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Q:
Mary and Carl were both hired at the same time by Liam and Company. During their first month they, along with a group of 14 other new hires, went through their socialization process as a unit. Their socialization process is necessarily disjunctive in nature.
Q:
(p. 42) Which of the following is a serious organizational counterproductive behavior?
A. Incivility
B. Wasting resources
C. Gossiping
D. Sabotage
E. Substance abuse
Q:
Jim is segregated from regular organization members during the first 3 weeks of his tenure at a new company. Jim is experiencing informal socialization.
Q:
(p. 42) Which of the following is a minor organizational counterproductive behavior?
A. Sabotage
B. Harassment
C. Incivility
D. Gossiping
E. Wasting resources
Q:
The second phase of the organizational socialization process is change and acquiescence.
Q:
(p. 42) Which of the following is a type of serious interpersonal counterproductive behavior?
A. Sabotage
B. Harassment
C. Incivility
D. Gossiping
E. Wasting resources
Q:
Providing new hires with the organization's vision involves giving them a realistic idea of what lies ahead by presenting both positive and negative aspects of the job.
Q:
(p. 41) Employee behaviors that intentionally hinder organizational goal accomplishment are referred to as:
A. mistaken errors.
B. omissions.
C. erroneous identities.
D. counterproductive behaviors.
E. counteractive mistakes.
Q:
Organizations can reduce turnover by using realistic job previews.
Q:
(p. 39) James is a junior level manager with the Palm Green Hotels. He is also a freelance journalist for a local travel magazine. James keeps himself updated with news about his company and always features the hotel in his weekly columns. He promotes his hotel to such an extent that the number of visitors to the hotel has considerably increased. Which of the following characteristics does James portray?
A. Edginess
B. Political deviance
C. Sportsmanship
D. Civic virtue
E. Boosterism
Q:
Unrealistic job expectations are formed during the anticipatory socialization phase.
Q:
(p. 39) Delux Services was celebrating its operations in over 17 countries. Linda, a junior HR assistant, was disinterested in attending this celebratory event. The senior HR managers overheard Linda asking her friends the reason for this party. Back at the office, after a review, it was found that Linda never attended any of the meetings with the local business heads. Her lack of interest and knowledge about the company would make her someone who displays _____.
A. high self-esteem
B. low civic virtue
C. "A" player characteristics
D. low self-worth
E. positive boosterism
Q:
The first phase of the organizational socialization process is anticipatory socialization.
Q:
(p. 39) Charlet, Rose, and Natalie are three dental hygienists who work for Dr. Doris at Healthy White. All three hygienists perform almost the same tasks every day. On an average, they see 12 people every day for regular teeth cleaning which involves cleaning, flossing, rinsing, and a normal checkup. Dr. Doris, on the other hand, has quite an unpredictable job. She has to respond to all types of teeth-related emergencies including surgeries. All three hygienists always try to help each other out, have a very good attitude toward each other, and keep each other informed about matters that are relevant to them and to Dr. Doris. Natalie specifically takes on the role of attending all community-related voluntary meetings and functions where Healthy White may have a stake or is asked to be present. She makes sure that she is up to date with all dental regulations and business-related news that may have an impact on Healthy White. Rose and Charlet, on the other hand, can be described as the unofficial publicists of Healthy White. They always represent the clinic in a very positive way away from work. Dr. Doris couldn't be happier to have such wonderful people working with her. Which of the following citizenship behaviors does Charlet exhibit?
A. Voice
B. Feminism
C. Civic virtue
D. Boosterism
E. Political deviance
Q:
New employees typically complete the three-phase socialization sequence within a week of starting the job.
Q:
(p. 39) Charlet, Natalie, and Rose are three dental hygienists who work for Dr. Doris at Healthy White. All three hygienists perform almost the same tasks every day. On an average, they see 12 people every day for regular teeth cleaning which involves cleaning, flossing, rinsing, and a normal checkup. Dr. Doris, on the other hand, has quite an unpredictable job. She has to respond to all types of teeth-related emergencies including surgeries. All three hygienists always try to help each other out, have a very good attitude toward each other, and keep each other informed about matters that are relevant to them and to Dr. Doris. Natalie specifically takes on the role of attending all community-related voluntary meetings and functions where Healthy White may have a stake or is asked to be present. She makes sure that she is up to date with all dental regulations and business-related news that may have an impact on Healthy White. Rose and Charlet, on the other hand, can be described as the unofficial publicists of Healthy White. They always represent the clinic in a very positive way away from work. Dr. Doris couldn't be happier to have such wonderful people working with her. Natalie's acts of attending events on behalf of Healthy White and keeping abreast of dental regulations and business-related news during her personal time refer to:
A. counterproductive behavior.
B. boosterism.
C. civic virtue.
D. sportsmanship.
E. voice.
Q:
Organizational socialization is a key mechanism used by organizations to embed their organizational cultures.
Q:
Organizational socialization is the process by which a person learns the values, norms, and required behaviors that permit her to participate as a member of the organization.
Q:
(p. 38) Natalie, Charlet, and Rose are three dental hygienists who work for Dr. Doris at Healthy White. All three hygienists perform almost the same tasks every day. On an average, they see 12 people every day for regular teeth cleaning which involves cleaning, flossing, rinsing, and a normal checkup. Dr. Doris, on the other hand, has quite an unpredictable job. She has to respond to all types of teeth-related emergencies including surgeries. All three hygienists always try to help each other out, have a very good attitude toward each other, and keep each other informed about matters that are relevant to them and to Dr. Doris. Natalie specifically takes on the role of attending all community-related voluntary meetings and functions where Healthy White may have a stake or is asked to be present. She makes sure that she is up to date with all dental regulations and business-related news that may have an impact on Healthy White. Rose and Charlet, on the other hand, can be described as the unofficial publicists of Healthy White. They always represent the clinic in a very positive way away from work. Dr. Doris couldn't be happier to have such wonderful people working with her. The three hygienists interact with one another in a manner that reflects high levels of _____.
A. boosterism
B. interpersonal citizenship behavior
C. routine task performance
D. adaptive task performance
E. centralized behavior
Q:
(p. 34) Rose, Natalie, and Charlet are three dental hygienists who work for Dr. Doris at Healthy White. All three hygienists perform almost the same tasks every day. On an average, they see 12 people every day for regular teeth cleaning which involves cleaning, flossing, rinsing, and a normal checkup. Dr. Doris, on the other hand, has quite an unpredictable job. She has to respond to all types of teeth-related emergencies including surgeries. All three hygienists always try to help each other out, have a very good attitude toward each other, and keep each other informed about matters that are relevant to them and to Dr. Doris. Natalie specifically takes on the role of attending all community-related voluntary meetings and functions where Healthy White may have a stake or is asked to be present. She makes sure that she is up to date with all dental regulations and business-related news that may have an impact on Healthy White. Rose and Charlet, on the other hand, can be described as the unofficial publicists of Healthy White. They always represent the clinic in a very positive way away from work. Dr. Doris couldn't be happier to have such wonderful people working with her. Dr. Doris contributes most directly to the business goals of the Healthy White through:
A. creative task performance.
B. routine task performance.
C. interpersonal task performance.
D. intrapersonal task performance.
E. adaptive task performance.
Q:
Giving status symbols, such as titles, and promotion criteria are mechanisms used for implementing a change in the organizational culture.
Q:
(p. 34) Natalie, Rose, and Charlet are three dental hygienists who work for Dr. Doris at Healthy White. All three hygienists perform almost the same tasks every day. On an average, they see 12 people every day for regular teeth cleaning which involves cleaning, flossing, rinsing, and a normal checkup. Dr. Doris, on the other hand, has quite an unpredictable job. She has to respond to all types of teeth-related emergencies including surgeries. All three hygienists always try to help each other out, have a very good attitude toward each other, and keep each other informed about matters that are relevant to them and to Dr. Doris. Natalie specifically takes on the role of attending all community-related voluntary meetings and functions where Healthy White may have a stake or is asked to be present. She makes sure that she is up to date with all dental regulations and business-related news that may have an impact on Healthy White. Rose and Charlet, on the other hand, can be described as the unofficial publicists of Healthy White. They always represent the clinic in a very positive way away from work. Dr. Doris couldn't be happier to have such wonderful people working with her. Natalie, Rose, and Charlet contribute most directly to the business goals of the Healthy White clinic through their:
A. creative task performance and interpersonal citizenship behaviors.
B. routine task performance and organizational and interpersonal citizenship behaviors.
C. interpersonal task performance and counterproductive behaviors
D. intrapersonal task performance and intrapersonal citizenship behaviors.
E. adaptive task performance and creative citizenship behaviors.
Q:
Slogans, language, and sayings are ways that organizational members teach each other about the organization's preferred values, beliefs, expectations, and behaviors.
Q:
(p. 39) Some people react to bad rules or policies by constructively trying to change them, instead of passively complaining about them. This positive characteristic refers to:
A. helping.
B. sportsmanship.
C. voice.
D. civic virtue.
E. boosterism.
Q:
A structured approach is counterproductive when implementing culture change.
Q:
(p. 39) Which of the following is an organizational citizenship behavior?
A. Civic virtue
B. Courtesy
C. Representing self-interests in a positive way to the public
D. Sportsmanship
E. Behaviors that benefit employees with excess workloads
Q:
The process of culture change essentially begins with targeting one of the three layers of organizational culture.
Q:
(p. 39) Which of the following is false about interpersonal behavior?
A. A team whose members have good interpersonal behavior is likely to have a positive team atmosphere.
B. Interpersonal behavior is most important when employees work in small groups.
C. Interpersonal behavior is most important when employees work in large groups.
D. Behaviors that commonly fall under the "teamwork" heading are examples of interpersonal behavior.
E. Team members with good interpersonal behavior tend to work toward achieving common goals.
Q:
Mergers frequently fail due to incompatible cultures.
Q:
(p. 38-39) Don always maintains a good attitude with coworkers even when the department goes through tough times. Don's behavior is an example of:
A. helping.
B. courtesy.
C. sportsmanship.
D. civic virtue.
E. boosterism.
Q:
An organization's financial performance is not strongly related to organizational culture.
Q:
(p. 38-39) Interpersonal citizenship behavior includes:
A. voice.
B. civic virtue.
C. sportsmanship.
D. boosterism.
E. secrecy.
Q:
According to research findings, employees prefer to work in organizations that value flexibility over stability and control and those that are more concerned with satisfying employees' needs than customer or shareholder desires.
Q:
(p. 38-39) Interpersonal citizenship behaviors consist of all the following EXCEPT:
A. helping.
B. courtesy.
C. sportsmanship.
D. boosterism.
E. respect for others.
Q:
A clan culture represents a different set of values than does a market culture.
Q:
A hierarchy culture has an external focus and values flexibility.
Q:
(p. 38) Which of the following behaviors benefits coworkers and colleagues and involves assisting, supporting, and developing other organizational members in a way that goes beyond normal job expectations?
A. Intrapersonal citizenship behavior
B. Interpersonal citizenship behavior
C. Organizational citizenship behavior
D. Production citizenship behavior
E. Political citizenship behavior
Q:
A market culture has an external focus and values control.
Q:
(p. 38) Citizenship behaviors can be divided into the two main categories of: A. intrapersonal and organizational. B. interpersonal and intrapersonal. C. organizational and political. D. interpersonal and political. E. interpersonal and organizational.
Q:
An adhocracy culture has an internal focus and values stability.
Q:
(p. 38) _____ is defined as voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting in which work takes place.
A. Creative task performance
B. Adaptive task performance
C. Counterproductive behavior
D. Citizenship behavior
E. Routine task performance
Q:
An adhocracy culture strives to instill cohesion through consensus and job satisfaction and commitment through employee involvement.
Q:
(p. 37) Which of the following statements about the O*NET is false?
A. It captures the "numerous small decisions" that separate the most effective organizations from their competitors.
B. It is an online database.
C. It is involved in figuring out the important tasks for a given job.
D. It includes the characteristics of most jobs in terms of tasks.
E. It includes the required knowledge, skills, and abilities to perform a task.
Q:
Adherence to the status quo implicitly promotes a clan style culture.
Q:
(p. 37) The electronic database used to identify the set of behaviors needed to define task performance is known as the:
A. behaviorally anchored ratings scale network.
B. employment analysis network.
C. occupational information network.
D. task performance analysis network.
E. job responsibilities network.
Q:
(p. 36) Which of the following statements concerning job analysis is incorrect?
A. The first step in job analysis is to generate a list of all job activities.
B. A subject matter expert is consulted regarding the frequency and importance of all job activities.
C. A list of all job activities is generated using various sources of data such as surveys, employee interviews, and observations.
D. Activities with the lowest ratings are used to define job responsibilities.
E. Job analysis is used by many organizations to identify task performance behaviors.
Q:
A clan culture has an external focus and values stability and control rather than flexibility.
Q:
Managers know what behaviors to emphasize in training programs and to assess when doing performance evaluations by referring to a ______.
A. job analysis
B. performance contract
C. cultural evaluation
D. organizational chart
E. structural analysis
Q:
The competing values framework provides a practical way for mangers to understand, measure, and change organizational culture.
Q:
(p. 35-36) Riya has become famous creating new styles in women's formal wear. Her assistants copy the patterns created by her, cut cloth pieces and sew them into garments that look like her creations. The work done by Riya is a type of _____ whereas the work done by her assistants is a type of _____.
A. routine task performance; creative task performance
B. creative task performance; counterproductive behavior
C. citizenship behavior; counterproductive behavior
D. counterproductive behavior; creative task performance
E. creative task performance; routine task performance
Q:
High social system stability within an organization indicates the presence of conflict and poor change management.
Q:
(p. 35) Which of the following behaviors involved in adaptability deals with anticipating change in the work demands and searching for and participating in assignments or training to prepare for these changes?
A. Handling work stress
B. Solving problems creatively
C. Dealing with uncertain and unpredictable work situations
D. Learning work tasks, technologies, and work situations
E. Demonstrating interpersonal adaptability
Q:
One of the functions of organizational culture is to facilitate collective commitment.
Q:
(p. 35) Adaptability involves all of the following EXCEPT:
A. handling work stress.
B. solving problems creatively.
C. handling emergencies.
D. performing daily routine work.
E. responding to unpredictable demands.
Q:
An organization's culture serves four functions: to promote each employee's individual identity, foster individual commitment, provide role models, and help members make sense of their career path.
Q:
(p. 34) For a kindergarten teacher, assisting her students out of a smoke-filled elementary school is an example of _____.
A. citizenship behavior
B. routine task performance
C. job dissonance
D. counterproductive behavior
E. adaptive task performance
Q:
Organizational culture provides gives members an organizational identity.
Q:
(p. 34) _____ involves employee responses to job demands that are novel, unusual, or unpredictable.
A. Job dissonance
B. Adaptive task performance
C. Counterproductive behavior
D. Routine task performance
E. Citizenship behavior
Q:
Sandy works in a factory where employees are expected to complete 14 widgets each hour. The managers are very strict and frequently check to make sure employees are actually completing at least this base number of widgets each hour. The employees are being assessed on their ______.
A. routine task performance
B. pacing
C. interpretive task performance
D. work ability
E. creative task performance
Q:
Employees are more likely to behave ethically when management behaves in a way that sets a good ethical example and keep its promises and commitments.
Q:
(p. 34) Paul, a ticket collector, performs his duty robotically every day. This refers to: _____.
A. sportsmanship
B. adaptive task performance
C. routine task performance
D. counterproductive behavior
E. citizenship behavior
Q:
Basic assumptions are a component of organizational culture that is the easiest to change.
Q:
(p. 34) _____ involves well-known responses to normal job demands that occur in a predictable way.
A. Job enhancement
B. Adaptive task performance
C. Counterproductive behavior
D. Routine task performance
E. Citizenship behavior
Q:
An increase in the gap between espoused and enacted values positively influences employee attitudes and organizational performance.
Q:
(p. 34) Charles finds an advertisement for an accountant's position at a local office. The advertisement mentions preparing, examining, and analyzing accounting records for accuracy and completeness as job responsibilities of the accountant's position. These job descriptions typically refer to:
A. comprehension skills.
B. task performance.
C. counterproductive behavior.
D. citizenship behaviors.
E. organizational commitment.
Q:
Enacted values represent the values and norms that are internalized by employees.
Q:
Observable artifacts such as special parking places, decorations, or ceremonies are physical manifestations of an organization's culture.
Q:
(p. 34) The explicit obligations that an employee must fulfill to receive compensation and continued employment are referred to as _____.
A. job orientation
B. citizenship behavior
C. organizational commitment
D. task performance
E. counterproductive behavior
Q:
Organizational culture influences collective attitudes and behavior.
Q:
When a manager evaluated how much time a coach spends with the team, the coach's ethical impact on team member behaviors, and the clarity of the coach's explanations of new plays, the manager is assessing the coach's ______.
A. job performance
B. team commitment
C. organizational commitment
D. productivity
E. leadership
Q:
Organizational culture rarely impacts organizational structure.
Q:
(p. 34) _____ includes employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces.
A. Task performance
B. Citizenship behavior
C. Counterproductive behavior
D. Job orientation
E. Organizational commitment
Q:
Acronyms, manner of dress, awards, myths and stories told about the organization, published lists of values, and observable rituals are all examples of espoused values of an organization.
Q:
Which of the following are considered organizational citizenship behaviors? (Check all that apply) __ voice __ helping __ civic virtue __ courtesy __ sportsmanship
Q:
Organizational culture is based on "taken-for-granted implicit assumptions."
Q:
(p. 33) The value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment is known as _____.
A. task identity
B. task orientation
C. job satisfaction
D. job performance
E. organizational commitment
Q:
Explain the mentoring process and outline its benefits. Why should an individual seek a mentor or mentors?
Q:
(p. 51) Social networking sites and their applications can be used to monitor employee performance.
Q:
What is a realistic job preview (RJP) and what are its advantages? In what stage of the socialization process would a RJP be most useful?
Q:
(p. 49) Forced ranking systems can force managers to give bad evaluations to good performers.