found that when people are trying to solve difficult
personal moral dilemmas, the parts of their brains that are responsible for
emotions and moods are especially active.

53) In what way do moods differ from emotions?
1. A) Unlike emotions, moods are extremely intense and are directly linked
to a cause.
2. B) Unlike emotions, moods do not affect ethical decision making.
3. C) Unlike moods, emotions are relatively short-lived.
4. D) Unlike moods, emotions don’t linger after being acknowledged.
5. E) Unlike moods, emotions can result in increased creativity, whether
positive or negative.

Answer: C
Explanation: Emotions are more intense feelings than moods, are often
directly linked to whatever caused the emotion, and are more short-lived.

54) When people are in negative moods, they
1. A) are less likely to resign and leave the organization.

2. B) often feel elated.
3. C) are focused on the facts at hand.
4. D) feel fearless.
5. E) tend to be less detail-oriented.

Answer: C
Explanation: When people are in negative moods, they tend to be more
detail-oriented and focused on the facts at hand. Additionally, when people
are in a negative mood, they feel distressed, fearful, scornful, hostile, jittery, or
nervous.

55) ________ helps managers maintain their enthusiasm and confidence and
energize subordinates to help the organization attain its goals.
1. A) Negative affectivity
2. B) Introversion
3. C) An external locus of control
4. D) A high need for power
5. E) Emotional intelligence

Answer: E
Explanation: Emotional intelligence helps managers understand and relate
well to other people. It also helps managers maintain their enthusiasm and
confidence and energize subordinates to help the organization attain its goals.
Difficulty: 1 Easy
Bloom’s: Remember

56) Tanya is a manager who has the ability to understand and gauge the
moods and feelings of her employees with little difficulty. Tanya displays high
1. A) emotional intelligence.
2. B) negative affectivity.
3. C) organizational socialization.
4. D) introversion.
5. E) organizational integration.

Answer: A
Explanation: Emotional intelligence is the ability to understand and manage
one’s own moods and emotions and the moods and emotions of other people.

57) George is an efficient and effective manager who has a hard time
managing his own moods and understanding those of his employees. This
shows that he is low on
1. A) introversion.
2. B) conscientiousness.
3. C) negative affectivity.
4. D) emotional intelligence.
5. E) organizational citizenship behavior.

Answer: D

58) Amanda, the general manager of Wikiworld, has high emotional
intelligence, as evidenced by the fact that she
1. A) has trouble handling her own moods satisfactorily.

2. B) is able to interpret the moods of her employees with no difficulty.
3. C) cannot identify or manage the moods of her employees.
4. D) lets her emotions often interfere with her decision making.
5. E) cannot understand the frustrations and challenges her employees
sometimes face.

Answer: B
Bloom’s: Apply

59) Jonathan, the general manager of Dawsen and Co., has low emotional
intelligence. He
1. A) has no trouble handling his own moods.

2. B) is able to understand the challenges and frustrations faced by his
employees.
3. C) cannot identify or interpret the moods of his employees.
4. D) keeps his emotions from interfering with his decision making.
5. E) has the ability to empathize with his employees, resulting in strong
interpersonal ties.

Answer: C

60) When organizational members are not strongly committed to a shared
system of values, beliefs, and routines, organizational ________ is/are weak.
1. A) culture
2. B) tradition
3. C) relations
4. D) routines
5. E) socialization

Answer: A
Explanation: When organizational members are not strongly committed to a
shared system of values, beliefs, and routines, organizational culture is weak.

61) A manager who encourages risk taking and creativity would most likely be
in a(n) ________ organizational culture.
1. A) innovative
2. B) traditional
3. C) conservative
4. D) democratic
5. E) instrumental

Answer: A
Explanation: Managers who 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. 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.
Difficulty: 1 Easy
Bloom’s: Remember

62) ________ reflects the distinctive ways in which organization members
perform their jobs and relate to others to achieve organizational goals.
1. A) Organizational culture
2. B) Emotional intelligence
3. C) Organizational control
4. D) Negative affectivity
5. E) Conscientiousness

Answer: A
Explanation: Organizational culture is 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. It reflects the distinctive ways in which organization members perform
their jobs and relate to others inside and outside the organization.
Difficulty: 1 Easy
Bloom’s: Remember

63) ________ is when people belong to the same organization, tending to
share certain beliefs and values that lead them to act in similar ways.
1. A) Organizational socialization
2. B) Organizational culture
3. C) Emotional intelligence
4. D) Conscientiousness
5. E) Emotional integration

Answer: B
Explanation: When people belong to the same organization, they tend to
share certain beliefs and values that lead them to act in similar ways. The
shared set of beliefs, expectations, values, norms, and work routines that
influence how individuals, groups, and teams interact with one another and
cooperate to achieve organizational goals collectively is called organizational
culture.

64) Schneider’s attraction-selection-attrition framework suggests that the
founders of organizations tend to be attracted to and select employees
1. A) with similar educational qualifications.

2. B) with diverse interests and skills.
3. C) whose personalities are similar to theirs.
4. D) whose need for power is high.
5. E) whose need for achievement is low.

Answer: C
Explanation: The attraction-selection-attrition framework suggests that the
founders of organizations tend to be attracted to and select employees whose
personalities are similar to theirs.
Difficulty: 1 Easy
Bloom’s: Remember

65) The ________ framework is the model developed to explain the role that
the founders’ personal characteristics play in determining organizational
culture.
1. A) avoidance-selection-attribution
2. B) attraction-selection-attrition
3. C) aptitude-strategy-attitude
4. D) ability-skills-attitude
5. E) attitude-socialization-assimilation

Answer: B
Explanation: Benjamin Schneider, a well-known management researcher,
developed a model that helps to explain the role that founders’ personal
characteristics play in determining organizational culture. This model is called
the attraction-selection-attrition (ASA) framework.
Difficulty: 1 Easy
Bloom’s: Remember

66) Why can hiring people through the attraction-selection-attrition (ASA)
framework be disadvantageous?
1. A) Like-minded employees may be resistant to change.

2. B) Like-minded employees prefer working in dynamic ever-changing
environments.
3. C) Like-minded employees do not have an external locus of control.
4. D) Like-mindedness prevents the emergence of a dominant personality
profile.
5. E) Like-minded employees are the least likely to stay in an organization
for a long period of time.

Answer: A
Explanation: While people tend to get along well with others who are similar
to themselves, too much similarity in an organization can impair organizational
effectiveness. That is, similar people tend to view conditions and events in
similar ways and thus can be resistant to change.
Difficulty: 3 Hard
Bloom’s: Analyze

67) Attraction-selection-attrition (ASA) processes are MOST evident in
1. A) small firms.
2. B) medium-sized firms.
3. C) large domestic firms.
4. D) large multinational firms.
5. E) government agencies.

Answer: A
Explanation: Although ASA processes are most evident in small firms, they
also can operate in large companies.
Difficulty: 3 Hard
Bloom’s: Analyze

68) ________ values signify what an organization and its employees are
trying to accomplish.
1. A) Instrumental
2. B) Terminal
3. C) Intrinsic
4. D) Nominal
5. E) Extrinsic

Answer: B
Explanation: 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.
Difficulty: 1 Easy
Bloom’s: Remember

69) Organizational ________ is the process by which newcomers internalize
an organization’s values and norms and behave in accordance with them.
1. A) commitment
2. B) socialization
3. C) attribution
4. D) extrication
5. E) enhancement

Answer: B
Explanation: 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, organization 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.
Difficulty: 1 Easy
Bloom’s: Remember

70) Franny’s Flowers encourages new employees to learn the company’s
values and norms and why these direct them to act in a right and proper way.
This company’s process is organizational
1. A) facilitation.
2. B) socialization.
3. C) attribution.
4. D) enhancement.
5. E) commitment.

Answer: B
Explanation: 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, not only because they think they have to
but because they think these values and norms describe the right and proper
way to behave.
Bloom’s: Apply

71) Preparing people for promotion or retirement relates to rites of
1. A) passage.
2. B) integration.
3. C) inclusion.
4. D) acceptance.
5. E) enhancement.

Answer: A
Explanation: The ways in which an organization prepares people for
promotion or retirement are rites of passage.
Difficulty: 1 Easy
Bloom’s: Remember

72) The U.S. Army develops socialization programs to determine how
individuals enter, advance within, and leave the organization. This relates to
rites of
1. A) passage.
2. B) integration.
3. C) celebration.
4. D) ceremony.
5. E) enhancement.

Answer: A
Explanation: Rites of passage determine how individuals enter, advance
within, and leave the organization. The socialization programs developed by
military organizations (such as the U.S. Army) or by large accountancy and
law firms are rites of passage.

73) Hiroshi wants his employees to have stronger common bonds. You would
advise him to use a rite of integration by
1. A) hiring from a more diverse employee pool.

2. B) encouraging his employees to get together socially, perhaps
arranging a group outing to a concert.
3. C) asking his employees to have a day in which they switch jobs to
learn all the workings of the organization.
4. D) requiring employees to review the company guidelines and employee
handbook rules together.
5. E) demanding that all employees work after hours to complete a project
together.

Answer: B
Explanation: Rites of integration, such as shared announcements of
organizational successes, office parties, and company cookouts, build and
reinforce common bonds among organization members.
Difficulty: 3 Hard
Bloom’s: Apply

74) Susan is a sales representative for Larco Car Master, a car dealership.
Larco reinforces the organization’s values and norms through bonding
members of the organization at quarterly regional meetings. In a rite of
________, last year at a national conference, Susan received an award for
best salesperson of the year.
1. A) passage.
2. B) integration.
3. C) celebration.
4. D) enhancement.
5. E) ceremony.

Answer: D
Explanation: 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 with the organization, rites of
enhancement reinforce an organization’s values and norms.
Difficulty: 3 Hard
Bloom’s: Apply

75) Wesley runs a printing company in a small community. The editor of the
local newspaper told him that the paper would like to publish an article about
the company’s history and recent growth. Wesley feels he would like to use
this opportunity to strengthen the employees’ commitment to the company. He
uses a rite of enhancement by
1. A) taking the opportunity to talk about how he worked hard to make the
company a success, using his father as an inspiration.
2. B) talking about the how the community had helped support the
business, even in its darkest days.
3. C) refusing the editor’s offer to comment about the company, feeling
that it would be inappropriate.
4. D) discussing how technology has enhanced the quality of printing
products.
5. E) telling the editor about several employees he credits with contributing
to the company’s success.

Answer: E
Explanation: 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.
Difficulty: 3 Hard
Bloom’s: Apply

76) An organization that considers and analyzes the ideas and suggestions of
all employees regardless of their hierarchical position has a(n) ________
culture.
1. A) strong
2. B) innovative
3. C) conservative
4. D) traditional
5. E) instrumental

Answer: B
Explanation: 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.

77) In a(n) ________ culture, managers are likely to lead by example,
encouraging employees to take risks and experiment.
1. A) formal
2. B) instrumental
3. C) innovative
4. D) hierarchical
5. E) conservative

Answer: C
Explanation: In an innovative culture, managers are likely to lead by example,
encouraging employees to take risks and experiment.
Bloom’s: Remember

78) In a(n) ________ culture, managers are likely to establish clear reporting
relationships with their employees and constantly monitor subordinates.
1. A) conservative
2. B) traditional
3. C) strong
4. D) innovative
5. E) hierarchical

Answer: A
Explanation: 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.
Bloom’s: Remember

79) Managers in conservative cultures
1. A) lead by example, encouraging their employees to take risks.

2. B) are likely to try to create a flat, organic structure.
3. C) are likely to constantly monitor the progress of their employees.
4. D) are flexible and encourage creativity.
5. E) decentralize authority so that employees can work together easily.

Answer: C
Explanation: Managers in a conservative culture are likely to use
management by objectives and to constantly monitor subordinates’ progress
toward goals, overseeing their every move.

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1. A) experience positive moods and emotions frequently.

1. A) have a less optimistic outlook on life.

1. A) Marco is low on conscientiousness.

1. A) Jim is known for being unconventional and daring in his business

1. A) external locus of control.

1. A) tend not to intervene to try to change a situation or solve a problem,

1. A) be frequently unsure of herself.

1. A) high need for power and low need for affiliation.

1. A) the need for affiliation

1. A) the terminal and instrumental values that are guiding principles in an

1. A) DiSC Inventory Profile.

1. A) thinking versus acting.

1. A) Greyson: an efficient manager who doesn’t work beyond the

1. A) frequently experience positive moods.

1. A) are essentially the same thing.

1. A) are less likely to resign and leave the organization.

1. A) has trouble handling her own moods satisfactorily.

1. A) has no trouble handling his own moods.

1. A) with similar educational qualifications.

1. A) Like-minded employees may be resistant to change.

1. A) hiring from a more diverse employee pool.

1. A) lead by example, encouraging their employees to take risks.

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