Q&A Hero

Q: Daniel, the supervisor of a team of financial analysts, aims to become a manager. He is confident and assertive about his ideas in the workplace. Daniel always gives precise instructions to his team members and expects them to follow the instructions. Which of the following Big Five personality dimensions is best reflected by Daniel in this scenario? A. High surgency B. Low conscientiousness C. High adjustment D. Low openness to experience

Q: The concept of "human resource management" implies that employees in an organization cannot be considered as a resource and hence are interchangeable.

Q: Persistence, credibility, conformity, and organization are terms that describe the traits of _____. A. weak adjustment B. high conscientiousness C. high agreeableness D. weak surgency

Q: Which of the following characterizes people with a strong adjustment personality type? A. Energetic, assertive, active, and ambitious, with an interest in getting ahead B. Cold, difficult, uncompassionate, unfriendly, and unsociable C. Good under pressure, relaxed, secure, and positive D. Imaginative, intellectual, open-minded, autonomous, and creative

Q: Managers and economists traditionally have seen human resource management as a source of value to their organizations.

Q: Richard is unambitious and prefers spending most of his time by himself. His colleagues consider him aloof and insecure. He finds it difficult to work under high pressure and often blames his colleagues. According to the Big Five personality dimensions, Richard's personality is: A. high in surgency. B. high in openness to experience. C. low in agreeableness. D. high in adjustment.

Q: Identify the common traits of people with a strong surgency personality dimension. A. Laid-back or easygoing B. Avoiding change and new things C. Poor under pressure, nervous, insecure, and moody D. Energetic, assertive, active, and ambitious

Q: The _____ personality dimension primarily focuses on traits related to being willing to change and try new things. A. adjustment B. conscientiousness C. openness to experience D. surgency

Q: People weak in _____ want to be followers. A. agreeableness B. conscientiousness C. extroversion D. surgency

Q: Jerry is a considerate person and is liberal in accepting the changes in his organization. Owing to his gregarious nature, Jerry has a lot of friends where he works. He finds it easy to establish a rapport with people. Which of the following Big Five personality dimensions is best reflected by Jerry in the scenario? A. Surgency B. Adjustment C. Agreeableness D. Conscientiousness

Q: _____ is a continuum representing one's belief as to whether external or internal forces determine one's destiny. A. Surgency B. Locus of control C. Perceptual congruence D. Conscientiousness

Q: _____ believe that they have little control over their performance and are closed to new experiences. A. Externalizers B. Internalizers C. Extroverts D. Type A personalities

Q: How is Type A personality characterized? A. Easygoing B. Apathetic C. Time conscious D. Patient

Q: Discussing controversial topics and expressing personal views are best avoided especially during the four-minute barrier.

Q: Facial expressions convey feelings more accurately than words.

Q: Dressing like a successful person in the organization during one's job interview might send out signals of overconfidence.

Q: Nonprofessional images on social media sites tend to take job candidates out of consideration for jobs.

Q: Selective exposure influences job selection.

Q: We perceive, select, organize, and interpret information as we expect it to appear.

Q: People sometimes selectively pick information they want to hear and ignore information they do not want to hear. This phenomenon is called frame of reference.

Q: Stereotyping is our tendency to see things from a narrow focus that directly affects us.

Q: We tend to get along better with people who have the same learning style as ourselves.

Q: Accommodators rely more on other people for information than on technical analysis.

Q: Today, it is generally agreed that intelligence is a product of genetics and not of the environment.

Q: Exercise, nutrition, relaxation, positive thinking, and a good support system help in tackling stress.

Q: Chronic stress can lead to burnout.

Q: People with Type B personalities have more stress than people with Type A personalities.

Q: Some stress helps improve performance.

Q: Stress is an individual matter.

Q: Stressors are similar in how they affect different individuals.

Q: The Myers-Briggs Type Indicator (MBTI) identifies one's personality inclinations for certain ways of feeling and leading.

Q: Emotional stability is important in dealing with situations that need efficiency under pressure.

Q: According to the Big Five Model of Personality, people characterized by assertiveness, ambition, and energy are generally strong in dominance.

Q: Locus of control is a two-dimensional personality classification method.

Q: People with an internal locus of control are closed to new experiences to improve performance.

Q: We learn more by _____ than we do by talking.

Q: With the knowledge of the results of the _____ conducted by Elton Mayo and his associates, some managers used human relations as a means of manipulating employees, while others took the attitude that a happy worker is a productive worker.

Q: _____ managers focused on production, not people.

Q: _____ is the collective behavior of an organization's individuals and groups.

Q: A(n) _____ is a group of people working to achieve one or more objectives.

Q: _____, as a level of behavior, consists of the things two or more people do and say as they interact.

Q: _____ is what people do and say, and its three levels are individual, group, and organizational.

Q: The _____ realizes that an organization employs the whole person, not just his or her job skills.

Q: A(n) _____ occurs when an organization and its employees both get what they want.

Q: The term _____ means interactions among people.

Q: What are competencies? Define the three human relation skills.

Q: How do human relations problems occur? Explain the three alternatives to resolving a human relations problem.

Q: What are the 10 human relations guidelines?

Q: What are some of the trends and challenges of human relations?

Q: What is the Hawthorne effect? How did managers use the knowledge of the Hawthorne studies?

Q: Define performance and explain how the systems effect affects performance.

Q: Explain the three levels of behavior.

Q: What is the goal of human relations? Explain the total person approach.

Q: What are the myths about human relations? Explain them.

Q: Of the intrapersonal, interpersonal, and leadership skills, which one is your strongest? Your weakest?

Q: Of the three ways to handle human relations problems, which ones are the easiest and hardest for you?

Q: Which one of the 10 guidelines for effective human relations do you think is the most important?

Q: Which one of the trends or challenges do you believe is the most relevant to the field of human relations?

Q: Which person's contribution to the history of human relations do you find to be the most impressive?

Q: In your opinion, which myth about human relations holds back the development of human relations skills more than any of the others?

Q: Give a specific example of a human relations problem in which you elected to change yourself rather than the other person or situation. Be sure to identify your changed behavior.

Q: Which 2 of the 10 human relations guidelines need the most effort on your part? Which 2 need the least? Explain your answers.

Q: Do you believe that you can and will develop your human relations abilities and skills through this course? Explain your answer.

Q: Explain how one of the trends or challenges in the field of human relations could personally affect your human relations.

Q: Give a specific example, personal if possible, of the Hawthorne effect. It could be when a teacher, coach, or boss gave you special attention that resulted in your increased performance.

Q: Give two specific examples of how human relations affected your performanceone positive and the other negative. Be specific in explaining the effects of human relations in both cases.

Q: Give two specific examples of your involvement in human relationsone positive and one negative. Also identify the level of behavior for each example.

Q: Give a specific example, personal if possible, that supports the total person approach. Explain how an individual's job performance was affected by off-the-job problems.

Q: Give an example, personal if possible, of a situation in which the goal of human relations was met. Explain how the individual's needs were met and how the organizational objectives were achieved.

Q: In your own words, explain why human relations skills are important to you. How will they help you in your career?

Q: Which of the following is a leadership skill? A. Persistence B. Arbitrariness C. Capriciousness D. Anxiousness

Q: _____ is the ability to influence others and work well in teams. A. Authority B. Power C. Omnipotence D. Leadership skill

Q: _____ skill is the ability to work well with a diversity of people. A. Internal B. Holistic C. Interpersonal D. Metaphysical

Q: Which of the following is the best logical choice to resolve a human relations problem? A. Changing oneself B. Changing the situation C. Changing the other person D. Ignoring the problem

Q: Being right is not good enough if it hurts human relations. What should one do in order to avoid this? A. Think before acting B. Smile and develop a sense of humor C. Call people by their names D. Be genuinely interested in oneself

Q: Which of the following is the best way to get what you want? A. Being self-focused B. Changing the other person C. Changing the situation D. Helping other people get what they want and vice versa

Q: Which of the following is a way to show respect for other person's opinions? A. Being genuinely interested in oneself B. Listening to people C. Acting before thinking D. Calling people by their names

Q: The _____ contract is the shared expectations between people. A. biological B. physical C. psychological D. physiological

Q: "Our supervisor, Daniel, is a great guy. He appreciates the work we do and inspires us to perform better." Which of the following best describes Daniel's behavior? A. Being positive B. Being humorous C. Being politically correct D. Using people

Q: "Although there are a lot of differences in the team, Neil, the supervisor, doesn't seem deterred." Which of the following best describes Neil's behavior? A. Being humorous B. Being genuinely interested in other people C. Being indifferent to problems D. Being optimistic