Q&A Hero

Q: (p. 313) Differences in cognitive abilities due to the environment become more apparent as people get older.

Q: Which of the following steps can managers take to enhance instrumental cohesiveness? A. Keep the group relatively small. B. Emphasize members' common characteristics. C. Equitably reinforce every member's contributions. D. Encourage interaction and cooperation. E. Build a favorable public image of the group.

Q: (p. 313) Abilities are a function of both genes and the environment.

Q: Managers can enhance instrumental cohesiveness by: A. regularly updating and clarifying the group's goals. B. emphasizing members' common characteristics. C. keeping the group relatively small. D. encouraging interaction and cooperation. E. building a favorable public image of the group.

Q: (p. 312) Abilities can be modified over time unlike skills which remain stable over one's lifetime.

Q: Training, practice, and repetition provide the limits to how much a person can improve an ability.

Q: Which of the following steps can managers take to enhance socio-emotional cohesiveness? A. Regularly update and clarify the group's goals. B. Give every member a vital "piece of the action." C. Encourage interaction and cooperation. D. Channel each member's special talents toward the common goal. E. Equitably reinforce every member's contributions.

Q: Managers can enhance socio-emotional cohesiveness by: A. regularly updating and clarifying the group's goals. B. giving every member a vital "piece of the action." C. keeping the group relatively small. D. channeling each member's special talents toward the common goal. E. equitably reinforcing every member's contributions.

Q: (p. 312) Ability refers to the relatively stable capabilities people have to perform a particular range of different but related activities.

Q: Nancy, Janice, Kim, Kristine, and Laura work for different organizations. They get together once a week for lunch. Together they discuss work, kids, and anything else that they can think about. Which of the following holds this group together? A. Organizational culture B. Managerial directives C. Instrumental attraction D. Socio-emotional cohesiveness E. Self-management techniques

Q: (p. 272) "What people are like and what people can do are two sides of the same coin." Elaborate on the given statement.

Q: _____ is a sense of togetherness that develops when individuals derive emotional satisfaction from group participation. A. Reciprocity B. Instrumental attraction C. Propensity to trust D. Self-management leadership E. Socio-emotional cohesiveness

Q: (p. 295) Exaggerating your responses to a personality test in a socially desirable fashion is called _____. A. ethnocentrism B. faking C. neuroticism D. creativity E. negative affectivity

Q: _____ is a sense of "we-ness" that helps groups stay together. A. Reciprocity B. Collaboration C. Cooperation D. Cohesiveness E. Viability

Q: (p. 294) _____ do not reference dishonesty explicitly but instead assess more general personality traits that are associated with dishonest acts. A. Clear purpose tests B. Differential reactivity C. Positive affectivity D. Veiled purpose tests E. Aptitude inventories

Q: Bart was an efficient manager of a firm. He emphasized the importance of active listening in his firm. He made sure that all employees listened actively to each others' ideas and opinions during discussions and meetings. Which of the following was Bart applying to maintain trust in his firm? A. Fairness B. Support C. Communication D. Respect E. Competence

Q: (p. 294) Which of these given below asks applicants about their attitudes toward dishonesty, the desire to punish dishonesty, and confessions of past dishonesty? A. A clear purpose test B. Differential reactivity C. Positive affectivity D. A veiled purpose test E. A Big Five Inventory

Q: Jason always gave credit and recognition to his subordinates on time. He made sure all performance appraisals and evaluations were objective and impartial. Which of the following guidelines was Jason applying to maintain trust in his team? A. Fairness B. Support C. Communication D. Respect E. Competence

Q: (p. 292) The principle of _____ suggests that "strong situations" have clear behavioral expectations, incentives, or instructions that make differences between individuals less important, whereas "weak situations" lack those cues. A. situation awareness B. situational strength C. situational prevention D. situational ethics E. situation specificity

Q: Which of the following statements about trust is true? A. Progressive managers believe that the risks of betrayed trust far outweigh the benefits of interpersonal trust. B. Mergers facilitate employee trust. C. Trust can be demanded. D. The act of trusting someone carries with it the inherent risk of betrayal. E. Every individual has the same propensity to trust.

Q: ______ examines cultural dimensions such as gender egalitarianism, performance orientation, and humane orientation. A. Project GLOBE B. Project HOFSTEDE C. Myers-Briggs D. CANOE E. RIASEC

Q: (p. 291) The Big Five personality dimension _____ is a key driver of what's referred to as typical performance, which reflects performance in the routine conditions that surround daily job tasks. A. neuroticism B. conscientiousness C. extraversion D. openness to experience E. agreeableness

Q: _____ is defined as reciprocal faith in others' intentions and behavior. A. Instrumental cohesiveness B. Socio-emotional cohesiveness C. Trust D. Self-efficacy E. Self-esteem

Q: Maintree Systems encourages its employees to meet each other frequently, and systematically integrates their efforts to achieve a collective objective. Which of the following is Maintree Systems trying to achieve? A. Trust B. Competition C. Training D. Creativity E. Cooperation

Q: (p. 289) Which of the following refers to the propensity to view one's own cultural values as "right" and those of other cultures as "wrong"? A. Ethnocentrism B. Neuroticism C. Extraversion D. Zero acquaintance E. Short-term orientation

Q: Which of the following statements about cooperation is true? A. Competition is superior to cooperation in promoting achievement and productivity. B. Individuals are said to be cooperating when their efforts are systematically integrated to achieve a collective objective. C. Cooperation with intergroup competition promotes higher achievement and productivity than cooperation without intergroup competition. D. Managers should increase the size of work teams if they desire to facilitate cooperation. E. specialized.

Q: (p. 287) A culture high on _____ feels threatened by uncertain and ambiguous situations and relies on formal rules to create stability. A. collectivism B. power distance C. masculinity D. uncertainty avoidance E. short-term orientation

Q: The key components of effective teamwork are cooperation, trust, and _____. A. vision B. competition C. training D. creativity E. cohesiveness

Q: Solina is very uncomfortable because she received a larger bonus than other members of her work group. She is most likely from a ______ culture. A. collectivistic B. uncertain C. feminine D. short-term oriented E. global

Q: Which of the following is a typical mistake made by management that leads to team failure? A. Personality conflicts among team members B. Vague or conflicting team assignments C. Poor interpersonal skills among team members D. Resistance to doing things differently E. Too much emphasis on results

Q: (p. 287) Hofstede's research found that a culture high on _____ accepts the fact that authority is usually distributed unequally within organizations. A. collectivism B. uncertainty avoidance C. masculinity D. power distance E. short-term orientation

Q: Which of the following team competencies defends stated preferences, and projects courtesy and friendliness to others while arguing a position? A. Orienting team to problem-solving situation B. Organizing and managing team performance C. Promoting a positive team environment D. Facilitating and managing task conflict E. Appropriately promoting perspective

Q: (p. 287) In Hofstede's dimensions, a culture low on _____ tolerates ambiguous situations and values unusual ideas and behaviors. A. collectivism B. power distance C. masculinity D. uncertainty avoidance E. short-term orientation

Q: Which of the following team competencies encourages desirable and discourages undesirable team disagreements? A. Orienting team to problem-solving situation B. Organizing and managing team performance C. Promoting a positive team environment D. Facilitating and managing task conflict E. Appropriately promoting perspective

Q: (p. 287) The Chinese culture is a tight social framework in which people take care of the members of a broader in group and act loyal to it. In the context of Hofstede's dimensions, what is the personality dimension that you will use to describe the Chinese culture? A. Collectivism B. Uncertainty avoidance C. Masculinity D. Low power distance E. Short-term orientation

Q: Which of the following team competencies models desirable team member behavior? A. Orienting team to problem-solving situation B. Organizing and managing team performance C. Promoting a positive team environment D. Facilitating and managing task conflict E. Appropriately promoting perspective

Q: (p. 287) In the context of Hofstede's dimensions, the cultural dimension _____ stresses on values such as respect for tradition and fulfilling obligations. A. individualism B. high power distance C. masculinity D. low uncertainty avoidance E. short-term orientation

Q: (p. 287) Connor, a trainer at T&R Inc., preaches the company's policy of prudence to all his new trainees. In the context of the Hofstede's dimensions, the cultural value followed in T&R Inc. is an example of _____. A. collectivism B. low power distance C. masculinity D. high uncertainty avoidance E. long-term orientation

Q: Which of the following team competencies monitors, evaluates, and provides feedback on team performance? A. Orienting team to problem-solving situation B. Organizing and managing team performance C. Promoting a positive team environment D. Facilitating and managing task conflict E. Appropriately promoting perspective

Q: Which of the following team competencies assists the team in arriving at a common understanding of the situation or problem? A. Orienting team to problem-solving situation B. Organizing and managing team performance C. Promoting a positive team environment D. Facilitating and managing task conflict E. Appropriately promoting perspective

Q: (p. 287) Dallas, a project manager at Stars Inc., was the man behind the company's shift to a new culture that focused on being assertive with their clients. In the context of the Hofstede's dimensions, the cultural dimension _____ best describes Stars Inc. A. collectivism B. uncertainty avoidance C. masculinity D. low power distance E. short-term orientation

Q: Team effectiveness is assessed through _____ and team viability. A. socio-emotional cohesiveness B. team performance C. self-esteem D. cooperation E. instrumental leadership

Q: (p. 287) Unicoi Inc., a Brazilian sports manufacturer, is known as a company that focuses on improving its customers' quality of life. In the context of the Hofstede's dimensions, the cultural dimension _____ best describes Unicoi Inc. A. individualism B. uncertainty avoidance C. femininity D. high power distance E. short-term orientation

Q: _____ reflects team member satisfaction and continued willingness to contribute to the team. A. Self-management leadership B. Team building C. Team viability D. Cognitive leap E. Propensity to trust

Q: (p. 287) Which of the following is not a Hofstede's dimension of cultural values? A. Power distance B. Masculinity-femininity C. Individualism-collectivism D. Uncertainty avoidance E. Extraversion-introversion

Q: Ann is the anesthesiologist in an operating room surgical team. Ann and other members of the surgical team have trained for years to master the skills necessary for their jobs. Her role in the team consists of carefully balancing the needs of the surgeons and the patients. If there is too little anesthesia, the surgeons cannot do their job. If there is too much anesthesia, the patient's life would be at risk. The success of the operation depends, in part, on the appropriate administration of the proper amount of anesthesia. Ann is a member of a(n) _____ team. A. project B. advice C. production D. planning E. action

Q: (p. 285) Dawson is a famous carpenter in Oregon. Though rugged, Dawson is good at carpentry and electrical work. According to the RIASEC model, the _____ type of personality dimension best describes Dawson. A. enterprising B. realistic C. artistic D. conventional E. investigative

Q: (p. 285) Tina's psychology curriculum required her to study an individual's personality type using the process of interviewing. She selected Darren, her brother's roommate, as her test subject. The highlighted points of her research were that Darren is a Law graduate, who is a musician in his spare time. He is an independent person who paid his way through Law school; his friends get annoyed with his impulsive behavior. According to the RIASEC model, Tina classified Darren under the _____ type of personality dimension. A. enterprising B. realistic C. artistic D. conventional E. investigative

Q: _____ teams require creative problem solving, which often involves the application of specialized knowledge. A. Project B. Advice C. Production D. Assembly E. Action

Q: (p. 285) According to the RIASEC model, a(n) _____ person enjoys abstract, analytical, and theory-oriented tasks. A. enterprising B. realistic C. artistic D. conventional E. investigative

Q: Which of the following is true about action teams? A. They have a low degree of coordination. B. They are created to broaden the information base for managerial decisions. C. A unique challenge for such teams is to exhibit peak performance on demand. D. They have a high degree of specialization. E. They generally make recommendations for managerial decisions.

Q: Which of the following statements is true about production teams? A. They consist of high technical specialization and high coordination. B. They are created to broaden the information base for managerial decisions. C. They require low coordination because they work pretty much on their own. D. They require minimal training for routine tasks. E. A unique challenge for such teams is to exhibit peak performance on demand.

Q: (p. 285) _____ are expressions of personality that influence behavior through preferences for certain environments and activities. A. Values B. Beliefs C. Tests D. Interests E. Ethics

Q: (p. 285) The most appropriate use of the Myers-Briggs Type Indicator is: A. in the job satisfaction prediction context. B. in a team-building context. C. to gauge the commitment of employees across jobs. D. to predict the motivation of employees. E. to forecast the performance of employees across jobs.

Q: Which of the following is true about advice teams? A. They have a low degree of technical specialization. B. They are responsible for performing day-to-day operations. C. They narrow the information base for managerial decisions. D. As work flows from one team to another, coordination is typically high in advice teams. E. They require more application of specialized knowledge.

Q: _____ teams are responsible for performing day-to-day operations. A. Project B. Advice C. Production D. Functional E. Action

Q: (p. 285) "Approaching tasks by planning and setting goals" describes the _____ type of Myers-Briggs indicator. A. perceiving B. introversion C. extraversion D. feeling E. judging

Q: _____ teams are created to broaden the information base for managerial decisions. A. Project B. Advice C. Production D. Functional E. Action

Q: (p. 284-285) Sam and Matilda are successful stock brokers working with Invest Right Broking. Before striking a deal with a company, Sam reviews the company's reports and past data. Matilda on the other hand buys stock based on speculation. According to the Myers-Briggs Type Indicator, the _____ type best describes Sam and the _____ type best describes Matilda. A. sensing; intuition B. perceiving; judging C. short-term; long-term D. feeling; thinking E. extraversion; introversion

Q: Which of the following is an example of an advice team? A. Assembly team B. Data processing group C. Task force D. Employee involvement group E. Negotiating team

Q: (p. 284-285) Myers-Briggs Type Indicator evaluates individuals on the basis of all of these types of preferences except: A. judging versus perceiving. B. sensing versus intuition. C. extraversion versus introversion. D. thinking versus feeling. E. short-term versus long-term orientation.

Q: Some of the typical outputs of _____ teams include surgical operations and disaster assistance. A. production B. advice C. project D. functional E. action

Q: (p. 283) Together with cognitive ability, _____ is a key driver of creative thought, as smart and open people excel at the style of thinking demanded by creativity. A. conscientiousness B. extraversion C. agreeableness D. openness to experience E. neuroticism

Q: Flight attendant crews and maintenance crews are examples of _____ committees. A. production B. advice C. project D. functional E. action

Q: (p. 283) In the Big Five taxonomy, the personality dimension _____ is more likely to be valuable in jobs that require high levels of creativity. A. neuroticism B. extraversion C. agreeableness D. conscientiousness E. openness to experience

Q: Some of the typical outputs of _____ teams are retail sales and customer service. A. project B. advice C. production D. functional E. action

Q: (p. 281) In the context of the Big Five taxonomy, the personality dimension _____ is also called "inquisitiveness" or "intellectualness." A. conscientiousness B. extraversion C. agreeableness D. openness to experience E. neuroticism

Q: A quality circle is an example of a(n) _____ team. A. project B. advice C. production D. functional E. action

Q: (p. 281) Neurotic people tend to: A. strive for status. B. be communion strivers. C. hold an external locus of control. D. exhibit enthusiastic and upbeat mood patterns. E. be extroverts.

Q: Rikey flunked the midterm and tells everyone it's the teacher's fault. He didn't study because he knew it was just a waste of time. After all, he knew the "teacher had it in for him." Rikey demonstrates a(an) ______. A. external locus of control B. internal locus of control C. high level of conscientiousness D. high level of extraversion E. low level of neuroticism

Q: Some of the typical outputs of _____ teams are decisions, selections, proposals, and recommendations. A. project B. advice C. production D. functional E. action

Q: A work group becomes a team when: A. leadership becomes an individual activity. B. accountability is strictly individual. C. problem solving is not a way of life. D. the group develops its own purpose and mission. E. effectiveness is measured by each individual's outcomes.

Q: (p. 281) _____ reflects whether people attribute the causes of events to themselves or to the external environment. A. Differential exposure B. Zero acquaintance C. Ethnocentrism D. Locus of control E. Differential reactivity

Q: Which of the following statements is true about a team? A. A team consists of people committed to a common purpose. B. A team is composed of people who have identical skills. C. A team is made up of individuals who hold each other responsible for any failures. D. A team that matures to the performing stage is called a task group. E. A team becomes a group when leadership becomes a shared activity.

Q: (p. 279) Neuroticism is linked to a(n) _____ to stressors, meaning that neurotic people are less likely to believe they can cope with the stressors that they experience. A. status striving factor B. locus of control C. positive affectivity D. differential reactivity E. accomplishment striving factor

Q: High-performance teams are characterized by creative talents and rapid response.

Q: (p. 279) Neuroticism is associated with a(n) _____ to stressors, meaning that neurotic people are more likely to appraise day-to-day situations as stressful. A. communion striving factor B. accomplishment striving factor C. differential exposure D. openness to experience E. locus of control

Q: (p. 279) A dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance is called _____. A. zero acquaintance B. status striving C. accomplishment striving D. negative affectivity E. differential reactivity

Q: High-performance team members create an environment in which all team members feel as responsible as the manager for the performance of the work unit.

Q: (p. 279) The Big Five dimension neuroticism is synonymous with _____. A. extraversion B. openness to experience C. conscientiousness D. collectivism E. negative affectivity