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Q:
Which of the following refers to the fact that motivation is goal-directed, not random?
A. Persistence
B. Direction
C. Intensity
D. Aptitude
E. Competencies
Q:
Motivation affects a person's _____ of voluntary behavior.
A. direction, intensity, and persistence
B. antecedents, consequences, and reinforcers
C. size, shape, and weight
D. aptitudes, abilities, and competencies
E. agreeableness, locus of control, and ethical sensitivity
Q:
_____ represents the forces within a person that affect the direction, intensity, and persistence of voluntary behavior.
A. Motivation
B. Personality
C. Values
D. Ethics
E. Ability
Q:
Which of the following are external to the individual but still affect his/her behavior and performance?
A. Motivations
B. Role perceptions
C. Situational factors
D. Abilities
E. Resolutions
Q:
Which of the following identifies the four factors that directly influence individual behavior and performance?
A. Utilitarianism
B. MARS model
C. Schwartz's model
D. Holland's model
E. Myers-Briggs Type Indicator
Q:
Which of the following directly influences an employee's voluntary behavior and performance?
A. Role perceptions
B. Moral intensity
C. Corporate social responsibility
D. Uncertainty avoidance
E. Income
Q:
One limitation with some research on cross-cultural values is that it incorrectly assumes that everyone within a specific country holds similar values.
Q:
People with high achievement orientation tend to value assertiveness, competitiveness, and materialism.
Q:
In terms of cross-cultural values, people in the United States tend to have relatively high individualism, middle to high achievement orientation, and medium to low power distance.
Q:
Individualism and collectivism are mutually exclusive values found in certain countries and places.
Q:
Collectivism is a cross-cultural value describing the degree to which people in a culture emphasize personal duty to the groups in which they belong.
Q:
An ethical code of conduct is a statement about desired practices, rules of conduct and philosophy about the organization's relationship to its stakeholders and the environment.
Q:
Mindfulness refers to the level of empathy a person has when referring to their moral sensitivity.
Q:
One type of factor that can change a person's moral sensitivity is expertise or knowledge of prescriptive norms or rules.
Q:
Moral sensitivity is the degree to which an issue demands the application of ethical principles.
Q:
The distributive justice principle of ethical decision making advocates the principle that benefits should be distributed among people irrespective of their abilities and similarities.
Q:
One problem with applying the individual rights principle of ethical decision making is that one individual right may conflict with another.
Q:
Distributive justice is sometimes known as a consequential principle because it focuses on the consequences of our actions, not on how we achieve those consequences.
Q:
Utilitarianism suggests that we should choose the option that provides the highest degree of satisfaction to those affected.
Q:
The ideal situation in organizations is to have employees whose values are perfectly congruent with the organization's values.
Q:
Person-organization values congruence occurs when a person's values are similar to the organization's dominant values.
Q:
Work environments influence our behavior, so they necessarily encourage or discourage values-consistent behavior.
Q:
Under Schwartz's Values Complex, the value category of self-direction refers to the pursuit of pleasure, enjoyment and the gratification of desires.
Q:
Values and personality traits are related to each other and are essentially the same thing.
Q:
One dimension of Schwartz's Values Circumplex has openness to change at one extreme and conservation at the other extreme.
Q:
People arrange values into a hierarchy of preferences, called a value system.
Q:
Values are stable, evaluative beliefs about what is important in a variety of situations.
Q:
The MBTI instrument is mostly used for team building and career development.
Q:
The MBTI is an excellent predictor of job performances and is recommended for employment selection.
Q:
People with a perceiving orientation are less flexible and effective in their functioning.
Q:
The Myers-Briggs Type Indicator measures the personality traits described by Swiss psychiatrist Carl Jung.
Q:
Extraverts are people who are quiet, cautious, and less interactive with others.
Q:
Sensing, feeling, and judging are three of the "Big Five" personality traits.
Q:
Conscientiousness is one of the best personality traits for predicting job performance in most job groups.
Q:
Agreeableness, extraversion, and conscientiousness are three of the "Big Five" personality dimensions.
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 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:
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:
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:
The textbook states, "there is often a disconnect' between personal values and individual behavior. What does this mean? What influences this disconnect?
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:
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. 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: 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 make themselves aware that people in Japan tend to have:
A. high individualism.
B. high collectivism.
C. medium power distance.
D. low achievement orientation.
E. medium uncertainty distance.
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: 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. Electronika managers must pay attention to _____ when hiring new employees because it characterizes people with high levels of anxiety, hostility, depression, and self-consciousness.
A. extraversion
B. openness to experience
C. conscientiousness
D. neuroticism
E. locus of control
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. Electronika managers should be aware that being good-natured, empathetic, caring, and courteous are characteristics of people with:
A. openness to experience.
B. agreeableness.
C. locus of control.
D. emotional stability.
E. extraversion.
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. Electronika managers want to hire people who are dependable, goal-focused, thorough, and disciplined. Which of the following "Big Five" personality dimensions is desirable for individuals to be hired?
A. Openness to experience
B. Agreeableness
C. Conscientiousness
D. Locus of control
E. Extraversion
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 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. 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. Motivation
B. Role perception
C. Ethical sensitivity
D. Moral intensity
E. 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:
Etoni is a new employee who comes from a culture that values respect for people in higher positions and values the wellbeing of others more than goal achievement. Etoni's culture has:
A. high power distance and strong nurturing orientation.
B. high collectivism and a short-term orientation.
C. low uncertainty avoidance and high individualism.
D. low power distance and strong nurturing orientation.
E. high power distance and weak nurturing orientation.
Q:
_____ is the extent to which people either tolerate ambiguity or feel threatened by ambiguity.
A. Individualism
B. Collectivism
C. Power distance
D. Uncertainty avoidance
E. Achievement orientation
Q:
Employees from cultures with a high power distance are more likely to:
A. use their existing power to gain more power.
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:
Which of the following countries generally has the strongest collectivist value orientation?
A. United States
B. Japan
C. Taiwan
D. Egypt
E. France
Q:
Americans tend to have high:
A. power distance.
B. nurturing-orientation.
C. long-term orientation.
D. individualism.
E. uncertainty avoidance.
Q:
According to the organizational learning perspective, what are the four organizational learning processes? Explain each process.
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