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Q:
People with a high score on the neuroticism personality dimension tend to be more relaxed, secure, and calm.
Q:
Conscientiousness refers to the extent that people are sensitive, flexible, creative, and curious.
Q:
Phoebe, a manager at a firm, was conventional, resistant to change, and unimaginative. This implies that Phoebe possessed openness to experience.
Q:
The most researched and respected clustering of personality traits is the MARS model.
Q:
The "Big Five" personality dimensions represent five clusters that represent most personality traits.
Q:
Personality is completely determined by heredity.
Q:
Personality traits are more evident in situations where an individual's behavior is subject to social norms and reward systems.
Q:
Personality is a relatively stable pattern of behaviors and internal states that explains a person's behavioral tendencies.
Q:
Presenteeism refers to employees who attend work even though their capacity to work is significantly diminished by illness, fatigue, personal problems, or other factors.
Q:
Employees who experience job dissatisfaction, workplace incivility, or work-related stress are more likely to be absent or late for work because taking time off is a way of temporarily withdrawing from those situations.
Q:
American employees are absent from scheduled work at an alarming average of 20 days per year.
Q:
An employee creates unnecessary conflicts with his coworkers at his workplace. This is an example of organizational citizenship behavior.
Q:
Organizational citizenship behaviors (OCBs) include various forms of cooperation and helpfulness to others that support the organization's social and psychological context.
Q:
Proficiency refers to how well an employee responds to, copes with, and supports new circumstances and work patterns.
Q:
Task performance refers to goal-directed behaviors under the individual's control that support organizational objectives.
Q:
The four elements of the MARS model affect all voluntary workplace behaviors and performance.
Q:
Situational factors are working conditions within the employee's control.
Q:
Role perceptions are important because they represent how good an employee feels about their job and increase motivation.
Q:
Role perceptions are the extent to which people understand the job duties assigned to them.
Q:
A good match between an employee's competencies and his/her job requirements tends to increase both job performance and the employee's well-being.
Q:
Competencies refer to the complete set of motivations, abilities, role perceptions, and situational factors that contribute to job performance.
Q:
Learned capabilities refer to the skills and knowledge that one has actually acquired.
Q:
Aptitudes are natural talents that help individuals to learn specific tasks more quickly and perform them better than other people.
Q:
The forces within a person affect that individual's motivation.
Q:
Intensity refers to the fact that motivation is goal-directed, not random.
Q:
Motivation is an external force on the person that causes him/her to engage in specific behaviors.
Q:
The MARS model identifies the four main factors that influence individual behavior: motivation, ability, role perceptions, and situational factors.
Q:
According to the MARS model of individual behavior and performance, employee performance will remain high even if one of the four factors is low in a given situation.
Q:
What have we learned from research about differences in values across cultures? What warning flags do we need to pay attention to?
Q:
Several international sales representatives in your organization have faced the murky question of paying foreign government officials under the table in order to do business in other countries. Describe three strategies that the organization should consider to resolve these and other ethical dilemmas for foreign sales representatives.
Q:
Explain the three distinct types of ethical principles.
Q:
The textbook states, ""¦there is often a "˜disconnect' between personal values and individual behavior. What does this mean? What influences this disconnect?
Q:
Describe (and/or draw) and explain Schwartz's Values Circumplex model.
Q:
An ongoing debate in organizational behavior is whether we should consider the personality traits of job applicants when selecting them into the organization. Take the view that personality traits should be considered in the selection process and provide arguments for your position.
Q:
Identify and define the five types of individual behavior in the workplace.
Q:
Employees in a company's warehouse are making several errors in inventory control and breaking items shipped. An analysis of the situation reveals that individual competencies are poorly matched with the job requirements. Describe three different strategies that would potentially improve this kind of person-job matching.
Q:
Store #34 of CDA Hardware Associates has had below average sales over the past few years. As head of franchise operations, you are concerned with the continued low sales volume. The store manager wants you to diagnose the problem and recommend possible causes. Use the MARS model of individual behavior and performance to provide four different types of reasons why employees at Store #34 might be performing below average. Provide one example for each type of explanation.
Q:
The sales office of a large industrial products wholesale company has an increasing problem that salespeople are arriving late at the office each morning. Some sales reps go directly to visit clients rather than showing up at the office as required by company policy. Others arrive several minutes after their appointed start time. The vice president of sales does not want to introduce time clocks, but this may be necessary if the lateness problem is not corrected. Using the MARS model of individual behavior, diagnose the possible reasons why salespeople may be engaging in this "lateness" behavior.
Q:
Scenario: International Manufacturing & TradingInternational Manufacturing & Trading (IMT) is a medium-sized U.S. company rapidly expanding in the Asian and Far East markets. The company has decided to open a manufacturing plant in Japan, Taiwan, and Malaysia. IMT will send key top managers from the U.S. office and will hire the lower-level managers and employees from the local markets. IMT managers realize that there will be some cultural differences but are unsure of what and how much.U.S. managers tend to be:A. more individualistic.B. high in nurturing.C. more collectivist.D. low in achievement orientation.E. high in uncertainty avoidance.
Q:
Scenario: International Manufacturing & Trading
International Manufacturing & Trading (IMT) is a medium-sized U.S. company rapidly expanding in the Asian and Far East markets. The company has decided to open a manufacturing plant in Japan, Taiwan, and Malaysia. IMT will send key top managers from the U.S. office and will hire the lower-level managers and employees from the local markets. IMT managers realize that there will be some cultural differences but are unsure of what and how much.
IMT managers should know that employees from cultures with a high power distance are more likely to:
A. use their power to obtain undue favors.
B. encourage consensus-oriented decision making.
C. avoid people in positions of power.
D. readily accept the high status of other people in the organization.
E. give their power to others as a sign of friendship.
Q:
Scenario: Electronika International
Electronika International is a fast growing small company specializing in consumer electronics. Managers at Electronika International are exploring the idea of using the "Big Five" personality dimensions in hiring and improving work-related behaviors and job performance.
When hiring new employees, e-commerce managers should look for people who have a high level of _____, which is the most valuable "Big Five" personality dimension for predicting job performance.
A. extraversion
B. openness to experience
C. conscientiousness
D. neuroticism
E. locus of control
Q:
Scenario: Kleen Waterproofing
Dave Docket, the installation manager at Kleen Waterproofing, has been receiving customer complaints that several crewmembers either come late to the job or they do not show up at all, without any communication with the customers. The job completion dates keep getting delayed and customer dissatisfaction keeps increasing. Dave has also just hired several new employees who are motivated, able to perform their jobs, and have adequate resources. However, they are not sure what tasks are included in their job. Dave is wondering how he can understand what is going on with his crew behavior and what can he do to improve the situation.
According to the MARS model, the new employees Dave has hired will likely:
A. emphasize the utilitarianism principle in their decision making.
B. have lower job performance due to poor role perceptions.
C. have better job performance because they are motivated and able to perform the work.
D. have above-average organizational citizenship.
E. have a high degree of differentiation according to Holland's classification of occupations.
Q:
Scenario: Kleen WaterproofingDave Docket, the installation manager at Kleen Waterproofing, has been receiving customer complaints that several crewmembers either come late to the job or they do not show up at all, without any communication with the customers. The job completion dates keep getting delayed and customer dissatisfaction keeps increasing. Dave has also just hired several new employees who are motivated, able to perform their jobs, and have adequate resources. However, they are not sure what tasks are included in their job. Dave is wondering how he can understand what is going on with his crew behavior and what can he do to improve the situation.Dave organizes a training program for his employees to teach them how to operate the machines used for working. Which of the following attributes will show a direct improvement because of this training?A. MotivationB. Role perceptionC. Ethical sensitivityD. Moral intensityE. Ability
Q:
People with a high _____ value assertiveness, competitiveness, and materialism.
A. individualism
B. collectivism
C. power distance
D. uncertainty avoidance
E. achievement orientation
Q:
Discuss the conceptual anchors based on which organizational behavior is developed and redefined.
Q:
Telecommuting has been identified as an important trend in organizational behavior. Discuss three organizational behavior topics that are influenced by telecommuting.
Q:
The changing workforce is one of the emerging trends in organizational behavior. Describe how the workforce is changing and briefly identify two consequences of these changes for organizations.
Q:
Many organizations are placing increasing importance on values in the workplace. Explain the differences between values, ethics, and corporate social responsibility.
Q:
Explain the three propositions that high-performance work practices (HPWP) are based on.
Q:
According to the organizational learning perspective, what are the four organizational learning processes?Explain each process.
Q:
A courier service laid off a large percentage of its production staff during last year's recession. These low-skilled employees performed routine tasks filling orders. The company now wants to rehire them. However, most of the unskilled employees have since found employment in other companies and industries. Do you think the courier company lost much intellectual capital in this situation?Explain your answer.
Q:
An aircraft manufacturing company developed a computer simulation representing the very complex processes and subgroups that create an airplane. Teams of production employees would participate in a game where trainers gave them the challenge of reducing costs or minimizing space using the simulation. As the trainers predicted, the team's actions would almost always result in unexpected consequences. Explain how this simulation relates to the open systems perspective of organizational behavior.The production simulation teaches teams that organizations are complex systems with many interdependent parts. As such, complex systems tend to produce unintended consequences when one part of the system is altered. The lesson here is to recognize the repercussions of subsystem actions on other parts of the organization.
Q:
Marketing specialists at Sarasota Beer Co. developed a new advertising campaign for summer sales. The ads were particularly aimed at sports events where Sarasota Beer sold kegs of beer on tap. The marketing group worked for months with a top advertising firm on the campaign. Their effort was successful in terms of significantly higher demand for Sarasota Beer's keg beer at sports stadiums. However, the production department had not been notified of the marketing campaign and was not prepared for the increased demand. The company was forced to buy empty kegs at a premium price. It also had to brew some of the lower-priced keg beer in vats that would have been used for higher-priced specialty beer. The result was that Sarasota Beer sold more of the lower-priced keg beer and less of the higher-priced products that summer. Moreover, the company could not initially fill consumer demand for the keg beer, resulting in customer dissatisfaction. Use system theory to explain what has occurred at Sarasota Beer Co.This incident mainly relates to the open systems idea that organizations consist of many interdependent parts. In larger organizations, subsystem interdependence is so complex that an event in one department may ripple through the organization and affect other subsystems. In this case, the marketing group's advertising campaign had unintended implications for the production group. The marketing group's campaign increased demand for keg beer, which forced production to brew more of the lower-priced product rather than the higher-priced specialty beer. It was also necessary to keep up with demand by paying premium prices for empty kegs.
Q:
Senior officers in a national military organization decided that operations in supplies requisition were inefficient and costly. They brought in consultants who recommended that the entire requisition process be 'reengineered'. This involved throwing out the old practices and developing an entirely new set of work activities around workflow. However, like many reengineering changes, this intervention resulted in lower productivity, higher employee turnover, and other adverse outcomes. Discuss likely problems with the intervention in terms of systems theory.
Q:
Explain the organization-environment fit concept of the open systems perspective.
Q:
Name the four important perspectives of organizational effectiveness. Explain each perspective.
Q:
Scenario: Bob Baldwin
As an owner and manager of Tricky Toys, Bob Baldwin has been fascinated by all the changes occurring and transforming the workplace. Bob is concerned about the important OB trends that he can understand and take advantage of in developing and positioning his company in the marketplace.
Bob is considering the idea of implementing telecommuting in Tricky Toys. Which of the following is an advantage of telecommuting?
A. Reduced employee stress
B. Larger markets
C. Greater demand for firm's products
D. Enhanced employee recognition
E. Ability to recognize the value of new information
Q:
Scenario: Allison Albright
Your roommate, Allison Albright, is a non-business major. When she discovered that you are taking a course in Organizational Behavior, she was thoroughly confused as to why one would need to study OB and what it entails. Based on what you have studied, can you help Allison obtain knowledge of organizational behavior?
Allison should understand that organizational behavior knowledge:
A. should never be used to influence the behavior of other people.
B. should be used only by managers and senior executives.
C. should never replace common-sense knowledge about how organizations work.
D. is relevant to everyone who works in organizations.
E. is an independent science that has evolved independently.
Q:
Scenario: Allison AlbrightYour roommate, Allison Albright, is a non-business major. When she discovered that you are taking a course in Organizational Behavior, she was thoroughly confused as to why one would need to study OB and what it entails. Based on what you have studied, can you help Allison obtain knowledge of organizational behavior?Allison thinks that organization is the same as an organism. However, in the field of organizational behavior, organizations are best described as:A. legal entities that must abide by government regulations and pay taxes.B. physical structures with observable capital equipment.C. social entities with a publicly stated set of formal goals.D. groups of people who work interdependently towards some purpose.E. any social entity with profit-centered motives and objectives.
Q:
Which of the following is a conceptual anchor in organizational behavior?
A. Contingency anchor
B. Economic anchor
C. Social anchor
D. Single level anchor
E. Scientific anchor
Q:
According to the multiple levels of analysis anchor:
A. organizational behavior is mainly the study of how all levels of the organizational hierarchy interact with the external environment.
B. OB topics typically relate to the individual, team and organizational levels of analysis.
C. there are eight levels of analysis that scholars should recognize when conducting OB research.
D. organizational events can be studied from only one level of analysis.
E. corporate executives need to understand business ethics from various levels and perspectives.
Q:
Which of the following statements is consistent with the concept of contingency anchor?
A. To obtain the best results, actions should be taken without considering their consequences.
B. A particular action may have different consequences in different situations.
C. OB theories are based on simple, common-sense ideas about what managers should do.
D. OB theories point out the one best way to resolve organizational problems.
E. Organizations should never be viewed as systems that process inputs to provide outputs.
Q:
Which of these statements is consistent with the five anchors of organizational behavior?
A. Organizational behavior theories must apply universally to every situation.
B. Organizations are like machines that operate independently of their external environment.
C. Each OB topic relates to only one level of analysis.
D. The field of organizational behavior should rely on other disciplines for some of its theory development.
E. Organizational behavioral decision making does not require evidence from research.
Q:
Which discipline has provided organizational behavior with much of its theoretical foundation for team dynamics, organizational power, and organizational socialization?
A. Sociology
B. Psychology
C. Economics
D. Industrial engineering
E. Political science
Q:
Which of the following is true according to the systematic research anchor?
A. OB topics typically relate to the individual, team and organizational levels of analysis.
B. OB should import knowledge from other disciplines, not just create its own knowledge.
C. OB theory should recognize that the effects of actions often vary with the situation.
D. A particular action may have different consequences in different situations.
E. OB should study organizations by forming questions, collecting data, and testing hypotheses against those data.
Q:
Mick works for a company as a financial analyst from home using information technology. He does not work in a traditional physical workplace. This trend is known as:
A. deep-level diversity.
B. work-life balance.
C. virtual work.
D. surface-level diversity.
E. frictional unemployment.
Q:
Out of the generational groups discussed in the textbook, which group has the highest preference for leisure and the lowest value of social interaction?
A. Gen-Xers
B. Gen-Yers
C. Baby Boomers
D. Millennials
E. Silent Generation
Q:
Deep-level diversity includes:
A. physiological differences.
B. attitudes.
C. ethnicity.
D. gender.
E. All of these.
Q:
_____ diversity includes differences in the psychological characteristics of employees, including personalities, beliefs, values, and attitudes.
A. Reflective
B. Deep-level
C. Organizational
D. Surface-level
E. External
Q:
At Clickz, an American photography magazine firm, more than half of the senior management positions are held by women. African Americans represent 40 percent of the company's workforce. The description of Clickz's diversity refers to:
A. deep-level diversity.
B. psychological diversity.
C. personality diversity.
D. surface-level diversity.
E. attitude diversity.
Q:
The observable demographic or physiological differences in people, such as their race, ethnicity, gender, age, and physical disabilities constitute _____ diversity.
A. deep-level
B. internal
C. surface-level
D. organizational
E. reflective
Q:
Which of the following statements is true about globalization and organizational behavior?
A. Globalization has little or no effect on organizational behavior.
B. Globalization has forced organizational behavior researchers to study only large multinational businesses.
C. Globalization offers numerous benefits to organizations.
D. Globalization has forced organizational behavior textbooks to discuss only companies with headquarters in North America.
E. Globalization does not have a significant impact on today's organizations.
Q:
Which of the following is an example of globalization?A. A footwear firm based in San Diego opens a new branch in Los Angeles.B. A car company based in Pittsburgh manufactures its cars in Philadelphia.C. Rewind, a German music band which plays traditional German folk music performs in Berlin.D. Rowan, a French citizen, publishes a novel within France.E. An American-based burger joint opens a new outlet in China.
Q:
_____ refers to economic, social, and cultural connectivity with people in other parts of the world.
A. OB
B. Globalization
C. Work/Life balance
D. Knowledge management
E. Corporate social responsibility
Q:
Which of the following is most closely associated with corporate social responsibility?
A. Knowledge management
B. Triple bottom line
C. Absorptive capacity
D. Adaptive ability
E. Knowledge acquisition
Q:
The triple bottom line philosophy says that:
A. companies should pay three times as much attention to profits as they do to employee wellbeing.
B. the main goal of all companies is to satisfy the needs of three groups: employees, shareholders, and suppliers.
C. business success increases by having three times more contingent workers than permanent employees.
D. companies should treat their local, national, and global customers fairly.
E. companies should try to support the economic, social, and environmental spheres of sustainability.
Q:
_____ refers to an organization's moral obligation toward all of its stakeholders.
A. Values
B. Legal obligation
C. Multicultural teams
D. Corporate social responsibility
E. Organizational behavior
Q:
Which of these organizational behavior trends is corporate social responsibility most closely related to?
A. Workforce diversity
B. Employment relationships
C. Information technology
D. Globalization
E. Workplace values and ethics
Q:
_____ refers to the study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad.
A. Performance orientation
B. Ethics
C. Multicultural teams
D. Legal obligations
E. Organizational behavior
Q:
The topic of ethics is most closely associated with the _____ perspective.
A. stakeholder
B. systems
C. high-performance work practices
D. open systems anchor
E. contingency