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CHAPTER 1 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) There is only one best way to manage people, teams, or organizations. A particular management practice that worked today will work tomorrow. This is called the contingency approach. ⊚ ⊚

true false

2) Common sense focuses on the past, and because of this, it is strong in responding to the unexpected. ⊚ ⊚

true false

3) When major league baseball officials failed to notice they had created conditions that encouraged players to use steroids, this was an example of “motivated blindness.” ⊚ ⊚

true false

4) OB includes topics such as managing your peers and your bosses, as well as managing your subordinates. ⊚ ⊚

true false

5) Paying someone else to do your homework, sharing answers via social media and sharing answers on a take home exam are all examples of student cheating. ⊚ ⊚

true false

6) Problem solving is a systematic process for closing the gap between an actual and a desired outcome.

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⊚ ⊚

true false

7) Ethical dilemmas are situations with two choices, neither of which resolves the situation in an ethically acceptable manner. ⊚ ⊚

8)

true false

Unethical behavior erodes trust, but has no effect on cooperation in organizations. ⊚ ⊚

true false

9) Southwest Airlines mechanics created widespread slowdowns in flights to pressure their company in negotiations with their union. This was illegal. ⊚ ⊚

true false

10) Knowledge and consideration of both personal and situation factors and the interplay between the two are equally important. ⊚ ⊚

true false

11) Whistle-blower protection laws exist like the Dodd-Frank Act of 2010, and sufficiently protect employees. ⊚ ⊚

12)

true false

A decision is a gap between an actual and a desired situation. ⊚ ⊚

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true false

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13) OB concepts and theories can be classified into three broad categories: person factors, group characteristics, and situation factors. ⊚ ⊚

true false

14) The interactional perspective states that behavior is a function of interdependent person and situation factors. ⊚ ⊚

true false

15) The “organizing framework” for understanding and applying OB is based on the systems approach. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

16) Janell is having an argument with her father. He believes that focusing on her computer knowledge (hard skills) is the most important of Janell’s college experience. Janell disagrees, arguing that ________ is/are the more critical and will help her in the hiring process.

A) B) C) D) E)

problem solving self-awareness soft skills an ethical perspective business knowledge

17) ________ is the interdisciplinary field dedicated to understanding and managing people at work.

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A) B) C) D) E)

18)

Which of the following fields is not a field from which OB draws?

A) B) C) D) E)

19)

Management theory Management dynamics Organizational behavior Organizational dynamics Organizational theory

political science accounting statistics economics vocational counseling

OB is important in all facets of school and work because A) B) C) D) E)

hard skills are a critical factor to your success. this indicates that you have common sense. this technical knowledge is in great demand. a career in OB will ensure a high salary. it helps us to understand and manage people.

20) Jon is dealing with several employees who are chronically late. He unilaterally decides to dock everyone’s daily pay 5 percent if they are more than 10 minutes late. Jon will have better results using A) B) C) D) E)

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the contingency approach. the “one-best-way” approach. the environmental theory. ethical decision making. the human capital theory.

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21) Practicing mindfulness daily, taking timeouts, keeping track of strengths and weaknesses, taking self-assessments and listening are all practical advice for building your A) B) C) D) E)

22)

soft skills. hard skills. cognition level. self-awareness. hindsight.

Which of the following statements is false?

A) B) C) D) E)

The contingency approach is just common sense.

Common sense excels in well-known scenarios with predictable outcomes.

Common sense requires less effort than finding the real problem.

Common sense can be overly subjective.

Common sense is weak in unexpected situations.

23) Problem solving and critical thinking are ________ because they use logic and reasoning to develop and evaluate options.

A) B) C) D) E)

24)

technical skills soft skills common sense hard skills personal attributes

Which of the following is not one of the top four skills desired by employers?

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A) B) C) D) E)

teamwork critical thinking problem solving creativity people management

25) Vance and Donal were hired by the same network support firm. One year later, Donal receives a promotion to team leader. Vance believes he has stronger technical skills and asks his supervisor why he did not get the promotion. The supervisor says that Donal has better people skills. Having ________ can enable a person’s promotion.

A) B) C) D) E)

26)

soft skills hard skills technical skills team skills the right degree

________ matters because it gives you credibility with your peers and those you manage.

A) B) C) D) E)

Performance Motivation Communication Self-confidence Cheating

27) “When you know yourself, you are comfortable with your strengths and not crippled by your shortcomings …” This is

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A) B) C) D) E)

28)

a soft skill. self-awareness. common sense. hindsight. objectivity.

Regarding the relative importance of personal and technical skills, A) B) C) D) E)

they remain equal and this does not change throughout careers. technical skills are more important regardless of job level. personal skills are more important regardless of job level. technical skills become more important as job level increases. personal skills become more important as job level increases.

29) Luis’s Ice Cream Store sales were down 15 percent this summer. The owner, Luis, says that in his experience rainy summers mean lower ice cream sales. Johanna, his assistant, notices the staff at Luis’s appear uninterested and slow to serve customers. He would like to replace at least one of them with a younger college student for the rest of the summer. Johanna is using a(n) ________ perspective.

A) B) C) D) E)

experience management theory hindsight contingency common sense

30) At her job, Sarah doesn’t identify what is bothering her team members who report directly to her. Two have left the company in the past three months and she didn’t probe why they decided to leave. She just assumes they are getting a higher salary elsewhere. Sarah is showing a(an)

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A) B) C) D) E)

lack of rigor. lack of self-awareness. lack of authenticity. over-reliance on hindsight. lack of objectivity.

31) Dev argues that 9 AM is a bad time to sign up for a small discussion group because he will be too tired from the previous night’s activities. He prefers to sign up for a large lecture class at that time. José disagrees, noting that this small discussion group is something they both wanted to do and will require their attention, while they may not focus in the lecture class. Dev says that this is not a commonsense approach. What weakness does Dev exhibit?

A) B) C) D) E)

lack of rigor lack of self-awareness lack of authenticity over-reliance on hindsight lack of objectivity

32) ________, with which you can build goodwill, include personality, teamwork and leadership.

A) B) C) D) E)

Interpersonal skills Commonsense skills Hard skills Technical expertise Personal attributes

33) Kevin expresses concern about Margarite, an intern scheduled to work on his team for three weeks. Julio, Kevin’s manager, quickly decides to move Margarite to another team. Which key problem-solving step has Julio skipped?

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A) B) C) D) E)

define the problem take action find a solution defuse the situation implement changes

34) In some business situations, you will make recommendations to solve a problem. Which of the following actions can help improve the quality of your recommendations?

A) B) C) D) E)

Check with human resources to be sure that you are following protocol.

Make sure that your suggestions don’t upset any team members.

Make sure that your recommendations address the causes of the problem.

Make sure you offer a quick fix for the problem.

Ask your superior to present the recommendations.

35) ________ highlight the fact that choosing among available options is not always a choice between right and wrong.

A) B) C) D) E)

Organizational theories Ethical dilemmas Ethical lapses Management theories Ill-conceived goals

36) Zoe is a bank manager charged with determining which employees are downsized. Her only guidelines are to keep those employees who contribute the most to the overall organization.

When the list of employees downsized is presented, none of her personal friends are on it. This might be viewed as ________ behavior.

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A) B) C) D) E)

rational unbiased unethical illegal organizational

37) Barbara wants to become a partner in her Atlanta law firm. She knows that if she bills the most revenue, it will help her get her partnership. This ________ can lead to unethical behavior.

A) B) C) D) E)

38)

overvalued outcome motivated blindness ill-conceived goal indirect blindness slippery slope

Which of the following statements is true?

A) Ill-conceived goals occur when we set goals and incentives to promote a desired behavior, and that behavior is achieved.

B) The slippery slope refers to seeing the ethical actions of others as an example to follow.

C) Motivated blindness occurs when we overlook the unethical behavior of another because it’s in our interest to remain ignorant.

D) If the outcome is good, then the behavior must be ethical.

E) Direct blindness occurs when we hold others less accountable for unethical behavior because it’s carried out through third parties.

39) When confronting an issue, you will likely be perceived as more helpful and be taken more seriously if you provide an alternate course or solution and not offering complaints. What skill is this identifying to help you avoid unethical behavior?

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A) B) C) D) E)

40)

Ethics is primarily concerned with A) B) C) D) E)

41)

right and wrong. legal and illegal. moral and immoral. religious and nonreligious. public and nonpublic.

What is the most prevalent lie on résumés?

A) B) C) D) E)

42)

Accept that confronting ethical concerns is part of your job.

Challenge the rationale.

Suggest solutions.

Consider and explain long-term consequences.

Use your lack of seniority as an asset.

incorrect job titles errors in employment dates false academic degrees skill sets that are not true exaggeration of responsibilities

In an ethical dilemma,

A) there are two choices, neither of which resolves the situation in an ethically acceptable manner.

B) there are two choices, either of which resolves the situation in an ethically acceptable manner.

C) there are two choices, one of which resolves the situation in an ethically acceptable manner.

D) there is only one choice.

E) there are no choices.

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43) Mack works for a small biotech firm. When the firm presents the results of its clinical trials to the FDA, Mack realizes that the results are not accurate. He reports this to the FDA. Mack is a(n) A) B) C) D) E)

ethicist. whistle-blower. traitor. mole. deviant.

44) ________ are goals and incentives set to promote a desired behavior, but instead encourage a negative one.

A) B) C) D) E)

Ill-conceived goals Motivated blindness Indirect blindness The slippery slope Overvaluing outcomes

45) Calvin is a customer-service representative who handles phone inquiries. He has a goal of handling 12 calls per hour. When he gets a customer with a complex situation, he tends to become short with that person to keep the call short. This is an example of A) B) C) D) E)

ill-conceived goals. motivated blindness. indirect blindness. the slippery slope. overvaluing outcomes.

46) Emily is part of a team working on a project. Veronica’s role on the team is to update and present status reports to management. Emily knows that Veronica’s reports do not show the delays that have occurred, but she doesn’t say anything because she does not want upper management more involved. Which of the following is Emily exhibiting?

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A) B) C) D) E)

ill-conceived goals motivated blindness indirect blindness the slippery slope overvaluing outcomes

47) Cheryl saw Maria cheating on a test in their OB class. However, she did not report this because Maria is on her team in the class and she feared that Maria might be kicked out of the class and that this would hurt her team’s chances of doing well on their project. Cheryl is experiencing A) B) C) D) E)

ill-conceived goals. motivated blindness. indirect blindness. the slippery slope. overvaluing outcomes.

48) ________ is(are) when we hold others less accountable for unethical behavior that is carried out through third parties.

A) B) C) D) E)

Ill-conceived goals Motivated blindness Indirect blindness The slippery slope Overvaluing outcomes

49) Brad asked Elvira for general advice on homework. Then he asked her to let him see specific problems. Now he wants to copy her assignment, claiming he has no time and the content is too difficult. This is an example of

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A) B) C) D) E)

ill-conceived goals. motivated blindness. indirect blindness. the slippery slope. overvaluing outcomes.

50) Background checks are a requirement for all employees working with children under the age of 18. Reece was aware of this policy but told Shane that it was okay to skip the check this month because it wasn’t in the budget. This procedural error could lead to hiring an employee with a criminal record. Shane is experiencing what type of unethical behavior?

A) B) C) D) E)

51)

________ is when we give a pass to unethical behavior if the outcome is good.

A) B) C) D) E)

52)

setting ill-conceived goals exhibiting motivated blindness showing indirect blindness on a slippery slope overvaluing outcomes

Ill-conceived goals Motivated blindness Indirect blindness The slippery slope Overvaluing outcomes

________ is the remedy for ill-conceived goals.

A) B) C) D) E)

Rooting out conflicts of interest When handing off work, asking if the assignment might invite unethical behavior Rewarding solid decision processes, not just good outcomes, Being alert for even trivial ethical infractions and addressing them immediately Brainstorming unintended consequences

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53)

The remedy for motivated blindness is A) B) C) D) E)

to root out conflicts of interest. when handing off work, to ask if the assignment might invite unethical behavior. to reward solid decision processes, not just good outcomes. to be alert for even trivial ethical infractions and address them immediately. to brainstorm unintended consequences.

54) Eco Landscaping Company minimizes attention to a price increase by selling lawn care treatments to a subsidiary, Grow It, Inc. Grow It then increases the price of the specific treatments. The manager of Grow It wants to notify customers that they are a subsidiary of Eco Landscaping and that the increase has come from the parent company. This is an example of a remedy for A) B) C) D) E)

ill-conceived goals. indirect blindness. the slippery slope. overvaluing outcomes. motivated blindness.

55) ________ skills are increasingly needed in today’s complex world in order to achieve superior performance where workers at all levels of the organization are called upon to think critically, take ownership of problems, and make real-time decisions.

A) B) C) D) E)

56)

Common sense Service Judgement Problem-solving Whistle-blowing

Why are ethics considered so important when studying organizational behavior?

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A) Unethical behavior makes it easy to influence others and conduct business.

B) Unethical behavior can ensure loyalty, which helps the performance of individuals and teams.

C) You will be confronted with ethical challenges at all levels of organizations and throughout your career.

D) Unethical acts are not illegal and can benefit the company.

E) Some unethical acts are necessary to work around unfair governmental regulations.

57) Jaimie wants to get an A on the end of semester course project but one team member is not doing the assigned work which may result in a significant amount of points being deducted.

This presents a(n) ________ for Jaimie.

A) B) C) D) E)

58)

ethical dilemma desired outcome systematic approach goal problem

A problem is A) B) C) D) E)

a decision that needs to be made. a gap between an actual and a desired situation. always due to environmental factors. a situation that managers rarely face. something to be ignored until it becomes serious.

59) ________ is the first step on the three-step journey (or approach) of the Organizing Framework.

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A) B) C) D) E)

60)

Identifying the OB concepts Defining the problem Making recommendations Taking action Delegating the problem

Person factors and ________ are the two broad categories of OB concepts and theories.

A) B) C) D) E)

the three levels at work ethical factors situation factors problem solving system processes

61) Downsizing at a company where everyone laid off had the same job and qualifications is a type of ________ factor.

A) B) C) D) E)

person situation job performance team

62) “Different people may perceive similar situations in different ways and similar people may perceive different situations in the same way.” This represents the ________ perspective.

A) B) C) D) E)

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interactional ethical problem-solving contingency individualistic

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63) People bring their abilities, goals, and experiences to each and every situation, which often changes the situation. Conversely, because situations have unique characteristics, such as opportunities and rewards, they change people. This dynamic reflects the interactional perspective, which explains that behavior is a function of A) B) C) D) E)

interdependent person and situation factors. interdependent ethical and unethical factors. interdependent human and social factors. independent person and situation factors. independent human and social factors.

64) William, a hard and productive worker, quit because he couldn’t get along with his coworkers. This would be diagnosed as a(n) ________ level problem.

A) B) C) D) E)

individual group organizational interactional situation

65) Frances quit her job because she felt that her department’s reward system favored men.

This would be diagnosed as a(n) ________ level problem.

A) B) C) D) E)

individual group organizational interactional situation

66) Eva quit her job because she felt it was boring. This would be diagnosed as a(n) ________ level problem.

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A) B) C) D) E)

individual group organizational interactional situation

67) Three months ago, XYZ Corporation changed the way the typing pool is organized from a self-managed team to a more traditional structure in which employees receive their assignments from a direct supervisor. Since then, three of the seven employees have left the organization. ________ is the OB perspective applied here.

A) B) C) D) E)

Individual Group Organizational Interactional Situation

68) Several people have quit the administrative support unit of the company recently. About that time, a new company moved into the area with a better health care plan and comparable wages. ________ is the most likely OB perspective to apply.

A) B) C) D) E)

Individual Group Organizational Interactional Situation

69) Recently, the Triple A Explosives Company was sold to a new owner, Wileys, Inc. The operations of the two organizations are going to be merged, with several of the manufacturing locations possibly to be eliminated. ________ is the most likely OB perspective to apply.

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A) B) C) D) E)

70)

In the Organizing Framework, A) B) C) D) E)

71)

inputs lead to processes, which lead to outcomes. inputs lead directly to outcomes. outcomes never affect inputs. outcomes never affect processes. inputs are unrelated to processes.

In the Organizing Framework, inputs (in part) consist of A) B) C) D) E)

72)

Individual Group Organizational Interactional Situation

individual-level processes. group/team outcomes. situation characteristics. individual outcomes. organizational outcomes.

In the Integrative Framework, which of the following is an outcome?

A) B) C) D) E)

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situation characteristics personal factors organizational processes organizational turnover awarding bonuses for good performance

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73) What kind of a response is a manager making when he or she chooses a satisfactory, but not ideal, solution?

A) B) C) D) E)

resolving solving dissolving ignoring avoiding

74) When Bakary, a retail store manager, faced a problem of cash missing from the register, he decided to pursue an optimal response so he A) upgraded the point-of-sale software system and installed security cameras.

B) quit working for the retail store and went back to his prior job as a teacher.

C) adjusted the budget assuming that about 5% of sales would not get deposited.

D) fired all the store’s employees and hired new ones at $2 more per hour.

E) rearranged employee tasks so that he is now the only one who handles cash transactions.

75) You have an apartment within walking distance of your office. Your company moves the office to the next town. You decide to take a position with another firm close to your apartment.

This is an example of ________ the problem.

A) B) C) D) E)

resolving solving dissolving ignoring avoiding

76) Gabriella, a manager, hires the first person she interviews because she believes that person can do the job adequately. Gabriella is ________ the problem.

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A) B) C) D) E)

resolving solving dissolving ignoring avoiding

77) Aaron hires a new employee who best meets the characteristics he is looking for in the ideal employee. He is ________ the problem.

A) B) C) D) E)

resolving solving dissolving ignoring avoiding

78) Raul decides that rather than hire an employee to replace someone who left, he will eliminate the position. Raul is ________ the problem.

A) B) C) D) E)

79)

resolving solving dissolving ignoring avoiding

The first of the basic elements for selecting an effective solution is to A) B) C) D) E)

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determine the criteria for the decision. generate alternatives. consider the consequences. decide who will make the decision. make the decision.

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80) To help you qualify the best solution, you should consider the ________ of each alternative, especially trade-offs between the pros and the cons such as who wins and who loses, ideal versus practical options, perfection versus excellence and superior versus satisfactory results.

A) B) C) D) E)

consequences selection criteria ethical implications third-party process values

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

81) Discuss the statement, “The contingency approach is just common sense.” Is this true?

Why or why not? Why is this important for managers?

82) Explain the difference between hard and soft skills and why both are important. List what you think are your two strongest soft skills. Also briefly, and specifically, explain how they can or do benefit you at school and work. List what you think are your two strongest hard skills.

Explain specifically how they can or do benefit you at work and school.

83) Soft skills are not job-specific. Rather, they are portable skills, more or less relevant in every job, at every level. They include personal attributes and interpersonal skills. Provide examples of two personal attributes and two interpersonal skills and describe how they help you at school or work.

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84) Assume that you worked for Quality Investments for four years. The owners of the firm—whom you respected—have been charged with insider trading. They deny the charge, but the firm is closing down and you need to find another job. How does the firm’s unethical behavior impact you personally? How can you explain the situation during an interview?

85) What is self-awareness? Why is self-awareness important in school or in the workplace?

How can you develop self-awareness? Provide one example in which you learned from your mistakes.

86) Norma is looking for a summer internship in her field of environmental science. On her résumé, she notes that she has taken several courses that she actually will not take until next semester. She also describes several volunteer leadership positions that she held. In reality, she worked as a “laborer” cleaning up the river and the local dunes.Is Norma behaving ethically?

Define ethics and explain Norma’s behavior.

87) You know that several of your classmates are cheating on tests and papers with students from another school. Because the schools are not part of an integrated system, the cheating is quite successful. The students are doing well, while not working hard at all. You are frustrated and angry and don’t know what to do.Use the Three-Step Problem-Solving Approach to find a solution.

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88) Adina works as a trainer at a gymnastics academy. This is a nationwide company with academies all over the country. They have more students accepted to the Junior Olympics and Olympics than any other group. But the corporate mission statement is to “foster a love of the sport and physical fitness at all levels.”Adina notices that some of the senior trainers push students beyond accepted limits and work them more hours than recommended. In fact, many seem to focus only on promising candidates, even to the point that inexperienced students are getting hurt.When she mentions this to a colleague, she’s told that this is how things work. It’s important to “keep up their success rate.” How can Adina evaluate and address this unethical behavior?

89) Define problem and problem solving. Describe the Three-Step Approach to Problem Solving. Think of a current problem you are facing and describe it using the three-step approach.

90) Jules has a double major in business and technology. He is proactive and creative, but the only job he has been offered is in the credit department of a bank.

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91) On the production floor of a large automotive supplier Jeff notices a defect in one of the major engine parts. It then becomes apparent that it’s not just this one part but a whole “lot” making up about a day’s worth of production inventory. He reports this to his direct manager who then tells him that this isn’t a crucial part for any safety features and it will cost the company hundreds of thousands of dollars in lost production if they have to remake the parts. Is this an ethical dilemma and if so, explain who is involved and what the possible outcomes could be.

Could Jeff be protected under the whistle-blower law? Is the situation illegal?

92)

What are the levels that OB uses to view the world? Give at least one example of each.

93) Use a specific example to explain how you would use OB concepts to identify the right problem.

94) LMB Designs has suffered from lower profits for several years. As result, management cut back on bonuses and health care coverage. Not surprisingly, there has been an increase in employee turnover. Unfortunately, it is the “better,” more highly qualified employees who are leaving. How can LMB analyze and address this problem?

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95) You have been chosen to be part of a selection committee to choose the Trailblazer of the Year Award at your local business college. The panel comprises three undergraduate students, three faculty members, one staff member, one alumni member, and the associate dean of the college. You personally know and are good friends with two of the candidates but don’t share this with the committee. Define the problem, select a solution (resolving, solving, dissolving) listing out the consequences of the solution. Be sure to include the pros and cons, who wins and who loses, etc.

96)

What are the basic elements for selecting an effective solution? Give examples of each.

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Answer Key Test name: Chap 01_3e 1) FALSE 2) FALSE 3) TRUE 4) TRUE 5) TRUE 6) TRUE 7) TRUE 8) FALSE 9) FALSE 10) TRUE 11) FALSE 12) FALSE 13) FALSE 14) TRUE 15) TRUE 16) C 17) C 18) B 19) E 20) A 21) D 22) A 23) B 24) A 25) A 26) A Version 1

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27) B 28) E 29) D 30) A 31) D 32) E 33) A 34) C 35) B 36) C 37) C 38) C 39) C 40) A 41) D 42) A 43) B 44) A 45) A 46) B 47) B 48) C 49) D 50) B 51) E 52) E 53) A 54) B 55) D 56) C Version 1

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57) E 58) B 59) B 60) C 61) B 62) A 63) A 64) B 65) C 66) A 67) B 68) E 69) C 70) A 71) C 72) D 73) A 74) A 75) C 76) A 77) B 78) C 79) A 80) A

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81) At first glance the contingency perspective may look like simple common sense. But it’s different. It attempts to overcome the limits of common sense with how it does not settle for traditional options if another solution may be more practical and effective. Similarly, understanding the systems approach to issues provides more insight than common sense alone. The goal of OB is to give you more than common sense and instead enhance your understanding of situations at work and guide your behaviors.Moreover, common sense has three main weaknesses that you need to consider and avoid. (1) Over-reliance on hindsight. Common sense excels in well-known scenarios with predictable outcomes. But much of modern business involves uncertainty and adapting to change. In other words, common sense is especially weak in responding to the unknown or unexpected. And because it focuses on the past, common sense lacks vision for the future.

(2) Lack of rigor. If we are comfortable with our commonsense response, we may not apply the effort required to find the real problem when considering inputs, which likely results in not choosing the optimal course of action or solution. If you lack rigor, then you are unlikely to measure the right predictors and outcomes. (3) Lack of objectivity. Common sense can be overly subjective and lack a basis in science. In such cases we are not always able to explain our reasoning to others, let alone apply it to new situations. One way that OB moves beyond the limitations of common sense is by its systematic and sciencebased approach to understanding people and how they behave at work.

OB therefore can make you more attractive to potential employers and more effective once employed.

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82) Hard skills are the technical expertise and knowledge to do a particular task or job function, such as financial analysis, accounting, or operations. Soft skills relate to our human interactions and include both interpersonal skills and personal attributes. For most jobs you are selected for your technical skills, your ability to do the given job. Often performance in the current job will be a primary consideration in being promoted. However, many employees may fail to realize that your perceived ability to get things done through others and manage people will be another important deciding factor. Figure 1.1 illustrates how technical or job-specific skills decline in importance as you move to levels of higher responsibility, while personal skills increase.

83) Personal attributes address attitude, personality, teamwork, and leadership. These attributes help to build goodwill and trust and demonstrate integrity. For example, are you outgoing? Introverted? How do you handle conflict? Interpersonal skills include active listening, positive attitudes, and effective communication. These attributes help foster respectful interactions. For example, if you’re a member of a team and your project is off schedule, how would you respond? Would you be annoyed and put pressure on all members? Would you look to place blame? Would you try to build consensus on a workable solution?

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84) Criminal or not, unethical behavior negatively affects not only the offending manager but also his or her employees. Unethical behavior by your coworkers, including company executives, can make you look bad and tarnish your career.First of all, you can look for a job at a sustainable business. These are companies led by those who listen, who foster cultures in which employees are not scared to point out problems and in which staff feel they have a personal responsibility to enact corporate values.During an interview, you need to be upfront about the approach your company took. Did you feel that their goals were illconceived? Did they experience motivated blindness? Indirect blindness? Did they overvalue outcomes? Was it a slippery slope situation?Remember that while criminally minded people exist in the workplace, most people have good intentions, and you aren’t sure about your employers’ culpability.

85) To be successful in school and in your career, you need to know who you are and what you want. “When you know yourself, you are comfortable with your strengths and not crippled by your shortcomings. … Self-awareness gives you the capacity to learn from your mistakes as well as your successes.” You need to know yourself in order to be authentic. This is essential to influencing others.

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86) Ethics is concerned with behavior—right versus wrong, good versus bad, and the many shades of gray in between. In terms of job hunting, an analysis of 2.6 million job applicant background checks by ADP Screening and Selection Services revealed that “44 percent of applicants lied about their work histories, 41 percent lied about their education, and 23 percent falsified credentials or licenses.”Norma hopes to get the position, thinking that she will be able to do it, and it’s only an internship....not a “real” job. She needs the experience to get a permanent job when she graduates. She may rationalize her lies, thinking that she “will” take the courses, and she did actually work on the volunteer projects. Besides, she thinks she could have done a lot more on the projects than just the grunt work she was assigned. Some people just don’t see their actions as unethical.Wanda doesn’t realize that if she is “found out,” she risks not only the internship but also looking bad and tarnishing her future career.

87) Here are the three steps in our applied approach to problem solving.Step 1: Define the problem. Define problems in terms of desired outcomes. What do you want to happen? Do you want to level the playing field? Punish the cheaters? This is a problem for you personally.Step 2: Identify potential causes using OB concepts and theories. Consider personal and individual factors.Step 3: Make recommendations and (if appropriate) take action. Consider any individual or organization (in this case, institution) level processes that could be put in place to prevent this from happening in the future.

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88) A few suggestions for handling unethical behavior are: (1) It’s business, treat it that way. Ethical issues are business issues, just like costs, revenues, and employee development. Therefore, collect data and present a convincing case against the unethical conduct just as you would to develop a new product or strategy. (2) Accept that confronting ethical concerns is part of your job. Whether it is explicit in your job description or not, ethics is everybody’s job. If you think something is questionable, then take action. (3) Challenge the rationale. Many issues occur despite actual policy against it. If this is the case, then ask: “If what you did is common practice or okay, then why do we have a policy forbidding it?” Alternatively, and no matter the rationale, you can ask: “Would you be willing to explain what you did and why in a meeting with our superiors or customers, or better still, during an interview on the evening news?” (4) Use your lack of seniority or status as an asset.

While many employees unfortunately use their junior status to avoid confronting ethical issues, being junior can instead be an advantage. It enables you to raise issues by saying, “Because I’m new, I may have misunderstood something, but it seems to me that what you’ve done is out of bounds or could cause problems.” (5) Consider and explain longterm consequences. Of course many ethical issues are driven by temptations and benefits in the short term. It, therefore, can be helpful to frame and explain your views in terms of long-term consequences. (6) Solutions, not just complaints. When confronting an issue, you will likely be perceived as more helpful and taken more seriously if you provide an alternative course or solution. Doing so will also make it more difficult for the offender to disregard your complaint.

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89) A problem is a difference or gap between an actual and a desired situation. In turn, problem solving is a systematic process of closing these gaps. Our applied approach to problem solving proposes three activities or steps along the way: Step 1: Define the problem. Step 2: Identify the OB concepts or theories to use to solve the problem. Step 3: Make recommendations and (if appropriate) take action.

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90) Research in psychology and OB supports the interactional perspective, noting that behavior is a function of interdependent person and situation factors. Given that Jules needs a job, how would you evaluate this situation?OB concepts and theories can be classified into two broad categories: person factors and situation characteristics. Person factors represent the infinite number of characteristics that give individuals their unique identities. Situation characteristics consist of all the elements outside of ourselves that influence what we do, how we do it, and the ultimate results of our actions.For decades, researchers and managers have debated what influences behavior more—person or situation factors. Many observers believe that some people are by their nature better suited than others to perform well at work. Others believe that some people are clearly better in a given job or situation. No particular person would outperform every other person in every possible job. This common view is supported by research in psychology and OB. The interactional perspective states that behavior is a function of interdependent person and situation factors. It is important to note that neither people nor situations are static. People change, situations change, and the two change each other. The bottom-line implication for OB and your work life is that knowledge of one without the other is insufficient.But, someone who is proactive and creative may be a great fit for a company in the high-tech sector that would benefit from risktaking individuals, but may be a poor fit for a company that rewards routine and predictable behavior, such as a bank. On the other hand, the current economic climate will impact whether Jules can wait for another opportunity, contemplate a move to a different environment or take the position with the knowledge that he won’t stay there long.

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91) This is an ethical dilemma because it is a situation with more than one choice, neither of which resolves the situation. Jeff could go above his manager’s head and report it to the quality manager, or he could do nothing. He asks himself, “is this fair to the new owner of the vehicle to have a defective part without getting a discount or exactly the quality they were expecting? What if something does go wrong in the future?”

Jeff could be protected under the Dodd-Frank Act of 2010 because this may be considered financial fraud, which is illegal and unethical.

92) Another lens through which OB sees the world relies on organizational levels. OB distinguishes among three: individual, group, and organizational. As an example of how being sensitive to these levels helps in considering real-world problems, consider the many reasons why people quit their jobs: (1) Some people quit because their job just doesn’t fulfill what they value, such as challenging and stimulating work (an individual-level input). (2) Others quit because they can’t get along with their boss/leader or coworkers (a group/team level process). (3) A faulty reward system (an organizational-level process) that unfairly distributes raises, bonuses, and recognition is another common reason people quit.

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93) Nothing causes more harm than solving for the wrong problem. If you don’t define the problem accurately, then all subsequent problemsolving efforts are adversely affected. This happens because people end up focusing on a symptom or the wrong problem. Using the personenvironment distinction allows you to consider unique individual factors as well as external factors that might be the source of the problem. The structural levels of individual, group, and organization will allow you to look at each level for possible reasons. Such considerations could include: (1) Person factors: Do the people who have quit share something in common? Is there anything in their personality that makes work difficult for them? Is the level of turnover greater than for your industry as a whole? (2) Environmental characteristics: Have there been changes in the environment (such as a sudden increase in employment opportunities at better wages)? Have the working conditions changed in any way? (3) Individual level: Can you identify any change in how the company treats employees or what it expects of them? (4) Group/team level: Have there been any changes or other causative factors in your work group, including your manager, that might make work less satisfactory? How does turnover in your group compare to other groups in the organization? (5) Organizational level: Has the organization changed ownership, or rewritten company policies, or is it enforcing policies differently?

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94) Using the Three-Step Approach to Problem Solving:1. Define the problem: If your organization’s most valuable and high-performing people quit, then a problem likely exists.2. Highlight the causes:Potential Cause 1—Person factors often represent key causes of turnover. Concern about the stability of the company and lack of personal rewards (bonuses) might cause turnover.Potential Cause 2— Situation factors frequently are causes of turnover. For example, people may be quitting because the company culture has been damaged by poor revenues and, therefore, a perceived lack of support exists.Potential Cause 3—Organizational processes can also cause turnover. Perceived injustice is often a powerful driver of employee turnover; in this case, modifying the health care plan has impacted everyone—most especially those employees with families.3. Generate effective recommendations:Potential Cause 1—Communication can help assure employees of the steps that company is taking to secure its future. The company can solicit employee recommendations for rewards other than bonuses (until stability is achieved).Potential Cause 2—GBL can work to build a team spirit, so that employees can be part of re-establishing the company’s position.Potential Cause 3—Assuming GBL made cuts to health care with minimal employee input, the company might review the options. Perhaps employees can choose from a series of plans that best meets their needs and budgets.

95) First, list out the possible solutions, next decide if you want the problem to be resolved, solved, or dissolved. Resolving problems is arguably the most common form and simply means choosing a satisfactory solution, one that works, but is less than idea. Solving the problem is the ideal response, dissolving problems requires changing or eliminating the situation in which the problem occurs. Consider the consequences of each alternative and list those out.

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96) After deciding whether to resolve, solve, or dissolve your identified problem, you then need to select the most effective solution. Three common elements to selecting the most effective solution are: (1) Selection criteria. Determine the basis (criteria) for the decision. (2) Consequences. Consider the consequences of each alternative. (3) Choice process. Decide who will be involved in choosing the solution. If more than one person is involved, then you need to agree on the method.

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CHAPTER 2 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) Avery is struggling with her current job. She doesn’t feel excited to go to work, and while she’s there she’s very tired, unmotivated and not truly engaged. To be sure that she is working at her best performance level and to change this behavior she should consider spending a little time each day recharging through a quiet activity like yoga or meditation, get more sleep, and drink plenty of water. ⊚ ⊚

true false

2) The two basic dimensions of Schwartz’s value theory are self-enhancement/selftranscendence and ethical/unethical. ⊚ ⊚

3)

true false

Personal attitudes affect behavior via intentions. ⊚ ⊚

true false

4) Based on Schwartz’s Value Theory, if you value achievement over universalism, you will spend your evening working hard on your term paper so that you can get a good grade, rather than volunteering at the soup kitchen. ⊚ ⊚

true false

5) In Schwartz’s model, conformity and tradition are in the same wedge, but conformity is seen as less extreme than tradition. ⊚ ⊚

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true false

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6) According to the Ajzen model, someone’s intention to engage in a particular behavior is not necessarily a strong predictor of that behavior. ⊚ ⊚

true false

7) Johan believes that saving the earth is our most important responsibility. He will be strongly committed to an employer who issues hybrid cars to all sales people, emphasizes recycling, and supports volunteerism to clean up the local river. ⊚ ⊚

true false

8) The components of engagement are urgency, being focused, intensity, and job satisfaction. ⊚ ⊚

true false

9) Treating employees fairly, avoiding political behavior, providing job security, empowering employees, and reducing stressors in the work environment are all ways to foster Perceived Organizational Support. ⊚ ⊚

10)

true false

There is only one model of the causes of job satisfaction. ⊚ ⊚

true false

11) The idea that satisfaction results from the perception that a job allows for fulfillment of an individual’s important values is called “met expectations.” ⊚ ⊚

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true false

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12) Managers should attempt to reduce the negative effects of stress by improving job satisfaction and by encouraging employees to take work home. ⊚ ⊚

13)

true false

Turnover is always bad for organizations. ⊚ ⊚

true false

14) Stress can have positive effects on certain OB-related outcomes. For instance, it is negatively related to absenteeism because people feel they have to work harder to meet management expectations. ⊚ ⊚

15)

true false

There is a trend for employees to quit less than one year on the job. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

16) Working on developing ________ is a strategy that will encourage engagement and allows you to readily focus on the task at hand.

A) B) C) D) E)

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criticism enthusiasm mindfulness cognitions behaviors

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17) Mark marches to the beat of his own drummer, while Simon plans on following in his father’s footsteps. Mark is open to change, while Simon embraces A) B) C) D) E)

conformity. traditionalism. power. benevolence. conservation.

18) ________ are relatively stable and can stem from our parents’ beliefs, our experiences in childhood and throughout our life, and from our religious or spiritual beliefs.

A) B) C) D) E)

Behaviors Values Ambitions Attitudes Attributes

19) Trevor is an overachiever. His brother calls him ambitious and power hungry. Trevor exemplifies the ________ dimension.

A) B) C) D) E)

self-transcendence self-enhancement self-awareness self-management self-leadership

20) ________ is defined by order, self-restriction, preservation of the past, and resistance to change.

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A) B) C) D) E)

21)

The two basic dimensions of Schwartz’s model of values are A) B) C) D) E)

22)

Conservation Security Conformity Traditionalism Stability

self-enhancement/self-transcendence and openness to change/conservation. strengths/weaknesses and opportunities/threats. personal attitudes/work attitudes and cognitions/behaviors. commitment/engagement and satisfaction/dissatisfaction. involved/engaged and motivated/not motivated.

The self-transcendence part of Schwartz’s model is composed of A) B) C) D) E)

self-direction and stimulation. security and conformity. power and achievement. universalism and benevolence. achievement and hedonism.

23) Federico loves to spend his free time helping coach a youth soccer team. He not only volunteers his time, but also actively fundraises to support the team with equipment and uniforms. This reflects the ________ value in Schwartz’s model.

A) B) C) D) E)

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universalism self-direction benevolence security stimulation

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24) ________ is defined by restraint of actions, inclinations, and impulses likely to upset or harm others and violate social expectations or norms.

A) B) C) D) E)

25)

Benevolence Security Tradition Conformity Universalism

________ are both elements of hedonism.

A) B) C) D) E)

Achievement and stimulation Self-enhancement and openness to change Self-transcendence and openness to change Stimulation and self-direction Stimulation and power

26) Values tend to vary across ________ because they are influenced by events in childhood and youth. For example, Gen Zers have been influenced by growing up during a recession (focus on saving money); making connections on their mobile devices more than 10 hours a day; and fighting for racial equality and inclusion.

A) B) C) D) E)

generations geographies religions races genders

27) Chris, a manager, knows that one of his employees values achievement and power. Chris should assign the employee to a job that includes high

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A) B) C) D) E)

social value. security. self-direction. conformity. influence over others.

28) Carla will graduate from her business program next month. She is happiest in jobs where she doesn’t know what will be waiting for her when she gets to work, and she excels at problem solving. Carla needs a career that involves A) B) C) D) E)

security. benevolence. tradition. power. stimulation.

29) Tanya believes that people should be kind to each other. She notices that Ellie is picking on a new employee, Michele. Tanya asks Ellie to stop bullying Michele, but Ellie’s behavior doesn’t change. Tanya confronts Ellie and a heated argument ensues, after which Tanya suggests that Ellie transfer to another department. In this case, Tanya’s ________ are different from her values.

A) B) C) D) E)

intentions abstract ideals personal beliefs personal goals cognitions

30) Values represent beliefs that influence behaviors ________; attitudes relate to behavior ________.

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A) B) C) D) E)

31)

across all situations; toward specific targets toward specific targets; across all situations across all situations; toward people toward specific objects; toward specific people toward specific people; toward specific objects

The components of attitudes include A) B) C) D) E)

values, beliefs, and emotions. affective, cognitive, and behavioral. personal and workplace. perceived and real. public and personal.

32) Tony believes that cell phone use—even in restaurants—helps people manage their busy lives. Tony’s belief reflects the ________ component of his attitude.

A) B) C) D) E)

behavioral objective cognitive normative affective

33) Sierra notices that the car in front of her is not moving at the green light. She doesn’t sound her horn and sums it up to the driver being distracted by their cell phone. This lack of irritation reflects the ________ component of her attitude. She is neutral toward people using their cell phones while driving.

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A) B) C) D) E)

behavioral intellectual cognitive normative affective

34) The president of American Systems announces that all employees will be going on a trip to San Francisco. Some employees like the idea and some don’t. According to the ________ component of attitudes, these evaluations reflect the feelings of the employees.

A) B) C) D) E)

behavioral affective cognitive normative intellectual

35) The head of ABC Company announces that the company is going to start a weekend project teaching self-defense techniques to underprivileged kids in the neighborhood. Thomas decides to register for the project, as he is a trained kickboxer. This action of Thomas reflects the ________ component of his attitude.

A) B) C) D) E)

behavioral affective cognitive normative intellectual

36) Dawn is at the playground with her four-year-old daughter. The father of another child is yelling and cursing at him. Dawn decides to tell the father to stop the verbal abuse or leave the playground, or she will call the authorities. Dawn’s behavior reflects the ________ component of her attitude.

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A) B) C) D) E)

intellectual affective cognitive behavioral value

37) ________ is the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions.

A) B) C) D) E)

Perceived stress Counterproductive work behavior Psychological dissonance Cognitive dissonance Affective discomfort

38) As a senior student representative on the ethics advisory board of your university, you feel strongly that cheating on college exams is unethical. You never cheated on any exam.

However, this semester your best friend was desperate for your help, and you allowed him to take a quick “peek” at your answer sheet. Since then, you feel uncomfortable every time you think of the situation. Which of the following concepts best explains your psychological discomfort?

A) B) C) D) E)

job detachment cognitive dissonance emotional labor emotional dissonance affective detachment

39) Jane hates the idea of child labor. She works for a company that claims that it doesn’t employ children. However, news reports accuse the company of employing young children overseas. ________ is the psychological discomfort that Jane is experiencing since she heard this news.

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A) B) C) D) E)

40)

Cognitive dissonance Emotional labor Behavioral intention Emotional dissonance Intelligence disunity

________ are the key links between ________ in Ajzen’s Theory of Planned Behavior.

A) B) C) D) E)

Attitudes; intentions and planned behavior Intentions; attitudes and planned behavior Norms; intentions and planned behavior Intentions; norms and attitudes Perceived behaviors; intentions and planned behavior

41) You are considering donating blood because of an unexpected shortage. You know that it is valuable for society and you have time to participate, but none of your friends want to join you. You are lacking in what intention?

A) B) C) D) E)

42)

subjective norm attitude toward the behavior perceived behavior emotional dissonance cognitive dissonance

Which of the following is not a key workplace attitude that managers should track?

A) B) C) D) E)

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job satisfaction employee engagement perceived organizational support organizational commitment turnover

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43) With a high level of organizational commitment, employees will have greater ________ outcomes toward pursuing organizational goals and decisions.

A) B) C) D) E)

task performance motivation communication objective attitude

44) ________ is the extent to which an individual identifies with an organization and commits to its goals.

A) B) C) D) E)

Perceived organizational support Organizational commitment Organizational satisfaction Job involvement Job satisfaction

45) Alexis is involved in a marketing project in which she is passionate about and wants to devote all her billable hours to the project instead of to some other project with upcoming due dates. She thinks about the project even when she is away from work. Alexis exhibits all of the following qualities except A) B) C) D) E)

pessimism. urgency. focus. intensity. enthusiasm.

46) Claire works for Content Consultants. She telecommutes and has great flexibility in her work schedule. In return, Content Consultants expects to have satisfied clients who hire them again. Claire receives consistently high evaluations. Despite that, the company now wants her to work out of the main office. Claire feels that Content Consultants has breached a(n) Version 1

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A) B) C) D) E)

employee engagement. job involvement. organizational citizenship behavior. psychological contract. cognitive expectation.

47) Looking at Table 2.3, which global location has the highest percentage of employee engagement?

A) B) C) D) E)

48)

Europe North America Asia Pacific Africa-Middle East Latin America

Research shows that when an organization breaches a psychological contract,

A) employees are likely to be less committed and satisfied, but their performance and intentions to quit are not affected.

B) employees are likely to be less committed and satisfied, without their performance being affect, but they are also more likely to quit.

C) employees are likely to be less committed and satisfied and more likely to quit, and their performance is likely to be lower.

D) employees are likely to be less committed and satisfied and have lower job performance, but are not more likely to quit.

E) this has no effect on employee satisfaction, commitment, intentions to quit, or job performance.

49)

________ is the harnessing of organization members’ selves to their work roles.

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A) B) C) D) E)

Employee involvement Employee engagement Organization commitment Job satisfaction Organizational citizenship behavior

50) Gabe has a supervisor who supports his work and understands his needs. He is rewarded for meeting his sales goals, but his salary isn’t fair compared to those with the same job description and experience level. He also feels he puts more work into following up with sales leads than his colleagues. Gabe is lacking in what model of job satisfaction?

A) B) C) D) E)

51)

equity need fulfillment met expectations value attainment disposition/genetic components

Which of the following is not a factor in contributing to employee engagement?

A) B) C) D) E)

high levels of conscientiousness high levels of stress charismatic managers recognition motivating jobs

52) Angela works for a company that does not provide good health benefits or career opportunities. Her ________ is most likely to be negative.

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A) B) C) D) E)

OCB CWB POS TPB OB

53) The idea of perceived organizational support is that if treated well, employees are motivated by A) B) C) D) E)

the norm of reciprocity. cognitive dissonance. met expectations. the psychological contract. dispositional factors.

54) When Daniel’s daughter got seriously ill, his boss Kyle and fellow employees went to the HR department and arranged to donate some of their sick leave to him so he could spend more time with his family. Daniel is most likely to be experiencing A) B) C) D) E)

job satisfaction.

OCB. POS. engagement. value attainment.

55) A survey by the Society for Human Resource Management asked employees to choose the aspect of their jobs that were very important to their job satisfaction. The top choice was

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A) B) C) D) E)

opportunities to use skills and abilities. job security. trust between employees and senior management. compensation/pay. respectful treatment of employees at all levels of the organization.

56) In some cases, coworkers or friends remain satisfied in situations where others always seem dissatisfied. This is a reflection of the ________ model.

A) B) C) D) E)

need fulfillment dispositional/genetic value attainment equity met expectation

57) Which of the following is not one of the predominant models of the causes of job satisfaction?

A) B) C) D) E)

value attainment dispositional factors cognitive dissonance equity met expectations

58) Waco Company monitors employees’ perceptions of fairness by quarterly surveys and occasional focus groups. Management is following the ________ model.

A) B) C) D) E)

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met expectations need fulfillment equity value attainment dispositional components

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59) The idea underlying the ________ model is that satisfaction is tied to how fairly an individual is treated at work.

A) B) C) D) E)

met expectations need fulfillment equity value attainment dispositional components

60) Carlos works at Tyner Construction Company as an assistant project manager. His manager assured him that if his projects came in on time and under budget, he would be promoted within a year. At nine months, Carlo is promoted to project manager. This is an example of A) B) C) D) E)

met expectations. need fulfillment. equity. value attainment. dispositional components.

61) The ________ model suggests that managers should structure the work environment and rewards to match employees.

A) B) C) D) E)

62)

met expectations need fulfillment equity value attainment dispositional components

________ are physiological or psychological deficiencies that arouse behavior.

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A) B) C) D) E)

Attitudes Values Cognitions Needs Expectations

63) Genevieve is a very religious person who does volunteer work for her church on weekends. When it came to selecting who would chair the United Fund drive for the department, her manager immediately thought of her and asked her to serve. The manager’s action reflects the ________ model of job satisfaction.

A) B) C) D) E)

dispositional components value attainment met expectations need fulfillment equity

64) Luis has just learned that Brian, who has less experience and who does less work, receives a higher salary. Since learning this, Luis has been very unhappy and has started to look for another job. What model of job satisfaction best explains Luis’s reactions?

A) B) C) D) E)

dispositional components value attainment met expectations need fulfillment equity

65) ________ is one element that allows employees to balance their work lives and family lives.

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A) B) C) D) E)

Flextime Telecommuting Stress management Job involvement Cognitive dissonance

66) Jason is working at Sushow Motors. The position, as originally described, involved conducting research with customers. Instead, Jason is answering phones and filing. He’s very unhappy and thinks he should find another job. This thought process is A) B) C) D) E)

67)

withdrawal cognitions. employee review. perceived stress. organizational behavior. job dissatisfaction.

________ is the psychological process that arouses our interest in doing something.

A) B) C) D) E)

Involvement Engagement Motivation Citizenship Commitment

68) Mason is highly satisfied with his job. He receives consistently strong evaluations and volunteers to train new employees. Mason exhibits positive job performance and A) B) C) D) E)

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community involvement. organizational citizenship behaviors. genetic components. withdrawal cognitions. personal motivation.

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69)

________ is an individual’s overall thoughts and feelings about quitting.

A) B) C) D) E)

Withdrawal attitudes Withdrawal cognitions Withdrawal values Cognitive dissonance Psychological dissonance

70) Kim lives and works in a small town, even though she prefers life in a bigger city. She is quite dissatisfied with her current job and is thinking of leaving the organization. She is worried, however, about her ability to find other employment that pays as well as her current job.

Additionally, she is concerned about finding another organization that offers college tuition reimbursement. Based on this information, Kim is experiencing A) B) C) D) E)

inequity. withdrawal cognitions. emotional detachment. affective dissonance. unmet expectations.

71) Elaine often volunteers to help others when they run into problems with their projects.

She is very positive, always on time, and never calls in sick. Exhibiting ________ is likely to create positive impressions among Elaine’s colleagues and manager.

A) B) C) D) E)

TPB CWB OCB POS OB

72) According to research, the relationship between job performance and job satisfaction is best summarized by which of the following statements?

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A) B) C) D) E)

Higher levels of job satisfaction lead to higher job performance.

Higher levels of job performance lead to higher job satisfaction.

Both variables indirectly influence each other.

These variables are both caused by personality factors.

There is no relationship between job performance and job satisfaction.

73) Kiki is a manager of a small boutique gift store. She only has two employees, Tim and Sandra. Tim is a part-time student and is happy with the amount of work he has at the store.

Sandra works full-time, but seems to be less interested and increasingly remote at work. Kiki asks Sandra if anything is wrong, and Sandra says she is bored and thinking of leaving.Kiki knows that Sandra paints as a hobby and suggests that she might want to take over the store and window displays. Sandra is really excited about the opportunity. This is an example of a manager who is A) B) C) D) E)

focusing on customer service. motivated to move up in the organization. addressing the employee’s stress levels. enhancing the employee’s job satisfaction. confronting an employee about her problems.

74) Researchers found that care for organizational property, punctuality, and attendance positively correlate with job satisfaction and are an examples of A) B) C) D) E)

CWB. job performance. job involvement.

OCB. POS.

75) Counterproductive work behavior (CWB) harms other employees, the organization as a whole, and/or organizational stakeholders such as customers and shareholders. Which of the following is not an example of CWB?

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A) B) C) D) E)

76)

Juliet often takes office supplies home for her personal use. This is an example of A) B) C) D) E)

77)

constantly arriving late for meetings gossiping about a co-worker presenting poor financial results at the quarterly meeting checking social media at work putting lunch with a friend on your expense account

OCB. COW. CWB. POS. EEG.

Why do we expect satisfied employees to provide higher-quality service to customers?

A) B) C) D) E)

spillover effect job enrichment turnover factor reciprocity equity theory

78) Which of the following is not a suggestion for managers who want to reduce voluntary turnover?

A) B) C) D) E)

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Foster employee engagement.

Create effective orientation programs.

Reward all employees equally.

Hire people who “fit” the organization’s culture.

Provide clear expectations of the job.

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79) Letitia reports to work at Apex Inc. This is her first day. Human resources tells Letitia to report to a conference room so that she can review the company’s mission statement and policies, go over her job description, and learn about the technology systems in use. This type of experience is an ________ program.

A) B) C) D) E)

incoming onboarding involvement introductory engagement

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

80) Explain Schwartz’s model of values. Identify two of your own values. Are these values adjacent, farther apart or opposing? Describe a situation that you faced and how your resolution reflects these values.

81) Monica leads a team of six people hired to implement a new onboarding technology at High Systems & Co. Everyone has their assignment, but Stephen (who is in charge of researching and updating company policies) who has been lax in submitting his information.

This delay can jeopardize the due date.

82) Why is it important for managers to pay attention to workplace attitudes? In your personal experience, is there one attitude that is more important than others? Describe the attitude and provide an example.

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83) Your organization just sent out a survey to all employees in the business analytics department. The goal was to measure work attitudes and organizational commitment.

Surprisingly, the survey received an 85 percent response rate, and many opinions were shared in the comments section. Employees were generally happy with the benefits package, work day structure, and the amount of opportunities to receive increased job training. The areas of weakness included; lack of community involvement (i.e. philanthropy programs), corporate culture, and the mundane work environment. Give some creative examples of what the company can implement at the corporate level to increase employee engagement and organizational commitment.

84) PWCB is a large management consulting firm, created as a result of the merger of two smaller companies. The corporate culture was different in both of the original companies.

Despite addressing this difference, turnover is higher than expected and productivity is lower than anticipated. What can management do to address employee engagement?

85) What is “perceived organizational support”? How does it impact employees? How can managers foster POS? Can you describe a personal experience in which your POS was positive or negative?

86) The energy industry is under pressure from increased government regulations and environmental agency scrutiny. As a result, Sampson Coal Co. has suffered financial setbacks and reduced benefits and hours. Sampson Coal Co. suffers from low productivity, a high absence rate, pilfering, and increased turnover.Management sends out an employee satisfaction survey, but receives few responses (even though the survey is anonymous). What is the overall state of job satisfaction at Sampson? What steps can management take?

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87) Describe the need fulfillment models of job satisfaction. Discuss research support for these models.

88) Describe the met expectations models of job satisfaction. Provide a specific example of needs that are met and of those that are not met.

89) Although some people quit their jobs impulsively or in a fit of anger, most first go through a process of thinking about whether they should quit. What is this process called and explain what contributes to job dissatisfaction? How does stress play a role and give an example of when you almost quit a job, a project, studying for an exam, etc.? What did you do to get motivated and back on track again?

90) Wanderlust Tech Group creates new video games. The staff consists of young, techsavvy college graduates. Over 80 percent of employees in this close-knit company are recognized “gamers.” They have fun together in and out of work.

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91) Describe the dispositional/genetic models of job satisfaction. Discuss the research support for these models. Now, think about your own personal traits and genetic factors. What are your two strongest traits? How do these traits correlate to activities that you find satisfying?

92) Viola works as a paralegal for a successful personal injury firm. The firm is now advertising on television, and she is asked to handle the research for three partners. Viola suggests that they hire an additional paralegal, but the partners want to wait until the next year.

Viola is experiencing headaches on a daily basis. She can’t sleep at night, worrying about how she’s going to get her work down.Viola is beginning to think that she needs to find a new job.

The partners want to keep Viola with the firm. Analyze this situation and make recommendations to the partners.

93) Desi is involved in the hiring process of a new manager of production at Mastercraft Industries. The previous manager took a position with another company only after six months.

She’d like to set some guidelines for her selection committee on how to hire someone who is a good fit for the company and will want to commit to staying much longer. Come up with a set of guidelines that match Mastercraft’s values for this hiring committee to use during the interview process.

94) What is OCB? Why does it matter to managers? Now provide an example of how OCB applies to your life in college.

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95) What is CWB? Why does this matter to managers? Now provide an example of how CWB applies to your life currently.

96) Berto manages a staff of 10 at a local restaurant. Based on customer satisfaction surveys and YELP reviews, he knows that some of his staff are not providing adequate customer service.

Berto lost his summer help and is already short-staffed. He is torn between finding enough qualified servers and meeting customer expectations.Under what circumstances is organizational turnover good or bad?

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Answer Key Test name: Chap 02_3e 1) TRUE 2) FALSE 3) TRUE 4) TRUE 5) TRUE 6) FALSE 7) TRUE 8) FALSE 9) TRUE 10) FALSE 11) FALSE 12) FALSE 13) FALSE 14) FALSE 15) TRUE 16) C 17) E 18) B 19) B 20) A 21) A 22) D 23) C 24) D 25) B 26) A Version 1

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27) E 28) E 29) C 30) A 31) B 32) C 33) E 34) B 35) A 36) D 37) D 38) B 39) A 40) B 41) A 42) E 43) B 44) B 45) A 46) D 47) E 48) C 49) B 50) A 51) B 52) C 53) A 54) C 55) E 56) B Version 1

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57) C 58) C 59) C 60) A 61) D 62) D 63) B 64) E 65) B 66) A 67) C 68) B 69) B 70) B 71) C 72) C 73) D 74) D 75) C 76) C 77) A 78) C 79) B

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80) Schwartz proposed that broad values motivate our behavior across any context. He categorized these values into two opposing or bipolar dimensions, as outlined in Table 2.1. The first dimension ranges from concern for the welfare of others (which Schwartz calls selftranscendence) to pursuit of one’s own interests (self-enhancement). The second dimension ranges from self-directed independence (which Schwartz calls openness to change) to conformity (conservation).

Schwartz stressed that it is the relative importance we give to these two dimensions of opposing values that drives our behavior. For example, if you value achievement (self-enhancement) over universalism (selftranscendence), you will spend your evening studying hard to get an A in this class rather than attending a meeting about fighting climate change.

81) Using Ajzen’s model of planned change, explain how Monica can better manage Stephen.Ajzen developed and refined a model depicted in Figure 2.3 focusing on intentions as the key link between attitudes and planned behavior. Managers may be able to influence behavioral change by doing or saying things that affect the three determinants of employees’ intentions to exhibit a specific behavior: attitude toward the behavior, subjective norms, and perceived behavioral control. In the workplace, one of the simplest levers managers can use to change behavior is information.Monica can try to create a positive attitude toward contributing high-quality work. She can explain the importance of the project deadline to everyone, and how it can impact Stephen personally. She can ensure that all other team members are doing their job. And she can ask Stephen about any obstacles getting in the way of high-quality work and discuss solutions for overcoming them.

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82) Managers should track a limited number of workplace attitudes to gauge how the organization is doing. Savvy managers will track four key workplace attitudes: organizational commitment, employee engagement, perceived organizational support, and job satisfaction. That is because these attitudinal measures serve a dual purpose. First, they represent important outcomes that managers may be working to enhance directly. Second, they link to other significant outcomes that managers will want to improve where possible.

83) Some examples could include: job immersion program requiring all employees to rotate through various jobs in the company, invest in a redesign of the work spaces with fun color schemes and a break room that includes a pool table, arcade, etc., have a Friday theme for dressing up and for lunch options, allow all employees to take seven days a year to help out with a community service project that is important to them.

These are just to name a few.

84) Employee engagement is defined as “the harnessing of organization members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance.” Gallup estimates that when an organization’s employees are highly engaged, it can achieve 12 percent higher customer satisfaction/loyalty, 18 percent more productivity, and 12 percent greater profitability. One way to increase employee engagement is to make sure that the inputs in the Organizing Framework are positively oriented.

Organizations do this by measuring, tracking, and responding to surveys of employee engagement. Then, management can address some of the more significant issues.

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85) Perceived organizational support (POS) reflects the extent to which employees believe their organization values their contributions and genuinely cares about their well-being. People are willing to work hard and commit to their organizations when they believe that the company “truly” cares about their best interest. We are motivated by the norm of reciprocity when someone treats us well. POS can be increased by treating employees fairly, by avoiding political behavior, by providing job security, by giving people more autonomy, by reducing stressors in the work environment, and by eliminating abusive supervision.

86) Job satisfaction essentially reflects the extent to which an individual likes his or her job. Formally defined, job satisfaction is an affective or emotional response toward various facets of one’s job. A person can be relatively satisfied with one aspect of her or his job and dissatisfied with one or more other aspects.Because employees didn’t respond to the survey, management can start with “listening sessions” to enhance engagement. Then consider:How can you get a higher survey response?

(A raffle? Free coffee? Time to answer the survey at work?)Can you address the big picture concerns (for example, worry about the future of the coal industry), as well as company-specific concerns?Address the concerns in terms of (1) need fulfillment, (2) met expectations, and (3) equity.Management can also commit to sending updates on their plans to protect workers.

87) Need fulfillment models propose that satisfaction is determined by the extent to which the characteristics of a job allow an individual to fulfill her or his needs. Needs are physiological or psychological deficiencies that arouse behavior. All of us have different needs, which means that managers need to learn about employees’ needs if they want to increase job satisfaction. Research generally supports the conclusion that need fulfillment is correlated with job satisfaction.

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88) These models propose that satisfaction results from how well expectations are met. Met expectations represent the difference between what an individual expects to receive from a job, such as good pay and promotional opportunities, and what the individual actually receives.

When expectations are greater than what is received, a person will be dissatisfied. In contrast, this model predicts that an individual will be satisfied when he or she attains outcomes above and beyond expectations. Research strongly supports the conclusion that met expectations are significantly related to job satisfaction.

89) Withdrawal cognition represents an individual’s overall thoughts and feelings about quitting. Low job satisfaction contributes to these thoughts as well as stress.

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90) Recently, management has noticed increased turnover and teams have missed several project deadlines. The company changed its hiring criteria about eight months ago to include values associated with selftranscendence and conservation. Human Resources feels that these traits are consistent with the company’s vision and goals.A recent employee attitude survey showed that younger employees prefer to work in autonomous teams in which they have more latitude over how the work gets done. While management likes the value of autonomy, it believes that teams need a team leader. The survey further showed that employees desire more recognition and more career paths. The company is relatively small and there are not many managerial positions that can be used for promotions. Results confirmed high levels of employee commitment and perceived organizational support.Some of the more tenured employees have become disgruntled about the salaries paid to new hires. New hires are making only a few thousand dollars a year less than more experienced people. The company feels that it’s progressive policy about telecommuting allows employees to work from home and should allay any complaints about pay.Using the 3-Step ProblemSolving Approach, describe how management can address these issues.Wanderlust hires young graduates who love excitement, need stimulation and are self-directed. Of course, there is a normal amount of turnover in first jobs within a year or so. But that hasn’t been the case here in the past. Using the Organizing Framework:Step 1. Define the problem: Is it attitudes toward work? Well-being/flourishing?

Step 2. Identify the causes: Consider changes in personal values and attitudes. What about the situation factors?

Step 3. Make recommendations: How can management change the attitudes and maintain staff?

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91) This model posits that job satisfaction remains partly a function of both personal traits and genetic factors. Although few studies have tested these propositions in depth, a review of existing literature reveals a more nuanced understanding. Dispositional factors were significantly associated with only selected aspects of job satisfaction. Dispositions had stronger relationships with intrinsic aspects of a job (e.g., having autonomy) than with extrinsic aspects of work (e.g., receipt of rewards).

Genetic factors also were found to significantly predict life satisfaction, well-being, and general job satisfaction. Overall, researchers estimate that 30 percent of an individual’s job satisfaction is associated with dispositional and genetic components.

92) Stress has negative effects on many different OB-related outcomes.

For instance, stress is positively related to absenteeism, turnover, coronary heart disease, and viral infections. As expected, perceived stress has a strong, negative relationship to job satisfaction. Perceived stress also was found to be negatively associated with employee engagement. Managers should attempt to reduce the negative effects of stress by improving job satisfaction and by encouraging employees to detach from work during off-job time (i.e., stop thinking about work, and “don’t take it home with you”).

93) Some guidelines to increase job satisfaction and person-culture fit include:Hire people who fit the organization’s culture, spend time early on to foster employee engagement, send out a survey to current employees to see where they are at with job satisfaction, provide an effective onboarding program, create positive team spirit, and engage in social activities that promote friendships among employees, stay positive with your emotions, and discuss expectations with the new hire early on.

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94) Organizational citizenship behavior (OCB) is defined as individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization. This definition highlights two key points: OCBs are voluntary; and OCBs help work groups and the organization to effectively achieve goals. OCBs have a moderately positive correlation with job satisfaction. Moreover, OCBs are significantly related to both individual-level consequences and organizational level outcomes. These are important for two reasons. (1) Exhibiting OCBs is likely to create positive impressions among colleagues and managers. In turn, these impressions affect ability to work with others, manager evaluations of performance, and ultimately promotability. (2) The aggregate amount of employees’ OCBs affects important organizational outcomes.

95) Counterproductive work behavior (CWB) has a strong, negative relationship with job satisfaction. This means that it is important for managers to find ways to reduce CWB. This can be done in three key ways: (1) Organizations can limit CWBs by hiring individuals who are less prone to engage in this type of behavior. (2) Organizations should ensure they are motivating desired behaviors and not CWBs, for example, by designing jobs that promote satisfaction and by preventing abusive supervision. (3) If an employee does engage in CWBs, the organization should respond quickly and appropriately, defining the specific behaviors that are unacceptable and the requirements for acceptable behavior.

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96) Turnover: Consider the pros and cons of turnover. Turnover can be a good thing when a low-performing person quits or is fired. In contrast, losing a good employee is bad because the organization loses valuable human and social capital, and it can be costly. Job satisfaction has a moderately strong, negative relationship with turnover. Managers can reduce voluntary turnover if they: (1) Hire people who “fit” within the organization’s culture. (2) Spend time fostering employee engagement.

(3) Provide effective onboarding. (4) Recognize and reward high performers because they are more likely to quit than average performers.

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CHAPTER 3 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) Organizations should use selection based on attitudes and emotions to choose which employees to hire. ⊚ ⊚

true false

2) Practical intelligence involves changing oneself to suit the environment, changing the environment to suit oneself or finding a new environment within which to work. ⊚ ⊚

3)

true false

Practical intelligence is very similar to logical-mathematical intelligence. ⊚ ⊚

true false

4) Benny has the ability to learn and use spoken and written languages. He shows linguistic intelligence. ⊚ ⊚

true false

5) The combination of stable physical, behavioral, and mental characteristics that give individuals their unique identities is known as personality. ⊚ ⊚

true false

6) When hiring people, the best thing a manager can do is to find someone like himself or herself and make sure the person “fits” into his or her stereotype of a good worker. ⊚ ⊚

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true false

1

7) Many effective managers select employees based on positive, job-relevant, relatively stable individual differences. ⊚ ⊚

true false

8) Relatively flexible individual differences (IDs) include attitudes and emotions, and managers can help manage these type of differences. ⊚ ⊚

9)

Openness to experience refers to a person being trusting and good-natured. ⊚ ⊚

10)

true false

true false

Core self-evaluations (CSEs) are related to reduced conflict and lower stress. ⊚ ⊚

true false

11) Carl has a high self-efficacy belief. He is not likely to work hard in preparation for challenges because he is confident he can succeed. ⊚ ⊚

true false

12) Dawn is a manager at a big box store. One of her employees, Edward, appears to have low self-efficacy. To help him, Dawn should set a very challenging sales goal. ⊚ ⊚

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true false

2

13) The ability to monitor one’s own and others’ feelings, to discriminate among them, and to use this information to guide one’s thinking and actions is known as emotional stability. ⊚ ⊚

14)

true false

Complex, relatively brief responses aimed at a particular target are known as emotions. ⊚ ⊚

true false

15) Feeling stressed is a negative emotion and can be handled by taking on more responsibilities and focusing on urgent tasks at hand. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

16) Which of the following is the least fixed of a person’s individual differences?

A) B) C) D) E)

attitudes intelligence cognitive abilities self-esteem emotions

17) Francis interviews two candidates for an administrative assistant position that will require a fair amount of project management. The first candidate is enthusiastic and states that she can “do anything she sets her mind to.” She shows up for the interview without a résumé because she know she will be selected for the position.The second candidate is more reserved, but offers Francis his résumé and a portfolio. He explains that in his last position he managed several projects and kept them on track. Which of the following would be the main reason for Francis to hire the second applicant?

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A) B) C) D) E)

18)

The distinction between flexible and fixed individual differences A) B) C) D) E)

19)

applicant’s attitude applicant’s emotional makeup applicant’s cognitive abilities the self-esteem of the applicant applicant’s locus of control

has no practical value for managers. is that managers have little or no impact on fixed differences. is that managers have little or no impact on flexible differences. is that managers should hire people based on their attitudes and emotions. is that managers have little or no impact on any individual differences.

Individual-level work outcomes include all except A) B) C) D) E)

job attitude. job performance. job satisfaction. turnover.

CWBs.

20) ________ intelligence will be most closely related to a performance on tests like the Scholastic Aptitude Test and the Graduate Management Admissions Test.

A) B) C) D) E)

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Naturalist Interpersonal Intrapersonal Spatial Logical-mathematical

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21) Katherine does especially well in her language courses, but struggles in chemistry. She has ________ intelligence.

A) B) C) D) E)

spatial naturalist intrapersonal bodily-kinesthetic linguistic

22) Rebecca has discovered that she is very good at creating 3D objects and has decided to change her major to engineering product design. She has ________ intelligence.

A) B) C) D) E)

spatial naturalist intrapersonal bodily-kinesthetic linguistic

23) Len is the top swimmer on his school’s team. Star athletes are likely to be high in ________ intelligence.

A) B) C) D) E)

24)

spatial linguistic bodily-kinesthetic naturalist musical

Naturalist intelligence is

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A) the potential to live in harmony with one’s environment.

B) the potential for deductive reasoning, problem analysis, and mathematical calculation.

C) the same as intrapersonal intelligence.

D) the potential to use mind and body to coordinate physical movement.

E) the potential to recognize and use patterns.

25) Martha worked for a marketing company with a casual atmosphere and informal culture.

The company declared bankruptcy. Martha can’t wait to find a similar position. In the past, she worked for companies with a more traditional and formal structure. She now has a new job in a bank. Martha dresses differently, puts in longer hours, and studies at home to better understand the bank’s services. She is exhibiting ________ intelligence.

A) B) C) D) E)

multiple cognitive practical spatial bodily-kinesthetic

26) In order to improve intelligence through brain training, experts recommend the training to have these three characteristics: A) B) C) D) E)

communication, variety, and problem solving. self-motivation, communication, and curiosity. adaptive, variety, and generalizability. variety, curiosity, and collaboration. generalizability, collaboration, and problem solving.

27) Jonathan speaks four languages fluently. He is likely to have a high level of ________ intelligence.

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A) B) C) D) E)

naturalist linguistic multiple emotional interpersonal

28) Keyshawn is a player on a professional football team. Because of this, his plays every week are scrutinized by fans and media, as well as his own coaches. Sometimes, their comments are very negative and even personal. Keyshawn will handle this better if he has a high level of ________ intelligence.

A) B) C) D) E)

naturalist bodily-kinesthetic spatial interpersonal intrapersonal

29) Francoisendures constant criticism at his job because of where he is from. His ability to endure the criticism is due to ________ intelligence.

A) B) C) D) E)

musical naturalist linguistic interpersonal intrapersonal

30) ________ is the combination of stable physical, behavioral, and mental characteristics that gives individuals their unique identity.

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A) B) C) D) E)

Intelligence Personality A person’s value profile Self-efficacy Self-esteem

31) Which of the following is not one of the basic dimensions of the Big Five personality dimensions?

A) B) C) D) E)

32)

emotional intelligence extraversion openness to experience conscientiousness agreeableness

People who are outgoing, talkative, sociable, and assertive are likely to score high on A) B) C) D) E)

emotional stability. agreeableness. extraversion. openness to experience. conscientiousness.

33) Nathan is dependable, responsible, and achievement-oriented, while Martin is relaxed and unworried. Nathan is likely to score high on A) B) C) D) E)

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openness to experience. introversion. conscientiousness. internal locus of control. agreeableness.

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34)

People who are high on openness to experience are likely to demonstrate A) B) C) D) E)

cooperation and softheartedness. a lack of worry. an outgoing and sociable orientation. curiosity and broad-mindedness. an achievement orientation.

35) Owen leads a team tasked with developing a client tracking system. He is nervous and worried, afraid that if this assignment doesn’t go well, he won’t be promoted. Jack, a team member, is relaxed, unworried, and secure in the feeling that they have all the necessary resources and talents to make this work. Jack is likely to score high on A) B) C) D) E)

emotional stability. introversion. conscientiousness. internal locus of control. agreeableness.

36) Karen, the team captain of her high school soccer team, is very sociable and assertive.

She never is at a loss for words and feels comfortable interacting will all teammates and coaches.

Karen is likely to score high on A) B) C) D) E)

openness to experience. agreeableness. conscientiousness. extroversion. emotional stability.

37) Marisa is the office manager in a small company. Her employees find that they can often come late to work and leave early, and Marisa will cover their work for them. Marisa is likely to score

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A) B) C) D) E)

high on extraversion. high on agreeableness. low on conscientiousness. low on emotional stability. low on openness to experience.

38) Samantha, a member of a team you are assigned to for a management class, has often been late getting her work to the team, and when it arrives it is often of poor quality. Samantha is likely to rank ________ dimension.

A) B) C) D) E)

low on the agreeableness high on the extraversion low on the conscientiousness low on the emotional stability low on the proactivity

39) A(n) ________ is someone who is relatively unconstrained by situational forces and who effects environmental change.

A) B) C) D) E)

40)

extrovert proactive person stable person introvert imaginative and curious

Proactivity has been shown to be related to all of the following except A) B) C) D) E)

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social networking. intelligence. performance. satisfaction. affective organizational commitment.

10

41) Besides leading to increases in job performance, job satisfaction, and affective commitment, proactive personality is also linked to intentions to be a(an) A) B) C) D) E)

project manager. professor. entrepreneur. financial planner. investor.

42) Halim, one of your employees, always seems to be “taking it easy,” often ignores problems that arise, and rarely takes action on his own. It is likely that Halim is A) B) C) D) E)

low on practical intelligence. an introvert. not a proactive personality. emotionally unstable. highly agreeable.

43) ________ is the personality trait with the strongest positive relationship with job performance.

A) B) C) D) E)

Extraversion Emotional stability Proactivity Agreeableness Conscientiousness

44) Nora wants to be a buyer for Marstons Stores. She knows that they are looking for outgoing, social people. She purposely tries to present herself as an extrovert on the personality test that she takes even though she is shy and retiring. What is the likely result of this?

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A) B) C) D) E) company.

Nora might get the job, but find she is unhappy in the role.

Nora will not get the job. It is impossible to “fake” your personality on a test.

Nora will get the job. The test is simply pro forma and no one looks at the results.

The test will show that Nora is unstable.

The test will flag Nora as someone who is not truthful and should not be hired by the

45) Narcissists are characterized by having a combination of all of the following traits except the following A) B) C) D) E)

self-importance. lack of empathy. sense of entitlement. agreeableness. manipulative.

46) Terrance applies for a job at Jos Smith & Co. He prepares for the interview and expects some form of personality testing. Instead, after the interview, he is given a computer game to play. What does this represent?

A) The game will measure Terrence’s top five dimensions of personality.

B) The game will assess Terrence’s cognitive abilities and thought processes.

C) The game is designed to measure Terrence’s response rate.

D) The game is meant to relax Terrence and will be followed by the standard multiplechoice personality test.

E) The game will measure Terrence’s computer skills.

47) CEOs with high ________ positively influence their organization’s drive to take risks, innovate, and seek new opportunities, especially in strong dynamic business environments.

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A) B) C) D) E)

core self-evaluations emotional intelligence introversion extraversion openness to experience

48) Core self-evaluations represent a broad personality trait comprised of all of the following except A) B) C) D) E)

emotional stability. generalized self-efficacy. locus of control. proactivity. self-esteem.

49) ________ can be developed because it involves a person’s belief about his or her chances of successfully accomplishing a specific task.

A) B) C) D) E)

50)

Intelligence Self-efficacy Emotions Personality Self-esteem

Tony has a high CSE. He is not likely to experience A) B) C) D) E)

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better adjustment to international assignments. organizational citizenship behaviors. life satisfaction. reduced conflict. higher levels of stress.

13

51) Sandra has a new assignment. She is confident that she can successfully complete the task. This is an example of A) B) C) D) E)

52)

core self-evaluation. self-efficacy. self-esteem. self-expectation. self-expectancy.

Which of the following statements about self-efficacy is true?

A) Self-efficacy is the same as self-esteem.

B) A person with high self-efficacy is likely to work less hard than a person with low self-efficacy because he or she is already confident of good results.

C) Self-efficacy can be developed.

D) The biggest predictor of a person’s self-efficacy is his or her emotional state.

E) Self-efficacy is not related to prior experience.

53) Managers should attempt to raise subordinates’ self-efficacy by all of the following except A) B) C) D) E)

guided experiences, mentoring, and role modeling. creating routine jobs that are boring but easy to perform. giving positive feedback. matching goal difficulty to each employee’s self-efficacy. providing self-management training.

54) Halfway through the semester, Samuel quit doing assignments for and going to his advanced accounting class. He attributes this to his poor performance on the first two tests, as well as his lack of talent for accounting; he feels he will do much better as a management major.

Samuel is likely to be experiencing

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A) B) C) D) E)

55)

________ is your general belief about your own self-worth.

A) B) C) D) E)

56)

low self-esteem. low emotional stability. an external locus of control. low self-efficacy for accounting. low emotional intelligence.

Self-esteem Self-efficacy Self-expectancy Core self-evaluation Self-expectation

Giovanni is expressing ________ when he says, “I can run a mile in under five minutes.”

A) B) C) D) E)

a high self-efficacy high self-esteem a high self-expectation his core self-evaluation an external locus of control

57) ________ is reflected in this statement: “I feel I am a person of worth, as good as other people.”

A) B) C) D) E)

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High self-efficacy Low core self-evaluation High emotional intelligence High self-identification High self-esteem

15

58) In ________, the relationship between self-esteem and life satisfaction is significantly stronger.

A) B) C) D) E)

men rather than in women individualistic rather than collectivist cultures older people rather than younger women rather than in men only the United States

59) Vivek and Warren are working on an assignment for their marketing class. Warren finishes his part of the assignment; Vivek doesn’t. Vivek apologizes because he took an extra shift at work and didn’t give the assignment the priority it needed. He promises Warren he will stay home tonight and finish his work. What personality characteristic does this show?

A) B) C) D) E)

60)

People with ________ see themselves as masters of their own fate.

A) B) C) D) E)

61)

locus of control emotional stability self-efficacy self-esteem core self-evaluation

high emotional stability an internal locus of control an external locus of control high introversion high extraversion

Jennifer wins an art contest. She attributes the outcome to luck. Jennifer is likely to have

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A) B) C) D) E)

62)

an external locus of control. an optimistic personality. high emotional stability. a proactive personality. a high level of extraversion.

People with an internal locus of control A) B) C) D) E)

have lower work motivation. earn lower salaries. tend to be more anxious. derive less job satisfaction from performance. have stronger expectations that effort leads to performance.

63) Petra made a large mistake on a report she submitted to her boss, and it ended up costing the company a significant amount of money. When asked why this had occurred, she blamed one of her coworkers for giving her erroneous information for the report. Petra is expressing A) B) C) D) E)

low agreeableness. an external locus of control. organizational citizenship behavior. counterproductive work behavior. low emotional stability.

64) Oliver, who has an internal locus of control, overslept on the morning of his final exam.

Which of the following is he likely to say?

A) B) C) D) E)

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My alarm clock never went off.

I’m going to tell the professor that I was in a car accident that wasn’t my fault.

I’ll never pass this course.

Why would anyone schedule an exam at 8:00 a.m.

I should have had an extra alarm set as a backup.

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65) People with moderate emotional stability ________ than people with low emotional stability.

A) B) C) D) E)

66)

tend to be more pessimistic experience more negative emotions earn lower salaries tend to perform more OCBs tend to perform more CWBs

James believes the best thing he can do is hire based on A) B) C) D) E)

who has high self-esteem. who has an internal locus of control. who has high emotional stability. who has high self-efficacy. using CSE as one broad personality characteristic.

67) Characterized as an assessment of how confident you are in your own abilities, which CSE trait can be improved via job design, self-management, and creativity?

A) B) C) D) E)

generalized self-efficacy self-esteem locus of control emotional stability proactive personality

68) ________ is the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them, and to use this information to guide one’s thinking and actions.

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A) B) C) D) E)

69)

Proactivity Emotional stability Emotional intelligence Core self-evaluation Self-efficacy

Which of the following is not an element of emotional intelligence?

A) B) C) D) E)

self-awareness social awareness relationship management emotional stability self-management

70) Vanessa receives her evaluation. Her supervisor gives her high marks in ________, noting that Vanessa is especially strong in self-awareness and self-management.

A) B) C) D) E)

71)

personal competence subjective well-being self-efficacy cognitive ability emotional stability

Together, social awareness and relationship management constitute A) B) C) D) E)

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emotional intelligence. social competence. personal competence. emotional stability. relationship competence.

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72)

By ________, a person can develop self-awareness.

A) B) C) D) E)

displaying honesty and integrity knowing his or her own strengths and limits being ready to seize opportunities keeping up with organizational politics wielding a range of tactics for persuasion

73) As manager of Kids Skids, Meghan wants to develop her relationship management skills.

In order to do this, she learns how to A) B) C) D) E)

build teams. recognize customer needs. read her own emotions. see the upside in events. sense others’ emotions.

74) At ABC Inc., each employee is required to evaluate himself or herself as part of preparation to meet with his or her manager for the annual employee performance review. As part of this, Daneesha prepared a thoughtful and comprehensive list of her strengths and weaknesses. What competence does this display?

A) B) C) D) E)

proactive personality self-awareness self-management agreeableness extraversion

75) Everyday John’s inbox is filled with customer requests and inquiries along with department updates to policies and events happening at the corporate level. John takes 30 minutes every morning to thoroughly read through and respond to these important emails. John is exhibiting his

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A) B) C) D) E)

76)

________ are complex, relatively brief responses aimed at a particular target.

A) B) C) D) E)

77)

relationship management. self-awareness. self-disclosure. extraversion. social awareness.

Moods Emotions Personalities Attitudes CSEs

Which of the following statements about emotions is false?

A) B) C) D) E)

Emotions change psychological and/or physiological states.

Felt emotions are always displayed.

Emotions motivate behavior.

Positive emotions result from goal achievement.

Emotions may occur from past or possible future events.

78) Kerry has shown up late for her job twice this week. She expects her manager to be ________ but instead the manager directs the issue at the organization’s new scheduling software that hasn’t been sending out updates promptly.

A) B) C) D) E)

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stressed angry rejected negative nervous

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79) John hasn’t started working on his term paper. He wants to do well in the course, but he’s struggling with how to identify a solid topic and start an outline. Most of the other students appear to be moving ahead. John is procrastinating because he is A) B) C) D) E)

lazy. stressed. unable to manage his time. not interested in the course. impulsive.

80) Nancy is at a staff meeting. Her manager asks if anyone has an idea for how to pull more customers into the restaurant at lunch time. Nancy starts to make a suggestion and her manager cuts her off mid-sentence, saying: “Oh Nancy, no ... anyone else?”Nancy is feeling angry because her manager was disrespectful and didn’t allow her to explain the idea. What should Nancy do to deal with these negative emotions?

A) Submit the suggestion to her manager’s boss.

B) Ignore it. She thinks her manager is having a bad day.

C) Leave the meeting since she isn’t contributing anything of value.

D) Wait until after the meeting and point out how important respect is between coworkers.

E) Ask someone else to submit the idea at the next staff meeting.

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

81) A steady and significant rise in average intelligence among those in developed countries has been observed over the last 70 years. Experts suggest that the combination of better schooling, improved socioeconomic status, healthier nutrition, and a more technologically complex society might account for the gains in IQ scores. Do you feel as though you were born “smart” or not? What ways can you be more intelligent? Are you more intelligent than your parents? Explain. What one of Gardner’s Eight Intelligences are you most inclined to relate to?

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82) More than one type of “personality” can define a successful manager. Let’s look at two managers at Control Data Inc. Alice is a hands-on manager who prefers to use a team approach to build consensus on department decisions. Carol, on the other hand, is more dictatorial. She does not like casual conversations and prefers to make decisions based on reports that she has received. Both managers are successful in terms of profitability for the company.Describe the personality traits that each manager might possess. Who would you rather work for and why?

83) Anita is an introvert and finds it hard to take control of a meeting. Based on her hard work and strong results, she has been promoted to team leader. What steps can Anita take to be effective her new position?

84) What is a “proactive personality”? Why is it important for managers to be proactive and have proactive subordinates? Now describe an example of proactivity from your student experience.

85) Discuss whether organizations should use personality testing as part of the hiring process.

What guidelines should managers follow? Assume you have to take a personality test. What traits would you try to minimize and why?

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86) Inez wants to join an international humanitarian group. The group is comprised of people from many different backgrounds and nationalities. Since it’s important to establish the group as a functional unit, all members will submit a CSE as part of the selection process.What is a core self-evaluation? Identify and explain the components of core self-evaluation. Describe how a group leader can use CSEs to create a more effective unit.

87) Define “self-efficacy.” Explain what influences a person’s self-efficacy, and the behavioral patterns that result from high and low self-efficacy. Discuss at least five ways that a manager can influence a subordinate’s self-efficacy at work.

88) The Badgers are a team of 13 soccer players who compete across the region against other boys in their age group (10- to 11-year-olds). At the end of the season they are all given participation medals, no one is chosen to be the MVP player of the season, and the coach positively compliments all players for a good season (even though they finished in second to last place in their division). The parents and coach believe that not treating everyone equally will result in some of the less-skilled players to have lower self-esteem. What causes low selfesteem? Explain a different way of improving self-esteem.

89) Define “locus of control,” and describe what it means to have an “internal” and “external” locus of control. Give an example of each from your own experiences in school or work.

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90) What is “emotional stability”? What are the characteristics of individuals with high levels of emotional stability? How about the characteristics of individuals with low levels of emotional stability? What type of employee would you prefer to manage and why?

91) Quantum Force wants to hire EI First to provide emotional intelligence products and services. Several members of the board of directors are reluctant to employ these services. They dispute the benefits of emotional intelligence and its relationship to job performance and leadership.You are responsible for making a presentation to the board of directors to address this reluctance. How would you define emotional intelligence and describe the benefits to Quantum Force?

92) You volunteer for Campus Social, a group that sets up events for incoming students to help them acclimate to the campus culture. This is your third year and you expected to be appointed student header. The dean informs you that someone else has been chosen to lead the group.Describe your emotions. Then explain what steps you might take to deal with these feelings.

93) Discuss the good and bad of anger at work. Are there benefits to anger? Explain your answer.

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94) FPS is a small firm that provides services to publishers using a team of freelancers. The president, Marsha, is a big-picture, conceptual, strategy-type person. She has a strong personality and makes decisions quickly. Claire, the vice president, is charged with implementing decisions and getting the projects done on time, within budget, and to the clients’ satisfaction. She is more of the office “mother figure.”FPS needs to expand. Marsha wants to add a person to help her strategize; Claire needs assistance with managing the increased project load. Claire is worried about:keeping up with the projects.keeping the freelancers happy.the reputation of FPS should she fall behind.Marsha is getting increasingly aggravated that Claire doesn’t see the big picture.

Claire is getting more and more stressed out. She falls ill and has to miss a week of work.

Marsha’s response is to tell the office manager that she’ll have to manage the freelance team until Claire comes back. The office manager has no project experience. Now, two projects are late, and the freelancers have started to call Marsha to complain that they aren’t getting the assistance they need.When Claire returns, Marsha asks her to “make things right” with the clients and freelancers. She wants Claire to say that her illness caused the delays.Using the Three-Step Problem-Solving Approach and the Organizing Framework, how can FPS resolve this issue and expand in the best way?

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Answer Key Test name: Chap 03_3e 1) FALSE 2) TRUE 3) FALSE 4) TRUE 5) TRUE 6) FALSE 7) TRUE 8) TRUE 9) FALSE 10) TRUE 11) FALSE 12) FALSE 13) FALSE 14) TRUE 15) FALSE 16) E 17) C 18) B 19) A 20) E 21) E 22) A 23) C 24) A 25) C 26) C Version 1

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27) B 28) E 29) E 30) B 31) A 32) C 33) C 34) D 35) A 36) D 37) B 38) C 39) B 40) B 41) C 42) C 43) E 44) A 45) D 46) B 47) A 48) D 49) B 50) E 51) B 52) C 53) B 54) D 55) A 56) A Version 1

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57) E 58) B 59) A 60) B 61) A 62) E 63) B 64) E 65) D 66) E 67) A 68) C 69) D 70) A 71) B 72) B 73) A 74) B 75) E 76) B 77) B 78) B 79) B 80) D 81) Research shows that intelligence, like personality, can be altered or modified in several ways. If you engage in more constructive thinking, reasoning, and problem solving, you will get better at these skills. Try some brain games too! And most likely you are more intelligent than your parents.

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82) We use the Big Five Personality Dimensions to define personality.

The dimensions are extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience, as shown in Table 3.2.Alice might score higher on extraversion, agreeableness, and openness to experience. Clearly, both are conscientious. Personality alone does not determine the success of a manager.

83) Anita can benefit from the advice of Russ Fujioka, president of the Americas for cloud accounting company Xero. He is a self-proclaimed and successful introvert and suggests:Be self-aware. Be aware that introverts can be perceived as disinterested or aloof when they seem less engaged in conversations and social interactions. They may or may not be disinterested, of course, but they are more likely to show it if they are.

And in business situations, they must make the effort necessary to appear interested and force themselves to be engaged.Calibrate your intensity. When engaging others, especially groups of people or teams at work, try to push your personal intensity level to 10 on a 10-point scale. If you feel your volume, body language, and interactions are maxed out, realize that if you were an extrovert you’d probably be playing at only 7 instead of 10. Your perception of intense and loud is lower than what others will perceive.Play to your strengths. Because engaging others is typically quite draining for introverts, it is a good idea to talk about and stick to topics you personally know and care about.

This will make you naturally more energized and comfortable.Get team practice. Join a team. Whether you join a recreational sports team or a club of some sort, being a member will help you practice and get comfortable with interacting with others. If it is a non-work team, the pressure and stress of work won’t be part of the experience, making it easier to engage.

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84) A proactive personality is someone who is relatively unconstrained by situational forces and who affects environmental change. Proactive people identify opportunities and act on them, show initiative, take action, and persevere until meaningful change occurs. Research shows that those with proactive personalities positively influence many work outcomes (e.g., increased performance, satisfaction, affective organizational commitment, and social networking). The ideal scenario is for both the manager and employee to be proactive.

85) A panel of industrial-organizational psychologists concluded that the typical personality test is not a valid predictor of job performance. One personality profile does not fit all job situations. Good management involves taking the time to get to know each employee’s unique combination of personality traits, abilities, and potential and then creating a productive and satisfying person-job fit. A contingency approach to managing people is best.

86) Core self-evaluations (CSEs) represent a broad personality trait comprised of four narrower and positive individual traits: generalized self-efficacy, self-esteem, locus of control, and emotional stability. Selfefficacy is a person’s belief about his or her chances of successfully accomplishing a specific task. Self-esteem is a person’s general belief about his or her own self-worth. Locus of control is a relatively stable personality characteristic that describes how much personal responsibility someone will take for his or her behavior and its consequences. People tend to attribute the causes of their behavior primarily to either themselves (internal locus of control) or environmental factors (external locus of control). People with high levels of emotional stability tend to be relaxed, secure, unworried, and less likely to experience negative emotions under pressure. A leader can use CSEs in member selection and training of the components of CSE. Self-efficacy is relatively more flexible and thus can be enhanced.

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87) Self-efficacy is a person’s belief about his or her chances of successfully accomplishing a specific task. Self-efficacy is relatively flexible and can be enhanced. Of the sources of self-efficacy beliefs, prior experience takes the first position as the most potent of the four sources. Other sources of self-efficacy beliefs are behavior models, persuasion from others, and physical and emotional factors. Managers can influence a subordinate’s self-efficacy at work, as described in Table 3.5, through:Job designTraining and developmentSelf-managementGoal setting and quality improvementCreativityCoachingLeadership 88) Destructive feedback and negative statements can reduce selfesteem, but this doesn’t appear to be happening with this team. Find out if any of the players have self-doubts and if they do, have them think of desirable characteristics that are possessed rather than of undesirable characteristics from which he or she is free. Make sure the players believe that the sport is important to them and that will motivate them to work harder and possibly even perform better.

89) Locus of control is a relatively stable personality characteristic that describes how much personal responsibility you take for your behavior and its consequences. People who believe they control the events and consequences that affect their lives are said to possess an internal locus of control. Those who believe their performance is the product of circumstances beyond their immediate control possess an external locus of control. Students will give an example of each from their own experience.

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90) Emotional stability is one of the Big Five Personality Dimensions and is characterized by being more relaxed, more secure and unworried.Individuals with high levels of emotional stability tend to be less likely to experience negative emotions under pressure. Employees with high levels of emotional stability have been found to have higher job performance, perform more organizational citizenship behaviors, and exhibit fewer counterproductive work behaviors.Individuals with low levels of emotional stability are prone to anxiety and tend to view the world negatively.

91) Emotional intelligence is the ability to monitor your own emotions and those of others, to discriminate among them, and to use this information to guide one’s thinking and actions. Emotional intelligence (EI) is a mixture of personality and emotions and has four key components: self-awareness, self-management, social awareness, and relationship management. While research results are mixed, EI has implications for job performance and leadership. EI has been linked to higher sales and greater customer retention for both real estate and insurance sales representatives. EI was positively related to leadership emergence, behavior, and effectiveness. EI was not clearly related to job performance, satisfaction, and other outcomes.

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92) Emotions are complex, relatively brief responses aimed at a particular target, such as a person (in this case, the dean), information (in this case, that you will not be student leader), experience, event, or nonevent. They also change psychological and/or physiological states.

Emotions can be thought of in terms of goals. Negative emotions are triggered by frustration and failure when pursuing one’s goals, and are said to be goal incongruent.You might feel disappointed and/or angry (felt emotion). You might keep your feelings to yourself or you might begin to cry. Both reactions are instances of displayed emotions. It’s just that in the first case you are choosing not to show emotion, which means your display is “no emotion.” Your display can affect the outcomes, in this case the dean’s reactions.Emotions also motivate your behavior and are an important means for communicating with others.

93) Growing research evidence supports the undesirable outcomes from negative emotions that we all suspect. Negative emotions due to organizational change, for example, are linked to more sick time used and employee turnover. Customers’ negative emotional displays have been shown to negatively affect employee job performance. On the other hand, expressing anger sometimes can actually solve a problem. A message that is communicated can lead to a better understanding.

Displays of anger are more likely to be beneficial if they are directed at organizational issues and problems, which is perceived more constructively, than at individuals.

94) Remember, you need to:Step 1. Define the problem: What is the problem here? Where are the gaps?Step 2. Identify causes of the problem: What are the person and situation factors involved? How important is personality here? Are there process issues as well? What about emotions and group dynamics?Step 3. Make recommendations: How can FPS move forward with a cohesive team?

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CHAPTER 4 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) Perception is a cognitive process that enables us to interpret and understand our surroundings. ⊚ ⊚

true false

2) College graduates that are underemployed are working at jobs that require less education than they have. ⊚ ⊚

3)

true false

The negativity bias tends to make us notice bad things more than good things. ⊚ ⊚

true false

4) Salary and promotion decisions do not need to include criteria based on the extent to which managers are inclusive of employees with different backgrounds. ⊚ ⊚

true false

5) On-ramping programs encourage people to reenter the workforce after a temporary career break. ⊚ ⊚

true false

6) Managers cannot be trained to reduce implicit cognition; the best that they can do is to merely recognize its importance. ⊚ ⊚

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true false

1

7) Larry, a marketing major, believes that Rosa is probably better at math than he is because she is a finance major. This is an example of a stereotype. ⊚ ⊚

8)

Stereotypes exist about gender, race, and age, but not about occupation. ⊚ ⊚

9)

true false

true false

Casual attributions are the suspected or inferred causes of behavior. ⊚ ⊚

true false

10) Justine, a manager, has decided that Harrison is performing poorly because he is lazy.

This is an example of a negativity bias. ⊚ ⊚

11)

true false

A person’s level of effort is an internal factor in attributions. ⊚ ⊚

true false

12) When Vivian, the owner of a vintage furniture boutique, makes causal attributions about the behavior of her employees, she is observing the dimensions of consensus, distinctiveness, and consistency. ⊚ ⊚

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true false

2

13) In distinctiveness, a manager might compare an individual’s behavior with that of his or her peers. ⊚ ⊚

14)

External influences are individual differences that we have the ability to influence. ⊚ ⊚

15)

true false

true false

The outer layer of the diversity wheel is that of organizational dimensions. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

16) Perception is the process that A) B) C) D) E)

measures an individual’s set of beliefs about the characteristics of a group. automatically activates any thoughts or beliefs from memory. evaluates suspected or inferred causes of behavior. enables us to interpret and understand our surroundings. attributes another person’s behavior to his or her personal characteristics.

17) Weight Watchers International stopped using the word diet in its advertising because of the word’s negative A) B) C) D) E)

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stereotype. perception. attribution. attitude. context.

3

18) Which of the following is not one of the key perceiver characteristics that affect our perceptions of others?

A) B) C) D) E)

needs and goals category-based knowledge nonverbal cues experience with target direction of gaze

19) Frances is the office manager at a service station. Two applicants, Axel and Don, arrive to interview for the open mechanic’s position. Axel’s clothes are dirty, his hair is unwashed, and he doesn’t make eye contact when he gives Frances his name. Don dresses in clean jeans and a nice shirt, is shaved, and shakes Frances’s hand when he introduces himself. After the interview, Kevin the head mechanic, asks Frances what she thought. Both men have the skill set needed for the position. Frances recommends Don. She is responding to her perception of A) B) C) D) E)

diversity. the perceiver. the target. her culture. past performance.

20) There are two key situational characteristics that affect perception: the ________ of the interaction, and the culture and race ________ between perceiversand targets.

A) B) C) D) E)

nonverbal cues; needs and goals situation; cognitive load consistency; context cognitive load; situation context; consistency

21) Carrie goes out to lunch and orders a diet soda. If we consider ________, she is likely to prefer a salad for lunch.

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A) B) C) D) E)

person perception category-based knowledge context of interaction implicit cognition cognitive load

22) A work environment characterized by sexual, racial, and age harassment is an example of what type of barrier for implementing successful diversity programs?

A) B) C) D) E)

lack of organizational priority for diversity hostile ethnocentrism negative diversity climate resistance to change

23) Cara, a shift supervisor, is keeping a performance diary for each of her employees. This mechanism can ________ performance appraisals.

A) B) C) D) E)

reduce bias in prove stereotypes for increase bias in eliminate speed up

24) Darren has been a senior manager at a Japanese corporation based in the United States for the past 25 years. He isn’t able to be promoted to a higher managerial position due to crosscultural values in Japan where only the highest levels of management can be awarded to Japanese employees. This is an example of which type of barrier for implementing a successful diversity program?

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A) B) C) D) E)

25)

lack of organizational priority for diversity resistance to change fear of reverse discrimination hostile ethnocentrism

Janell is applying for a new job. Which of the following will help her online “image”?

A) B) C) D) E)

Include information on her volunteer activities.

Criticize a former employer.

Post pictures of her at a Halloween party in costume.

Make negative political comments.

Post comments about religious conflicts.

26) Laurie walks into her morning status meeting. She didn’t have time for breakfast or even coffee. During the meeting, she is most likely to focus on A) B) C) D) E)

27)

staying alert because she knows the meeting can be tedious. snacks and drinks because she is hungry and thirsty. the agenda because it is the first thing she sees when she walks in. her phone messages because of her past experience with these meetings. the amount of tasks she has to accomplish today.

Why do recruiters use virtual interviews?

A) B) C) D) E)

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to accurately assess if the applicant will “fit in” to reduce problems associated with implicit cognition solely to save on travel expenses to evaluate work that does not produce objective outcomes to better judge leadership qualities

6

28) Darcy revealed to her employer that she wanted to take the lead on a community volunteer project working with the American Cancer Society since she was a cancer survivor and the cause was important to her. She was later turned down for a promotion and has heard that it was a result of her previous health condition. This perception about her health condition is a(n) A) B) C) D) E)

awareness. reference. proven fact. accommodation. stereotype.

29) We build stereotypes through a four-step process. Which of the following is not part of the process?

A) B) C) D) E)

maintenance appraisal categorization inferences expectations

30) Mario is setting up an after-school program for inner-city youth. The population is a mix of white, African American and Latino, with Latinos comprising the majority of participants.

Which of the following would help the group overcome stereotypes?

A) B) C) D) E)

31)

Create project opportunities using a mix of populations with equal status.

Ignore stereotypes and the students will do the same.

Ask the Latino student to be “nice” to the minority groups.

Prevent any discussion of stereotypes.

Treat the minority factions differently from the Latinos.

Building stereotypes involves inferencing. Which of the following is not an inference?

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A) B) C) D) E)

Women are nurturing.

Older people have more job related accidents.

Engineers excel at math.

African Americans are good athletes.

Gen Xers were born between 1965 and 1996.

32) Harold Kelley hypothesized that people make causal attributions by observing three dimensions of behavior: A) B) C) D) E)

context, consistency, and simplification. consensus, storage, and retention. distinctiveness, retrieval, and consensus. consensus, distinctiveness, and consistency. consistency, recognition, and context.

33) Bill receives a compliment on a recent campaign; he attributes the success to his creativity. Mark’s campaign didn’t do well; he blames his team for not pulling together. These are examples of A) B) C) D) E)

self-serving bias. person perception. fundamental attribution. consensus. implicit cognition.

34) Sharon observes her older co-worker, Robert, being rude to a new trainee. She has seen this behavior in Robert whenever the company brings in new trainees. Sharon believes that Robert resents the younger management trainees, who he refers to as “know-it-alls.” She talks to him about ________ to help him understand.

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A) B) C) D) E)

35)

perceptions implicit cognition appraisals stereotyping internal attribution

The use of implicit cognitions A) B) C) D) E)

leads people to make biased decisions. causes individuals to form stereotypes. influences managers to hire good candidates. fosters cultural change. is consistent with affirmative action programs.

36) Which of the following is not a technique by which managers can reduce the effect of implicit cognition in hiring?

A) B) C) D) E)

37)

Use structured interviews.

Use multiple interviewers.

Use virtual interviews.

Undergo training to reduce bias.

Rely on stereotypes.

An example of a surface-level characteristic is A) B) C) D) E)

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race. income level. parental status. religion. work experience.

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38) Which of the following is not a behavior that research found in the employees’ categorical knowledge of good leaders?

A) B) C) D) E)

39)

A(n) ________ is an individual’s set of beliefs about the characteristics of a group.

A) B) C) D) E)

40)

Telling people they had done well.

Setting specific goals for the group.

Maintaining definite standards for performance.

Letting other group members make decisions.

Using an autocratic approach.

implicit cognition stereotype negativity bias attribution memory

The steps in the process of stereotype formation and maintenance in order are A) B) C) D) E)

categorization, expectations, inferences, maintenance. categorization, inferences, expectations, maintenance. expectations, categorization, inferences, maintenance. inferences, categorization, expectations, maintenance. inferences, expectations, categorization, maintenance.

41) Joyce finds that the members of the project team to which she has been assigned in her management class are all athletes on the college’s football and basketball teams. She immediately considers dropping the class because she thinks her experience with that team will be negative. Joyce is likely to be reacting to a

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A) B) C) D) E)

negativity bias. stereotype. self-serving bias. semantic memory. fundamental attribution bias.

42) Which of the following is not one of the recommendations to managers about reducing stereotypes?

A) Managers should educate people about stereotypes.

B) Managers should create opportunities for diverse employees to work together.

C) Managers should encourage all employees to strive to increase their awareness of stereotypes.

D) Managers should actively ignore stereotypes.

E) Managers should provide opportunities for employees to get accurate data about the characteristics of other groups of people.

43) The annual budget was due today and Mary’s section of the report is not finished so Cary cannot turn it in on time to her manager. This is typical of the employees in the department; many don’t observe deadlines. This is an example of what type of causal attribution?

A) B) C) D) E)

distinctive consistency consensus selective bias unexpected behavior

44) At its most basic, a person’s behavior can be attributed to either ________ or ________ factors.

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A) B) C) D) E)

45)

internal; external motivated; accidental effort; ability success; failure implicit; explicit

Kelley hypothesized that people make causal attributions by observing A) B) C) D) E)

external and internal factors and perceptions. consensus, distinctiveness, and consistency. effort, consistency, and ability. implicit and explicit factors. stereotypes and implicit cognition.

46) Used in the social perception process as part of Stage 2 (encoding and simplification) a ________ represents a person’s mental picture or summary of a particular event or type of stimulus.

A) B) C) D) E)

schema snapshot response code memory

47) Carlos, a manager, is looking at records of Mary’s work performance. He notes that she performed very well on task A, but poorly on task B. He is observing A) B) C) D) E)

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consensus. distinctiveness. implicit factors. explicit factors. consistency.

12

48) At the end of each month when time cards are submitted to payroll, Liam’s reports always have an error in the job coding section. This is what type of attribution?

A) B) C) D) E)

consensus distinctiveness implicit factors explicit factors consistency

49) In 2017, women represented 30 percent of college presidents. This is up from 23 percent the year prior. This is an example of the ________ being lowered.

A) B) C) D) E)

business rationale leadership expectations consistency factors implicit cognition glass ceiling

50) David’s boss has observed that David took about 12 hours to perform tasks A, B, and C. However, he took 24 hours to complete task D. David’s boss concluded that task D must have been tougher than the other tasks. Which of the following attributional information led David’s boss to this conclusion?

A) B) C) D) E)

high distinctiveness high consensus low consensus high consistency low distinctiveness

51) John, a mid-level manager, notices that all his subordinates are filling out their monthly reports incorrectly. He concludes that the report forms are too complicated and need to be revised. On which type of attributional information is John’s decision based?

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A) B) C) D) E)

low consistency low consensus high consistency low distinctiveness high consensus

52) Chris has studied for his mathematics test and his English test. He expects to do moderately well in both subjects. He gets an “A” in English, but fails mathematics. While Chris feels that the grade he got for English was well-deserved, he blames his failure in mathematics on the fact that his teacher, Mr. Wallace, does not like him. In this situation, Chris is exhibiting A) B) C) D) E)

stereotypical behavior. a fundamental attribution bias. a negativity bias. micro-aggression. a self-serving bias.

53) If Otto views a situation as having low consensus, low distinctiveness, and high consistency, he is likely to make an attribution of A) B) C) D) E)

internal causes. external causes. self-serving bias. fundamental bias. person perception.

54) All the employees in Mustafa’s unit are performing poorly on one specific aspect of their jobs during the month of June; however, they are performing well on all other parts of their job.

This is likely to be attributed to

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A) B) C) D) E)

internal causes. external causes. self-serving bias. fundamental bias. implicit cognition.

55) Since she was hired four months ago, Doris has performed poorly on many aspects of her job. This is likely to be attributed to A) B) C) D) E)

internal causes. external causes. self-serving bias. fundamental bias. nothing; there is not enough information.

56) The fundamental attribution bias says that we tend to over-attribute others’ behaviors to ________ factors.

A) B) C) D) E)

situational external environmental personal self-serving

57) Carol works as a dishwasher at a restaurant. She comes across as a fun-loving, partygoing person. One day her dog falls sick and Carol has to take him to the vet. She calls her boss and tells him that she won’t be coming in to work. Her boss thinks that Carol is missing work intentionally, so that she can go out and party. Which of the following best describes the boss’s perception of the situation?

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A) B) C) D) E)

58)

halo effect leniency effect central tendency self-serving bias fundamental attribution bias

The self-serving bias states that we tend to A) B) C) D) E)

take more responsibility for failure than success. blame others for our failures. give credit to others for their successes. over-attribute others’ behaviors to personal factors. take more responsibility for success than failure.

59) Sophia is on a four-person project team in her management class. The team produces four reports during the term, and each person leads one of these projects. The project Sophia leads earned an A, while the team receives Cs on the other three reports.Sophia believes that her project was successful because of her leadership abilities, while the other projects were not as good because of the inadequate skills of the other team members. She demonstrates ________ in her beliefs.

A) B) C) D) E)

60)

negativity bias self-serving bias central tendency halo effect leniency effect

External factors include all of the following except

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A) B) C) D) E)

bad luck. a difficult task. ineffective coworkers. putting forth effort. an unsympathetic boss.

61) Which one of the following is not a difference between affirmative action and diversity management?

A) Affirmative action does not legitimize quotas.

B) Affirmative action does not require companies to hire unqualified people.

C) Affirmative action has created tremendous opportunities for women and minorities.

D) Affirmative action is an intervention aimed at giving management a chance to correct an imbalance.

E) Affirmative action only refers to mandatory programs.

62)

Which of the following is not a layer of diversity?

A) B) C) D) E)

63)

organizational personality internal attributional external

Deep-level characteristics of diversity A) B) C) D) E)

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are the most stable. are unchangeable. include attitudes, opinions, and values. are not under our control. include our ethnicity.

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64) ________ occurs when employment decisions about an individual are based on reasons not associated with performance or related to the job.

A) B) C) D) E)

Affirmative action Discrimination Diversity Self-serving bias Attribution bias

65) Karrin notices immediately that one of the members assigned to her team in a marketing class is a middle-aged man. This is a(n) ________ characteristic.

A) B) C) D) E)

66)

deep-level surface-level internal external attributional

Surface-level characteristics include ________, age, and race.

A) B) C) D) E)

gender attitudes opinions values seniority

67) ________ is an artificial intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past.

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A) B) C) D) E)

68)

Discrimination rectification Affirmative action Managing diversity A legitimacy program The glass ceiling

Affirmative action plans A) B) C) D) E)

are always mandated through legal processes. include quotas. can negatively affect women and minorities. require organizations to hire unqualified people. have failed to create opportunities for women and minorities.

69) Mika is married with two children and lives in New York. She has worked at Bubble Zone for 10 years. These are all ________ of the four layers of diversity.

A) B) C) D) E)

internal dimensions organizational dimensions external dimensions personality affirmations

70) Because LGBTQ employees often experience a lack of ________, their engagement, performance, and retention can be affected.

A) B) C) D) E)

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diversity management affirmative action inclusion earning potential fairness

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71) Helen uses a wheelchair to get around. Her company, Cue Furniture, makes sure her desk is wheelchair-accessible. The ________ requires the company to do provide this.

A) B) C) D) E)

72)

The generation described as workaholic, idealistic, competitive, and materialistic is A) B) C) D) E)

73)

Civil Rights Act Rehabilitation Act Genetic Information Nondiscrimination Act Americans with Disabilities Act Equal Treatment Directive

traditionalists. baby boomers.

Gen Xers. millennials.

Gen Zers.

The millennial generation is described as A) B) C) D) E)

patriotic, loyal, and disciplined. multitasking, communicate fast, and online. workaholic, idealistic, competitive. entitled, civic-minded, closely involved with parents. self-reliant, adaptable, cynical.

74) Big 5 Corporation, a sporting goods retailer, was fined $165,000 to settle a racial discrimination and retaliation lawsuit filed by the EEOC. They claim an African American management trainee was subjected to ongoing racial harassment and death threats. The trainee was forced to go on several leaves due to stress. Ultimately, Big 5 terminated the trainee. This represents the ________ option that organization can use to address diversity issues.

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A) B) C) D) E)

suppress isolate include/exclude assimilate deny

75) Jenny is described by her friends as independent, distrusting authority, and technologically savvy. One of her strongest memories is the day of the Oklahoma City bombings. She is most likely to be a member of the ________ generation.

A) B) C) D) E)

Baby boomers Gen Xers Gen Zers Traditionalists Millennials

76) Saying, “You’ve got to pay your dues” is another way to promote the status quo. This is an example of the ________ option that organizations can use to address any type of diversity issue.

A) B) C) D) E)

include/exclude deny suppress isolate tolerate

77) ABC Airlines hires flight attendants from diverse backgrounds and puts them through an extensive training and orientation program before they are approved to fly. In addition to learning about responding to medical issues and FAA guidelines, they also must learn the company’s many rules and processes as contained in an extensive procedures and policies manual. ABC Airlines is adopting a(n) ________ option for managing diversity.

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A) B) C) D) E)

deny assimilate suppress tolerate mutual adaptation

78) What form of diversity management is an organization adopting when it acknowledges differences but does not value nor accept them?

A) B) C) D) E)

79)

mutual adaptation building relationships toleration isolation suppression

Of the following options, which is the best action to address any type of diversity issue?

A) B) C) D) E)

mutual adaptation exclusion denial isolation assimilation

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

80) Perception is influenced by three key components. Describe each component and give an example of each from your own experiences.

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81) Quadrics Company, a service provider, is hiring for their customer service staff. They are reviewing résumés online. Because of “implicit cognitions,” Quadrics tends to hire women for these positions. Explain the concept of “implicit cognitions” and describe actions that Quadrics could take to address any bias that occurs.

82) What is a stereotype? How are stereotypes formed and maintained? Present an example of a stereotype that affected your perception. Was it accurate or not?

83) Meghan has a virtual interview with ABQ, Inc. for a receptionist position. The interviewer asks Meghan about any potential physical limitations she has. Meghan, who uses a walker, chooses not to answer. She does not get the job. Explain how this situation involves both discrimination and stereotyping. What should the interviewer have done differently and why? How would the Human Resources manager address what the interviewer did?

84) Think of someone who recently disappointed you. It could be school-related (a teammate didn’t complete part of a group assignment) or personal (a friend failed to remember your birthday). Use Kelley’s model to identify whether the unexpected behavior was due to internal or external causes. Based on this attribution, what should you say or do to ensure that this type of behavior doesn’t happen again?

85) Describe the two attributional tendencies that can bias our interpretations of observed behavior. Give an example of each. Why are these important for managers to understand?

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86) Soltis & Sons is a management consulting firm that is attempting to grow its business by targeting small businesses that are run by women or immigrants. In pursuing this strategy, the company has hired employees of other cultures whose first language is not English. Many of these employees are under 30 and they do not have college degrees. While this effort is leading to a workforce that mirrors the clients, the company finds that employees and managers are experiencing difficulties communicating with one another. This leads to misunderstandings and a decrease in productivity and customer satisfaction. For example, if a manager gives instructions about completing a certain task to an employee who fails to fully comprehend the instructions, the employee may make mistakes.The director of Human Resources is considering whether or not to offer some type of training, yet none has been offered to date. She thinks some employees may be impacted by negative stereotypes associated with a lack of work experience with people from different cultures. She also noted that some work teams do not like to be supervised by younger people of color. A few employees quit over this issue and management is trying to decide what to do. Using the Three-Step Problem-Solving Approach and the Organizing Framework, how can Soltis & Sons address the problem?

87) What is discrimination, and what is affirmative action? Evaluate whether affirmative action programs are good or bad for organizations. Identify a specific example of the benefits or problems of affirmative action at your college.

88)

Describe what is meant by “managing diversity.” What is the business rationale for this?

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89) Describe the status of the U.S. workforce in terms of gender diversity/equality. Does this represent significant change from the past? Argue your position.

90) Summertime Inc. is a multinational energy company. They have an aging, experienced staff and are concerned about losing many of their senior workforce in the next five to eight years. What type of initiatives can Summertime institute to help retain some of the senior staff?

91) Managing diversity gives an organization the ability to grow and maintain its business in an increasingly competitive marketplace. Provide two examples that show how an organization might benefit from managing diversity.

92) Identify the five “generations” that are in, or about to enter, the U.S. labor force. Give the birth years each generation represents, and discuss the broad traits of each. Give an example of an age-related conflict in values or traits from your own experience.

93) Name and explain at least seven of the barriers to implementing successful diversity programs. Suggest ways that organizations can overcome these barriers.

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94) Core customer demographics change at retail stores and corporations need to be responsive to these challenges of diversity. The text uses Target as an example who recently launched a campaign called #SinTraducción (“without translation”) targeting Spanish-speaking customers, which used words with no English equivalent. Give an example of another company where you have experienced a change in customer demographics. Address the change and give examples of how the company can adapt and continue to be competitive.

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Answer Key Test name: Chap 04_3e 1) TRUE 2) TRUE 3) TRUE 4) FALSE 5) TRUE 6) FALSE 7) TRUE 8) FALSE 9) TRUE 10) FALSE 11) TRUE 12) TRUE 13) FALSE 14) TRUE 15) TRUE 16) D 17) B 18) C 19) C 20) E 21) D 22) B 23) A 24) B 25) A 26) B Version 1

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27) B 28) E 29) B 30) A 31) E 32) D 33) A 34) D 35) A 36) E 37) A 38) E 39) B 40) B 41) B 42) D 43) C 44) A 45) B 46) A 47) B 48) E 49) E 50) A 51) E 52) E 53) A 54) B 55) A 56) D Version 1

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57) E 58) E 59) B 60) D 61) E 62) D 63) C 64) B 65) B 66) A 67) B 68) C 69) C 70) C 71) D 72) B 73) D 74) C 75) B 76) C 77) B 78) C 79) A

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80) Perception is influenced by three key components: the characteristics of the perceiver, of the target—the person or group being observed—and of the situation.Figure 4.3 shows six key perceiver characteristics that affect our perceptions of others.Direction of gaze.Needs and goals.Experience with target.Category-based knowledge.Gender and emotional status.Cognitive load.Figure 4.3 identifies five important characteristics of the target that affect our person perception. The characteristics are:Direction of gaze.Facial features and body shape.Nonverbal cues.Appearance or dress.Physical attractiveness.Figure 4.3 shows two key situational characteristics that affect perception: the context of the interaction, and the culture and race consistency between perceivers and targets.Students should provide one example of each of the three components.

81) Interviewers make hiring decisions based on their impression of how an applicant fits the perceived requirements of a job. Unfortunately, many of these decisions are made on the basis of implicit cognition.

Implicit cognition represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness.

The existence of implicit cognition leads people to make biased decisions without realizing they are doing so. A recent study of job applicants’ résumés, for instance, demonstrated that recruiters evaluated women more favorably than men for customer service jobs, probably based on gender-role stereotypes.Experts recommend three solutions for reducing the biasing effect of implicit cognition. First, managers can be trained to understand and recognize this type of hidden bias. Second, they can use structured rather than unstructured interviews. Interviewers ask the same sequence of questions to all applicants in a structured interview, which leads to more reliable evaluations. Finally, managers can rely on evaluations from multiple interviewers rather than just one or two people.

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82) A stereotype is an individual’s set of beliefs about the characteristics or attributes of a group. Stereotyping is based on a four-step process: categorization, inferences, expectations, and maintenance. In categorization, we categorize people into groups according to criteria gender, age, race, and occupation. In inferences, we infer that all people within a category possess the same traits or characteristics. In expectations, we form expectations of others and interpret their behavior according to our stereotypes. In maintenance, we overestimate the frequency of stereotypic behaviors, incorrectly explain expected and unexpected behaviors, and differentiate minority individuals from ourselves.

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83) Approximately 20 percent of Americans have a physical or cognitive disability, according to the U.S. Census Bureau. The Americans with Disabilities Act prohibits discrimination against those with disabilities and requires organizations to reasonably accommodate an individual’s disabilities. Not surprisingly, some people with disabilities have difficulty finding work. The U.S. Bureau of Labor Statistics found that 8 percent were unemployed in 2018, more than twice the rate of those with no disability (3.7 percent). Contrary to negative stereotypes about hiring the disabled, such as that making reasonable accommodation is expensive, many organizations are finding this group of people to be a valuable source of talent. Microsoft, for example, has two programs that encourage inclusion for disabled workers: the autism hiring program and the supported employment program, as well as local partners who share information on Microsoft’s inclusive hiring practices with the community.Stereotypes influence decision making and interpersonal processes throughout the organization. The key managerial challenge is to reduce the extent to which stereotyping effects occur. Three ways that this can be achieved are:Managers should educate people about stereotypes and how they can influence our behavior and decision making.Managers should create opportunities for diverse employees to meet and work together in cooperative groups of equal status.Managers should encourage all employees to strive to increase their awareness regarding stereotypes.

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84) Harold Kelley attempted to pinpoint specific antecedents of internal and external attributions. Kelley hypothesized that people make causal attribution by observing three dimensions of behavior: consensus, distinctiveness, and consistency. These dimensions vary independently, forming various combinations and leading to differing attributions.

Consensus compares an individual’s behavior with that of his or her peers. Distinctiveness compares a person’s behavior on one task with his or her behavior on other tasks. Consistency judges if the individual’s performance on a given task is consistent over time.These three dimensions of behavior lead to specific attributions. Kelley theorized that people attribute behavior to either internal causes (personal factors) or external causes (environmental factors) depending on the ranking of consensus, distinctiveness, and consistency as shown: Attribution

Consensus (People)

Distinctiveness (Tasks)

Consistency (Time)

Internal

Low

Low

High

External

High

High

Low

While other combinations are possible, the two options shown above have been most frequently studied. In Figure 4.4, charts taken together indicate Internal Attributions on the left-hand side and External Attributions on the right-hand side. For instance, say all employees are performing poorly (high consensus), on only one of several tasks (high distinctiveness), and during only one time period (low consistency). A supervisor will probably attribute the employees’ poor performance to an external source such as a temporary distraction or event. In contrast, if only one employee performs poorly (low consensus), across several tasks (low distinctiveness), and over time (high consistency), the supervisor will likely attribute performance to personal factors. Many studies support this predicted pattern of attribution.

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85) Researchers have uncovered two attributional tendencies that distort one’s interpretation of observed behavior-fundamental attribution bias and self-serving bias. The fundamental attribution bias reflects one’s tendency to attribute another person’s behavior to his or her personal characteristics, as opposed to situational factors. The self-serving bias represents one’s tendency to take more personal responsibility for success than for failure. These are important to managers because attributions profoundly affect organizational behavior, in particular managerial actions of reprimand or training subordinates who fail to perform adequately. Students should give an example of each.

86) Step 1: Define the problem. What are the gaps between the desired outcomes and the current state?Step 2: Identify causes of the problem.

Remember, the diversity climate is an important situation factor. There are also relevant processes across the individual level (perception, attributions, and psychological safety), the group/team level (group/team dynamics), and the organizational level (options to manage diversity).

These inputs and processes have critical outcomes.Step 3: Make recommendations for solving the problem. What options does Soltis & Sons have?

87) Discrimination occurs when employment decisions about an individual are due to reasons not associated with performance or are not related to the job. Affirmative action is an artificial intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past. While affirmative action plans have created tremendous opportunities for women and minorities, they do not foster the kind of thinking that is needed to manage diversity effectively; and are found to negatively affect the women and minorities expected to benefit from them.

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88) Managing diversity focuses on changing an organization’s culture and infrastructure such that people provide the highest productivity possible. Typically, diversity management programs have an educational component that prepares nontraditional managers for increasingly responsible posts and helps traditional managers overcome their prejudice, an enforcement component that puts teeth in diversity goals and encourages behavior change, and an exposure component that exposes people with different backgrounds and characteristics to each other. The rationale for managing diversity is more than its legal, social, or moral dimension. Quite simply, it’s good business. Managing diversity gives the organization the ability to grow and maintain a business in an increasingly competitive marketplace.

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89) Coined in 1986, the term glass ceiling is used to represent an invisible but absolute barrier or solid roadblock that prevents women from advancing to higher-level positions. Various statistics support the existence of a glass ceiling. The pay gap between men and women is one example. In 2018, the median weekly income in full-time management, professional, and related occupations was $1,468 for men in contrast to $1,078 for women. Even among female and male MBA graduates who made about the same upon graduation over the past 15 years, by 2017 a 28 percent pay gap had opened with women earning an average of $59,000 less per year than their male counterparts. Alice Eagly and her colleague Linda Carli conducted a thorough investigation into the organizational life of women and in 2007 published their conclusions that women had finally broken through the glass ceiling. We updated data originally reported in Eagly and Carli’s book and that led to their conclusion. In late 2018 there were more female CEOs (24 within the Fortune 500) and more women in managerial, professional, and related occupations than in the 1990s and 2000s Statistics further showed that women had made strides along several measures:Educational attainment (women earned the majority of Bachelor’s and Master’s degrees in 2018).Seats on boards of directors of Fortune 500 firms (9.6 percent in 1995 and 21.2 percent in 2018).Leadership positions in educational institutions (in 2017, women represented 30 percent of college presidents and in 2019, 131 women served in Congress—the largest number ever)Federal court appointments (in 2019, more than 36 percent of federal courts of appeals judges were female).You can interpret the above statistics in one of two ways.No change. On the one hand, you might see proof that women remain underpaid and underrepresented in leadership positions, victims of discriminatory organizational practices.Positive change. Alternatively, you can agree with Eagly and Carli’s conclusion that “Men still have more authority and higher wages, Version 1

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but women have been catching up. Because some women have moved into the most elite leadership roles, absolute barriers are a thing of the past.”Eagly and Carli propose that a woman’s career follows a pattern more characteristic of traveling through a labyrinth. They use the labyrinth metaphor because they believe that a woman’s path to success is not direct or simple, but rather contains twists, turns, and obstructions, particularly for married women with children.

90) Here are seven initiatives that can help organizations to motivate and retain an aging workforce:Provide challenging work assignments that make a difference to the firm and employees.Give employees considerable autonomy and latitude in completing a task.Provide equal access to training and learning opportunities when it comes to new technology and job processes.Provide frequent recognition for skills, experience, and wisdom gained over the years.Offer mentoring opportunities whereby older workers can pass on accumulated knowledge to younger employees.Offer short sabbaticals to help the workforce stay fresh and current.Design a work environment that is both stimulating and fun.

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91) The textbook specifies two examples, but you can create others.Here’s what Alex Gorsky, current Chairman and CEO of Johnson & Johnson, said; “Our people are one of a kind—the way they think, feel, speak, and work; what they’ve experienced, and where they’re from. Harnessing these unique perspectives and experiences gives us great problem-solving potential—the ideas, solutions, and strategies that, when mobilized, brings health to billions of people.”Research supports the logic of this strategy. For example, a recent study of 739 retail stores found reinforcement for the access-and-legitimacy perspective, defined in the following manner:An access-and-legitimacy perspective on diversity is based in recognition that the organization’s markets and constituencies are culturally diverse. It therefore behooves the organization to match the diversity in parts of its own workforce as a way of gaining access to and legitimacy with those markets and constituent groups.This particular study discovered that customer satisfaction and employee productivity were higher when the racialethnic composition of store employees matched that of customers.

92) Table 4.3 summarizes the generational differences.Traditionalists, born from 1928 to 1945, are patriotic, loyal, disciplined, conformist, with a high work ethic, and respect for authority.Baby Boomers were born between 1946 and 1964 and are described as workaholic, idealistic, work ethic, competitive, materialistic, and seeks personal fulfillment.Gen Xers, born from 1965 to 1980, value self-reliance, work/life balance, adaptable, cynical, distrust authority, independent, technologically savvy.Born from 1981 to 1996, Millennials’ broad traits are entitled, civic-minded, close parental involvement, cyberliteracy, appreciate diversity, multitasking, work/life balance, technologically savvy. Multitasking, online life, cyberliteracy, communicate fast and online are broad traits that describe Gen Zers born after 1997.

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93) The following is a list of the most common barriers to implementing successful diversity programs:Inaccurate stereotypes and prejudice.Ethnocentrism.Poor career planning.A negative diversity climate.An unsupportive and hostile working environment for diverse employees.Lack of political savvy on the part of diverse employees.Difficulty in balancing career and family issues.Fears of reverse discrimination.Diversity is not seen as an organizational priority.The need to revamp the organization’s performance appraisal and reward system.Resistance to change.Organizations have eight options that they can use to address diversity issues: include/exclude the number of diverse people at all levels of the organization, deny that difference exist, assimilate diverse people into the dominant group, suppress differences, isolate diverse members from the larger group, tolerate differences among employees, build relationships among diverse employees, and foster mutual adaptation to create positive relationships.

94) The example will address how companies are responding to the challenges of diversity response: addressing changing customer demographics.

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CHAPTER 5 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) The two types of motivation are goal-oriented and failure-avoiding. ⊚ ⊚

true false

2) Alexandria is motivated by the feeling that she’s done the best she can do. This represents intrinsic motivation. ⊚ ⊚

3)

true false

Process theories are more dynamic than content theories. ⊚ ⊚

true false

4) Maslow’s need hierarchy and Herzberg’s motivator-hygiene theories are both examples of process theories. ⊚ ⊚

true false

5) The acquired needs identified by McClelland include the need for achievement, the need for affiliation, and the need for esteem. ⊚ ⊚

true false

6) Bethany, a recently promoted manager, has a strong desire to coach team members and encourage them to succeed. She is displaying the need for power. ⊚ ⊚

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true false

1

7)

People who have a high need for affiliation make the best managers. ⊚ ⊚

true false

8) According to self-determination theory, a manager should provide tangible resources, time, contacts, and coaching to improve employee competence. ⊚ ⊚

true false

9) In Herzberg’s motivator-hygiene theory, job satisfaction and job dissatisfaction arise from different sets of factors. ⊚ ⊚

true false

10) Employees exhibit higher performance and have higher levels of job satisfaction when their managers display Theory Y behaviors. ⊚ ⊚

true false

11) Process theories of motivation include equity theory and Herzberg’s motivator-hygiene theory. ⊚ ⊚

12)

true false

Expectancy theory is a model of motivation that explains how people strive for fairness. ⊚ ⊚

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true false

2

13)

In equity theory, you compare your outputs and inputs to those of another person. ⊚ ⊚

true false

14) When a person perceives that his or her outcome to input ratio is greater than that of a relevant comparison person, he or she is experiencing negative inequity. ⊚ ⊚

true false

15) Job enrichment involves giving employees additional tasks of similar difficulty, rather than tasks with more autonomy and responsibility. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

16) ________ refers to the amount of effort that we invest in an activity.

A) B) C) D) E)

Persistence Direction Volume Intensity Integration

17) When Jackson exceeds his sales goal for the month he will get a 20 percent bonus along with recognition in the monthly corporate newsletter. This is an example of which type of motivation?

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A) B) C) D) E)

extrinsic motivation intrinsic motivation job satisfaction job dissatisfaction organizational citizenship behavior

18) ________ results when an individual gains satisfaction and self-praise from an assignment.

A) B) C) D) E)

19)

Extrinsic motivation Intrinsic motivation Job satisfaction Job dissatisfaction Organizational citizenship behavior

The two general categories of motivation theories are A) B) C) D) E)

extrinsic and intrinsic. reward and punishment. content and process. job satisfaction and job dissatisfaction. internal and external.

20) “What are the different needs that activate motivation’s direction, intensity, and persistence?” This statement reflects which theories of motivation?

A) B) C) D) E)

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content process extrinsic equity expectancy

4

21)

________ is not a content theory of motivation.

A) B) C) D) E)

Acquired needs theory Maslow’s hierarchy of needs theory Self-determination theory Expectancy theory Theory X and Theory Y

22) At Regal Company, employees and teams had higher performance, greater job satisfaction, and increased organizational commitment when their managers showed ________ behaviors.

A) B) C) D) E)

relatedness Theory Y self-actualization Theory X achievement

23) According to ________, the typical perspective held by managers is that employees dislike work, must be monitored, and can be motivated only with rewards and punishment (“carrots and sticks”).

A) B) C) D) E)

acquired needs theory Theory Y Theory X motivator-hygiene theory self-determination theory

24) ________ states that motivation is a function of five basic needs that are met sequentially.

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A) B) C) D) E)

McClelland’s acquired needs theory McGregor’s Theory X and Theory Y Maslow’s need hierarchy theory Herzberg’s motivator-hygiene theory Deci and Ryan’s self-determination theory

25) Shontina was just hired at a small startup company. Because the company is young, there is not a large budget for a benefits package. Which of the following strategies will keep her motivated?

A) The founders should make decisions regarding benefits and compensation packages.

B) She should work rigid work hours.

C) The startup should develop a pay structure that pays out only when, or if, the company begins to make a profit.

D) The startup should recognize and reward good performances.

E) The employee should be given a “one style fits all” approach in her bonus structure.

26) In Maslow’s need hierarchy theory, providing a work environment where employees are not worried about physical or psychological harm fulfills what level?

A) B) C) D) E)

27)

physiological safety love esteem self-actualization

The need for prestige and reputation is part of the need for

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A) B) C) D) E)

love. esteem. self-actualization. safety. physiological.

28) Melissa has been out of work for eight months and is worried about providing for her family. She takes a job at a fast-food restaurant, even though the position is a step down from her previous job. According to Maslow’s theory, Melissa is motivated by ________ needs.

A) B) C) D) E)

love esteem self-actualization safety physiological

29) Ever since Damien interned at an accounting firm the summer after his freshman year of college, he’s wanted to become a CPA working at a large firm. Now, several years later after graduating from college, passing the CPA exam, and working at medium-sized firm, he’s been offered a job at a large national firm with the potential to become a partner in five years. Which of the five needs has Damien attained?

A) B) C) D) E)

30)

safety esteem love physiological self-actualization

In McClelland’s acquired needs theory,

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A) there are five basic needs: power, affiliation, achievement, esteem, and selfactualization.

B) the affiliation need may be either institutional or personal.

C) we are born with our needs, and they merely become stronger over time.

D) we have a need to be satisfied in our jobs.

E) we learn needs as we live our lives.

31) Jack, one of your subordinates, seems to care so much about being liked that he rarely states strong opinions in meetings of your department. Based on this, Jack probably has a A) B) C) D) E)

strong need for personal power. strong need for institutional power. strong need for affiliation. strong need for achievement. low need for achievement.

32) Benny seems to want to control others and often manipulates people for his own gratification. He exhibits the need for A) B) C) D) E)

personal power. institutional power. affiliation. achievement. competence.

33) Jaime wanted friendly and close interpersonal relationships with his colleagues.

According to McClelland’s need theory, this desire is the need for

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A) B) C) D) E)

power. achievement. affiliation. motivation. safety.

34) ________ theory assumes that competency, autonomy, and relatedness influence our behavior and well-being.

A) B) C) D) E)

Acquired needs Self-determination Job characteristics Expectancy Herzberg’s motivator-hygiene

35) An innate need exists at birth. According to the self-determination theory, which of the following lists the three innate needs?

A) B) C) D) E)

dependence, diversity, love love, achievement, dependence achievement, dependence, diversity competence, autonomy, relatedness autonomy, relatedness, love

36) Herzberg’s theory predicts managers can motivate individuals by incorporating ________ into an individual’s job.

A) B) C) D) E)

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37)

Which of the following is not an example of a hygiene factor?

A) B) C) D) E)

supervision company policies salary working conditions recognition

38) ________ theory focuses on the needs that drive intrinsic motivation, which is longer lasting and has a more positive impact on task performance than extrinsic motivation.

A) B) C) D) E)

Need hierarchy Acquired needs Self-determination Motivator-hygiene Equity/justice

39) Alyson plans on applying Herzberg’s theory to motivate her team of four customer service associates. The critical first step is to eliminate sources of dissatisfaction and the second step would be to A) B) C) D) E)

call a meeting to communicate problems they are facing on the job. provide positive feedback. increase subordinates’ autonomy. provide opportunities for self-actualization. build motivators into the associates’ jobs.

40) Yuki was dissatisfied with his job. He said that the company policy, supervision, and working conditions were responsible for his dissatisfaction. According to Frederick Herzberg’s theory, ________ are the extrinsic factors that create job dissatisfaction.

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A) B) C) D) E)

41)

motivators hygiene factors affiliation factors wellness factors achievement factors

Which of the following is not a process theory of motivation?

A) B) C) D) E)

acquired needs equity justice expectancy goal-setting

42) A(n) ________ theory attempts to describe how various person and environmental factors affect motivation.

A) B) C) D) E)

content process extrinsic intrinsic integrated

43) Pierre offers his manager some suggestions for a new holiday display. His manager shrugs his shoulders and tells Pierre that the display is all set. Then Sherry approaches the manager with an idea for the display, and the manager tells her that it’s a great idea. ________ theory is the model of motivation that explains how Pierre is striving for fairness and justice.

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A) B) C) D) E)

Equity Expectancy Needs hierarchy Value Procedural

44) Donald is on the production line for Medical Services Inc. He has been there for five years and has won Employee of the Month more than anyone else. Juan, his coworker, who has only been at Medical Services three years and hasn’t even been nominated for Employee of the Month, just received a promotion. Donald perceives a A) B) C) D) E)

45)

negative expectancy. negative output. positive inequity. positive output. negative inequity.

The three key elements of equity theory are outputs, inputs, and a(n) A) B) C) D) E)

summary of total rewards. sense of fairness and justice in social exchanges. comparison of the ratio of outputs to inputs. total of each person’s inputs. acknowledgment of cognitive dissonance.

46) Valerie feels that she is paid a lower salary than other project manager in her field. In reality, her salary is 10 percent above the market rate of others in her field of work. She is experiencing

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A) B) C) D) E)

organizational equity. positive inequity. negative inequity. positive equity. negative equity.

47) Simon has a Master’s degree in behavior analysis and brings 10 years of experience to his current job. He puts in long hours of hard work. Simon receives a salary of $85,000, a comprehensive health care and life insurance package, as well as three weeks of paid vacation every year. From Simon’s perspective, which of the following is an input in the individualorganization exchange relationship?

A) B) C) D) E)

his Master’s degree in behavior analysis his salary of $85,000 health care coverage paid vacation life insurance coverage

48) Camila has a law degree and brings five years of experience to her current job. She bills more client hours than any other associate. Camila receives a salary of $125,000, a bonus, medical and dental coverage, and two weeks paid vacation per year. From Camila’s perspective, which of the following is an output of the individual-organization exchange relationship?

A) B) C) D) E)

long hours of work high levels of effort two weeks paid vacation her law degree her five years of experience

49) Kwan and Katherine are both computer programmers, but Kwan earns more money than Katherine. However, Katherine perceives an equitable relationship because Kwan

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A) B) C) D) E)

has more education and experience. takes longer breaks. works as hard as Katherine. works less than Katherine. needs the money more than Katherine.

50) Charlie is concerned with what he considers to be an unfair situation at work. Although he put in 10 hours of overtime last week, he received the same pay as a coworker who didn’t put in any overtime. This week he decided to take an extra hour for lunch every day. Using the terminology of equity theory, Charlie has decided to A) B) C) D) E)

increase his efficiency. decrease his inputs. increase his outcomes. increase his inputs. decrease his outcomes.

51) Prisha is attempting to reduce her inequity at work by attending night school for further job training. In other words, she is trying to A) B) C) D) E)

find a new comparison. decrease her inputs. increase her outcomes. increase her inputs. decrease her outcomes.

52) The perceived fairness of the processes used to make allocation decisions is called ________ justice.

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A) B) C) D) E)

53)

distributive procedural interactional interpersonal institutional

Interactional justice is the perceived fairness of A) B) C) D) E)

the process used to make allocation decisions. how resources and rewards are allocated. how punishment and discipline are determined. the quality of interpersonal treatment received. procedures used by the organization.

54) Professor Barnes learns that faculty members in another college with the same degree, years of teaching experience, and publication record are making significantly more money than he is. He considers this unfair. He is reacting to ________ justice.

A) B) C) D) E)

institutional organizational distributive procedural interactional

55) Of the following, which is the most closely aligned with employees’ perceptions of distributive justice?

A) B) C) D) E)

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organizational citizenship behavior organizational commitment stress absenteeism health problems

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56) Of the following, ________ is the most closely aligned with employees’ perceptions of procedural justice.

A) B) C) D) E)

job performance absenteeism stress physical health problems mental health

57) ________ theory holds that people are motivated to behave in ways that produce desired combinations of expected outcomes.

A) B) C) D) E)

58)

Equity Justice Expectancy Self-fulfilling prophecy Goal-setting

________ are the three elements of expectancy theory.

A) B) C) D) E)

Expectancy, instrumentality, and values Expectancy, institution, and values Expectancy, instrumentality, and valence Expectancy, institution, and variance Expectancy, instrumentality, and variance

59) Carlos believes that if he works hard and attends every class, he will get an A in his OB course. This belief is called a(n)

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A) B) C) D) E)

60)

________ is how an individual perceives the movement from performance to outcome.

A) B) C) D) E)

61)

expectancy. expectation. instrumentality. valence. value.

An expectancy An expectation Instrumentality A valence A value

“How much do I value the rewards I receive?” This question addresses A) B) C) D) E)

our valence. instrumentality. our inputs. our values. our outcomes.

62) Fiona wants to develop a program to increase employee productivity. She suggests doubling each employee’s production quota and providing a 2 percent bonus for meeting these expectations. According to expectancy theory, what result can Fiona expect?

A) B) C) D) E)

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Employee productivity will probably increase.

Employee efforts will probably decrease.

Expectancy will be high.

Instrumentality will be high.

Employee valence will not be as high as Fiona expects.

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63)

An expectancy of zero means that the person A) B) C) D) E)

64)

does not value the outcomes. does not trust the company. does not feel confident in his or her ability to do the job. is not motivated. is highly motivated.

A low valence means that the person A) B) C) D) E)

does not value the outcomes. does not trust the company. does not feel confident in his or her ability to do the job. is not motivated. is highly motivated.

65) Sofia has been putting in a lot of overtime. Her supervisor keeps telling her that she will be rewarded. To date, Sofia has seen no change in her status or pay. This reflects a A) B) C) D) E)

66)

high valence. low instrumentality. high expectancy. high instrumentality. low inputs.

To enhance a worker’s expectancy, a manager could

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A) B) C) D) E)

get to know what rewards employees value. set specific, measurable goals. link rewards to desired outcomes. give feedback and coach the employee. explain to the worker why he or she should trust the organization.

67) Shin recently completed his MBA degree. He has received two job offers. Which of the following theories is most useful in predicting the choice that Shin will make?

A) B) C) D) E)

68)

expectancy theory goal-setting theory behavior modification theory equity theory cognitive dissonance theory

Which of the following statements about goals and goal setting is not true?

A) B) C) D) E)

Goals increase persistence.

Goals direct attention.

Goals should be set at a level just beyond reachable “stretch” goals.

Goal achievement leads to job satisfaction.

Specific goals lead to higher performance.

69) Karen is a recent high-school graduate with an excellent grade point average. After much thought, she decides to pursue a graduate degree in physics after she finishes her undergraduate degree and eventually become a professor. To attain this goal, she realizes that she must first study hard and do well in her undergraduate classes, then take the graduate entrance exam and apply to the best graduate programs in her field. Along the way, she wants to obtain an internship, as this will help her get into a quality graduate program. Which motivational mechanism of the goal-setting process does this scenario demonstrate?

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A) B) C) D) E)

directing attention regulating effort increasing persistence fostering strategies and action plans receiving feedback

70) Of the approaches to job design, _________ is the most recently evolved and attempts to merge earlier perspectives.

A) B) C) D) E)

job enlargement job enrichment job rotation bottom-up i-deals

71) In ________ job design, managers change employees’ tasks with the intent of increasing motivation and productivity.

A) B) C) D) E)

top-down bottom-up idiosyncratic work-team joint ownership

72) Tanmay is bored in his current role as a barista at Rose Gold Coffee Co. Sometimes, he desires a different specialized job and would like to prepare the food that is offered at this location. This desire is an example of

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A) B) C) D) E)

job rotation. job enrichment. job enlargement. scientific management. vertical loading.

73) A firm trained its customer service representatives who handled telephone inquiries to handle walk-in customers as well. The firm engaged in A) B) C) D) E)

74)

Job enrichment is based on the ________ theory of job satisfaction.

A) B) C) D) E)

75)

job design. job enlargement. scientific management. job enrichment. job rotation.

motivator-hygiene acquired needs self-determination equity expectancy

The goal of the job characteristics model is to A) B) C) D) E)

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apply scientific methods to job design. increase intrinsic motivation in jobs. increase extrinsic motivation in jobs. guide the goal-setting process. guide managers in applying job-swapping techniques.

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76) Lindsey is a new college graduate and has taken a position with an engineering company in its newly formed “rotational program.” She will be able to work in different functional areas (manufacturing, finance, quality assurance, and environmental health) for short periods of time and learn many different parts of the business along the way. The company is utilizing a ________ approach.

A) B) C) D) E)

bottom-up task variety job-swapping vertical loading job enrichment

77) Emmie was telling her friend about the freedom and discretion given to her in scheduling and deciding the procedures used to complete the tasks assigned to her. Which of the following job characteristics was she talking about?

A) B) C) D) E)

78)

feedback autonomy task significance skill variety task identity

The idea behind the job characteristics model is that A) B) C) D) E)

core job characteristics lead directly to job outcomes. critical psychological states are the result of job outcomes. everyone has high growth needs strength. the context satisfaction an employee feels is irrelevant. core job characteristics lead to critical psychological states.

79) Job ________ represents employees’ attempts to proactively shape their work characteristics. This could involve expectations to define and create their own job boundaries.

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A) B) C) D) E)

swapping crafting design enrichment enlargement

80) At the Palisades Power Generation facility, ___________ is used to follow strict operation procedures and standards. Efficiency is critical for maximizing profitability and all job functions are researched to the highest extent to meet the industry standards.

A) B) C) D) E)

job swapping job crafting scientific management job rotation job identity

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

81) Dave, Sara, Roque, and Alice are on a team for their Strategy class. It is a capstone class that involves a semester-long project, which will be 50 percent of their grade. All four students have heavy class loads and plan to apply to MBA programs. Dave and Alice think that they would like to go to a business school that emphasizes project-based learning. Roque is more concerned about getting his GPA up. Sara has emerged as team leader. How can she keep everyone motivated?

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82) Kirk is a manager at a local restaurant. Most of the staff has been at the restaurant for over five years, but one of the new servers, Lyle, is a problem. He is chronically late and doesn’t bother to cover his shift when he calls in sick. However, the restaurant is short-staffed and there aren’t a lot of applicants in this area. Kirk isn’t confident that Lyle will become more responsible.

He decides to write a reprimand and put it in Lyle’s file, then assign him to “less appealing” shifts. If this doesn’t work, he plans to dock Lyle’s pay. To what content theory of motivation does Kirk subscribe?

83) According to Maslow. we have five categories of needs. These needs can be organized into a hierarchy displayed in a pyramid structure with the essential needs on the bottom. When a lower need is met, the next need on the hierarchy becomes the focus of attention. List out all five of these needs using the pyramid structure. Where do you presently fall in this hierarchy and are some of these needs partially met?

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84) Barrow’s Furniture is a family-owned and operated manufacturer of high-end furniture located in North Carolina. The furniture industry has suffered from foreign competition over recent years. Nationwide, there have been massive layoffs and several large companies have closed. Barrow’s workers are feeling these pressures and have begun displaying counterproductive behaviors. The HR manager recently told Sally Barrows, the family member serving as CEO, that employees are threatening to unionize if they don’t get higher pay and more job security. Sally is upset by this comment because the family has supported employees with decent salaries and health benefits. Higher wages are the last thing the company needs if they are to remain competitive. The Barrow family wants to turn things around. They know they will have to be more competitive price-wise. This might be achieved by finding cheaper suppliers, lowering employee labor costs, or increasing productivity. That said, the Barrows strongly believe that it is important to “take care of their people,” many of whom are lifelong employees.A global car manufacturer is going to open a new facility in the community. It is likely the company will offer higher salaries and better benefits than offered by Barrow’s Furniture. The firm is known to offer such benefits in an attempt to reduce the need for a union.

Jobs at this plant will be more technically advanced than those at Barrow’s and the company is offering job training to those who are interested.The Barrows are aware that the nature of work at Barrow’s results in moderate levels of hygiene factors and low motivators.Using the 3-Step Problem-Solving Approach and the Organizing Framework, what should the Barrows do to motivate their employees and get support for the company’s future plans?

85) Describe self-determination theory. Contrast this with McClelland’s acquired needs theory. How would a manager utilize self-determination theory to motivate employees?

86) Describe Herzberg’s motivator-hygiene theory, with attention to the relationship between job satisfaction and job dissatisfaction. How would a manager use this theory to motivate employees?

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87) Explain equity sensitivity. Give an example of an employee who is showing higher levels of equity sensitivity in the workplace.

88) How do content and process theories of motivation differ? Name at least two of each type of motivation theory and use these to illustrate your points. Give specific examples from your life to support your comparison.

89) Lakshmi and Adina work at the same coffee shop. During a break, Adina, who has been on the job longer, finds out that Lakshmi is earning the same hourly rate as she is. Adina trains new employees and has substituted for her shift supervisor when he calls in sick. She knows Lakshmi is popular with customers and the staff, nevertheless, Adina is feeling as though she has been treated unfairly. What theory explains Adina’s feelings? How can her manager address this situation?

90) Define the types of justice and give examples of each. What actions can a manager take that would positively influence workers’ perceptions of each type of justice?

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91) Monetary rewards are an extrinsic motivator, but can an annual merit raise be large enough? If the annual merit raise is 3 percent, how can you, as a manager, ensure that your employees will still be motivated to perform? What ways can you overcome smaller merit raises and still have your employees meet performance objectives?

92) Rider & Co. is a distributor. One of its corporate goals is to increase employee productivity by 8 percent. Using this example, explain how goal-setting theory works.

93)

Identify the different types of top-down job design. Provide an example of each.

94) Draw and explain the job characteristics model. Describe how a manager could use this model to increase employees’ motivation. Describe a job you are familiar with according to this model.

95) Identify the basic types of job design available to a manager and the effects of each of these on worker motivation.

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96) What is job crafting? How does it operate? Explain the effects of job crafting on employees.

97) What are “i-deals”? Explain why this is an important new direction for management research.

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Answer Key Test name: Chap 05_3e 1) FALSE 2) TRUE 3) TRUE 4) FALSE 5) FALSE 6) TRUE 7) FALSE 8) TRUE 9) TRUE 10) TRUE 11) FALSE 12) FALSE 13) TRUE 14) FALSE 15) FALSE 16) D 17) A 18) B 19) C 20) A 21) D 22) B 23) C 24) C 25) D 26) B Version 1

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27) B 28) E 29) E 30) E 31) C 32) A 33) C 34) B 35) D 36) C 37) E 38) C 39) E 40) B 41) A 42) B 43) A 44) E 45) C 46) B 47) A 48) C 49) A 50) B 51) D 52) B 53) D 54) C 55) B 56) A Version 1

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57) C 58) C 59) A 60) C 61) A 62) B 63) C 64) A 65) B 66) D 67) A 68) C 69) D 70) E 71) A 72) A 73) B 74) A 75) B 76) C 77) B 78) E 79) B 80) C

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81) Motivation refers to the psychological processes that underlie the direction, intensity, and persistence of behavior or thought. Direction pertains to what an individual is attending to at a given time, intensity represents the amount of effort being invested in the activity, and persistence represents the time that activity is the focus of one’s attention. It is important to understand the principles of motivation if you want to direct your behavior toward achieving personal goals or to manage others in the pursuit of organizational goals.Sara will have to emphasize a combination of extrinsic and intrinsic motivators. Extrinsic motivation results from the potential or actual receipt of external rewards, for instance, Roque getting a good grade in this course.

Intrinsic motivation occurs when an individual is inspired by “the positive internal feelings that are generated by doing well, for instance, Dave and Alice feeling that project-based learning is the right choice for them.”

82) Drawing on his experience as a management consultant, McGregor formulated two sharply contrasting sets of assumptions about human nature. Theory X is a pessimistic view of employees: that they dislike work, must be monitored, and can only be motivated with rewards and punishments. McGregor felt this was the typical perspective of managers. Kirk subscribes to this theory.

83) <br>The bottom of the hierarchy of needs is physiological (most basic needs such as food and water), next is safety (being in an environment that is safe from physical and psychological harm), next is love (the need for affection and belonging), second from the top is esteem (the need for reputation, prestige, and recognition from others) and at the top is self-actualization (the desire for self-fulfillment).

Students answers will vary on where they fit in this pyramid structure, and they should include some areas where their needs are not completely satisfied at this point in their life.

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84) Step 1: Define the problem.Remember that a problem is a gap between a desired and a current state. State your problem as a gap, and be sure to consider problems at all three levels. Consider employee motivation, attitudes, and performance. Remember that the company has to become more competitive to survive.If more than one desired outcome is not being accomplished, decide which one is most important and focus on it. What is the big problem here? Why is it a problem?Step 2: Identify causes of the problem.Which person and situation factors are likely causes of the problem? Consider the employees’ needs. Then look at the organizational climate. What about processes? Think about equity/justice, expectancy, and goal setting for the employees. How about justice on the organizational level?Why are these causes?Step 3: Make recommendations for solving the problem.Consider whether you want to resolve it, solve it, or dissolve it.

85) Self-determination theory assumes that three innate needs influence our behavior and well-being: competence, autonomy, and relatedness.

This theory identifies innate needs that must be satisfied for us to flourish. In contrast, McClelland believed that needs are learned over time. Managers can apply these theories by trying to create work environments that support and encourage the opportunity to fulfill needs.

86) The motivator-hygiene theory proposes that job satisfaction and dissatisfaction arise from two different sets of factors. Satisfaction comes from motivating factors and dissatisfaction from hygiene factors.

Managers can embrace two means of improving motivation: by improving motivators that drive satisfaction and improving hygiene factors that otherwise reduce job dissatisfaction.

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87) Equity sensitivity falls under the equity theory of motivation, demonstrating that not all individuals prefer an equal ratio of inputs to outcomes. This theory can help predict certain workplace outcomes. If an individual is showing higher levels of equity sensitivity, they care about what they can give in a specific situation; for example, hours of unpaid overtime to complete an important project that will ensure that the client is satisfied.

88) Content theories look at what motivates workers. Process theories of motivation attempt to describe how various person factors and environmental factors in the Integrative Framework affect motivation.

They go beyond content theories by helping to understand why people with different needs and levels of satisfaction behave the way they do at work.Three process theories of motivation are:1. equity/justice theory,2. expectancy theory, and3. goal-setting theory.Content theories include:1.

McGregor’s Theory X and Y,2. Maslow’s need hierarchy theory,3. acquired needs theory,4. self-determination theory, and5. Herzberg’s motivator-hygiene theory.

89) Equity theory is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships. The key elements of equity theory include outputs, inputs, and a comparison of the ratio of outputs to inputs (see Figure 5.6). It is helpful to understand how strongly employees feel about a perceived inequitable or unjust work situation. Five practical lessons can be drawn from equity and justice theories as follows:1. Employee perceptions are what count.2. Employees want a voice in decisions that affect them.3.

Employees should be given an appeals process.4. Leader behavior matters.5. A climate for justice makes a difference.

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90) Three different components of organizational justice are distributive, procedural, and interactional.Distributive justice reflects the perceived fairness of how resources and rewards are distributed or allocated.Procedural justice is defined as the perceived fairness of the process and procedures used to make allocation decisions.Interactional justice relates to the “quality of the interpersonal treatment people receive when procedures are implemented.”It is helpful to understand how strongly employees feel about a perceived inequitable or unjust work situation.Five practical lessons can be drawn from equity and justice theories as follows:1. Employee perceptions are what count.2.

Employees want a voice in decisions that affect them.3. Employees should be given an appeals process.4. Leader behavior matters.5. A climate for justice makes a difference.

91) Some organizations are starting to eliminate merit raises and replace them with discretionary bonuses for special projects or one-time achievements. Other organizations have implemented variable pay plans with individual incentive bonuses being the most common type of incentive awarded.

92) Goals that are specific and difficult lead to higher performance than general goals like “do your best” or “improve performance.” Certain conditions are necessary for goal setting to work. Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal setting to work. Goal achievement leads to job satisfaction, which in turn reinforces employees to set and commit to even higher levels of performance. There are four mechanisms that fuel the power of goal setting.1. Goals direct attention.2. Goals regulate effort.3. Goals increase persistence.4. Goals foster the development and application of task strategies and action plans.

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93) In top-down approaches, management creates efficient and meaningful combinations of work tasks for employees. The five principal approaches are (1) scientific management, (2) job enlargement, (3) job rotation, (4) job enrichment, and (5) job characteristics model.Students should provide examples.

94) Students should draw the model in Figure 5.10.The goal of the job characteristic model is to promote high intrinsic motivation by designing jobs that possess the five core job characteristics. The five core job characteristics are (1) skill variety, (2) task identity, (3) task significance, (4) autonomy, and (5) feedback.These core job characteristics affect the three critical psychological states that employees experience: (1) experienced meaningfulness of the work, (2) experienced responsibility for results, and (3) knowledge of the actual results of the work activities. These in turn affect job outcomes such as intrinsic work motivation, growth satisfaction, general job satisfaction, and work effectiveness.Three person factors affect or moderate how individuals respond to job enrichment: (1) knowledge and skill, (2) growth need strength, (3) and context satisfactions.Research underscores three practical implications of the job characteristics model:1. This model can be used to increase employee job satisfaction.2. Managers can enhance employees’ intrinsic motivation and performance, while reducing absenteeism and stress, by increasing the core job characteristics.3. Managers are likely to find noticeable increases in the quality of performance after a job redesign program.

Students should provide an example from a job they are familiar with.

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95) There are three broad approaches to job design: top-down, bottomup, and emerging.The premise of top-down approaches is that management is responsible for creating efficient and meaningful combinations of work tasks for employees. Top-down approaches include scientific management, job enlargement, job rotation, job enrichment, and a contingency approach called the job characteristics model.Bottom-up approaches, which are referred to as job crafting, are driven by employees rather than managers. Employees create their own job boundaries.Emerging approaches include idiosyncratic deals (ideals). This approach views job design as a process in which employees and managers jointly negotiate the types of task employees complete at work.

96) Job crafting is defined as “the physical and cognitive changes individuals make in the tasks or relational boundaries of their work.”

Employees are viewed as “job crafters” according to this model because they are expected to define and create their own job boundaries. Table 5.2 illustrates three forms of job crafting. Job crafting involves changing task boundaries, relational nature of one’s job, and cognitive crafting.

Job crafting can lead to higher levels of engagement and satisfaction.

97) Idiosyncratic deals (i-deals) represent “employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development.” I-deals tend to involve task and work responsibilities, schedule flexibility, location flexibility, and compensation. The goal of such deals is to increase employee intrinsic motivation and productivity by allowing the employees the flexibility to negotiate employment relationships that meet their needs and values.

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CHAPTER 6 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) Performance management involves monitoring, measuring, and evaluating, but does not include providing consequences for employees’ performance. ⊚ ⊚

2)

true false

A SMART goal is Specific, Measurable, Attainable, Results-oriented and Time-bound. ⊚ ⊚

true false

3) The functions of performance management processes include guiding employee development and making employee-related decisions. ⊚ ⊚

true false

4) Alberto wants to get a 90 or above on his next chemistry test so that he can skip the final.

This is a learning goal, rather than a performance goal. ⊚ ⊚

true false

5) Typically, managers overemphasize performance goals and underemphasize learning goals. ⊚ ⊚

true false

6) Having your health insurance premium reduced if you participate in a wellness program and health screening at work is a form of negative reinforcement. ⊚ ⊚

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true false

1

7) Alicia wants to join THS, the Theatrical Honor Society. She plans to volunteer at the local community theater, take an additional course in stagecraft, and submit her CV—all before December. Alicia creates a schedule for her goals, ensuring that everything will be done in time.

Writing goals down increases goal commitment and the likelihood of successfully meeting the goal. ⊚ ⊚

true false

8) Effective managers give employees timely and task-specific feedback about what they are doing right, but do not give feedback about what they are doing wrong. ⊚ ⊚

true false

9) Michelle has two exams and a research paper scheduled within the next 10 days. She creates a study plan in which she studies an hour a day for each exam and devotes an additional 90 minutes to her research paper. On Tuesday and Wednesday, Michelle is invited to go out with her friends. Instead, she stays at home and sticks with her study plan because she knows this will help her learn more effectively. ⊚ ⊚

10)

true false

Goals should always be stated in terms of measured outcomes. ⊚ ⊚

true false

11) In order to fit a situation, a manager should consider creating behavioral, objective, or task/project goals as appropriate. ⊚ ⊚

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true false

2

12) Ferdinand sets a goal for himself of finishing the first draft of a project report by Friday.

This is a performance goal. ⊚ ⊚

true false

13) Coaching is a generic form of performance management very similar to training and with a goal of overcoming a problem. ⊚ ⊚

14)

true false

Negative feedback can have a positive motivational effect. ⊚ ⊚

true false

15) Kerry has been asked to analyze the needs of Supreme Research’s largest clients. She has not done this type of task before, so her supervisor provides feedback on the analysis of each customer. Continuous reinforcement schedules are detrimental when employees are learning a new task or skill. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

16) ________ is the set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations.

A) B) C) D) E)

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Performance appraisal Performance review Performance management Goal setting Coaching

3

17)

Which of the following is not a best practice for becoming more productive?

A) B) C) D) E)

Learn how you spend your time.

Never touch things twice.

Set a designated time to check email.

Take regular breaks.

Check social media every two hours.

18) On the first day of class, Professor Sharif explains what the goals of the course are and what he expects of his students. This represents ________ of effective performance management.

A) B) C) D) E)

19)

Step 4, Providing Consequences, Step 3, Reviewing Performance, Step 1, Defining Performance, Step 2, Monitoring and Evaluating Performance, Step 3, Performance Appraisal,

The two basic types of goals are A) B) C) D) E)

learning and behavioral. behavioral and performance. performance and objective. project and objective. performance and learning.

20) A head chef of a restaurant encourages his subordinates to be creative in the culinary arts.

He does not believe in using prescribed recipes while cooking. Rather, he allows them to create unique recipes and use different ingredients to prepare dishes. This implies that the head chef established ________ goals.

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A) B) C) D) E)

learning procedural performance equity project

21) Barry set himself a goal of bowling at least one game above 250 (out of 300 possible) before the end of the season. This is a ________ goal.

A) B) C) D) E)

22)

Which is probably not an attainable goal (SMART goals) for a car salesman?

A) B) C) D) E)

23)

learning procedural performance equity project

phone contact with 30 potential new clients attend four new networking events attend a sales training session monthly sales of 150 new cars entering all weekly expense reports on time

Which of the following is not a tip for increasing goal commitment and success?

A) B) C) D) E)

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Reward yourself for progress, not just for ultimate goal achievement.

Break large goals down into subgoals.

Keep your goals to yourself.

Write goals down.

List the benefits of achieving the goal.

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24) Based on the contingency approach, to define performance ________ goals can be used in most jobs.

A) B) C) D) E)

behavioral objective task project reinforcement

25) Volumes of research and employee surveys report that the majority of managers and organizations do a poor job of managing employee A) B) C) D) E)

behavior. performance. tasks. projects. objectives.

26) Jenna and Martin complete their part of Project Zenith. Their progress is best measured against ________ goals.

A) B) C) D) E)

behavioral objective task learning reinforcement

27) Nancy is following a strict low carb diet and had the most success in the past when she has written down everything that she eats. Her goal is to lose 20 pounds over the next four months. Writing down the food she eats and listing out her end weight goal demonstrates what part of the goal-setting process?

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A) B) C) D) E)

promote goal commitment set goals provide support and feedback create action plans goal reinforcement

28) The sales department of a mutual fund firm sets goals for the next fiscal year to sell a certain number of mutual funds each month. The firm only sets targets, but provides no other details. These goals are ________ goals.

A) B) C) D) E)

behavioral objective task project procedural

29) Meghan sets a goal of completing the literature review portion of her research paper by Sunday night. This is a(n) ________ goal.

A) B) C) D) E)

behavioral knowledge equity project procedural

30) The manager of the Oasis Casino notices that the security employees at the casino are treating customers impersonally. He sets a goal that they should make better eye contact and treat customers in a friendlier manner. This is a(n) ________ goal.

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A) B) C) D) E)

behavioral objective task project procedural

31) Anna works as a cashier at Raney’s Pet Supply. Her manager has set the daily sales quota at $3,000 which includes upselling their grooming services. This is an example of which type of goal?

A) B) C) D) E)

behavioral objective task project procedural

32) In order to go on spring break in March, Michelle must have $2,000 in her savings account by February 1 at 5:00 p.m. in order to purchase the plane ticket. Which type of SMART goal is this?

A) B) C) D) E)

Specific Measurable Attainable Results-oriented Time-bound

33) Which of the following is not included in the monitoring step of performance management?

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A) B) C) D) E)

measuring performance verifying progress deciding how to measure performance verifying achievement of goals tracking performance

34) In your job search you have narrowed it down to two companies. One job offer is from a company that is offering great benefits in a town you’d like to live in and the other job offer is from a company that is offering a salary one and a half times as much as the other company along with a sign-on bonus. You decide to take the second job offer based on the financial rewards. What type of reward system do you value?

A) B) C) D) E)

35)

extrinsic intrinsic results total self-serving

Which of the following is not an appropriate measure of goal achievement?

A) B) C) D) E)

timeliness lack of interpersonal conflict quantity quality financial measures

36) Lisa Anne gets her midterm grades and finds that she has a 2.4 in OB. She expected a better grade point average to date. Lisa Anne is ________ her performance.

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A) B) C) D) E)

monitoring measuring getting feedback on getting coaching on evaluating

37) After a recent visit to the grocery store Emily received an email for an optional survey to rate her customer experience during that visit. She didn’t really have too much of an opinion and wanted the $5 coupon to be used toward her next visit if she completed the survey. She rushed through the survey and rated all categories as average. This can be described as which perpetual error related to performance evaluation?

A) B) C) D) E)

halo leniency central tendency recency contrast effects

38) Opal, who has been a salesperson for six months, receives a review that she feels is unfair. Her manager just completed Sam’s review yesterday. Sam has been a top salesperson for four years. It’s likely that her manager has committed a ________ perceptual error.

A) B) C) D) E)

halo leniency central tendency recency contrast effects

39) The tendency to consistently evaluate other people or objects in an extremely positive fashion is what common perceptual error related to performance evaluations?

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A) B) C) D) E)

halo effect leniency central tendency recency effect contrast effect

40) Kara is a very likable employee. Recently, her boss rated her at the highest level in all areas of performance, even though in some areas her performance did not warrant this judgment.

This is an example of a ________ perceptual error.

A) B) C) D) E)

halo leniency central tendency recency contrast

41) Dr. Heller is a well-liked professor. Last term, no one received less than a B in any of his courses. Dr. Heller may be suffering from ________ perceptual error.

A) B) C) D) E)

halo leniency central tendency recency contrast effects

42) Elly filled out a peer evaluation rating form for her teammates in her OB class. She rated everyone as a “3” or “4” on the 6-point scale. This is an example of ________ perceptual error.

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A) B) C) D) E)

halo leniency central tendency recency contrast effects

43) Dr. Carroll carefully chose the final exams written by her best students to read first. They all received excellent grades. After these, she read the rest of the exams and graded most of them average or worse. This is an example of ________ perceptual error.

A) B) C) D) E)

44)

halo leniency central tendency recency contrast effects

To minimize halo perceptual error, a manager should A) B) C) D) E)

record examples of positive and negative performance throughout the year. be fair and realistic in evaluations. define an accurate profile with both high and low points. evaluate employees against a predetermined standard twice a year. provide only negative or corrective feedback so employees will improve.

45) Accurately and appropriately monitoring and evaluating both ________ and ________ are critical components of effective performance management.

A) B) C) D) E)

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intrinsic values; extrinsic values timeliness; technology progress; outcomes halo effect; leniency skills; experience

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46) When a manager evaluates employees against a predetermined standard, he or she is minimizing ________ bias.

A) B) C) D) E)

central tendency recency effect halo effect contrast effect leniency

47) ________ is a process that involves an individual comparing perceptions of his or her of performance with those of managers, subordinates, and peers.

A) B) C) D) E)

Performance monitoring Performance appraisal Goal monitoring 360-degree feedback Self-assessment

48) Dr. Meyers, an accounting professor, is concerned that he was not engaging his students as much as he would like. He asks his boss, the department chair, and two of his colleagues to sit in on one of his classes, to give him comments and suggestions for improvement. He also passes out student evaluation forms. Dr. Meyers is A) B) C) D) E)

providing positive reinforcement for himself. conducting a 360-degree feedback process. developing an action plan. creating a contrast effect process. conducting research.

49) ________ is information about performance shared with those in a position to improve the situation.

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A) B) C) D) E)

Coaching Instruction Feedback Monitoring Measurement

50) Ali’s team recently completed a project, and Ali has to provide feedback to the different team members. He is nervous about doing this the right way. Which of the following should Ali avoid?

A) B) C) D) E)

51)

He should provide feedback as soon as possible.

He should use the feedback to punish ineffective team members.

He should be honest and constructive.

He should keep feedback relevant by relating it to existing goals.

He should provide specific, descriptive feedback.

Extrinsic rewards come from ________ and intrinsic rewards come from ________.

A) B) C) D) E)

the organization; coworkers the organization; the environment the environment; oneself the environment; society oneself; the organization

52) Maria is a successful attorney specializing in corporate law. While it has nothing to do with her field of employment, Maria has always been interested in the history of religion. Using what little free time she has, she decided to take a course in comparative religion at the local university. She thinks that the course would be interesting and enjoyable. Maria is not pursuing a degree in the subject, nor is she taking the class for a grade. What can you say about Maria’s motivation for taking the class?

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A) B) C) D) E)

She has a high need for power.

She is intrinsically motivated.

She has a high need for affiliation.

She is not serious about her career.

She sees that a degree in religion studies might help her advance in her job.

53) Brenda is a sales representative for a large pharmaceutical corporation. According to the current compensation system, if Brenda meets her target for the quarterly sales projections, she will receive a bonus equivalent to 7 percent of her annual salary. Brenda is working hard to meet the sales goal so that she can buy a new car. Which of the following is true regarding Brenda’s motivation?

A) B) C) D) E)

54)

It comes from a sense of competence.

It comes from a sense of progress.

It is a consequence of job redesign.

It is intrinsically motivated.

It is extrinsically motivated.

A non-performance consideration for considering rewards include all except A) B) C) D) E)

job seniority.

95 percent customer service satisfaction survey results. weekend shift. membership to local country club. job title.

55) Papa Bill’s, a local pizza chain, institutes a new compensation policy to increase the ontime delivery of its pizzas. Drivers are paid an extra $1.00 for each on-time delivery, payable at the next pay period. However, a review of the policy showed that traffic tickets for reckless driving among delivery drivers increased by 50 percent since the new policy was introduced.

Which of the following best explains why this reward system did not perform as expected?

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A) B) C) D) E)

The organization was unintentionally rewarding counterproductive behavior.

Employees viewed the $1.00 incentive as an entitlement.

The delay was too long between the performance and the reward.

The organization placed too much emphasis on monetary rewards.

The reward lacked an “appreciation effect.”

56) Dr. Beswick enjoys teaching college courses. She likes the salary as well as the ability to travel in summers. However, she also finds the job challenging and enjoyable. This would imply that she is working for A) B) C) D) E)

intrinsic rewards. extrinsic rewards. alternative rewards. total rewards. justice.

57) ________ is the popular term for linking monetary incentives with results or accomplishments.

A) B) C) D) E)

58)

Pay for rewards Pay for play Pay for performance Pay for incentives Pay as you go

The law of effect states that A) B) C) D) E)

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whatever can go wrong, will go wrong. behavior with favorable consequences tends to be repeated. behavior with unfavorable consequences tends to be repeated. garbage in, garbage out. leadership affects how people perform.

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59) Your manager decides that everyone has worked really hard this week for a difficult client and is letting everyone go home at noon on Friday. This is an example of which type of reward?

A) B) C) D) E)

60)

positive reinforcement celebration variable reward spot random

Denys blinks her eyes whenever she looks up at the sun. This is an example of A) B) C) D) E)

respondent behavior. a learned reaction. behavioral contingency. operant behavior. the law of effect.

61) ________ is behavior that is learned when one acts on the environment to produce desired consequences.

A) B) C) D) E)

62)

Operant behavior Consequential behavior Reward behavior Respondent behavior Contingent behavior

When Penny sees that the sun is shining brightly, she puts on sunglasses. This is

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A) B) C) D) E)

operant behavior. consequential behavior. reward behavior. respondent behavior. contingent behavior.

63) After a series of train incidents, NS&Q offered employee bonuses based on safety for the first quarter of this year. This is an example of A) B) C) D) E)

positive reinforcement. negative reinforcement. extinction. punishment. respondent behavior.

64) Jeremy completes his assignments on time. His teacher said that she would allow extra play time to children who submit their assignments on or before the due date. Which of the following made Jeremy complete his assignments on time?

A) B) C) D) E)

65)

positive reinforcement negative reinforcement respondent behavior unlearned reflexes intermittent reinforcement

Negative reinforcement is A) B) C) D) E)

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strengthening a behavior by contingently presenting something pleasing. weakening a behavior by ignoring it. weakening a behavior through contingently presenting something displeasing. weakening behavior by contingently withdrawing something positive. strengthening a behavior by contingently withdrawing something displeasing.

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66) Raul runs into heavy traffic every day while driving to work. Yesterday, he left home earlier than usual and did not run into heavy traffic. Again, today, he left earlier and avoided heavy traffic. His behavior of leaving earlier enabled him to avoid heavy traffic and reach the office on time. In which of the following processes did Raul engage?

A) B) C) D) E)

positive reinforcement extinction punishment negative reinforcement intermittent reinforcement

67) René works as a bartender. A few people wave money at her so that she will serve them first. She finds this to be rude and, so, either ignores them or serves them last. People realize that René serves the people who wait politely first, and much of the rude behavior stops. René used the model of A) B) C) D) E)

positive reinforcement. negative reinforcement. variable ratio reinforcement. extinction. shaping.

68) Jeff is late to work one morning, so he drives over the speed limit through a school zone.

As a result, he gets pulled over by a police officer and receives a ticket. This scenario is an instance of A) B) C) D) E)

69)

positive reinforcement. negative reinforcement. punishment. extinction. shaping.

Which forms of consequence strengthen a desired behavior?

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A) B) C) D) E)

70)

positive reinforcement and extinction positive reinforcement and punishment positive and negative reinforcement extinction and punishment extinction and negative reinforcement

Which forms of consequences weaken an undesirable behavior?

A) B) C) D) E)

negative reinforcement and extinction negative reinforcement and punishment positive and negative reinforcement extinction and punishment extinction and negative reinforcement

71) Lenore has a fight with her best friend, Samantha, and doesn’t want to speak to her. She unfriends her on social media. By doing this, Lenore is using ________, thereby removing consequences from an undesirable behavior.

A) B) C) D) E)

extinction punishment negative reinforcement respondent behavior operant behavior

72) Allen is really tired of hearing about political issues on Kara’s social media page. He makes the decision to unfriend her. This is an example of A) B) C) D) E)

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punishment. negative reinforcement. positive reinforcement. extinction. the law of effect.

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73)

If every instance of a target behavior is reinforced, a(n) ________ schedule is in effect.

A) B) C) D) E)

74)

positive negative continuous intermittent variable

Reinforcement schedules are particularly useful when an employee is A) B) C) D) E)

missing quotas. learning a new skill. frequently absent from work. performing far above expectations for his or her job. feeling entitled to receiving a reward.

75) Barbara is training her new puppy to sit on command. Every time the puppy responds correctly, he receives a treat. Barbara is using a ________ reinforcement schedule.

A) B) C) D) E)

76)

fixed reward variable ratio fixed interval variable interval continuous

________ are the most effective schedules of reinforcement.

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A) B) C) D) E)

Continuous and fixed ratio Fixed interval and fixed ratio Variable ratio and variable interval Fixed interval and variable interval Fixed ratio and variable ratio

77) Philip got an email from his supervisor with compliments and praises for his work over the past few months. This is an example of a ________ schedule of reinforcement.

A) B) C) D) E)

continuous fixed ratio variable ratio fixed interval variable interval

78) Organizations typically rely on ________ schedules, such as hourly wages and annual reviews and raises.

A) B) C) D) E)

continuous fixed interval and fixed ratio variable ratio and variable interval fixed interval and variable interval fixed ratio and variable interval

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

79) CQZ Design started off as a small partnership of three people. Five years later, they have a staff of 18 in sales, office and production roles. One partner manages sales, another the office, and the last partner manages production. Aside from looking at their financial status, the partners don’t know how to manage their employees. How can performance management help them?

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80) Dave Roberts is the program director at a small, family-owned gym in an affluent neighborhood. He works closely with the owner, his wife, and one other manager managing the day-to-day operations of the gym. He has an MBA from a large Midwestern university. The program director’s main job is to oversee the front staff of the gym, which ranges from five to seven people, all part-timers. Dave and the owner get along, but they have different views on performance management.

81) Creative Toys wants to know what can affect worker productivity, turnover, absenteeism, and job satisfaction. The company would like to find ways to make workers increase their daily production rate of toys. Managers at the toy company also would like to decrease turnover, or workers quitting or leaving for other positions. Lastly, many workers are constantly absent due to calling out sick. Using the contingency approach to defining performance, what can management do to address these issues?

82) Explain the differences between monitoring and evaluating performance, and discuss how these are subject to bias. Think of a specific example from your own experience that demonstrates perceptual bias.

83) Describe what Electronic Performance Monitoring (EPM) is and give examples of how companies are using this resource to monitor employees. How does this benefit the employer?

How about the employee?

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84) What are the functions of feedback? What are the sources of feedback? Discuss the factors that affect perceptions of feedback and provide examples from your own experience.

85) Review the following conversation:Marcy: Dana, can I talk to you for a couple of minutes? We’ve been roommates for two years and I think I have a time management problem. I just don’t get enough done in a day. What do you think?

Dana: Tell me more. How did you decide that you have a problem?

Marcy: I never get everything done on my to-do list. The more I get done, the more I end up adding to the list.

Dana: What would solving the problem look like to you?

Marcy: Well, I’d get everything done on my list.

Dana: Is that realistic?

Marcy: It’s not, but what else am I going to do?

Dana: What else can you do that will help? Can you work with an advisor? Use a scheduling program?This is an example of coaching. Describe the process of coaching and explain why is it important for managers to be effective coaches.

86) Identify and define the two basic types of rewards. Give examples of each from your own experience.

87) What are total rewards? Give a detailed breakdown of what you would expect for your first job after graduation from college. Why do companies need to offer total rewards to potential employees?

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88) What is pay for performance? Do pay-for-performance plans make organizations more effective? How should organizations make pay for performance work for them?

89) Frances and Terry are friends who work together. Frances is married with two children; Terry is single. Frances is always asking Terry to cover for her, so she can leave work a bit early.

Terry is getting resentful and feels that Frances is taking advantage of her. She becomes shorttempered and stops covering for Frances. Frances apologizes and resolves to better manage her time. This is an example of the law of effect.Explain the details of the law of effect. Why is this important to managers?

90) Justine purchases a T-shirt from Yours Truly Products, an online store. When she receives it, the design is off-center and the seams are loose. She decides never to order from Yours Truly again. Explain Justine’s behavior and response in terms of contingent consequences.

91) Describe the basic types of contingent consequences and their effects on a target behavior. Give an example of each.

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92) Identify the possible reinforcement schedules described below and explain the effects of each on employees:1. For every five times Justin cleans his dorm room, his roommate will pay for a video and snacks.

2. Herb likes to gamble. Slot machines are his favorite.

3. Rebecca likes her job at the coffee shop because she receives a paycheck every Friday.

4. Vance is a storm chaser who is always looking for the next F4 tornado.

93) Using examples, explain how organizations can use the ideas behind reinforcement schedules to increase organizational performance.

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Answer Key Test name: Chap 06_3e 1) FALSE 2) TRUE 3) TRUE 4) FALSE 5) TRUE 6) TRUE 7) TRUE 8) FALSE 9) TRUE 10) FALSE 11) TRUE 12) TRUE 13) FALSE 14) TRUE 15) FALSE 16) C 17) E 18) C 19) E 20) A 21) C 22) D 23) C 24) A 25) B 26) C Version 1

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27) A 28) B 29) D 30) A 31) B 32) E 33) C 34) A 35) B 36) E 37) C 38) E 39) B 40) A 41) B 42) C 43) E 44) A 45) C 46) D 47) D 48) B 49) C 50) B 51) C 52) B 53) E 54) B 55) A 56) D Version 1

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57) C 58) B 59) D 60) A 61) A 62) A 63) A 64) A 65) E 66) D 67) D 68) C 69) C 70) D 71) A 72) D 73) C 74) B 75) E 76) C 77) E 78) B

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79) Performance management is a set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations. The four steps of effective performance management are defining performance, monitoring and evaluating performance, reviewing performance, and providing consequences. Successfully managing performance is a powerful means for improving individual, group, and organizational effectiveness. Effective performance management generally influences important outcomes such as greater employee engagement and better organizational performance. Managers who practice effective performance management generate exceptional results compared to those who don’t.

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80) In an effort to increase revenue and motivate the part-time workers, the owner tends to propose monthly sales goals at random to the staff.

There is no clear standard for setting these goals, which results in them sometimes being too low and other times impossible. He also sets the same goal for each employee regardless of their experience or tenure at the company. The owner also does not believe in giving employees a bonus beyond their regular pay. He thinks that the better than average salary coupled with free use of the gym is enough to generate employee engagement and motivation. The company has a hard time retaining staff. In fact, the gym had a 40 percent turnover this past year, which is why the owner hired Dave.Dave thinks employees should have one set of goals that are established at the beginning of the year. Dave also does not like the ad-hoc approach toward giving performance feedback. If feedback was given at all on the progress made toward attaining the owner’s goals, it was usually negative and seldom included solutions or suggestions for correcting the issues that were hindering the staff. The company has not provided any performance management training to managers or employees. In terms of recognition, the owner reacts harshly toward the managers and employees when his random goals are not being met.Dave is wondering what he should do about the situation.

Should he approach the owner and propose changes in performance management, or should he just make the changes himself?Using the Three-Step Problem-Solving Approach and the Organizing Framework, identify the problem in this case and present a recommendation.Step 1: Define the problem.Remember that problems result from gaps between the desired and current state. Is it just the sales goals, or is there something more?Step 2: Identify causes of the problem.What are the person and situation factors that play into this? Are employees given the right guidance? The right motivation? The right feedback? What about processes? Performance management is clearly an issue, but it is the Version 1

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only issue?Step 3: Make your recommendations for solving the problem.Consider whether you want to resolve it, solve it, or dissolve it.

Then create an action plan.

81) The contingency approach is to do what the situation requires, rather than applying a one-size-fits-all approach and simply doing what has always been done, or only following your personal preferences. Fit behavior, policies, or practice to the situation. Learning and performance goals have their place, and setting SMART goals can give you a significant advantage over your competitors. However, you can be more effective still if you define performance goals in ways that match the situation—not all performance can or should be measured in dollars and cents. Table 6.3 illustrates how some situations are best suited for behavioral goals, while others are best suited for objective goals, and still others for task or project goals. Goals and their associated consequences can powerfully affect performance, both positively and negatively.

82) Accurately and appropriately monitoring and evaluating both progress and outcomes are critical components of effective performance management.Monitoring performance involves measuring, tracking, or otherwise verifying progress and ultimate performance.Evaluating performance is the process of comparing performance at some point in time to a previously established expectation or goal. Attributions and perceptions can greatly influence how information gathered via monitoring is evaluated. Table 6.4 lists common perceptual errors (e.g., halo, leniency, central tendency, contrast effects, and recency effects) and recommends solutions around the need to accurately monitor employee performance.

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83) Employers can and often do track computer and phone usage, install cameras in most places, and review social media activity. They are also now capturing employee facial expressions, tone of voice, emotions, location, interactions, and bio/health data. The OB in Action example in this section give some examples of benefits to the employer and the employee.

84) Feedback enables one to learn how performance compares to the goal, which can then be used to modify behaviors and efforts. Experts say feedback serves two functions for those who receive it: one is instructional and the other motivational. Feedback instructs when it clarifies roles or teaches new behavior. Feedback motivates when it serves as a reward or promises a reward. Important sources of feedback are others, the task, and self. Many factors affect perception. For instance, attitudes, whether the feedback is negative, the source is credible, the feedback system is fair, accuracy, credibility of sources, performance-reward expectancies, and reasonableness of goals or standards all can influence perception.

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85) Coaching is a customized process between two or more people with the intent of enhancing learning and motivating change. Once goals and expectations are determined and communicated, performance is monitored, and feedback is collected, one potential next step is coaching.

Coaching can either follow or encompass these other steps of performance management. One way to look at coaching is that it is an individualized and customized form of performance management. It is different from training, which typically involves only skill building with the same content delivered to a group of people. It also differs from mentoring, which most often has a career focus, more so than performance, and is exclusively from more senior or experienced employees to more junior. All of these differ from counseling that usually aims to overcome a problem, conflict, or dysfunctional behavior.

Effective coaching is developmental, has specific performance goals, and typically involves considerable self-reflection, self-assessment, and feedback. It is important to managers because it is consistent with positive organizational behavior.

86) Rewards can be categorized as extrinsic or intrinsic. Extrinsic rewards come from the environment (i.e., financial, material, and social).

Intrinsic rewards are self-granted. Students should give examples form their own experience.

87) Total rewards encompass not only compensation and benefits, but also personal and professional growth opportunities and a motivation work environment that includes recognition, job design, and work–life balance. Refer to Table 6.8 for a list and description of the key components of a total rewards perspective.

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88) Pay for performance is the popular term for monetary incentives linking at least some portion of the one’s pay directly to results or accomplishments. Research results show mixed outcomes for pay for performance—some show increased performance and others decreased performance. A comprehensive review of the literature found only a modest positive relationship between financial incentives and performance quantity and no impact on performance quality. The results are especially unimpressive for executives. Only a weak link was found between large executive bonuses paid out in good years and improvement in corporate profitability in subsequent years. Companies with the best pay-for-performance results:Paid top performers substantially higher than the other employeesReduced “gaming” of the system by increasing transparencyUtilized multiple measures of performanceCalibrated performance measures to assure accuracy and consistency 89) The law of effect says behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear. This was a dramatic departure from previous notions that behavior was the product of inborn instincts. It is important for managers because it is the basis for influencing the behaviors of subordinates.

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90) Justine sees the defects in the shirt as a punishment, because she spent her money and basically traded it for something that was simply not worth it. This is an example of operant behavior—behavior that is learned when one “operates on” the environment to produce desired consequences. According to Skinner’s operant theory, contingent consequences control behavior in one of four ways:1. Positive reinforcement 2. Negative reinforcement 3. Punishment 4. ExtinctionNegative reinforcement strengthens a desired behavior by contingently withdrawing something displeasing.

91) Contingent consequences, according to Skinner’s operant theory, control behavior by responding to a target behavior in one of four ways: positive reinforcement, negative reinforcement, punishment, and extinction. The term contingent means there is a purposeful if-then linkage between the target behavior and the consequence. This represents an instrumentality according to expectancy theory. Positive reinforcement is the process of strengthening a behavior by contingently presenting something pleasing.Negative reinforcement also strengthens a desired behavior by contingently withdrawing something displeasing.

Punishment is the process of weakening behavior through either the contingent presentation of something displeasing or the contingent withdrawal of something positive. Weakening a behavior by ignoring it or making sure it is not reinforced is referred to as extinction.Students should give an example of each.

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92) The reinforcement schedules are as follows:1. This is fixed ratio.

For every five times Justin cleans his dorm room, his roommate will buy the entertainment.

2. This is variable ratio. Slot machine returns.

3. This is fixed interval. Rebecca likes counting on her paycheck.

4. This is variable interval. Storm chasers get reinforced on a variable interval schedule, assuming they want to periodically get the chance to chase after a tornado.It’s not just the reinforcement that influences behavior, but also when it is administered. Continuous and intermittent reinforcement schedules are two common means for timing the administration of reinforcers. If every instance of a target behavior is reinforced then a continuous reinforcement schedule is in effect. CRF schedules are especially useful when employees are learning a new task or skill. Intermittent reinforcement involves reinforcement of some but not all instances of a target behavior. Variable ratio and variable interval schedules of reinforcement produce the strongest behavior that is most resistant to extinction.

93) The majority of work organizations rely on fixed intervals of reinforcement. You are unlikely to change your employer’s pay and bonus schedules from once a month and once a year. There are many ways you can put your knowledge of positive reinforcement schedules to use within the confines of existing practices. Spot rewards, variable rewards/bonuses, and celebrations are examples of how organizations can use variable scheduling.

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CHAPTER 7 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) In a POB scenario, an organization measures its success by its accumulation of wealth. ⊚ ⊚

true false

2) People are more likely to exhibit prosocial behaviors when POB is taking place in their work environments. ⊚ ⊚

3)

true false

Organizations should work to discourage positive deviance in the workplace. ⊚ ⊚

true false

4) Employees who flourish report less stress and more organizational commitment and job satisfaction. They perform better, and are absent less, than employees who don’t flourish. ⊚ ⊚

true false

5) Shaniah and Raoul have dinner at a trendy new restaurant. They have to wait for 30 minutes, despite being on time for their reservation. The hostess who seats them does not apologize for the delay. The food is wonderful but expensive, and the service is terrible. When they leave, they pick up their coats at the coat room. The attendant is polite, prompt, and remembers that they left a package with her as they were going into dinner. Despite this, Raoul leaves no tip. This is an example of the positivity spiral. ⊚ ⊚

6)

true false

Positive and negative experiences are not equivalent.

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⊚ ⊚

true false

7) Positive emotions broaden your mindset and open you to consider alternatives when trying to solve a problem, as well as help you build social relationships. ⊚ ⊚

true false

8) Attentional deficit can result from lack of sleep, conflicting priorities, or counterfactual thinking. ⊚ ⊚

true false

9) People with high levels of positive psychological capital have high levels of hope, efficacy, resilience, and optimism. ⊚ ⊚

true false

10) Both people and insects prefer to be in groups and to work collaboratively with others to get things done. ⊚ ⊚

true false

11) Efficacy is a component of a person’s core self-evaluation; it influences how we perceive ourselves but does not influence how we perceive the world. ⊚ ⊚

true false

12) Employees’ perceptions of formal and informal organizational policies, practices, procedures and routines are known as organizational culture.

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⊚ ⊚

true false

13) To achieve a climate encouraging positive OB, an organization must foster a specific set of organizational values, organizational practices, and transformational leadership. ⊚ ⊚

true false

14) Well-being is the combined impact of positive emotions, engagement, relationships, meaning, and achievement, pursued for their own sake. ⊚ ⊚

true false

15) Martha has several business meetings today. She also has to pick up her son for soccer practice, get to the grocery store, and wrap her mother’s birthday gift. Martha is increasingly frustrated trying to reprioritize these activities in her mind. This is an example of mindfulness. ⊚ ⊚

true false

16) Stephen is a new insurance agent with an established company. He is nervous at the idea of making cold calls on the telephone to prospective clients. After thinking through the problem, Stephen decides to ask his supervisor if he can host a small introductory meeting, inviting local business in for coffee and cake to introduce himself. Stephen is exhibiting a high level of hope. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

17) ________ is one characteristic that describes an organization with positive OB.

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A) B) C) D) E)

18)

________ is one characteristic that describes an organization without positive OB. A) B) C) D) E)

19)

Single-minded focus on winning Pursuing wealth Positive deviance Secrecy Figuring out how to beat the competition

Single-minded focus on winning Humility Resilience Compassion Positive deviance

In the Framework of POB,________ is/are a key input to positivity from situation factors.

A) B) C) D) E)

positive emotions organizational culture and climate mindfulness buffering positive deviance

20) Positive practices that escalate positive outcomes because of their associations with positive emotions and social capital are having a(n) ________ effect.

A) B) C) D) E)

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positivity buffering amplifying mindful attentional

4

21) Larry learned that his coworker Simon had a vacation planned with his family for an upcoming reunion and had used all of his paid annual leave. Since Larry knew he wouldn’t be using all of his annual leave, he donated three days to Simon. This is an example of ________ behavior in the organization.

A) B) C) D) E)

responsible proactive buffering prosocial deviant

22) When positive practices reduce the impact of negative events or stressors, a(n) ________ effect has occurred.

A) B) C) D) E)

buffering attentional positivity amplifying deviant

23) The ________ effect is the attraction of all living systems toward that which is life-giving and away from that which is life-depleting.

A) B) C) D) E)

buffering attentional positivity amplifying deviant

24) Mickey is a successful salesman at AHR Corp. In addition to his normal duties, Mickey has created a best practices manual for new salespeople to help ensure their success. This is an example of

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A) B) C) D) E)

25)

organizational citizenship behavior. organizational commitment. social deviance. positive deviance. positive amplification.

Which of the following actions does not foster employee positivity?

A) B) C) D) E)

Allow employees to make decisions.

Share information with employees.

Focus only on providing positive feedback.

Make the well-being of employees a priority.

Discourage uncivil behavior.

26) Cue Company’s Research & Development team has developed a new malaria treatment, and the company anticipates large profits over the next five years. Cue will supply 15 percent of the drug free of charge to people in poor countries. In addition, the company will sponsor employee volunteer teams to help build medical clinics in identified areas, with no loss of vacation time or pay. What system is Cue Company practicing?

A) B) C) D) E)

corporate deviance doing well and doing good shareholder responsibility attentional hyperactivity positive deviance

27) Which of the following is not a criteria for businesses demonstrating doing well and doing good?

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A) B) C) D) E)

28)

Managers tend to give more ________ feedback than positive feedback to employees.

A) B) C) D) E)

29)

measurable social impact make the well-being of their employees and stakeholders a priority degree of innovation positive public relations taking a net loss

detailed inspirational creative negative performance

Which of the following is not one of the most frequently experienced positive emotions?

A) B) C) D) E)

gratitude accomplishment amusement inspiration awe

30) Kerry’s manager asks her to head up a team reviewing office protocols. Kerry is in a great mood, having received a substantial bonus last week. This indicates that ________ experiences lead us to be more responsive to positive information.

A) B) C) D) E)

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manipulative competitive positive fearful negative

7

31) Eileen signed up for a photography class after having seen some spectacular wildlife art pictures done by a local artist. She is most likely experiencing A) B) C) D) E)

hope. joy. pride. interest. gratitude.

32) Susan, a management major, is taking an overload of classes this term. On a team project in one of her classes, one of her teammates sees how busy she is and does the final proofreading of the team project for her. Susan is most likely feeling A) B) C) D) E)

serenity. gratitude. amusement. inspiration. pride.

33) Karla received an outstanding performance review and her manager encouraged her to further her education because she shows initiative and a willingness to do more than what she feels are her abilities. ________ is the emotion Karla is most likely experiencing.

A) B) C) D) E)

34)

Awe Inspiration Pride Hope Interest

Of the following, ________ is the most frequently experienced emotion.

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A) B) C) D) E)

35)

Which of the following is not an element of POB? A) B) C) D) E)

36)

Employees share credit when things go well.

Employees volunteer for community activities.

Employees are civil to one another.

Employees are self-absorbed and anxious.

Employees collaborate with other teams.

Which of the following is not an outcome likely to result from positive emotions?

A) B) C) D) E)

37)

love hope gratitude amusement joy

stronger social relationships lower stress psychological well-being stronger immune system loss of focus

Which of the following is true about balancing positive and negative emotions?

A) B) C) activity.

D) E)

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We should try to eliminate all our negative emotions.

We should have one negative emotion for each positive emotion we experience.

Our brains actually look more for positive information over negative during daily Positive experiences activate a survival orientation.

Ideally, we should try to have more positive experiences than negative.

9

38) ________ is widely practiced by employees and in workplaces everywhere. Many companies are now even sponsoring this type of training for their employees A) B) C) D) E)

Walking meditation Breathing meditation Psychological capital Positive deviance Mindfulness

39) Chris just finished a calculus test. Afterward, he walked all the way across campus without being aware of anything or anyone he passed. Chris is being A) B) C) D) E)

mindful. thoughtful. delinquent. positively deviant. mindless.

40) Reyna is meeting with her supervisor to discuss a project. Someone knocks on the door and walks in, saying, “I have a quick question.” The supervisor keeps looking at Reyna and puts her hand up to stop the person who interrupted them. This behavior reflects A) B) C) D) E)

41)

mindfulness. rumination. attention delinquency. positive deviance. mindlessness.

Which of the following statements about mindfulness is false?

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A) B) C) D) E) around us.

Mindfulness pertains to our inner world of thinking and feeling.

Mindfulness pertains to our outer worlds of other people and events.

Mindfulness requires less effort than letting our minds wander.

Mindfulness is about concentrating or focusing.

Mindfulness represents how much we are aware and attentive to what is going on

42) Dr. Riley, a professor in the economics department, finds that if he keeps his door open, people tend to stop in to say hello. This interruption is distracting. So now Dr. Riley keeps his office door open only a crack during his office hours, asking visitors to knock before entering.

This small change allows him to grade exams more quickly and accurately. This is an example of his increasing his A) B) C) D) E)

mindfulness. optimism. attention delinquency. positive deviance. mindlessness.

43) Erin is getting some funny looks in the office. Every few hours or so she sits up in her desk chair with her feet grounded, closes her eyes and takes a deep breath two times. She is practicing A) B) C) D) E)

44)

focus breathing. brain tuning. self-assessment. walking mediation. breathing meditation.

Which of the following situations does not reflect mindfulness?

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A) Suzette takes a few minutes to think about her yoga routine before she starts to study for an exam.

B) Joe notices that a truck several cars ahead of him on the road has braked.

C) During her break, Keisha takes her coffee outside and looks at the cloud patterns.

D) Pat is biking to school when someone cuts her off and causes her to fall. She gets up and starts kicking her bicycle.

E) Jamil is in a heated argument with his friend, Matthias, over a group project that is due this week. Jamil steps back and takes several deep breaths before continuing.

45) During a class lecture, Mike finds himself thinking about an argument he had last night with his girlfriend. Mike is displaying A) B) C) D) E)

46)

multitasking. rumination. negative emotions.

PsyCap. mindfulness.

People with high levels of positive psychological capital tend to display A) B) C) D) E)

hope, extraversion, resilience, and optimism. hope, efficacy, respect, and optimism. health, extraversion, respect, and optimism. hope, efficacy, resilience, and optimism. health, efficacy, resilience, and obstinacy.

47) Wanda sees a woman struggling with a small child and two bags of groceries. She stops and offers to carry the grocery bags to the woman’s car. This is ________ behavior.

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A) B) C) D) E)

48)

reclusive prosocial resilient calculated deviant

________ is the characteristic of PsyCap that consists of persevering toward goals.

A) B) C) D) E)

Hope Efficacy Optimism Health Resilience

49) Armando has a goal of earning a B in his statistics course, but currently his grade is a C–.

Therefore, he decides to study more hours for the next test and even get involved in a study group. Armando is experiencing A) B) C) D) E)

50)

resilience. faith. effectiveness. health.

PERMA.

________ is the characteristic of PsyCap that consists of having confidence.

A) B) C) D) E)

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Hope Efficacy Effectiveness Health Resilience

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51) Javier’s supervisor asks him to create a PowerPoint presentation for the next staff meeting based on a series of note cards he provided. Javier is experiencing ________ because he is proficient at PowerPoint.

A) B) C) D) E)

hope efficacy PERMA health resilience

52) Ghandi stated, “If I have the belief that I can do it, I shall surely acquire the capacity to do it even if I may not have had it at the beginning.” What emotion does this represent?

A) B) C) D) E)

hope efficacy inspiration interest pride

53) Imelda’s life is difficult right now. Her husband and she recently decided to divorce and she is now a single parent of two preteenagers. They are good kids, but it is difficult taking care of them and managing her full-time job as a middle manager. Imelda has started taking work home at night and finishing projects at night after her children are in bed. Imelda is likely exhibiting A) B) C) D) E)

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hope. efficacy. effectiveness. health. resilience.

14

54) Xavier has a degree in English. He wants to get a job in publishing, but knows he will have to start as an assistant or possibly a part-time employee. Xavier is both realistic and flexible. This is an example of A) B) C) D) E)

55)

contentment. efficacy. optimism. tact. fairness.

Hope consists of A) B) C) D) E)

faith and charity. optimism and creativity. willpower and waypower. dependability and compassion. self-confidence and kindness.

56) According to Ben Horowitz, the renowned technology entrepreneur and venture capitalist, ________ and genius are in his mind the two most critical characteristics of successful entrepreneurs.

A) B) C) D) E)

optimism resilience willpower waypower efficacy

57) ________ is the need to see one or more alternative paths to achieve a goal, even when faced with adversity.

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A) B) C) D) E)

58)

Self-efficacy is a component of A) B) C) D) E)

59)

Optimism Resilience Willpower Waypower Efficacy

psychological capital. motivational structure. optimism.

PERMA. resilience.

A person should ________ in order to develop hope.

A) B) C) D) E)

break a large goal into smaller subgoals anticipate potential obstacles to success and plan to avoid them develop more extraversion generate an important goal that is attainable yet challenging not try to do anything; hope cannot be developed consciously

60) ________ is defined as employees’ perceptions of formal and informal organizational policies, practices, procedures and routines: A) B) C) D) E)

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Organizational culture Job satisfaction Organizational climate Positive OB Organizational citizenship

16

61)

________ are abstract ideals that guide one’s thinking and behavior across all situations.

A) B) C) D) E)

62)

Norms Goals Personalities Values Cognitions

What are the three global values that are essential for promoting positive OB? A) B) C) D) E)

hope, optimism, and resilience restorative justice, compassion, and temperance positive emotions, engagement and meaning flourishing, motivation, and satisfaction social support, information support, and instrumental support

63) Pete and Dana are working on a project together. They disagree on how to present the key concept of equality. Dana complains that Pete is dismissing her “feminist” position without consideration. Pete claims that Dana considers him a chauvinist. Wyatt, their supervisor, knows that both Pete and Dana are committed employees who support equality. He sits both of them down to work through the issues. This reflects ________ justice.

A) B) C) D) E)

restorative distributive procedural interactional interpersonal

64) Michele is concerned with the victims of Hurricane Simon, which has devastated her home state of Florida. She starts a fund to help the victims of this disaster. Michele is displaying

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A) B) C) D) E)

compassion. restraint. prudence. virtuousness. mindlessness.

65) Derek manages his team by promoting trust by making sure his words match his actions.

If he promises something, he holds true to his word. He is also guided by morals and being honest. As a virtuous leader, what trait is he exhibiting?

A) B) C) D) E)

greater good forgiveness integrity compassion. justice

66) Organizational ________ is the host of procedures, policies, routines, and rules that organizations use to get things done.

A) B) C) D) E)

culture climate practices leadership citizenship

67) ________ represents what individuals and organizations aspire to be when they are at their very best.

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A) B) C) D) E)

68)

Virtuousness PsyCap Positive OB Well-being PERMA

Which of the following is not a component of virtuous leadership?

A) B) C) D) E)

focus on the greater good forgiveness trust integrity empowering others

69) At the weekly staff meeting, Carrie is always criticizing one project manager or another.

She claims to run a “tight ship,” and she doesn’t listen to explanations of delays or additional workload. Carrie’s employees dread and resent these meetings. To move forward, these employees need to learn A) B) C) D) E)

trust. compassion. forgiveness. virtuousness. defiance.

70) What is true about research on the relationship of virtuous leadership to organizational and individual employee performance?

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A) A long-standing tradition of research in this area has demonstrated a strong, positive relationship between these variables.

B) Recent research in this area has shown a positive relationship between these variables.

C) Recent research in this area has shown a positive relationship between virtuous leadership and organizational performance, but a negative relationship between virtuous leadership and individual outcomes.

D) Recent research in this area has shown a positive relationship between virtuous leadership and individual performance, but a negative relationship between virtuous leadership and organizational outcomes.

E) No research has been conducted in this area.

71)

________ is not one of the components of well-being.

A) B) C) D) E)

72)

Flourishing represents the extent to which our lives contain PERMA— A) B) C) D) E)

73)

Engagement Relationships Achievement Meaning Productivity

positive emotions, enrichments, realism, meaning, and action. positive emotions, engagement, relationships, meaning, and achievement. position, equanimity, respect, money, and acceptance. peace, emotions, reflection, management, and action. positive emotion, enrichment, relationships, money, and acceptance.

Which of the following statements is true?

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A) PERMA elements are positively related to good health, but are not related to workrelated outcomes such as organizational commitment and career satisfaction.

B) Well-being is a single, unique concept that is related to happiness.

C) Employees’ level of flourishing is related to organizational outcomes such as productivity and financial performance.

D) Positive emotions “happen to people”; they cannot be pursued proactively.

E) PERMA should be pursued as a means to obtain a better career.

74) When we are in ________ we are not necessarily thinking about anything; we are just doing.

A) B) C) D) E)

virtuousness flow achievement mindfulness flourishing

75) ________ is the amount of perceived helpfulness derived from our relationships with others.

A) B) C) D) E)

76)

Flow Social support Meaningfulness Virtuousness Flourishing

Which of the following is not a form of social support?

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A) B) C) D) E)

providing information that a person is accepted and respected providing financial aid, material resources, or needed services spending time discussing your vision spending time with others in leisure and recreational activities providing help in defining, understanding, and coping with problems

77) Jennifer recently accepted a position in the sales department of XYZ Corporation. She really wants to make a good impression and has been working hard. During a coffee break, her coworker, Maria tells Jennifer that the sales manager has been very impressed with Jennifer’s attention to detail. Maria is performing ________ support.

A) B) C) D) E)

instrumental informational esteem achievement engagement

78) Jackson and Samuel both work for XYZ Company, in different departments. They discover a common interest in classic cars, and on weekends often meet up at car shows. They are probably providing ________ to each other.

A) B) C) D) E)

instrumental support informational support esteem support achievement support social companionship

79) John received a poor performance evaluation from his boss. On the weekend, he talks with his neighbor Faisal about his situation. Faisal asks him questions about his work and the evaluation, and as a result John develops a plan of action for improving his productivity. Faisal has provided

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A) B) C) D) E)

instrumental support. informational support. esteem support. achievement support. social companionship.

80) Lee and Victor are good friends. Lee’s laptop computer has become very slow and is not working correctly, and he goes to Victor and asks for help. Victor downloads some antimalware software onto Lee’s computer, and its performance improves. Victor has provided A) B) C) D) E)

instrumental support. informational support. esteem support. social companionship. engagement support.

81) ________ is defined as belonging to and serving something that you believe is bigger than yourself.

A) B) C) D) E)

82)

Virtuousness Positive emotion Meaningfulness Social support Achievement

________ creates positivity from situation factors.

A) B) C) D) E)

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Social support Mindfulness Organization climate Organization strength Achievement

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83) Louis is a member of the marketing team on the Superb Mattress account. Recently, he has emerged as a team leader. His supervisor, Michele, is letting Louis make the final decision as to which campaigns are presented to the client. This provides Louis with A) B) C) D) E)

a buffering effect. an organizing framework. social support. motivational feedback. decision-making discretion.

84) Whalin Seafood Co. made a corporate commitment to sustainability, modifying the ways in which they purchase products. Two years ago, Whalin made a corporate commitment to local sourcing and saw their profits increase. This is an example of A) B) C) D) E)

85)

decision-making discretion. shareholder focus on wealth. doing well and doing good. corporate signature strengths. leading the market.

Which of the following is a benefit of purposefully building a fun work environment?

A) B) C) D) E)

optimism domination suppression weakness oppression

86) Michelle works for the government regulatory agency that ensures fuel storage tanks and dispensers are in compliance with environmental and commercial laws. Today, Michelle had to inform a convenience store owner that he could not sell fuel until he repaired the leak in his underground storage tank. The owner berated Michelle for several minutes because he was so upset about his business being temporarily closed. Michelle is likely to engage her Version 1

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A) B) C) D) E)

87)

supportive orientation. upward spiral of positivity. self-acceptance. survival orientation. performance orientation.

Strategies to increase positive experiences include all of the following except A) B) C) D) E)

cultivate kindness. develop distractions. accept negative thoughts. create quality connections. encourage others.

88) Katie attended a party at her mother’s office. She really didn’t want to go and was not in a good mood. Her mother introduced Katie to her new assistant, Matthew. When Matthew said, “Hello,” Katie responded, “Hi, Michael.” Katie is acting in a(n) ________ manner.

A) B) C) D) E)

attentive mindless mindful ignorant spontaneous

89) Research by the Gallup organization on employee strengths shows that employees who reported using their strengths every day at work are 15 percent less likely to A) B) C) D) E)

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be unproductive. quit. be unfocused. demonstrate hope. be honest.

25

90) Wendy is running the weekly staff meeting at Janus Services. Brad, a coworker, is unprepared for the meeting and doesn’t have the correct information for his department. He is increasingly rude and impatient, annoying the other staff members. Brad is exhibiting a lack of A) B) C) D) E)

91)

compassion. mindlessness. efficacy. temperance. restorative justice.

Which of the following is true of virtuous leadership?

A) B) C) D) E)

Virtuous leaders promote trust.

Virtuous leadership will always positively affect organizational climate.

Virtuous leaders are focused on self-interest.

Virtuous leaders can be unforgiving.

Virtuous leaders target a small group of people.

92) A state of ________ exists when employees are physically, cognitively, and emotionally engaged in an activity or project.

A) B) C) D) E)

commitment positivity flow mindfulness hyperactivity

93) Your top signature strengths are curiosity, love of learning, and social intelligence.

Which of the following careers would probably not be a good match for you?

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A) B) C) D) E)

teacher research associate trainer accountant career counselor

94) Mary is happy to work in a company that fosters great relationships. In particular, Mary is impressed with the level of communication on the group and team level as well as throughout the organization. Overall, her company offers a(n) A) B) C) D) E)

positive climate. virtuous environment. functional structure. critical climate. fortress culture.

95) Steve has been doing his own taxes for years and recently ran into a problem. He has asked his friend Joanne, an accountant, to go through the financial details with him. Steve needs A) B) C) D) E)

96)

esteem support. instrumental support. informational support. social companionship. debt counseling.

According to Barbara Fredrickson’s theory, positive emotions A) B) C) D) E)

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can only exist in a cooperative work environment. can be experienced through enforced self-interest. are not the most important factor for overall happiness. cannot be achieved without substantial social capital. broaden your perspective and build on themselves.

27

97) Macallan Financial investment makes decisions based on financial research, interviewing managers and employees at companies under consideration, and assessing the ________ by examining annual rankings contained in independent sources such as Fortune and Working Mother. These rankings measure communication, work-life balance, training and development, recognition for hard work and teamwork.

A) B) C) D) E)

potential for advancement success of the stock financial status of the company investment of social capital positivity of work environments

98) Rinaldo is working on a financial analysis of a potential acquisition. It has taken three days of concentrated effort. Jeff stops by to ask for advice. Rinaldo says he can’t break his concentration just then. Rinaldo is A) B) C) D) E)

in a state of flux. experiencing positivity. mindless. resilient. in the zone.

99) Amanda is preparing for Jerome’s annual review. He is a solid employee—with strong analytical, computer and critical thinking skills. Jerome needs to work on his timeliness and communication skills. Amanda only discusses Jerome’s shortcomings during the review, making this a(n) ________ experience.

A) B) C) D) E)

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motivational persuasive positive avoidance negative

28

100) Some companies now allow employees to use noise-canceling headphones at work, thinking that it prevents distractions. Others companies disagree, noting that concentration goes down. These companies want to encourage A) B) C) D) E)

101)

mindlessness. rumination. attentional deficit. meditation. mindfulness.

Why should you invest in PsyCap? A) B) C) D) E)

because it will guarantee financial security because it is important to include your résumé because it will ensure you perform better on psychological tests because you need to develop social capital because you have the expectation of future returns or benefits

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

102) What is Positive OB and how does this concept help managers?

103)

Explain how positivity (that is, positive OB) affects organizational outcomes.

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104) Samuel Barking is the new CEO of General Computer Corp. The company has been plagued with employee problems—job dissatisfaction, poor work ethic, and poor retention. He wants to change the environment to foster employee positivity and productivity. Using the concepts discussed in this chapter, develop a plan for how Samuel can fix his employee problems.

105) Why does mindfulness take effort? What are some techniques that you could use to help with mindfulness when studying for your final exams?

106) What are “positive emotions,” and how are they are related to success? How can an individual increase his or her positivity?

107) Explain this statement: “Positive and negative emotions are not polar opposites.” What should be the ratio between an individual’s positive and negative emotions?

108) Define the terms “mindfulness” and “mindlessness.” What are the benefits of being mindful? Use a business setting to provide an example of each.

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109) You have been assigned the task of finding a training program to promote mindfulness in your department. After the last six months of meetings, no one seems to be paying attention to the topic being discussed and as a result, there is confusion about important operating procedures. You must sell this idea of a one-day training program to the VP of Human Resources. List out in detail the benefits of mindfulness training and what research you have to back it up. Can it increase organizational citizenship behaviors and more engagement in the weekly meetings?

110) What is PsyCap? Identify what characteristics it is associated with, and briefly define each.

111) Describe the concept of resilience. Why is resilience important and how can you develop this capacity? Provide a specific example that relates to your coursework or job.

112) How can an individual develop his or her own psychological capital? Why is this important?

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113) Five years ago, Martha Sanders became CEO of Sanders Corp. Since then, the company’s profits and employee retention have increased. When interviewing employees, they often mention the cooperative and positive climate. Identifying the three global values for promoting positive OB and explain the impact of each.

114) What is virtuous leadership? Name the components of virtuous leadership, and briefly discuss each. What effects does virtuous leadership have on organizations?

115) What is flourishing, and what is well-being? What do they result from? Briefly discuss each of these elements, and describe an example from your own life.

116) Define the term social support. Identify and briefly describe the types of social support.

Give an example of each from your own life.

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117) After graduation, Mary obtained a job managing a department in a retail clothes store.

Since she arrived, sales have declined 10 percent and employees are complaining about management’s lack of communication.Mary meets with each of the eight employees and notes that two of them are displaying negative emotions and low resilience. She also observes that sales people tend to stand around talking to each other rather than helping customers. She is at a loss for why this is happening given the company’s values around customer service and helping others. Upon further investigation, a couple of employees tell her that the goals are too challenging, and they don’t believe that they can be achieved. Mary speaks to her boss about the situation and he tells her to increase the sales in her department or else she will be let go.Use the Three-Step Problem-Solving Approach to solve Mary’s key problem.

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Answer Key Test name: Chap 07_3e 1) FALSE 2) TRUE 3) FALSE 4) TRUE 5) FALSE 6) TRUE 7) TRUE 8) TRUE 9) TRUE 10) TRUE 11) FALSE 12) FALSE 13) FALSE 14) TRUE 15) FALSE 16) TRUE 17) C 18) A 19) B 20) C 21) D 22) A 23) C 24) D 25) C 26) B Version 1

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27) E 28) D 29) B 30) C 31) D 32) B 33) B 34) A 35) D 36) E 37) E 38) E 39) E 40) A 41) C 42) A 43) E 44) D 45) B 46) D 47) B 48) A 49) A 50) B 51) B 52) B 53) E 54) C 55) C 56) C Version 1

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57) D 58) A 59) D 60) C 61) D 62) B 63) A 64) A 65) C 66) C 67) A 68) E 69) C 70) B 71) E 72) B 73) C 74) B 75) B 76) C 77) C 78) E 79) B 80) A 81) C 82) C 83) E 84) C 85) A 86) D Version 1

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87) C 88) B 89) B 90) D 91) A 92) C 93) D 94) A 95) B 96) E 97) A 98) E 99) E 100) E 101) E 102) Positive organizational behavior involves the study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today’s workplace. Identifying and applying the many positive attributes of individuals, groups, and organizations is yet another and especially powerful way of increasing your effectiveness, especially in the business environment. In a recent study published in the Harvard Business Review, employees who flourish—a key component of POB shown in Figure 7.2—reported 16 percent higher overall performance, 125 percent less burnout, 32 percent more commitment to their employers, 46 percent more job satisfaction, and they miss less work. Positive OB emphasizes positive emotion, mindfulness, psychological capital, organizational culture and climate to foster flourishing and performance across all three levels of OB.

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103) Positive organizational behavior is expected to elevate positive outcomes across the individual, group/team, and organizational levels.

Positive organizational behavior operates via three principle effects: amplifying, buffering, and positivity. In the amplifying effect, positive practices have an amplifying or escalating effect on positive outcomes because of their association with positive emotions and social capital. In the buffering effect, positive practices buffer or reduce the impact of negative events and stressors. The positivity effect is the attraction of all living systems toward positive energy and away from negative energy, or toward that which is life-giving and away from that which is lifedepleting. These combined generate positive outcomes.

104) Positive OB provides you with additional useful insights beyond job satisfaction and other attitudes that predict performance. Instituting practices such as decision-making discretion, sharing information, minimizing incivility, and providing feedback can contribute to a positive work environment. See Table 7.1 for examples.

105) Besides reading books, articles, and exploring helpful apps, two approaches in this chapter were discussed: breathing meditation and walking meditation. Research shows that practicing short meditative techniques reduces stress and negative emotions and increases emotional regulation, task performance, and memory.

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106) Identify one recent instance in which you exhibited positive emotions that changed a specific outcome or addressed a problem.Positive emotions are relatively flexible individual differences and are important processes in the Organizing Framework. Positive and negative emotions are not polar opposites. Positive emotions broaden your mindset, open you to consider new, different, if not better alternatives when trying to solve a problem. Positive emotions are resources that fuel individual, group, and organizational flourishing.

Positive emotions help you build social, psychological, and physical resources that support your efforts and effectiveness in all arenas of your life-school, work, and family. Positive emotions also help combat negative emotions. Therefore, positive emotions are processes that influence many of the outcomes in the Organizing Framework. To increase positivity, create high-quality connections, cultivate kindness, develop distractions, and dispute negative self-talk and thoughts.

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107) Positive and negative emotions are not polar opposites. The emotional world is not simply good versus bad. Negative emotions spur you to act in quite narrow or specific ways. Fear may motivate you to flee and anger may motivate you to fight. Positive emotions in contrast tend to broaden your mindset, open you to consider new, different, if not better alternatives when trying to solve a problem. Negative emotions are limiting and positive emotions are resources that fuel individual, group, and organizational flourishing. Positive emotions help you build social, psychological, and physical resources that support your efforts and effectiveness in all arenas of your life-school, work, and family.

Positive emotions help combat negative emotions. Therefore, positive emotions are processes that influence many of the outcomes in the Organizing Framework.Researchers agree that positive and negative experiences are not equivalent. This means that you cannot simply remedy a negative experience with a positive. Instead, to flourish and experience the benefits of POB you must have three, five, or more positive experiences for every negative.

108) Mindfulness is defined as the awareness that emerges through paying attention on purpose, in the present moment, and nonjudgmentally to the unfolding experience moment by moment.

Mindlessness is a state of reduced attention. It is expressed in behavior that is rigid or thoughtless. Four broad benefits of mindfulness are increased physical, mental, and interpersonal effectiveness, more effective communications, more balanced emotions, and personal effectiveness. Recent OB research revealed that mindfulness was significantly related to several outcomes in the Organizing Framework.

Specifically, mindfulness was positively associated with task performance, job satisfaction, and decreased emotional exhaustion.

Students should give an example of both mindfulness and mindlessness.

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109) The American Psychological Association has compiled several scientifically supported mindfulness benefits; less rumination, reduced stress, improved memory, better focus, self-awareness, and greater interpersonal effectiveness and satisfaction.

110) Positive psychological capital is known as PsyCap. The components of PsyCap are hope, efficacy, resilience, and optimism (HERO). Hope is persevering toward goals and, when necessary, redirecting paths to goals in order to succeed. Efficacy is having confidence to take on and put in the necessary effort to succeed at challenging tasks. Resilience is, when beset by problems and adversity, sustaining and bouncing back and even beyond to attain success.

Optimism is making a positive attribution about succeeding now and in the future.

111) If you’re resilient you have the capacity to consistently bounce back from adversity and to sustain yourself when confronted with challenges. Resilience helps you when things go your way and when they don’t; it is your built-in shield and recovery characteristic. Fred Luthans, the father of psychological capital, and his colleagues stated that resilience “is arguably the most important positive resource to navigating a turbulent and stressful workplace.” Resilient people are open to new experience, flexible to changing demands, and emotionally stable when confronted with adversity. Resilience can be improved with support such as coaching or help from others during trying times or experiences.

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112) PsyCap is a form of capital that is valuable to develop. Try putting the following recommendations into practice in order to develop your PsyCap:Hope development: Generate a work-related goal that is important, attainable, yet challenging; create multiple plans for attaining the goal; share these with others to get their feedback and recommendations.Efficacy development: Break your larger goal into smaller subgoals; create plans for achieving subgoals and share them with others.Resilience development: Make a list of your talents, skills, and social networks; specify how these can be used to help you achieve your goal; identify potential obstacles and determine how to avoid or reduce their impact.Optimism development: Identify obstacles and negative expectations; check to see if they are valid, and then have others challenge your assumptions.

113) Organizational climate is defined as employees’ perceptions of formal and informal organizational policies, practices, procedures, and routines. Three global values are essential for promoting positive OB: (1) Restorative justice reflects a shared belief in the importance of resolving conflict multilaterally through the inclusion of victims, offenders, and all other stakeholders; (2) Compassion is a shared value that drives people to help others who are suffering; (3) Temperance is a shared belief in showing restraint and control when faced with temptation and provocation; it promotes self-control, humility and prudence.

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114) Virtuousness represents what individuals and organizations aspire to be when they are at their very best. The focus of virtuous leadership is to help individuals, groups, and organizations to elevate, enrich, and flourish. Four components of virtuous leadership frequently discussed in OB research are the “greater good,” trust, integrity, and forgiveness. See Figure 7.3.Virtuous leaders are more focused on the “greater good” than on self-interest. They tend to promote trust by making sure that their words match their actions. Integrity, which reflects living a life guided by morals and honesty, is surely going to foster positive OB. The final component of virtuous leadership, forgiveness, is defined as the capacity to foster collective abandonment of justified resentment, bitterness, and blame, and instead, it is the adoption of positive, forward-looking approaches in response to harm or damage.Several studies done at the organizational level of analysis demonstrated that virtuous leadership was related to outcomes like financial performance, customer satisfaction, positive organizational climate, and subjective measures of organizational effectiveness over periods of one to two years later. In contrast, a lack of virtuous leadership negatively affects individuals and organizations alike.

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115) Well-being is the combined impact of five elements: positive emotions, engagement, relationships, meaning, and achievement (PERMA).Flourishing represents the extent to which our lives contain PERMA.Positive emotions broaden your perspective about how to overcome challenges in your life. Positive emotions also build on themselves. Engagement reflects the extent to which you are physically, cognitively, and emotionally involved with an activity, task, or project.

Being engaged in something has been referred to as being in the “zone” or in a state of “flow.” Positive relationships are a strong contributor to our well-being. They buffer us from stressors and provide resources that enable us to more effectively get things done. Positive relationships fuel the giving and receiving of social support. Meaningfulness is defined as belonging to and serving something that you believe is bigger than the self. Achievement pertains to the extent to which you have a selfdirected “achieving life.” In other words, we flourish when we pursue achievement for its own sake. Doing so fosters feelings of mastery, which in turn enhances our self-esteem and self-efficacy.Students will give examples from their own lives of the five components.

116) Positive relationships fuel the giving and receiving of social support. Social support is the amount of perceived helpfulness derived from social relationships. One receives four types of social support from others. Esteem support is providing information that a person is accepted and respected despite any problems or inadequacies. Informational support is providing help in defining, understanding, and coping with problems. Social companionship is spending time with others in leisure and recreational activities. Instrumental support is providing financial aid, material resources, or needed services. Students should give an example of each from their own lives.

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117) Step 1: Define the problem.In this case, the primary problem appears to be the individual issues of work attitudes and task performance. These will doubtless impact customer satisfaction as well as sales (and thereby, the company’s financial performance).Step 2: Identify causes of the problem.There appears to be a lack of communication at both the management and employee levels. In addition, employees do not feel invested in the target goals.Step 3: Make your recommendations for solving the problem.The most feasible response is to resolve the problem. Bring employees into the process of goal creation and attainment.

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CHAPTER 8 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) Groups share norms and have goals. ⊚ ⊚

true false

2) A work group member can have both a task role as well as a maintenance role at the same time. ⊚ ⊚

true false

3) The members of the management faculty in the business school go out at the end of the semester to a local restaurant for dinner and socializing. They are both a formal and informal group. ⊚ ⊚

4)

It is clear from research that personal friendship helps organizational productivity. ⊚ ⊚

5)

true false

A norm is a set of expected behaviors for a particular position. ⊚ ⊚

6)

true false

true false

The last stage of group development is performing. ⊚ ⊚

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true false

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7)

Norms only emerge on their own in group situations; they are not consciously formed. ⊚ ⊚

8)

Teams are a cornerstone of work life in today’s organizations. ⊚ ⊚

9)

true false

true false

In a true team, leadership must be shared. ⊚ ⊚

true false

10) All work groups progress through the stages of group development to become effective teams. ⊚ ⊚

true false

11) Research has clearly indicated that self-managed teams perform better than traditional work groups. ⊚ ⊚

12)

One effective use of virtual teams is in brainstorming ideas or solutions to problems. ⊚ ⊚

13)

true false

true false

The lack of face-to-face contact actually helps virtual teams to establish strong cohesion. ⊚ ⊚

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true false

2

14) Trusting employees provide tremendous benefits to their employers including guarding against job stress. ⊚ ⊚

true false

15) Organizations with the most effective teams typically use hybrid rewards that reward and recognize both individual and team performance. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

16) ________ are powerful forms of social control that influence group and member behavior.

A) B) C) D) E)

Group and team cohesiveness Common identities Outcomes Group roles and norms Cross-functional rules

17) ________ groups are assigned by organizations or managers, while ________ groups form when the members’ purpose of getting together is friendship or a common interest.

A) B) C) D) E)

18)

Organizational; individual Departmental; divisional Formal; informal Focus; interest Task; maintenance

Which of the following is an organizational function of a group?

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A) B) C) D) E)

19)

fulfill the need for affiliation reduce anxieties build self-esteem coordinate interdepartmental efforts provide an opportunity to test perceptions of social reality

Which of the following is an individual function of a group?

A) B) C) D) E)

coordinate interdepartmental efforts satisfy the person’s need for affiliation implement complex decisions socialize newcomers accomplish complex, interdependent tasks

20) Individual issues such as “What’s my role here?” and group issues such as “Why are we fighting over who is in charge and who does what?” are part of which stage of group development?

A) B) C) D) E)

Forming Storming Norming Performing Adjourning

21) Groups transform individuals into functioning organizational members communicating and enforcing ________ expectations.

A) B) C) D) E)

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role identity formal behavioral competency

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22) During which stage of the five-stage development process does research show that conflict among group members is actually beneficial?

A) B) C) D) E)

23)

Forming Storming Norming Performing Adjourning

Which of the following statements about groups is not true?

A) People who do not conform to group roles are given high status by the group.

B) People often play multiple roles in their lives.

C) Both task and maintenance roles are important to group effectiveness.

D) Leaders can help groups function effectively by stepping in to perform roles the group has not undertaken on its own.

E) Individuals frequently play more than one role in a group.

24)

A person who clarifies key issues for a group has taken on the role of A) B) C) D) E)

evaluator. initiator. information seeker/giver. elaborator. orienter.

25) Masami is a member of a group that raises money for a homeless shelter. She feels that the group spends too much time arguing the merits of different fundraisers and needs to make a decision. She calls for a vote at today’s meeting. Masami has taken on the role of

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A) B) C) D) E)

26)

Which of the following is not a task role?

A) B) C) D) E)

27)

follower gatekeeper commentator harmonizer compromiser

During the forming stage, team effectiveness is low and independence is A) B) C) D) E)

29)

encourager energizer recorder elaborator information seeker/giver

Belinda takes on the role of ________; she tends to mediate conflict through humor.

A) B) C) D) E)

28)

energizer. evaluator. elaborator. initiator. recorder.

at equilibrium. stabilized. average. high. low.

Which of the following is not a group maintenance role?

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A) B) C) D) E)

someone who clarifies pertinent values someone who mediates conflict through reconciliation or humor someone who serves as a passive audience someone who evaluates the quality of group processes someone who helps resolve conflict by meeting others halfway

30) The team is generating a lot of ideas on how to approach the management case study problem. Everyone seems to have a plan. Joe stands up and says, “I will make a list on the board of all of our ideas.” Joe is acting as a(n) A) B) C) D) E)

31)

orienter. energizer. elaborator. coordinator. recorder.

The ________ keeps the group headed toward its stated goals.

A) B) C) D) E)

evaluator orienter compromiser encourager coordinator

32) Sheila is a member of the community service group of her sorority. Traditionally, they pick a charity and run one fundraiser. Sheila suggests a new approach. In addition to the charity work, she wants to establish a new goal—that the members mentor inner-city children. Sheila is acting as

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A) B) C) D) E)

energizer. coordinator. procedural technician. information seeker. initiator.

33) Lack of interpersonal and face-to-face interactions make building trust relationships difficult. What type of challenge is this for a virtual team?

A) B) C) D) E)

34)

relationships communication decision making leadership diversity

A person in the ________ role will encourage all group members to participate.

A) B) C) D) E)

compromiser gatekeeper commentator encourager harmonizer

35) A commentator will record and comment on group processes/dynamics, while a(n) ________ will evaluate the quality of group processes.

A) B) C) D) E)

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36)

Which three roles are especially important to groups?

A) B) C) D) E)

energizer, harmonizer, gatekeeper initiator, orienter, energizer coordinator, procedural technician, gatekeeper compromiser, commentator, evaluator opinion seeker/giver, standard setter, initiator

37) Marion is frustrated with her OB project group. She frequently asks: “What’s the problem with our group? We don’t seem to be getting anywhere.” This is a(n) ________ function.

A) B) C) D) E)

38)

peripheral informal task maintenance formal

Which of the following statements about norms is not true?

A) Norms are shared phenomena and may apply to the group, team, or organizational

level.

B) C) D) E)

Norms are typically written down and discussed openly by groups.

Norms clarify behavioral expectations.

Norms help group members avoid being embarrassed.

Norms clarify central values and unique identity of a group.

39) Group members tend to be uncertain and anxious about such unknowns as their roles, the people in charge, and the group’s goals during the ________ stage.

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A) B) C) D) E)

forming storming norming performing conforming

40) What is the group development process called where groups establish periods of stable functioning until an event causes a dramatic change in norms, roles and/or objectives?

A) B) C) D) E)

punctuated equilibrium adjournment stage performance equilibrium disruptor stage innovation event

41) Syndey takes over as CEO of Sandstorm Jeans, a company on the verge of bankruptcy.

She institutes radical changes and eliminates 35 percent of the positions. Even after this, the remaining employees resist her ideas. This represent the ________ stage; it is a time of testing.

A) B) C) D) E)

norming conforming forming performing storming

42) Rich is part of a newly formed work group. He has been introduced to all the group members, but he still feels like he cannot trust them. The group has not yet chosen a leader, and Rich feels unsure about his exact role within the group. According to Tuckman’s five-stage model of group development, which of the following stages is Rich’s group currently in?

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A) B) C) D) E)

norming forming storming performing adjourning

43) Which of the following statements is true about Tuckman’s five-stage model of group development?

A) Tuckman’s five-stage model of group development has limited practical application.

B) The five stages are not necessarily of the same duration or intensity.

C) The five stages of group development represent the punctuated equilibrium model.

D) The five stages model establishes periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives.

E) The five-stage model includes forming, storming, elaborating, evaluating and energizing.

44) As a manager, Haley has established a new work group to tackle a particular project. She has introduced all the members to each other and the group has elected a leader. However, lately Haley has noticed that some group members are procrastinating on their duties. Two cliques have formed within the group and they are frequently arguing with and challenging the group leader’s opinions. Which of the following stages of group development process is Haley observing?

A) B) C) D) E)

storming forming performing norming adjourning

45) In which stage of the group development process do group members resolve their power struggles so that something can be accomplished?

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A) B) C) D) E)

forming storming norming conforming performing

46) A feeling of team spirit is sometimes experienced during the ________ stage because members believe they have found their proper roles. Group cohesiveness, defined as the “we feeling” that binds members of a group together, is the principal by-product of Stage 3.

A) B) C) D) E)

forming storming norming conforming performing

47) Wendy has been the team lead for a year-long mentorship development program in her community. The members of the committee worked hard during the process and overcame budget constraints and other conflicts to implement the program to aspiring musicians in the area. She felt fortunate to have a strong team that cooperated and handled disputes and feedback constructively. According to Tuckman’s five-stage model of group development, which of the following stages is Wendy’s group experiencing?

A) B) C) D) E)

performing storming norming adjourning forming

48) The ________ stage is often characterized by a climate of open communication, strong cooperation, and lots of helping behavior. Cohesiveness and personal commitment to group goals help the group achieve more than could any one individual acting alone.

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A) B) C) D) E)

49)

forming storming norming conforming performing

Jerry says ________. He is performing a task role.

A) B) C) D) E)

“What are we trying to accomplish and how fast can we do it?”

“Let’s hear from those who oppose this plan.”

“You two agree more than you realize.”

“Bill, we haven’t heard from you yet. What do you think?”

“Karla, you make a very good point.”

50) As part of a work team in his office, it is Lawrence’s job to make photocopies of relevant materials and hand them out to the team members during meetings. Which of the following task roles is Lawrence performing in his work team?

A) B) C) D) E)

51) role.

coordinator orienter evaluator procedural technician recorder

During a group meeting, Nadia comments, ________. She is performing a maintenance

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A) B) C) D) E)

“What is the real issue here? We don’t seem to be going anywhere.”

“Let’s accept and praise the various points of view.”

“We can do this. We’ve met difficult goals before.”

“Last week we decided to table this agenda item. Are we ready to address it again?”

“A goal of 150 per week sounds reasonable.”

52) ________ is the act of sharing information and coordinating efforts to achieve a collective outcome.

A) B) C) D) E)

Contracting Capacity Composition Charting Collaboration

53) You are on a road cycling team where speed is critical to winning. It’s important to measure ________ performance and give ________ rewards.

A) B) C) D) E)

team; hybrid team; cooperative team; competitive individual; cooperative individual; competitive

54) A ________ is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.

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A) B) C) D) E)

55)

formal group informal group mature group team virtual team

In a study of executives from 300 companies, the most desirable soft skill named was A) B) C) D) E)

interpersonal skills. social skills. managerial skills. teamwork. functional knowledge of business.

56) Harriet is an active member of the large Freshman Orientation board. There are five separate teams on this board, and they all want Harriet as a member because she is good at keeping the team on track. Which of the following behaviors does Harriet exhibit?

A) She helps plan and organize work; monitors progress; and provides constructive feedback.

B) She communicates effectively, listens to teammates, and accepts feedback.

C) She expects the team to succeed and cares that they produce high quality work.

D) She possesses the necessary knowledge, skills, and abilities to contribute meaningfully to the team.

E) She submits complete and accurate work.

57) An audit team in the payroll department, working full-time on audits on site is what type of team?

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A) B) C) D) E)

project cross-functional self-managed work virtual

58) Norman is elected president of the debate club. He is known as a team player. That means that Norman is A) B) C) D) E)

59)

committed, collaborative, and competent. committed, controlled, and collaborative. controlled, capable, and content. committed, capable, and competent. committed, capable, and consistent.

Which of the following does not help guard against social loafing?

A) B) C) D) E)

limit group size ensure accountability undesignated roles build in feedback cultivate cohesion

60) Sean is questioning his team’s effectiveness. He asks himself “Is the group performing less than, equal to, or greater than the sum of its parts?” Once he thinks this through, he recognizes that two people are not contributing at all. Which of the following will not work to combat social loafing?

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A) B) C) D) E)

61)

Use hybrid rewards.

Assure equity of effort among group members.

Increase group size.

Hold both individuals and the group accountable.

Hold individuals accountable.

In a self-managed team

A) management retains the planning, scheduling, and monitoring activities, but allows teams to staff themselves.

B) leadership is centralized.

C) there is no accountability.

D) managers are entirely absent from team processes.

E) leadership responsibilities often shift as members step up.

62) ________ teams are created with members from different disciplines within an organization, such as finance, operations, and R&D. A) B) C) D) E)

High extraversion High introversion Self-managed Virtual Cross-functional

63) Sarah and Bill were recently hired at the local manufacturing plant. Before being hired, they were interviewed by the team members with whom they were going to work. The team contained members from various areas of the manufacturing process. As part of the training process, Sarah and Bill met the other team members a number of times, and learned how to perform several administrative tasks, including scheduling work assignments for the team. Sarah and Bill’s new team is an example of a(n) ________ team.

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A) B) C) D) E)

project advisor virtual self-managed centralized

64) XYZ Inc. brings together specialists from production, marketing, and finance from around the world, and gives each such team the power to make its own decisions. This implies that the firm is creating a(n) ________ team.

A) B) C) D) E)

centralized cross-functional authoritarian dependent parallel

65) Michele is a freelancer who works with a publishing company on an editorial team. She resides in Connecticut, while the company is based in Illinois. Michele attends team meetings via Skype and is in constant email contact. This is an example of a(n) ________ team.

A) B) C) D) E)

66)

Internet intranet virtual cross-functional self-managing

Which of the following is not a benefit of virtual teams?

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A) B) C) D) E)

easier to establish team cohesion reduced real estate costs reduced work–life conflicts for employees improved brainstorming ability to share knowledge of diverse markets

67) ________ is a reciprocal belief that another person will consider how their intentions and behaviors will affect you.

A) B) C) D) E)

Justice Ethics Trust Integrity Compassion

68) Linda wants to leave her company. No one ever seems to do what they say they will do.

In addition, her manager’s expectations seem to change from one day to the next. Linda is missing A) B) C) D) E)

69)

contractual trust. trust of disclosure. trust of capability. trust of expertise. trust of justice.

Communication trust is A) B) C) D) E)

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trust of character. trust of disclosure. trust of capability. trust of expertise. trust of justice.

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70) ________ trust addresses the question: “How effectively do people meet or perform their responsibilities and acknowledge other people’s skills and abilities?”

A) B) C) D) E)

Character Contractual Disclosure Competence Expertise

71) Pietro is assigned to a team in his environmental science class. He is not comfortable with Sam, the team leader, but is not completely sure why. Which of the following behaviors would not build trust?

A) B) C) D) E)

72)

if Sam demonstrates professionalism if Sam keeps information to himself if Sam is available and approachable if Sam gives credit and recognition to team members if Sam acts consistently

Which of the following is not a characteristic of high-performing teams?

A) B) C) D) E)

focusing on group dynamics shared responsibility having a common purpose open, honest communication rapid response

73) Team member characteristics should ________ the responsibilities of the team if the team is to be effective.

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A) B) C) D) E)

74)

describe impede reward fit strategize

A(n) ________ helps guide behavior as well as avoid and overcome conflict.

A) B) C) D) E)

strategic plan agenda charter contract norm

75) ________ are deliberate plans that outline exactly what the team is to do, such as goal setting and defining roles.

A) B) C) D) E)

Charters Team performance strategies Team adaptations Strategic plans Agendas

76) Recent research shows that in the forming and storming stages of team development, teams perform better when members exhibit which of the following personality traits?

A) B) C) D) E)

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low level of openness high tolerance for uncertainty high level of extraversion low tolerance for uncertainty low level of agreeableness

21

77) Teams with high levels of ________ and ________ deal with task conflict better than those without these characteristics.

A) B) C) D) E)

extraversion; need for power need for power; agreeableness openness; emotional stability need for affiliation; openness need for achievement; extraversion

78) Reilly is the team lead for a project that is developing a new cell phone application. At the very first meeting, a list of roles and responsibilities for each of the 12 team members has been outlined. The list also identifies individual and team accountability roles. This is an example of which factor to foster collaboration?

A) B) C) D) E)

rewards managerial assessment communicate expectations peer assessment team performance

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

79) It’s becoming increasingly common for former employees to join informal groups (also called comeback colleagues, boomerang employees, or alumni). When treated well, former employees can be extremely valuable, providing quality job candidate referrals, partnering opportunities, and rehires. Why would this be classified as an informal group? Can you provide some examples of companies that are doing this and the benefits that are a result of these informal groups? Would you personally consider being part of a group if you left your current employer or would you hire someone that is part of an informal group at another corporation?

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80) Identify a group of which you are a member. It can be a work group, a class project team, a social organization, etc. Now answer the following questions:1. What stage of development is that group in today?

2. What are the individual and group issues facing the group during this stage of development?

3. How can these issues be addressed?

81) Identify the organizational and individual functions of formal groups in organizations.

Think of a formal group that you belong to. Describe how being a member fulfills two organizational functions and two individual functions. Use specific examples.

82) Pablo has decided to start a soccer team at his school. He has been playing soccer for many years and is looking forward to being part of a team again. Once sign-ups are completed, he calls a team meeting. Pablo is not very forceful or outspoken, and nothing is accomplished at the meeting. Everyone just sits around and chats with each other. What problem does this signify and how can it be overcome?

83) Identify at least four group task roles, and describe the function each serves in a group.

Provide an example of each from your own experience.

84) Identify at least four group maintenance roles, and describe the function each serves in a group. Provide one example of each from your own experience.

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85) ONLINEX is a large technology company, on its way to competing with Yahoo and AOL. ONLINEX acknowledges that its success is primarily due to the performance of its project teams. Unfortunately, project team members have increasingly missed project due dates and customers have complained about the company’s products and services.

86) Describe the group development process, listing the stages in order and discussing what goes on in each. Now, think of a team to which you belonged that did not function effectively.

Where in the development process did things break down? What happened? How could it have been fixed?

87) What are the differences between “groups” and “teams”? Can you think of a situation in which a group serves a purpose without becoming a team?

88) Consider yourself the head coach of a high school basketball team. One of the goals is to make it to the district playoffs this year and you need to motivate this moderately interdependent team. Give recommendations for improving the coordination and motivation of the team both individually and for team performance. How do you reward collaboration and teamwork?

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89) The AnswerU group is a team of customer service advisors within the marketing department at Debarque that supports baby food products. The team, made up of parents and health care professionals, had recently undergone considerable changes. The coming year will bring more challenges as new, procedures, product launches, and training plans are put in place.

90) Wang joins MicroTech, a small startup technology company. His mission is to set up effective project teams quickly. What steps can Wang take to accelerate the development of these teams? Why is each step important?

91) Elias works for Joe’s Landscaping Service. Joe promises that he will get employees new mowers this season; the old ones are always breaking down. Joe takes his family on a crosscountry vacation while his home is being renovated. When Elias asks about the mowers, Joe says the company doesn’t have enough money this season.Elias no longer trusts Joe. What type of trust has Joe violated? What are the implications for Elias’s relationship with Joe?

92) How can a manager rebuild trust, once it is lost? Can you think of a time when you lost trust in someone? How was it rebuilt?

93) Discuss the 3 Cs of effective teams. How do these relate to the 3 Cs of effective team players?

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Answer Key Test name: Chap 08_3e 1) TRUE 2) TRUE 3) TRUE 4) FALSE 5) FALSE 6) FALSE 7) FALSE 8) TRUE 9) TRUE 10) FALSE 11) FALSE 12) TRUE 13) FALSE 14) TRUE 15) TRUE 16) D 17) C 18) D 19) B 20) B 21) A 22) A 23) A 24) C 25) A 26) A Version 1

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27) D 28) D 29) A 30) D 31) B 32) E 33) A 34) B 35) E 36) B 37) C 38) B 39) A 40) A 41) E 42) B 43) B 44) A 45) C 46) C 47) A 48) E 49) A 50) D 51) B 52) E 53) E 54) D 55) D 56) A Version 1

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57) D 58) A 59) C 60) C 61) E 62) E 63) D 64) B 65) C 66) A 67) C 68) A 69) B 70) D 71) B 72) A 73) D 74) C 75) B 76) B 77) C 78) C 79) This is considered an informal group because the members are not assigned and the purpose of getting together is a common interest.

Company examples provided in the text include Sodexo and Deloitte.

What others can students come up with?

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80) The five stages are:Stage 1: FormingDuring the ice-breaking forming stage, group members tend to be uncertain and anxious about such unknowns as their roles, the people in charge, and the group’s goals. Mutual trust is low, and there is a good deal of holding back to see who takes charge and how.Some research shows that conflict among group members is actually beneficial during this stage. For instance, early conflict in product development teams can boost creativity.

However, the results can also be quite different. For example, in the lifeand-death situations sometimes faced by surgical teams and airline cockpit crews, the uncertainty inherent in the early stages of development (forming and storming) can be dangerous.Stage 2: StormingThe storming stage is a time of testing. Individuals test the leader’s policies and assumptions as they try to decide how they fit into the power structure. Subgroups may form and resist the current direction of a leader or another subgroup. In fact, some management experts say the reason many new CEOs don’t survive is that they never get beyond the storming stage. Many groups stall in Stage 2 because of the way the use of power and politics can erupt into open rebellion.Stage 3: NormingGroups that make it through Stage 2 generally do so because a respected member, other than the leader, challenges the group to resolve its power struggles so work can be accomplished. Questions about authority and power are best resolved through unemotional, matter-offact group discussion. A feeling of team spirit is sometimes experienced during this stage because members believe they have found their proper roles. Group cohesiveness, defined as the “we feeling” that binds members of a group together, is the principal by-product of Stage 3.Stage 4: PerformingActivity during this vital stage is focused on solving task problems, as contributors get their work done without hampering others. This stage is often characterized by a climate of open communication, strong cooperation, and lots of helping behavior.

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Conflicts and job boundary disputes are handled constructively and efficiently. Cohesiveness and personal commitment to group goals help the group achieve more than could any one individual acting alone.Stage 5: AdjourningThe group’s work is done; it is time to move on to other things. The return to independence can be eased by rituals such as parties and award ceremonies celebrating the end and new beginnings.

During the adjourning stage, leaders need to emphasize valuable lessons learned.

81) According to Table 8.1, Formal Groups Fulfill Organizational and Individual Functions, the organizational functions of formal groups in organizations are:1. Accomplish complex, interdependent tasks that are beyond the capabilities of individuals.

2. Generate new or creative ideas and solutions.

3. Coordinate interdepartmental efforts.

4. Provide a problem-solving mechanism for complex problems requiring varied information and assessments.

5. Implement complex decisions.

6. Socialize and train newcomers.The individual functions of formal groups in organizations are:1. Satisfy the individual’s need for affiliation.

2. Develop, enhance, and confirm the individual’s self-esteem and sense of identity.

3. Give individuals an opportunity to test and share their perceptions of social reality.

4. Reduce the individual’s anxieties and feeling of insecurity and powerlessness.

5. Provide a problem-solving mechanism for personal interpersonal problems.

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82) First, you need to establish rapport.• Take time for all members to introduce themselves, including name, background, specific strengths.

• Develop a shared understanding of the task by brainstorming.

• Ensure each member has an opportunity to speak and make suggestions.

• Develop an agenda and a timeline.

• Nominate someone to act as the manager or leader, either for that team meeting or for the term of the project.

• Exchange names and contact details, including email addresses and phone numbers.

• Decide on jobs or sub-tasks for each member.This can result in a version of a team charter that detail members’ mutual expectations about how the team will operate, allocate resources, resolve conflict, and meet its commitments. This process may include identifying member strengths, setting goals, agreeing on processes for communication and decision making, and deciding how to measure and use contributions from members.

Team charters help guide behavior as well as avoid and overcome conflict.

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83) Task roles enable the work group to define, clarify, and pursue a common purpose. In short, task roles keep the group on track.• An initiator suggests new goals or ideas.

• The information seeker/giver clarifies key issues.

• An opinion seeker/giver clarifies pertinent values.

• The elaborator promotes greater understanding through examples or exploration of implication.

• The coordinator pulls together ideas and suggestions.

• An orienter keeps the group headed toward its stated goals(s).

• The evaluator role tests the group’s accomplishments with various criteria such as logic and practicality.

• The energizer prods the group to move along or to accomplish more.

• A procedural technician performs routine duties (e.g., handing out materials or rearranging seats).

• The recorder performs a “group memory” function by documenting discussion and outcomes.

84) Maintenance roles foster supportive and constructive interpersonal relationships. In short, maintenance roles keep the group together.• The encourager fosters group solidarity by accepting and praising various points of view.

• The harmonizer mediates conflict through reconciliation or humor.

• A compromiser helps resolve conflict by meeting others “halfway.”

• Gatekeepers encourage all group members to participate.

• The standard setter evaluates the quality of group processes.

• Commentators record and comment on group processes/dynamics.

• A follower serves as a passive audience.

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85) Sallie Masterson, the vice president of human resources, is investigating the use of teams within the company. The CEO is very concerned and has asked Sallie to develop a plan to improve the performance of the company’s teams.Most teams are cross-functional and are composed of vary diverse employees with different values and needs. Many employees also work virtually. Some employees want to work at the company due to its promotional opportunities while others desire the novelty and autonomy associated with work tasks. Once employees are hired, they experience a short orientation that focuses on human resource policies and procedures and the company’s mentoring program. There is no formal training regarding group/team dynamics.Most teams rely on work product produced by other teams.

This makes the teams interdependent and prone to conflict. Teams do not have shared goals and team leaders often report to different managers, making collaboration and cooperation a bit more difficult to achieve. The company tries to hire people who have teaming skills and a learning goal orientation.The company’s CEO recently held a town-hall meeting to discuss industry competition and to extol the need for more effective teamwork in order to remain competitive. Some employees left the meeting feeling good about the CEO and the company’s vision whereas others were more cynical. These latter employees complained about the lack of team-based rewards and poor hiring. More senior employees find some of the newly hired Millennials to be offensive and ill-prepared to work within the company culture.Sallie is staying late at work trying to come up with a plan of attack. Should she conduct an employee survey, hold town-hall meetings or focus groups, talk to customers, or implement team training?Use the 3-Step Problem-Solving Approach and the Organizing Framework to address this situation.To address this situation, you need to:Step 1: Define the problem.Remember that a problem is a gap between a desired and Version 1

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current state. For example, what does ONLINEX want to do with their teams? How will this impact task performance and customer satisfaction?Step 2: Identify causes of the problem.Why is each of these a cause? Focus on group/team dynamics.Step 3: Make your recommendations for solving the problem.Consider whether you want to resolve it, solve it, or dissolve it. Which recommendation is desirable and feasible?

86) Groups and teams go through a maturation process. Bruce Tuckman formulated the most popular group development process with five stages-forming, storming, norming, performing, and adjourning.• Stage 1: Forming. During this ice-breaking stage, group members tend to be uncertain and anxious about such things as their roles, the people in charge, and the group’s goals.• Stage 2: Storming is a time of testing.

Individuals test the leader’s policies and assumptions as they try to determine how they fit into the power structure. Subgroups take shape, and subtle forms of rebellion, such as procrastination, occur.• Stage 3: Norming. The group resolves its power struggles. A feeling of team spirit is sometimes experienced during this stage because members believe they have found their proper roles. Group cohesiveness, defined as the “we feeling” that binds members of a group together is the principal by-product of Stage 3.• Stage 4: Performing. Activity during this vital stage is focused on solving task problems. This stage is often characterized by a climate of open communication, strong cooperation, and lots of helping behavior.• Stage 5: Adjourning. The work is done; it is time to move on to other things. The return to independence can be eased by rituals celebrating “the end” and “new beginnings.”Understanding this process will enable you to more effectively manage individual- and group-level outcomes in the Integrative Framework, and perform more successfully in work and school groups.

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87) A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. A group becomes a team when the following criteria are met: (1) Leadership becomes a shared activity. (2) Accountability shifts from strictly individual to both individual and collective. (3) The group develops its own purpose or mission. (4) Problem solving becomes a way of life, not a part-time activity. (5) Effectiveness is measured by the group’s collective outcomes and products. Teams are groups that have matured to the performing stage.

88) In order to have effective collaboration it is important to communicate expectations, set team goals (SMART goals), encourage creativity, build work flow rhythm, and leverage team member strengths. Table 8.7 also gives recommendations for a basketball team that requires accuracy over speed.

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89) It is important that the team gets help to deal with these changes in a positive way and is encouraged to become a more of a self-managing team. Describe what team building is and how it can help the AnswerU group.

Team building is a catchall term for a host of techniques aimed at improving the internal functioning of work groups. Team building workshops strive for greater cooperation, better communication, and less dysfunctional conflict. Team builders prefer active versus passive learning. Three fundamental elements are recommended: clear objectives, validation, and performance information.You want to make sure that participants understand their roles and that of their teammates.

The emphasis would be to ensure that teamwork and communication improve.To become a self-managed team, employees should develop administrative oversight over their work domains. Administrative oversight consists of activities such as planning, scheduling, monitoring, and staffing. These are normally performed by managers, but in selfmanaged teams employees act as their own supervisors. Self-managed teams have a defined purpose and their duration can vary, along with the level of member commitment.

90) Six actions can help accelerate the development of a team:1. Break the ice.

2. Don’t reinvent the wheel.

3. Communicate a purpose and a plan.

4. Play to strengths.

5. Clarify decision making.

6. Information is essential—make it flow.

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91) Trust is a reciprocal belief that another person will consider how his or her intentions and behaviors will affect the other. Contractual trust is trust of character.Managers can build trust by following these behaviors: communication, support, respect, fairness, predictability, and competence.

92) Figure 8.6 describes a popular approach to trust repair. The Reina Seven-Step Model for Rebuilding Trust includes these steps:1.

Acknowledge what caused trust to be compromised.

2. Allow feelings and emotions to be discussed, constructively.

3. Get and give support to others in the process.

4. Reframe the experience and shift from being a victim to taking a look at options and choices.

5. Take responsibility. Ask, “What did I do or not do that caused this to happen?”

6. Forgive yourself and others.

7. Let go and move on.

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93) The 3 Cs of effective teams are charters and strategies, composition, and capacity. Team charters describe how the team will operate, such as processes for sharing information and decision making (teamwork).

Teams should also create and implement team performance strategies, which are deliberate plans that outline what exactly the team is to do, such as goal setting and defining particular member roles, tasks, and responsibilities. Team composition is a term that describes the collection of jobs, personalities, knowledge, skills, abilities, and experience of team members. Teams perform better when members have a high tolerance for uncertainty. Teams with members who possess high levels of openness or emotional stability deal with task conflict better than those without these composition characteristics. Team adaptive capacity (i.e., adaptability) is important to meet changing demands and to effectively transition members in and out.The 3 Cs of effective team players are committed, collaborative and competent. These are the bare minimum to be considered a team player. Effective team players don’t just feel the 3 Cs—they display them.

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CHAPTER 9 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) Research suggests that the use of gestures can help in the process of learning and comprehension in both adults and children. ⊚ ⊚

2)

true false

All communication involves a sender, message, and receiver. ⊚ ⊚

true false

3) Choosing an appropriate medium for communication depends only on the message’s intended purpose and the type of audience. ⊚ ⊚

true false

4) Anything that interferes with the transmission and understanding of a message is known as feedback. ⊚ ⊚

true false

5) Cross-cultural differences and nonverbal communication both can be sources of noise between senders and receivers. ⊚ ⊚

true false

6) Men view communication as a network of connections in which conversations are negotiations for closeness. ⊚ ⊚

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true false

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7)

The four factors of media richness include feedback, channel, type, and language source. ⊚ ⊚

true false

8) Language source ranges from natural body language and speech to numbers contained in a financial statement. ⊚ ⊚

true false

9) Communication competence is a performance-based index of an individual’s abilities to effectively use communication behaviors in a given context. ⊚ ⊚

true false

10) Listening effectiveness is positively associated with customer satisfaction but negatively related to employee job satisfaction. ⊚ ⊚

11)

“Your assignments are always late” is an example of good feedback. ⊚ ⊚

12)

true false

true false

Linguistic intelligence refers to a person’s characteristic speaking pattern. ⊚ ⊚

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true false

2

13) Recent research has shown that employees’ use of social media is related to increased job satisfaction, performance, and retention. ⊚ ⊚

true false

14) Crowdsourcing occurs when companies invite other employees to contribute to particular goals and manage that process via the Internet. ⊚ ⊚

true false

15) When giving a presentation, reading from a script is not an effective way to plan your delivery. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

16) Alicia is meeting with her study group. She is listening to the group, but is also worried about her dad who is scheduled for surgery tomorrow. She hasn’t asked as many questions or provided much information as she usually does. Alicia will focus on the conversation for a while, but then sits back and stares ahead. This is an example of a(n) ________ listener.

A) B) C) D) E)

17)

active involved passive detached empathetic

The perceptual model of communication depicts communication as a process in which

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A) B) C) D) E)

18)

communication is 100 percent accurate. communication needs are minimized. receivers create meaning in their own minds. there is no need to encode or decode messages. feedback is not important.

The ways in which women communicate differently from men include all except A) B) C) D) E)

share credit for success. ask questions for clarification. boast about themselves. more likely to add qualifiers. downplay compliments.

19) ________ is a circular and dynamic process in which people interpret and make sense of the information they exchange.

A) B) C) D) E)

Communication Presentation Listening Feedback Messaging

20) ________ is the process of translating thoughts into a code or language that can be understood by others.

A) B) C) D) E)

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Choosing a medium Analyzing media richness Decoding Encoding Giving feedback

4

21) Harry is thinking about meeting Connie. He writes a text message to Connie, inviting her for a drink at the local bar. This is an example of A) B) C) D) E)

22)

decoding. feedback. noise. encoding. miscommunication.

________ is one advantage of having a face-to-face conversation.

A) B) C) D) E)

Immediate feedback Speed of communication Additional noise A written record Creating an impersonal, formal mood

23) Sharon has to train several new freelancers on a fairly simple computer system used by XYZ Company. The freelancers are located in different states. Which of the following mediums best serves her purpose?

A) B) C) D) E)

one-on-one phone calls text messages emails face-to-face meetings webinars

24) Assuming, based on somebody’s gender or age, that he or she only likes one mode of communication is considered

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A) B) C) D) E)

25)

gender bias. encoding aspect. implicit bias. communication norm. communication expectation.

When a receiver expresses a reaction to the sender’s message, he or she is A) B) C) D) E)

decoding. encoding. providing feedback. providing noise. understanding.

26) Doctor Bradley left a voicemail for his patient to go over the test results of his recent blood work. He asked his patient to promptly call him back. The patient receiving the voicemail interprets the message as urgent and his interpretation of the message is an example of A) B) C) D) E)

noise. feedback. encoding. decoding. jargon.

27) Amy receives a note from Carrie, asking her to pick up some materials for a project from Staples. Amy does the shopping, but misses a few items because she can’t decipher Carrie’s writing. This is an example of

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A) B) C) D) E)

feedback. decoding. encoding. noise. media richness.

28) There has been some confusion with the new lifeguard safety policy at the Shannondale Recreation Center. The director of personnel, Jerod, is deciding how to communicate to the lifeguards the new policy so that they are in compliance for an upcoming health department visit.

Jerod’s thoughts are an example of A) B) C) D) E)

feedback. decoding. encoding. noise. media richness.

29) Marianna is in her business statistics class, sitting by Darren. Darren is holding his cell phone under the desk, texting someone, and it is distracting Marianna from listening to the professor’s lecture. This is an example of A) B) C) D) E)

30)

feedback error. encoding error. decoding error. noise. failure of cross-cultural communication.

In the zone of effective communication, all of the following are included except

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A) B) C) D) E)

newsletters. texts. voicemail noise video conference

31) Neil is attending a job fair. He knows that there is a lot of competition for these positions and wants to stand out. Neil practices his greeting and “elevator” pitch in front of a mirror. He brings copies of his résumé and business cards. On each card, he notes his blog site address. On the blog, he has comments on several recent articles about new technologies in this field. Neil is maximizing A) B) C) D) E)

32)

Which of the following is not a factor in media richness?

A) B) C) D) E)

33)

media richness. media noise. media expense. media exposure. media competence.

how fast it provides feedback how many visual and audio cues it provides whether the communication is personal or impersonal language source whether a medium involves electronic methods

________ is the richest form of communication.

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A) B) C) D) E)

Email Twitter Phone conversations Face-to-face exchanges Newsletters

34) Cyrus accepts a position as a part-time clerk at a small hardware store. His manager, Max, wants to confirm Cyrus’s hours for the next 10 days. This is a fairly routine and predictable situation, so Max A) B) C) D) E)

emails a follow-up to Cyrus. asks his lawyer to contact Cyrus. schedules a meeting with Cyrus. videoconferences with Cyrus. mails a handwritten note to Cyrus.

35) Sharon is the Director of Human Resources at a company that is undergoing a merger with another organization. As a result of the merger, a portion of the combined workforce will be laid off. Sharon understands that even with a lucrative severance package, the news will adversely affect the lives of these employees. Therefore, she wants to break the news to them in a sensitive manner so as to maintain the company’s image. Which of the following is the most appropriate communication medium to use in this situation?

A) B) C) D) E)

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face-to-face conversation voice mail personal email memo letter

9

36) As HR Director at a large manufacturing firm, it is Henry’s responsibility to ensure that employees are properly compensated according to a biweekly time schedule. Many of Henry’s employees chose to have their pay checks automatically deposited into their designated bank accounts. However, it is still necessary to inform these workers that their pay has been properly deposited. Which of the following communication media should Henry choose to convey this information?

A) B) C) D) E)

37)

video conference telephone conversation face-to-face conversation email interactive medium

Communication competence is

A) B) C) context.

D) E)

the ability of a person to choose the right medium. sensitivity to media richness. an individual’s ability to effectively use communication behaviors in a given an individual’s ability to listen actively. an individual’s ability to interpret nonverbal communication.

38) Jennie and Lacey are having an argument. As Lacey speaks, Jennie crosses her arms and looks at the ground. Lacey gets the message even though Jennie isn’t saying anything. Jennie is using ________ in the conversation with Lacey.

A) B) C) D) E)

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passive feedback unspoken noise nonverbal communication coaching reinforcement

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39) Raj is listening to his parents, who are unhappy about his grades. He is sitting in the chair, with his legs crossed and arms folded. Raj is communicating A) B) C) D) E)

40)

defensiveness. immediacy. liking. happiness. boredom.

Why do we miss or lose so much of what we hear?

A) B) C) D) E)

Our cognitive capacity to process words is a higher rate than what people speak.

We already think we are good listeners.

We prefer to visualize things.

We enjoy distractions too much.

Our perception of listening has been altered.

41) Dylan and Jack are playing a game of chess. Jack wins, and then he touches Dylan on the shoulder and says “good game.” What does this communicate?

A) B) C) D) E)

42)

Jack is defensive about his win.

Jack is feeing superior.

Jack likes Dylan.

Jack wants Dylan to be happy.

Jack is bored.

Positive nonverbal actions include all of the following except

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A) B) C) D) E)

nodding your head. smiling. speaking very slowly. leaning forward. maintaining eye contact.

43) Negative nonverbal communication skills include avoiding eye contact, ________, and speaking too fast.

A) B) C) D) E)

smiling crossing your arms touching someone leaning forward nodding your head

44) During Vivek’s meeting with his academic advisor, he is very distracted by a group chat that is happening on his phone. He knows he should change a class, but the advisor is taking so long to find an alternative section and he’s already thinking that he’ll change majors so the class doesn’t matter. Vivek is exhibiting the ________ style of listening.

A) B) C) D) E)

active involved passive detached motivated

45) Silvio is a member of the student ethics committee. In meetings, he sometimes appears to be paying attention, but at other times does not appear to be tracking the conversations. He rarely contributes to the discussions. He is exhibiting the ________ style of listening.

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A) B) C) D) E)

active involved passive detached motivated

46) Manash pays attention in his management class, where the professor has entertaining, interesting visual aids. At times, he makes good eye contact with the professor, and occasionally raises his hand to ask questions. On other days, he is quiet and his eyes are on his notebook. He is exhibiting the ________ style of listening.

A) B) C) D) E)

active involved passive detached motivated

47) Eileen is on a five-person team in her business strategy class. The team is responsible for participating in a 10-week simulation of a firm in the airline industry. Eileen contributes frequently in discussions in the twice-weekly team meetings. She is exhibiting the ________ style of listening.

A) B) C) D) E)

active involved passive detached immediate

48) ________ leads to more effective communication and interaction because people feel heard. It also sends the message that we care about others.

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A) B) C) D) E)

49)

Apathy Mindfulness Questions Paraphrasing Empathy

________ occurs when people perceive that they are being attacked or threatened.

A) B) C) D) E)

Offensiveness Assertiveness Aggression Defensiveness Passivity

50) If a manager wants to reduce the chances of an employee becoming defensive, he or she should A) B) C) D) E)

be controlling. be evaluative. exhibit empathy. act superior. act inferior.

51) Malcolm’s boss just came into his office, obviously upset, and said, “I’m tired of you being late all the time on these projects. You need to clean up your act!” Malcolm is likeliest to respond by A) B) C) D) E)

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becoming an active listener. becoming defensive. correcting his problems immediately. increasing the effort he puts into his work. experiencing increased job satisfaction.

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52) ________ is a set of culturally learned signals by which we communicate what we mean and interpret others’ meanings and evaluate one another as people.

A) B) C) D) E)

53)

Linguistic intelligence Linguistic style Active style Defensive communication style Linguistic source

Linguistic style includes all of the following except A) B) C) D) E)

use of stories. pacing and pausing. word choice. nonverbal behavior. use of jokes.

54) There are two competing explanations about the origin of linguistic styles between men and women: ________ and ________.

A) B) C) D) E)

55)

hierarchy of needs; Darwinian perspective Erikson’s theory; psychoanalytic theory social role theory; hierarchy of needs psychoanalytic theory; social perspective evolutionary psychology; social role theory

In regard to differences in how men and women communicate, in general

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A) B) C) D) E)

56)

males are expected to hide their emotions. males are expected to communicate less aggressively. females focus less on rapport. females give less confirmation and support. differences between males and females are insignificant.

Women are more likely to ________ compared to men.

A) B) C) D) E)

share credit hide emotions communicate more aggressively interrupt others see conversations as a way to maintain the upper hand

57) What generation prefers instant messaging and texting over phone calls, letters, and reports?

A) B) C) D) E)

Millennial Gen Z Baby Boomer Gen X Traditionalist

58) ________ is the key professional networking tool for job search and is used by as many 77 percent of recruiters.

A) B) C) D) E)

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Instagram Facebook Twitter YouTube LinkedIn

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59) Why is it critical for managers to develop policies and procedures governing the appropriate use of social media?

A) B) C) D) E)

They need to ensure that social media will always be beneficial to the organization.

It can create many legal, financial, and personnel risks.

It can make employees happy to keep up with their friends during the day.

People are always more productive using social media.

It’s more efficient than having employees make personal calls at work.

60) Otto is convinced that social media offers many benefits for employees and wants to institute a plan at Compass Inc. Which of the following is not a potential benefit for employees?

A) B) C) D) E)

increased job satisfaction better work–life balance better performance and retention increased creativity and collaboration personal stability

61) Dale enjoys going out to dinner with his girlfriend but he finds it disrespectful that she is continually checking her phone, taking phone calls and he generally feels ignored. Dale’s girlfriend is demonstrating A) B) C) D) E)

hostility. phubbing. alienation. decompression. mindfulness.

62) Tasty Candy Co. is launching a campaign to pick the best new gummy flavor of the year.

They’re asking all of America to submit their ideas for this new flavor for a chance at winning $100,000. Tasty Candy Co is using ________

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A) B) C) D) E)

63)

In which way do employees waste time on social media?

A) B) C) D) E)

64)

It hinders effective teamwork.

It can contribute to information overload.

It can distract people from their work responsibilities.

It increases employees’ flexibility.

It reduces cost of distributing information.

To manage email effectively, an employee should A) B) C) D) E)

66)

shopping online sending emails to coworkers calling customers conducting webinars surfing the Internet to research competitive products

Which of the following statements about the use of email is false?

A) B) C) D) E)

65)

crowdsourcing. freelancers. outsourcing. crowdfunding. focus groups.

assume your work email is private. use email for volatile, complex issues. use all capital letters to stress your points. respond immediately to nasty emails. use a spell checker.

Some organizations block employees’ access to social media sites. This can

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A) B) C) D) E)

ensure increased productivity for all employees. damage employee morale and loyalty. ensure that employees use personal cell phones at work. encourage employees to follow up on work emails at home. show employees that you trust their judgment.

67) Xavier is creating a social media policy for OCA & Associates. He plans to:• Outline consequences for violations.

• Align the policy with the organization’s culture.

• Stay away from defining what is considered illegal.

• Clarify what is confidential.

• Designate a spokesperson for online policies.

Which of these is not an element of an effective social media policy?

A) B) C) D) E)

68)

Outline consequences for violations.

Align the policy with the organization’s culture.

Stay away from defining what is considered illegal.

Clarify what is confidential.

Designate a spokesperson for online policies.

In the TED five-step protocol for effective presentations, TED stands for A) B) C) D) E)

Technology, Education, Delivery.

Technology, Education, Design.

Teaching, Education, Development.

Technique, Effort, Delivery.

Technique, Education, Development.

69) Karin has to make a presentation on the new social media policy. She wants to make it creative primarily because

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A) it is more effective if you present your message more as a colorful story with emotion than as a detail-laden report.

B) it will show off her presentation skills to her coworkers.

C) she’s bored doing routine PowerPoints and wants to have some fun with this project.

D) employees will resent having a social media policy and this can distract them from the main point.

E) coworkers will try to find excuses to skip the presentation so it doesn’t really matter.

70)

Which of the following is not a step of the TED protocol for effective presentations?

A) B) C) D) E)

Frame your story.

Plan your delivery.

Plan your multimedia.

Develop your stage presence.

Control your stress.

71) Thinking about what your audience already knows about your subject is part of the ________ step of the TED protocol for effective presentations.

A) B) C) D) E)

frame your story plan your delivery plan your multimedia develop your stage presence put it together

72) Justin is deciding whether he should read his speech, deliver it from memory, or use bullet lists of important points using PowerPoint. What step of the TED protocol for effective presentations is he in?

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A) B) C) D) E)

Frame your story.

Plan your delivery.

Plan your multimedia.

Develop your stage presence.

Put it together.

73) Timmy is really nervous about his presentation to the board of directors. He tends to stand straight up, move from one foot to the other and hold on to the podium. A better strategy might be to A) B) C) D) E)

sit behind the podium and read the slides. turn the lights down and show the PowerPoints on a big screen. tell a joke at the beginning of each paragraph. walk around or stand in particular spots for different lengths of time. add a low-level light show behind you to distract the audience.

74) Grace is going to be leading a meeting of her colleagues to discuss how they might redesign one of their work processes. She decides that she will use a PowerPoint presentation to lay out the problems with the existing workflow. She is in the ________ step of the TED protocol for effective presentations.

A) B) C) D) E)

frame your story plan your delivery plan your multimedia develop your stage presence put it together

75) Jonathan is concerned about an important presentation that he will be making next week.

He asks Roger to listen to it and give him feedback. He is in the ________ step of the TED protocol for effective presentations.

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A) B) C) D) E)

76)

frame your story plan your delivery plan your multimedia develop your stage presence put it together

Which of the following is not one of the suggestions coming out of the TED protocol?

A) B) C) D) E)

You should never read your presentation.

The most important element of stage presence is eye contact.

Use the latest technology available to appear to be up to date.

Prepare far enough in advance.

Conduct a practice session.

77) In planning your multimedia, whether you chose to use PowerPoint or a more sophisticated programs with scaling features, be sure to A) B) C) D) E)

limit the number of words per slide. utilize lots of images. make sure you have plenty of special effects. use multiple font styles, sizes, and colors. put everything you have to say on a slide.

78) ________ are discussions between two or more people where the stakes are high, opinions vary, and emotions run strong.

A) B) C) D) E)

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79)

Which of the following is not an example of a crucial conversation?

A) B) C) D) E)

a negative performance review ending a relationship conveying routine feedback confronting a teammate who is frequently late to meetings critiquing a colleague’s report

80) Maria needs to talk to her coworker, Wayne, about his offensive behavior at the group dinner. To discuss this effectively, which of the following should Maria avoid?

A) B) C) D) E)

Accuse Wayne of improper actions.

Describe what happened.

Make it safe for Wayne to respond.

Focus on the mutual purpose.

Share the facts.

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

81) Alicia is applying for a job at DataFun. She has practiced her handshake, her facial expressions, and her greeting. How should she plan on managing the communication process during the interview?

82) Draw the model of the communication process in action, including all steps of the process. Briefly explain each step. Develop an example from your own life to illustrate each step.

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83) After receiving a promotion, Hugo is managing a staff of 12. The former manager left several months ago and the team is in disarray. Hugo will have to address the following issues with his team:•Revised company goals •Increased use of freelancers •Individual reviews •Rebuilding team spiritHugo can use a variety of media. Explain why choosing the appropriate medium is important to a manager, and identify which one Hugo should use for each of his purposes.

84) Give an example from an experience you’ve had where the communication process broke down. This could be in a family situation, at work, in the classroom, etc. You may want to review the Communication Process in Action and describe if you were the sender or receiver, what the message was and how it was encoded, decoded and if feedback was needed. What was the medium that the message was communicated and was it effective? What type of noise did you experience.

85) John joins the Bank of Dubai as a vice president. By nature, he is a quiet, introverted person who does his work and goes on his way. He doesn’t take breaks in the coffee room and just nods at people when he enters the office. He tends to stay at his desk, and when he thinks about complications at work, he puts his feet up on the desk and looks out the window. After three week, his boss calls him in for a discussion. It seems that other members of the bank view John as remote and unapproachable—not part of the team. In addition, because he sometimes leaves his feet up on his desk, they believe he is disrespectful.

Where is the communication breakdown and what can John do to improve it?

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86) Define active listening. Discuss how a person can become a more effective listener.

Provide a specific example from one of your classes or extracurricular groups. Listening involves much more than hearing a message. Hearing is merely the physical component of listening.

Listening is the process of actively decoding and interpreting verbal messages. Listening requires cognitive attention and information processing; hearing does not. There is general consensus that listening is a cornerstone skill of communication competence.

87) Fired Up Pizza in North Carolina is a family restaurant that emphasizes good food, clean fun, and community involvement in a fairly conservative market. As such, the restaurant often supports or donates to local charities. One manager wants to support a race for breast cancer research and receives management approval. He did not check any social media outlets about the ace and simply put a post and link on the company’s Facebook page to the group sponsoring the run. It turns out that the sponsor also runs an online dating site for “young, vibrant singles.” The site features pictures of scantily clad females, supporting the breast cancer run. The site also asks supporters of the race to submit photos to post on the site.The company’s support of the charitable event spread via social media and many customers are offended. This led to complaints and threats to boycott the restaurant. In addition, two experienced and well-liked female servers quit in opposition to the restaurant’s support of the event. Other employees support the cause and think the social media posts are creative ways to generate interest in the breast cancer race. The manager did not pull his support of the event based on the customer and employee responses. The manager was later suspended. He eventually sued the company, claiming that he acted within the current guidelines for posting about charities supported by Fired Up Pizza. Using the 3-Step Problem-Solving Approach and the Organizing Framework, identify the key problem and recommend steps for a possible solution.

88) What is defensiveness in communication? Why is this concept important for managers to understand? Give three antecedents of defensiveness and three antecedents of nondefensiveness.

Provide an example of each.

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89) Men Are from Mars, Women Are from Venus is a book written by John Gray. It notes that most common relationship problems between men and women are a result of fundamental differences between the sexes. Men and women are accustomed to their own communication and signals, but not to those of the other. Using what you have learned in this chapter, discuss differences in communication between women and men.

90) David is the manager of a team of logistic analysts. One of his associates, Debra, has been doing a considerable amount of time online shopping. She also posts news about the company on her personal Twitter account that borders on confidential. David is worried about Debra’s productivity. How should he handle this situation with Debra?

91) Frank manages a call center in Kansas. As he monitors his employees, he sees that many of them have their cell phones open during work and appear to be checking social media sites.

Frank decides that this is a bad precedence and chooses to block the Internet from the main work floor. Employees will only be able to access the Internet from the break room during their 15minute breaks.

Evaluate the pros and cons of an employer blocking social media sites for its workforce.

92) Describe a social media strategy. In what ways can social media be useful for organizations?

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93) What is a social media policy? What purpose does it serve? Identify the elements it should contain, briefly explaining each.

94) Juan accepts a position with Circumnavigator, a talent search company. In his sales role, he will need to present the company’s services to potential clients. Juan is confident that he can create a multimedia strategy, but he is not comfortable with his presentation skills. His manager suggests that he attend a TED talk. Describe the TED five-step protocol for effective presentations. How can this help Juan?

95) You approach your manager, Tammy, and say: “When I said, in the meeting, we should set up a modified social media policy, you cut me off and responded in a tone that sounded sarcastic. I felt that you were not listening to my opinion.”Tammy responds, “You should look at the situation as an opportunity to communicate. The more you practice, the better you will become.” How can you approach this with Tammy so that your manager will understand her role in this crucial conversation?

96) Most people are scared to correct their boss or offer advice. They are afraid they will be punished or, at the very least, ignored. Discuss how a person should approach giving feedback to or coaching his or her manager.

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Answer Key Test name: Chap 09_3e 1) TRUE 2) TRUE 3) FALSE 4) FALSE 5) TRUE 6) FALSE 7) TRUE 8) TRUE 9) TRUE 10) FALSE 11) FALSE 12) FALSE 13) TRUE 14) FALSE 15) TRUE 16) B 17) C 18) C 19) A 20) D 21) D 22) A 23) E 24) C 25) C 26) D Version 1

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27) D 28) C 29) D 30) D 31) A 32) E 33) D 34) A 35) A 36) D 37) C 38) C 39) A 40) A 41) C 42) C 43) B 44) D 45) C 46) B 47) A 48) E 49) D 50) C 51) B 52) B 53) D 54) E 55) A 56) A Version 1

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57) A 58) E 59) B 60) E 61) B 62) A 63) A 64) A 65) E 66) B 67) C 68) B 69) A 70) E 71) A 72) B 73) D 74) C 75) E 76) C 77) A 78) B 79) C 80) A

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81) Alicia should:• Direct the conversation. Many people simply wait to be asked questions. Small talk can get things started, but whatever you choose be sure it is short and noncontroversial.

• Pick your selling points. Identify and focus on your top two or three selling points. If you have little experience, then perhaps focus on personal qualities. If you have experience, then highlight significant achievements.

• Substantiate. Provide evidence (such as stories and/or data) to illustrate your selling points.

• What’s in it for them? Ask not what the job will do for you, but what you can do on the job. Explain why you’re a good match and what you bring to the party.

• Don’t forget to do your homework. Be sure to thoroughly research the company, using the Web and other resources. Look for information relevant to past, current, and future company events and initiatives. Use this knowledge when talking or asking questions about the company.

• Anticipate challenging questions. Know that you will be asked, “What are your weaknesses?” The key here is to identify a challenge briefly, then discuss how you solved the problem.

82) Students should draw the model in Figure 9.2, showing:1. Sender encodes the message, selects the medium (e.g., cell phone).

2. Message is transmitted through a medium (e.g., text message).

3. Receiver decodes message and decides that feedback is needed.

4. Receiver sends feedback through a medium (e.g., text message).Students should give an example to illustrate each step.

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83) Managers can communicate through a variety of media. Potential media include face-to-face conversations and meetings, telephone calls, charts and graphs, and the many digital forms (e.g., email, texting, voice mail, videoconferencing, Twitter, Facebook, Blackboard, etc.). Choosing the appropriate media depends on many factors, including the nature of the message, its intended purpose, the type of audience, proximity to the audience, time horizon for disseminating the message, and personal preference.

All media have advantages and disadvantages. Face-to-face conversations, for example, are useful for communicating about sensitive or important issues that require feedback and intensive interaction (such as individual reviews). In contrast, video conferences are convenient, fast, and private, but lack nonverbal information.

However, they are useful for introducing offsite freelancers to the inhouse staff. Although writing memos or letters is time consuming, it is a good medium when it is difficult to meet with the other person, when formality and a written record are important, and when face-to-face interaction is not necessary to enhance understanding. Hugo can introduce the revised company goals this way. Finally, social media is a way to start rebuilding team spirit. It’s a way to mix personal and business information and prompts quick conversational commentary.

84) Reviewing Figure 9.2, the scenario can be thought out and broken down into:Sender, Message, Receiver Encoding Selecting a Medium Decoding and Creating Meaning Feedback Noise

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85) John needs to (1) understand the culture of the bank. For instance, in Dubai, it is considered disrespectful to show the soles of your shoes to someone. He also (2) needs to appear more approachable. Nonverbal communication is any message sent or received independent of the written or spoken word. It includes such factors as use of time and space, distance between persons when conversing, use of color, dress, walking behavior, standing, positioning, seating arrangement, office locations and furnishings. Because of the prevalence of nonverbal communication and its significant effect on organizational behavior—including, but not limited to, perceptions of others, hiring decisions, work attitudes, turnover, and the acceptance of one’s ideas in a presentation—it is important that managers become consciously aware of the sources of nonverbal communication. Finally, John (3) needs to portray himself as an active team member, perhaps joining the others for coffee on occasion or sharing an anecdote.

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86) In support of this conclusion, listening effectiveness is positively associated with customer satisfaction and negatively associated with employee intentions to quit. In contrast, poor communication between employees and management was cited as a primary cause of employee discontent and turnover. Researchers estimate that typical listeners only retain 20 to 50 percent of what they hear. There are four listening styles: active, involved, passive, and detached.Effective listening is a learned skill that requires effort and motivation. It basically comes down to paying attention to the content of the message. The suggestions in Table 9.1 can be used to increase listening skills.•Show respect. Give everyone the opportunity to explain their ideas without interrupting. Actively try to help the sender convey his/her message.

• Listen from the first sentence. Turn off your internal thoughts and whatever you were thinking about prior to the interaction.

• Be mindful. Stay in the moment and focus on the sender. Don’t try to figure out what the speaker is going to say.

• Keep quiet. You have two ears and one mouth, use them accordingly.

Try to use the 80/20 rule. Your conversation partner should speak 80 percent of the time and you should speak 20 percent.

• Ask questions. Asking questions clarifies what is being said and demonstrates that you are listening.

• Paraphrase and summarize. Paraphrasing amounts to repeating back to someone what you just heard them say. Summarizing is used to integrate or consolidate an entire conversation. Both of these techniques enhance communication accuracy because they help to ensure the messages are being understood correctly.

• Remember what was said. Either take notes or make an effort to log critical information into your mental computer.

• Involve your body. Use nonverbal cues to demonstrate interest and involvement.

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87) Use the Organizing Framework in Figure 9.6 and the 3-Step Problem-Solving Approach to help identify inputs, processes, and outcomes relative to this case.Step 1: Define the problem.Look first at the Outcomes box of the Organizing Framework to help identify the important problem(s) in this case. Remember that a problem is a gap between a desired and current state. Use details in the case to determine the key problem.Is it the potential loss of income? Of reputation? Of staff? Why is this a problem?Step 2: Identify causes of the problem by using material from this chapter, which has been summarized in the Organizing Framework for Chapter 9 and is shown in Figure 9.6.Causes will tend to show up in either the Inputs box or the Processes box. Social media factors impact both inputs and processes here.Step 3: Make your recommendations for solving the problem.Consider whether you want to resolve it, solve it, or dissolve it. Which recommendation is desirable and feasible? What actions can you pursue to address the problem.

88) Defensiveness occurs when people perceive that they are being attacked or threatened. It is important to management because this perception in turn leads to defensive listening and destructive behaviors such as shutting down or being passive-aggressive, standing behind rules or policies, creating a diversion, or counterattacking. Defensiveness on the part of one person results in a defensive chain that activates defensiveness in the other party. The antecedents of defensiveness and nondefensiveness are summarized in Table 9.2.The antecedents of defensiveness are: Being evaluative, controlling, strategizing, neutral, superior, or certain.The antecedents of nondefensiveness are: Being descriptive, problem solving, straightforward, empathetic, equal, and honest and open.

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89) Researchers do not completely agree on the cause of communication differences between women and men; there are two competing explanations that involve the well-worn debate between nature and nurture.Males are expected to communicate more aggressively, interrupt others more than women do, and hide their emotions because they have an inherent desire to possess features attractive to females. Men also see conversations as negotiations in which people try to achieve and maintain the upper hand.According to “social role theory,” females and males learn ways of speaking while growing up. Research shows that girls learn conversational skills and habits that focus on rapport and relationships, whereas boys learn skills and habits that focus on status and hierarchies. Accordingly, women come to view communication as a network of connections in which conversations are negotiations for closeness. This orientation leads women to seek and give confirmation and support more so than men.Research demonstrates that women and men communicate differently in a number of ways. Women are more likely to share credit for success, to ask questions for clarification, to tactfully give feedback by mitigating criticism with praise, and to indirectly tell others what to do. Men are more likely to boast about themselves, to bluntly give feedback, and to withhold compliments, and are less likely to ask questions and to admit fault or weaknesses.

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90) First David needs to review the social media policy with Debra and let her know that even personal accounts can’t relay information that is restricted. A social media policy should apply to all platforms and ultimately everything employees post online. Debra is still a company representative and inappropriate posts may damage their employer’s brand as well as their own.Since Debra is using the Internet at work for personal use, this lost productivity is due to cyberloafing. Some studies put the cost at $85 billion per year of lost productivity. David should also take the time to list out a schedule when it might be a good time to be on the Internet, possibly during two 15 minute break periods and during her lunch break.

91) Related to productivity, it is true that some employees waste time at work. This has been and always will be true. But when it comes to social media, approximately 20 percent of employers block access to social media sites at work to help combat such waste and loss of productivity.

However, the evidence is growing that restricting or completely blocking the use of social media by employees at the office can backfire.Banning access can damage employee morale and loyaltypotentially leading to even greater losses in productivity. Some experts argue, and most employees would agree, that small breaks during the workday help boost productivity. Such breaks can take the form of going outside to get a breath of fresh air, talking with a colleague over a cup of coffee, or checking personal email, Facebook, or checking/sending Tweets.If these reenergizing benefits of social media breaks are not convincing enough for you or your employer, then consider other potential and undesirable implications of blocking policies: Blocking policies could alienate younger employees, suggesting a lack of trust.

Fairness might come in to play, as well.

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92) Despite the pervasive use of social media, less than 50 percent of companies have an actual social media policy. If you believe that social media can be an effective tool at work, then you and your employer are well advised to create a formal strategy. Generally speaking, social media has three primary uses for organizations, and a strategy assists in determining which and how social media is most useful: (1) recruiting talent, (2) knowledge sharing, and (3) reinforcing the brand. Even organizations that have no official social media presence still in actuality likely have one because their employees and customers are interacting on the Web and creating one. It therefore is wise to give genuine strategic attention to your organization’s social media strategy.

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93) A social media policy describes the who, how, when, for what purposes, and consequences for noncompliance of social media usage.

Creating a social media policy can be tremendously useful in helping organizations outline which social media tools can be used, when, by whom and how. The eight elements of social media are outlined in Table 9.5.• Create safe channels for employee concerns before going online.

The key words here are safe and before. Conflicts happen, but what is important is that managers and organizations provide means by which employees’ concerns are reported and handled without retaliation.

• Clarify what is confidential. Clearly explain what information employees can and cannot share online. Providing an approval process may help too.

• Outline consequences for violations. Make it known that employees can be held responsible for what they post and the consequences (e.g., videos of behavior on the job or in the company uniform).

• Designate a spokesperson for online policies. You don’t want every and any employee fielding questions regarding company policies; identify a person(s) so interpretations and communications are consistent.

• Discuss appropriate ways to engage others online. Similar to the above, it typically is ill advised to have any and all employees responding to others’ comments about the company online. Instruct them to be polite, nonconfrontational, and then to notify the designated person.

• Explain what is considered illegal. This refers to proprietary information, trademarks, and copyrights. It is the organization’s responsibility to educate employees on these matters.

• Align social media policy with the organization’s culture. Your company’s social media policy is a great place to reaffirm what you want your company culture to be, while conveying your stance on this serious topic.

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• It educates employees. It’s not enough to have a social media policy; it is necessary to educate and train people about it and to embed it in social media practices.

94) The people that organize the TED (Technology, Education, Design) talks have a five-step protocol that they use with many of their presenters to help them deliver presentations with impact. The TED fivestep protocol for effective presentations is1. Frame your story.

2. Plan your delivery.

3. Develop your stage presence.

4. Plan your multimedia.

5. Put it together.In Juan’s case, steps 1, 2, and 3 will probably be most helpful.

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95) Crucial conversations are discussions between two or more people when (1) the stakes are high, (2) opinions vary, and (3) emotions run strong. The acronym STATE will help address even the most difficult conversations with a plan or path to follow.• Share your facts. Start with the least controversial, most persuasive elements that support what you want for yourself and for the relationship.

• Tell your story. Enhance what you want by describing what has happened, how you’ve arrived where you are, how you’d like to see it change and why. It may help to add in what you don’t want personally or for the relationship.

• Ask for others’ facts and stories. This is key to creating dialogue, which is essential if you’re to have productive crucial conversation.

Don’t talk at but instead talk with others. It is important that you approach crucial conversations as two-way exchanges. Don’t be accusatory, but instead simply describe the situation, how you feel, and what you would like to see happen. Use “I” instead of “you.”

• Talk tentatively. Keep in mind that you’re telling a story, not stating facts. The facts come first, then you add “color” or describe the impact on you via your story.

• Encourage testing. Make it safe for others to share their opposing views. It is critical to maintain mutual respect during crucial conversations. One way to do this is to explain and focus on mutual purpose—what you both stand to gain. You must also be sure that the other person respects you in order to avoid defensiveness and conflict.

Apologize if it’s appropriate to get back on track.

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96) Many organizations now claim that they believe in the merits of employee involvement and feedback, even upward. Note that translating these espoused values into enacted values requires skill. The place to begin is with your manager’s receptiveness. Regardless of your organization’s policy or comments from senior leadership you’re wise to put your efforts elsewhere if your manager is not receptive. You can’t coach a boss that doesn’t want to be coached. If your boss is receptive, follow the steps of effective upward management.1. Prepare your message.

2. Plan your delivery and tactics.

3. Deliver.

4. Follow up.

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CHAPTER 10 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) Functional conflict is also known as constructive or cooperative conflict. ⊚ ⊚

2)

true false

Light tactics of conflict include making threats; heavy tactics include violence. ⊚ ⊚

true false

3) As a manager of two employees who are having a personality conflict, one step you should take is to document the conflict. ⊚ ⊚

true false

4) When employees feel psychologically safe, they are more likely to ask too many questions, waste time and therefore their individual performance drops. ⊚ ⊚

true false

5) Managers wishing to reduce conflict between members and groups should isolate them from each other as much as possible. ⊚ ⊚

true false

6) Jamil is a new member of a group that evaluates student activities on campus. He wants to focus on bringing more international students into the mainstream activities. The president of the group seems to have her own ideas and virtually everyone supports her. When Jamil opposes one of her suggestions, everyone looks uncomfortable. This is an example of a psychological safety climate.

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⊚ ⊚

true false

7) Flextime means that the employee has complete control over their work hours and can work anytime of the day or night for as many hours as they deem necessary. ⊚ ⊚

8)

true false

Work–life conflicts can be social or emotional. ⊚ ⊚

true false

9) Work–life initiatives (including leaves of absence, flexible arrangement and on-site child care) will lead to employees who aspire to take leadership roles. ⊚ ⊚

10)

Flexspace includes the concept of working from home. ⊚ ⊚

11)

true false

true false

Bullying is usually not evident to others. ⊚ ⊚

true false

12) The best thing a manager can do to create functional conflict is to rotate the job of devil’s advocate so no one person or group develops an undeserved negative reputation. ⊚ ⊚

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true false

2

13) The integrating style for handling conflict is appropriate when issues are complex and time is available for problem solving. ⊚ ⊚

14)

The integrating style of conflict handling is appropriate in all conflict situations. ⊚ ⊚

15)

true false

true false

Donna is highly agreeable. That means she is well suited for integrative negotiations. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

16) Sanjay promotes the benefits of little or no conflict within an organization. This, he states, leads to greater productivity. Is this analysis correct?

A) No. Organizational conflict is inevitable and can have constructive consequences.

B) Yes. This analysis is correct.

C) No. Less conflict leads to boredom and lower productivity.

D) Yes. Conflict should be avoided wherever possible as it always has negative consequences.

E) No. Productivity and conflict are not related at all.

17)

________ is more than a simple difference of opinion.

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A) B) C) D) E)

18)

Which of the following is not a result of escalation of conflict?

A) B) C) D) E)

19)

Parties move from heavy to light tactics.

The number of issues in dispute grows.

Issues in dispute move from specific to general.

The number of parties to the conflict expands.

The initial goals change.

Which of the following causes is most likely to result in workplace conflict?

A) B) C) D) E)

20)

Negotiation Devil’s advocacy Conflict Integration Mediation

clear job roles adequate management differences in methods for doing work personality similarities similar responsibilities

Which of the following statements about conflict is true?

A) Conflict should be completely eliminated across the organization.

B) Conflict should be encouraged in some departments and discouraged in others.

C) Organizations experiencing excessive conflict tend to also be apathetic, uncreative, and indecisive.

D) Use of technology and virtual teams can minimize conflict.

E) Organizations can suffer from too little conflict.

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21) Harry, Marsha, Eve, and Don are discussing ways to increase sales. Harry and Eve want to stick with the current sales promotion plan created four months ago. They say it needs more time to show results. Marsha and Don disagree; they feel sales have continued to decline and will not turn around. As the discussion progresses, various alternatives are proposed. Harry then suggests a modification to the current sales promotion plan that meets with everyone’s approval.

This is an example of the benefits of ________ conflict.

A) B) C) D) E)

22)

Conflict is considered to be dysfunctional when it A) B) C) D) E)

23) as

involves alternative dispute resolution. hinders organizational performance. involves the compromising or integrating conflict-handling styles. involves a devil’s advocate. involves groupthink.

The relationship between conflict intensity and performance outcomes can be described

A) B) C) D) E)

24)

alternative resolution dysfunctional escalating functional integrative

the higher the conflict intensity, the lower the performance. the higher the conflict intensity, the higher the performance. higher conflict intensity is related to moderate performance. both high and low conflict intensity are related to lower performance. conflict intensity is unrelated to performance.

Which of the following situations is most likely to produce workplace conflict?

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A) Joe finishes his part of the project and then passes it to Marge for her part of the assignment. Each recognizes their role.

B) The sales force at DNY Company follows clear and reasonable policies and rules.

C) Claire and Michele are on a tight deadline. Their manager comes in and says that they have an extra week to complete the assignment.

D) John, Paul, and Peter have each been given additional resources for their three projects.

E) Maria cannot finish her report until Juan provides the financial spreadsheet. Juan prefers to submit his work at the last minute and isn’t responding to Maria’s text messages.

25) Carol and Dee have never gotten along. Carol feels that Dee acts superior, while Dee believes that Carol just tries to please everyone. This is ________ conflict, which is defined as interpersonal opposition based on individual dislike or disagreement.

A) B) C) D) E)

26)

personality distributive programmed integrative devil’s advocate

Which of the following tips should be used by managers to reduce personality conflict?

A) Be sure to take sides in others’ conflicts.

B) Intervene where possible in others’ conflicts; do not let them work things out themselves.

C) Do not attempt informal dispute resolution.

D) Avoid direct communication with someone you are in conflict with.

E) Investigate and document conflict among your own subordinates.

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27) Two supervisors, Justin and Sean, are given instructions to trim their group size by two people. Justin’s personality tends to favor people. He is generally more sensitive to people, and is a thoughtful supervisor. Sean is just the opposite. He is more concerned with group production, and considers people’s feelings secondary to the work. Hence their approaches in trimming their teams are different. They can’t see each other’s point of view and leave the discussion thinking ill of each other. Which of the following types of conflict are Justin and Sean experiencing?

A) B) C) D) E)

28)

personality conflict functional conflict intergroup conflict cross-cultural conflict programmed conflict

Which of the following does not foster a climate for psychological safety?

A) B) C) D) E)

Limit creativity and innovation.

Frame work as a learning problem, not a performing problem.

Practice inclusive leadership.

Model curiosity and ask many questions.

Celebrate and reinforce risk-taking and differences.

29) The ________ members of different groups interact, the ________ intergroup conflict they will experience.

A) B) C) D) E)

less; more more; less more; more less; less more; limited

30) Drew suspects that his shift leader is stealing from the cash drawer at the end of his shift.

They frequently work together and Drew contemplates if he should report this incident. The reason for avoiding this conflict is

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A) B) C) D) E)

the possibility of a promotion. he enjoys confrontation. the potential for backlash. he’ll have a better workplace relationship. it will decrease his stress.

31) Acme Company would like to reduce stereotyping and combat in-group thinking by creating social hours after work where members of different ethnicities and races can mingle and learn more about each other’s backgrounds and interests. This would be an example of A) B) C) D)

groupthink. psychological safety climates. avoidance. contact hypothesis.

32) A psychologically safety ________ represents a shared belief among team members that it is safe to engage in risky behaviors, such as questioning current practices without retribution or negative consequences.

A) B) C) D) E)

culture social structure climate civil structure organization

33) Teddy is a project manager at a consulting firm. He travels a lot and works very long hours. When he’s home, he is always checking email. He has a three-year-old son and a brandnew daughter, and his wife is upset that he doesn’t help more. He is experiencing

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A) B) C) D) E)

work–life conflict. dysfunctional conflict. functional conflict. conflict-handling issues. incivility.

34) Ellen and George work for the same company. Ellen, a mother of three young children, really appreciates the on-site child care opportunities, while George, takes advantage of flexspace since he has over an hour commute. These policies are examples of A) B) C) D) E)

dysfunctional conflict. family-support philosophy. work–life balance. work-family conflict. intergroup conflict.

35) Tina is a restaurant manager at a high-end restaurant. She works very long hours, and sometimes double shifts. When she’s home, she is constantly texting and answering texts from the restaurant. Her husband complains that he rarely gets to see her and that he is unable to keep up all the household tasks himself. Tina is experiencing A) B) C) D) E)

work–life conflict. dysfunctional conflict. functional conflict. conflict-handling issues. incivility.

36) Harriet works at Good Steaks, a local bar and restaurant. Her manager is always barking orders at her, saying she needs to move faster, be nicer to the customers, do her share, etc.

Harriet starts to come in to work late, and tries to schedule shifts when the manager isn’t in. She doesn’t even smile at the customers much. Harriet is reacting to

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A) B) C) D) E)

37)

dysfunctional conflict. incivility. devil’s advocacy. imbalance. stress.

Which of the following statements about incivility at work is false?

A) B) C) D) E)

Incivility can arise from both individual and organizational sources.

Incivility can damage an organization’s reputation.

Stress is a potential outcome of incivility.

Personality is highly unlikely to be a source of incivility.

Abusive supervision is a form of incivility.

38) Identifying and modeling appropriate ways for people to interact with colleagues is a(n) ________ strategy.

A) B) C) D) E)

work–life antibullying intergroup flex space groupthink

39) Ruthanne was put in an uncomfortable situation in her office last week. Eric, her coworker, sent some inappropriate and offensive photos to her via a text message and then a few days later invited her for a drink after work. This is an example of A) B) C) D) E)

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functional conflict. dysfunctional conflict. sexual harassment. teamwork. bullying.

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40) The dean of Roan College is looking for a new head of admissions. She wants to be sure that Roan College has an admissions program with the highest standards. As the committee interviews various candidates, the dean tries to point out potential flaws in each person. She is playing the role of A) B) C) D) E)

dysfunctional conflict manager. dialectic advocate. integrative specialist. devil’s advocate. promoter.

41) In the United States, the judicial system is an example of ________. It is based on hearing directly opposing points of view to establish guilt or innocence.

A) B) C) D) E)

dysfunctional conflict the dialectic method integration devil’s advocacy alternative dispute resolution

42) Jim is head of the marketing department and must decide how to allocate a fixed amount of funds. There are two top projects that Jim believes hold the most promise. Recently, the majority of funds have been allocated to Project A, but Jim wonders if it is time to provide Project B with a larger share of the money. Jim decides to assign a particular individual, Clara, to thoroughly criticize the proposal for Project B, looking for every possible flaw. Which technique is Jim using to help him make a better decision?

A) B) C) D) E)

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43) Laura is head of ABC Systems. She needs to allocate a fixed amount of funds to various projects. There are two top projects that Laura believes hold the most promise. She decides to arrange a structured debate for the two top proposals. Importantly, the assumptions of each proposal are identified, and a conflicting counterproposal is generated based on a different set of assumptions. Advocates of each position present and debate the merits of their proposal before Laura makes her decision. Which technique is Laura using to help her make a better decision?

A) B) C) D) E)

44)

dialectic method negotiation devil’s advocacy avoidance mediation

The styles of conflict handling are differentiated along two dimensions: A) B) C) D) E)

internal and external. functional and dysfunctional. social and cognitive. perceptual and real. concern for others and concern for self.

45) Nate is a manager at a small appliance store. He is working with an unhappy customer who is yelling at him. Nate’s policy on handling customer complaints is to give the customer what they want even at a cost to the company. This represents the ________ handling style.

A) B) C) D) E)

46)

compromising integrating obliging avoiding dominating

The ________ conflict-handling style is a give-and-take approach.

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A) B) C) D) E)

integrating obliging avoiding dominating compromising

47) Orna is a restaurant manager. She is helping a server who has a difficult guest.

Everything is wrong—the water, the menu, the food, the service. Orna knows that this customer is always unhappy and delights in picking on the server. Orna bluntly tells the server that she needs to learn better conflict-handling skills. But then, Orna goes over to the customer, who begins to argue with her. So she tells the customer to leave and not bother coming back. This best represents the ________ conflict-handling style.

A) B) C) D) E)

dominating avoiding obliging compromising integrating

48) When issues are complex, better solutions are needed, commitment is needed, and time is available, the ________ conflict-handling style is appropriate.

A) B) C) D) E)

49)

dominating obliging integrating compromising avoiding

If a speedy decision is needed, the ________ conflict-handling style is appropriate.

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A) B) C) D) E)

50)

integrating obliging avoiding dominating compromising

Which of the following statements about conflict-handling styles is false?

A) Organizations can develop a particular conflict-handling style as a part of culture.

B) Research has shown that particular conflict-handling styles are better for new product development.

C) Conflict-handling style is related to emotional intelligence.

D) Integrating is always the best style to use.

E) No one style is best for every situation.

51) The benefit of ________ is that it uses faster, more user-friendly methods of dispute resolution, instead of traditional, adversarial approaches, such as unilateral decision making or litigation.

A) B) C) D) E)

dysfunctional conflict resolution (DCR) alternative dispute resolution (ADR) conflict resolution service (CRS) flextime fix (FTF) intergroup conflict resolution (ICR)

52) ________ is an alternative dispute resolution technique in which disagreeing parties agree ahead of time to accept the decision of a neutral party in a formal courtlike setting, often complete with evidence and witnesses.

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A) B) C) D) E)

Ombudsmanship Facilitation Peer review Mediation Arbitration

53) Theresa is a(n) ________ for Capital Clinic services. She has worked for the company for 20 years and is widely respected and trusted. In this position, she hears grievances on a confidential basis and attempts to arrange a solution.

A) B) C) D) E)

ombudsman facilitator peer reviewer mediator arbitrator

54) ________ is an alternative dispute resolution technique in which a neutral third party informally acts as a communication conduit between the disputing parties.

A) B) C) D) E)

Ombudsmanship Facilitation Conciliation Mediation Arbitration

55) Trained ________, typically from outside agencies, are versed in relevant laws and case precedents. The parties agree ahead of time to accept the decision of this neutral person in a formal setting, often complete with evidence and witnesses.

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A) B) C) D) E)

mediators arbitrators facilitators conciliators ombudsmans

56) Norm and Quinn have been arguing over role responsibilities. The atmosphere in their small office is increasingly negative and tense. Petra, a manager from another department, informally urges them to deal directly with each other in a positive and constructive manner.

This easy form of ADR is A) B) C) D) E)

ombudsmanship. facilitation. peer review. mediation. arbitration.

57) A neutral and trained third party can guide others to find innovative solutions to conflict.

To ensure neutrality, most organizations hired ADR qualified outsiders. In this case, a(n) ________ is one who does not render a decision. Rather, it is up to the parties to the conflict to reach a mutually acceptable decision.

A) B) C) D) E)

ombudsman facilitator peer reviewer mediator arbitrator

58) Dr. Watson, dean of students at ABC University, has been assigned the task of working with faculty and students when they have disputes about course grades. During these discussions, he attempts to help the parties arrange a solution but he has no formal authority to impose one.

He is most likely a(n)

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A) B) C) D) E)

facilitator. arbitrator. ombudsman. conciliator. negotiator.

59) Roger manages both Bill and Nancy. They are in an argument about who should handle a particular job. Roger encourages them to deal directly with each other in a positive and constructive manner. Roger is acting as a(n) A) B) C) D) E)

facilitator. arbitrator. ombudsman. conciliator. negotiator.

60) Donna and Kim are both administrators for the accounting department. Because someone must be present to answer the phones at all times, different times must be scheduled for each of them to go to lunch. Both of them want the time from noon to 1 p.m. Previous unsuccessful discussions have occurred, resulting in their not speaking to each other. Patti, who also works in the department, sits down separately with each of them to try to explore possible solutions, with the idea that if she can find common ground, they will again discuss alternative schedules faceto-face. Patti is acting as a(n) A) B) C) D) E)

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facilitator. arbitrator. ombudsman. conciliator. negotiator.

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61) The Ethics Review Board at XYZ College is composed of students who were elected by the student body. When a student is charged with an ethics violation, the board meets to hear both sides of the dispute in a confidential meeting. Their decisions are not binding on the parties, according to college policies. They are acting as A) B) C) D) E)

ombudsmen. negotiators. a peer review team. conciliators. facilitators.

62) Dr. Hamrick is hired by the ABC Company to hear cases involving grievances of employees of the company. Sometimes evidence is presented and witnesses are called, and decisions are always based on legal merits, and his decisions are binding. This is an example of A) B) C) D) E)

arbitration. mediation. conciliation. ombudsman. peer review.

63) ________ is a give-and-take decision-making process involving two or more parties with different preferences. For example, labor–management negotiations over wages, hours, and working conditions.

A) B) C) D) E)

64)

Arbitration Conciliation Conflict Negotiation Dialecticism

The two basic types of negotiation are

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A) B) C) D) E)

integrating and avoiding. dominating and obliging. distributive and integrative. interpersonal and intrapersonal. organizational and individual.

65) Meryl wants to buy a used car, and she can spend $4,000. She meets up with Sandy who wants $4,750 for her 2008 Toyota. Meryl can’t go any higher. This is an example of ________ negotiation.

A) B) C) D) E)

distributive integrative compromise added-value alternative

66) A(n) ________ negotiation describes a situation where an agreement can be found that is better for both parties.

A) B) C) D) E)

67)

distributive alternative dialectic integrative arbitrary

A key characteristic of position-based negotiation is A) B) C) D) E)

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68)

Adhere to standards of ________ is a factor to consider in a negotiation.

A) B) C) D) E)

69)

arbitration devil’s advocacy justice winning manipulation

Which of the following is not an unethical tactic in negotiations?

A) B) C) D) E)

lies deception nondisclosure agreeableness exploitation

70) You’re working hard at your desk getting ready for a presentation when a colleague stops in unexpectedly with some disturbing information about the upcoming labor union negotiations.

You want to drop everything and get into a heated discussion about the upcoming negotiations but instead you do what to help prepare yourself emotionally?

A) B) C) D) E)

Manage your emotions.

Start looking for a new job online.

Head straight to the dispute resolution department.

Write a nasty email to the company labor union representative.

Walk down to the breakroom to find someone to vent with.

71) Regis and Maggie just purchased their first home together. The seller offered them a counter offer to their first offer and they were happy with the terms. Two months later their basement flooded and cost over $20,000 in repairs to replace all of their household goods and to rebuild the drywall, flooring and mechanical systems. They found out that there was a crack in the foundation that the original owners did not reveal. What type of unethical tactic took place during the purchase agreement?

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A) B) C) D) E)

72)

puffery nondisclosure information exploitation maximization weakening the opponent

Which of the following is not an unethical tactic to use in negotiations?

A) B) C) D) E)

showing emotions nondisclosure strengthening one’s own position weakening the opponent puffery

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

73) Customer satisfaction at Corley & Brothers, a furniture delivery company, is decreasing.

There are growing complaints about damaged furniture and missed delivery dates. The managers of scheduling, operations, and sales are meeting to discuss these issues.The three managers do not get along very well. Employees in scheduling and operations complain that the sales department makes commitments to deliver furniture that cannot be met. The manager of sales does not agree with this conclusion. While goals in scheduling and operations focus on quality and on-time delivery, the goals for the sales department focus on total revenue. Employees in all departments are rewarded for meeting their unit goals. Unfortunately, the three managers do not get much time to interact as they are busy with day-to-day activities.Personality conflicts between employees in the three departments has led to incivility among some employees. While the overall climate is positive and supportive of employees, there are pockets of people who are dominating in nature and have been prone to bullying. Senior management is aware of these issues but has not offered any employee training or reprimands/punishment for those who treat others with lack of respect or civility. Use the Organizing Framework and the 3-Step ProblemSolving Approach to help identify inputs, processes, and outcomes relative to this case.

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74) Most people, when talking about conflict, immediately assume that it is a problem that needs to be “fixed.” Is that true? Is conflict always bad for organizations? Define the types of conflict and provide examples of each situation.

75) Laura is hired as a copyeditor for a journal. Seven other employees worked on this team editing this journal, including a senior editor named Tim. Laura had worked there for about a month when she and her fellow coworkers went for happy hour after work. Everybody had a great time and had consumed a fair amount of alcohol. When everybody was leaving the bar to head home, Tim, who had been secretly attracted to Laura since she started work at the journal, hailed a cab and offered to share the ride with Laura. Laura accepted the offer. Once she was inside the cab, Tim started to make advances toward her. Laura pushed him away.The next day, Laura came to work feeling nervous. How would she deal with Tim? She was still new and didn’t want to “rock the boat.” Meanwhile, Tim came in and acted as if nothing had happened.

However, Laura could see him looking at her frequently during the day. What are Laura’s options?

76) Describe at least five of the reasons that people avoid conflict. How should people deal with conflict, rather than avoiding it? Provide examples of these solutions.

77) Describe in your own words what moral character is. Give an example when you’ve seen someone display low moral character in a negotiation and list what tactics they used. Give an example when you personally have displayed high moral character. What was the resulting outcome?

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78) Two senior employees, Wanda and Tom, are experiencing conflict. There had been a change to the senior management structure, and Wanda has been named CEO. Tom felt that his role, contributions, and status has been minimized. Wanda believes that they are each being used for their best skills and experience. Talk between them is defensive and unproductive. The conflict between them was beginning to impact on their relationship and trust was breaking down due to incorrect assumptions being made about each other’s feelings and intentions. There was a real risk of loss of key expertise to the company if the conflict could not be resolved. Define “personality conflict.” How would you deal with this situation?

79) What is the contact hypothesis? What has research shown about this idea? Do you think this is a useful philosophy?

80) Ibide is a married, postgraduate student with a young son. She must balance academics, work, and family responsibilities. Ibide is experiencing pressure from all sides. Participation in academic work is more difficult because family and work responsibilities conflict, which tends to affect academic performance and social interactions.1. Her graduate advisor is asking her to be his teaching assistant.

2. Her boss wants her to become the manager of the coffee shop, because she is so responsible.

3. Finally, her husband—another postgraduate student—is quite traditional and feels that she isn’t paying enough attention to their son. He wants her to make a choice: extend her postgraduate studies or quit her job. Discuss the issue of work–life conflict, including identifying the various types of work–life conflict. What are the negative consequences of work–life conflict? What can organizations do to alleviate this?

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81) What is incivility? How does it affect organizations? What can organizations do to reduce incivility? Think of a situation in which incivility affected you directly. How did you handle it?

82) What is programmed conflict? What are the two ways of producing programmed conflict? Describe each.

83) Draw the conflict-handling styles model, being sure to name and describe the five conflict-handling styles. Discuss when each is appropriate and inappropriate.

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84) Jackie was appointed to a new position as a team leader during management restructuring. She was in competition with a previous manager. Jackie encountered resistance to change in her new team, along with a lack of cooperation and loyalty. Some members of the team maintained their loyalty to their previous manager and resented her promotion. Jackie received no management training for her new role.Several team members engaged in a range of increasingly hostile behaviors toward Jackie including:• failing to provide assistance during busy periods.

• constantly whispering and making vindictive comments about her.

• disobeying requests.

• making offensive comments and behaving rudely. Ultimately, one of the team members called a meeting to which Jackie was not invited. They drew up a list of complaints about Jackie which they presented to her manager. The apparent objective of the bullies in the team was to get rid of Jackie. How can companies handle bullying in the workplace?

85) What are the two basic types of negotiation? Define each. Describe the factors to consider when choosing which approach to take.

86) Marta is an organizational development consultant and trainer. She is conducting a training session at XYZ Corporation. What are the key points about conflict-handling styles that Marta should address?

87) Describe the role that emotions can and should take in negotiation. How should a person prepare emotionally for an upcoming negotiation?

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88) Dan Smith is a lawyer, representing Mom & Pop’s Shop in a negotiations with its staff.

Among other things, he notes that:1. If he provides medical benefits, it will send the company into bankruptcy.

2. He is not authorized to address any vacation or sick time benefits.

3. He is unaware of any concerns with pension benefits.Statements 1 and 2 are outright lies.

Statement 3 is misleading, because Dan is aware that management is studying some form of pension benefits, but hasn’t come to any conclusion.What is the role of ethics in negotiations?

Identify and discuss at least four questionable tactics in negotiation.

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Answer Key Test name: Chap 10_3e 1) TRUE 2) FALSE 3) TRUE 4) FALSE 5) FALSE 6) FALSE 7) FALSE 8) FALSE 9) TRUE 10) TRUE 11) FALSE 12) TRUE 13) TRUE 14) FALSE 15) TRUE 16) A 17) C 18) A 19) C 20) E 21) D 22) B 23) D 24) E 25) A 26) E Version 1

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27) A 28) A 29) B 30) C 31) D 32) C 33) A 34) C 35) A 36) B 37) D 38) B 39) C 40) D 41) B 42) B 43) A 44) E 45) C 46) E 47) A 48) C 49) D 50) D 51) B 52) E 53) A 54) C 55) B 56) B Version 1

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57) D 58) C 59) A 60) D 61) C 62) A 63) D 64) C 65) A 66) D 67) A 68) C 69) D 70) A 71) B 72) A 73) To use the Organizing Framework and the 3-Step Problem-Solving Approach:1: Define the problem.Identify the important problem(s) in this case. Remember that a problem is a gap between a desired and current state. State your problem as a gap, and be sure to consider problems at all three levels.Step 2: Identify causes of the problem by using material from this chapter.You already know about communication on an individual and process level. What else plays into the conflict?Step 3: Make your recommendations for solving the problem.What can be done to resolve the problem? What about the perception of power? The misunderstanding of procedures?

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74) There are two types of conflict: functional and dysfunctional. The distinction between functional conflict and dysfunctional conflict pivots on whether the organization’s interests are served.Functional conflict is commonly referred to in management circles as constructive or cooperative conflict and is characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and take. In such situations people often feel comfortable disagreeing and presenting opposing views. Positive outcomes frequently result.Each of these elements is lacking or even opposite in cases of dysfunctional conflict, which threatens an organization’s interests. This highlights the important role of management in determining whether conflict is more or less positive.Beginning in the 1970s, OB specialists realized conflict had both positive and negative outcomes. This perspective introduced the revolutionary idea that organizations could suffer from either too little or too much conflict. Neither scenario is good. Appropriate types and levels of conflict energize people in constructive directions. The relationship between conflict intensity and outcomes is illustrated in Figure 10.2. These differences lead to the distinction between functional and dysfunctional conflict.

75) Laura could put up with this and see what happens. She could also move to another position. But if she likes her job, she can consult the company ombudsman. That would work because the conflict is private, and she might prefer to share her problem in confidence. The ombudsman’s role is well suited to informal conflict handling. Unlike formal complaint resolution process, the ombudsman maintains confidentiality of the problem unless given express permission to do otherwise. So, the ombudsman can exercise more informal dispute resolution options, such as listening, providing and receiving information, etc.

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76) Many people avoid conflict for a variety of both good and bad reasons. Some of the most common are combinations of fear of: harm, rejection, damage or loss of relationships, anger, being seen as selfish, saying the wrong thing, failing, hurting someone else, and getting what you want. Getting what you want refers to people who, for personal reasons, feel undeserving or fear the consequences of success and thus tend to sabotage themselves.When tempted to avoid conflict, do the following instead: (1) Stop ignoring a conflict. (2) Act decisively to improve the outcome. (3) Make the path to resolution open and honest.

(4) Use descriptive language instead of evaluative. (5) Make the process a team-building opportunity. (6) Keep the upside in mind.

77) Moral character represents an individual’s general tendency to think, feel, and behave in ways associated with ethical and unethical behavior and will instead have more ethical and positive negotiation related attitudes, motives, and behaviors. Table 10.10 lists out questionable and unethical tactics in negotiations.

78) A personality conflict is interpersonal opposition based on personal dislike or disagreement. Table 10.3 presents practical tips for those involved in or affected by personality conflicts. Advice for the employee’s manager includes: (1) All employees need to be familiar with and follow company policies for diversity, antidiscrimination, and sexual harassment. (2) Investigate and document the conflict. (3) If necessary, attempt informal dispute resolution. (4) Refer difficult conflicts to human resource specialists or hired counselors for formal resolution attempts and other interventions.At a higher management level, a mediator might be able to hold a the joint meeting to clarify a number of misunderstandings and help Tom and Wanda understand the other’s viewpoint and perspective.

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79) Contact hypothesis is one of three approaches to managing intergroup conflict. The contact hypothesis suggests that the more members of different groups interact, the less intergroup conflict they will experience. The hope is that any type of interaction, short of actual conflict, will reduce stereotyping and combat in-group thinking. But research has shown this approach to be naïve and limited. One interpretation of these results is that contact matters, quality contact matters more, but both matter most from the in-group’s perspective.

80) Work–life conflict occurs when the perception that expectations and demands between work and non-work roles are mutually incompatible.

Work–life conflict can take two distinct forms: work interference with family and family interference with work. These conflicts can negatively affect many important outcomes in the Organizing Framework and larger life domain. Balance is the key to reducing conflict. Research shows that 33 percent of employees reported work–life balance as their top criterion when selecting a job above compensation and promotion opportunities.

81) Incivility is any form of socially harmful behavior, such as aggression, interpersonal deviance, social undermining, interactional injustice, harassment, abusive supervision, and bullying. Incivility is common, so much so that recent research reports that 98 percent of employees stated they had experienced some form of incivility and 50 percent said they had been treated rudely at least once a week. Experts describe the costs of incivility this way: “The costs chip away at the bottom line. Nearly everybody who experiences workplace incivility responds in a negative way, in some cases overtly retaliating. Employees are less creative when they feel disrespected, and many get fed up and leave.” Table 10.6 provides antibullying strategies.

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82) Programmed conflict is conflict that raises different opinions regardless of the personal feelings of the managers. Two programmed conflict techniques with proven track records are devil’s advocacy and the dialectic method. Devil’s advocacy involves assigning someone the role of critic. The dialectic method calls for managers to foster a structured debate of opposing viewpoints prior to making a decision.

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83) Student should draw the model in Figure 10.5. The five styles of conflict handling are:Integrating: When using an integrating style, interested parties confront the issue and cooperatively identify the problem, generate and weigh alternatives, and select a solution.

Integrating is appropriate when issues are complex, need better solutions, commitment is needed, time is available, one party alone cannot solve the problem, and resources are needed. Integrating is inappropriate when the problem is simple, an immediate decision is required, other parties are unconcerned about outcome, and other parties do not have the problem-solving skills.Obliging: If you have an obliging style you tend to show low concern for yourself and a great concern for others. Such people tend to minimize differences and highlight similarities to please the other party. Obliging is appropriate when you believe you may be wrong, the issue is more important to the other party, you are willing to give up something in exchange for something from the other party in the future, you are dealing from a position of weakness, preserving relationship is important. Obliging is inappropriate when the issue is important to you, you believe you are right, the other party is wrong or unethical.Dominating: Those with a dominating style have a high concern for self and low concern for others, often characterized by “I win, you lose” tactics. The other party’s needs are largely ignored. This style is often called forcing because it relies on formal authority to force compliance. Dominating is appropriate when the issue is trivial, speedy decision is needed, unpopular course of action is implemented, necessary to overcome assertive subordinates, unfavorable decision by the other party may be costly to you, subordinates lack expertise to make technical decisions, issue is important to you. Dominating is inappropriate when the issue is complex, issue is not important to you, both parties are equally powerful, decision does not have to be made quickly, subordinates Version 1

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possess high degree of competence.Avoiding: With an avoiding style, passive withdrawal from the problem and active suppression of the issue are common. Avoiding is appropriate when the issue is trivial, potential dysfunctional effect of confronting the other party outweighs benefits of resolution, cooling-off period is needed. Avoiding is inappropriate when the issue is important to you, it is your responsibility to make decision, parties are unwilling to defer, and prompt attention is needed.Compromising: The compromising style is a give-and-take approach with a moderate concern for both self and others. Compromise is appropriate when parties have opposite goals or possess equal power.

Compromise is inappropriate when one party is more powerful or the problem is complex.

84) Antibullying strategies for groups and organizations include:Develop a workplace bullying policy.Encourage open and respectful communication.Develop a clear procedure for handling complaints about bullying.Identify and model appropriate ways for people to interact with colleagues.Develop and communicate a system for reporting bullying.Identify and resolve conflicts quickly and fairly to avoid escalation.Identify the situations, policies, and behaviors likely to cause bullying or allow it to occur.Train employees to manage conflict.Establish and enforce clear consequences for those who engage in bullying.Monitor and review employee relationships, with particular attention to fairness.

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85) Negotiation experts often distinguish between two fundamental types of negotiation-distributive and integrative. A distributive negotiation usually involves a single issue, a “fixed-pie,” in which one person gains at the expense of another. An integrative negotiation is where an agreement can be found that is better for both parties than what they would have reached through distributive negotiation. Factors to consider when deciding which approach to take: know who you are, manage outcome expectations, consider the other person’s outcome, adhere to standards of justice, and remember your reputation.

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86) Key points about conflict-handling styles follow:Culture. Conflicthandling styles are not just an individual-level phenomenon.

Departments and entire organizations can develop the same styles— integrating, dominating, and avoiding. And leaders’ own styles have the greatest influence in determining which style gets embedded in the group or organization.

Results. Cooperative styles (integrating and obliging) improved newproduct development performance between buyers and suppliers across several industries in Hong Kong. In contrast, uncooperative styles (dominating and avoiding) increased numerous types of conflicts and hampered new-product development. Compromising had no effect on performance in these same situations. New-product development relationships are increasingly important in the global economy. Give careful consideration to the styles you use when working with such partners.

Reduced turnover. Research with nurses showed that those with high levels of emotional intelligence were more inclined to use collaborative styles and less likely to use accommodating conflict-handling styles.

Given the intense shortage of nurses in many parts of the world, turnover is a critical and top-of-the-mind issue for nursing managers and health care administrators alike. Therefore, reducing conflict (bullying) is an important and effective means for reducing turnover.

Contingency approach. No one style is best for every situation.

Employees and managers are both well served to apply a contingency approach to conflict-handling styles.

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87) Many people believe that good negotiators show no emotion.

Emotions are indeed an integral part of the human experience and part of everything we do. Negotiation experts and researchers acknowledge this and provide guidance on how to use emotions to your advantage.Preparation is critical to effective negotiations. These tips will help you prepare emotionally for an impending negotiation: ideal emotions (be mindful of how you want to feel going into the negotiation), managing emotions (put yourself in the ideal emotional state before and during the negotiation), hot buttons (know what can throw you off balance), keeping balance (take a break if you lose your balance), and emotions after negotiations (set a goal for how you want to feel when you are finished).

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88) The success of negotiations is often influenced to a large extent by the quality of information exchanged. Telling lies, hiding key facts, and engaging in other potentially unethical tactics listed in Table 10.10 erodes trust and goodwill, both vital in win-win and other successful negotiations. An awareness of these dirty tricks can keep good-faith negotiators from being unfairly exploited.Lies: Subject matter for lies can include limits, alternatives, the negotiator’s intent, authority to bargain, other commitments, acceptability of the opponent’s offers, time pressures, and available resources.Puffery: Among the items that can be puffed up are the value of one’s payoffs to the opponent, the negotiator’s own alternatives, the costs of what one is giving up or is prepared to yield, importance of issues, and attributes of the products or services.Deception: Acts and statements may include promises or threats, excessive initial demands, careless misstatements of facts, or asking for concessions not wanted.Weakening the opponent: The negotiator here may cut off or eliminate some of the opponent’s alternatives, blame the opponent for his own actions, use personally abrasive statements to or about the opponent, or undermine the opponent’s alliances.Strengthening one’s own position: This tactic includes building one’s own resources, including expertise, finances, and alliances. It also includes presentations of persuasive rationales to the opponent or third parties.Nondisclosure: Includes partial disclosure of facts, failure to disclose a hidden fact, failure to correct the opponents’ misperceptions or ignorance, and concealment of the negotiator’s own position or circumstances.Information exploitation: Information provided by the opponent can be used to exploit his weaknesses, close off his alternatives, generate demands against him, or weaken his alliances.Maximization: Includes demanding the opponent make concessions that result in the negotiator’s gain and the opponent’s equal or greater loss. Also entails converting a win-win situation into a winVersion 1

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lose.

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CHAPTER 11 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) The rational model of decision making explains how managers should make decisions. ⊚ ⊚

true false

2) In evaluating alternatives and selecting a solution, managers should evaluate the legality and efficiency of potential solutions and conduct a cost-benefit analysis. ⊚ ⊚

true false

3) The hindsight bias can lead to overconfidence about our foresight which can lead to bad decisions. ⊚ ⊚

true false

4) Normative intuition represents the notion that decision makers are restricted by a variety of constraints when making decisions. ⊚ ⊚

true false

5) A holistic hunch represents a judgment that is based on a conscious integration stored in memory. ⊚ ⊚

6)

true false

Intuitive processes are influenced by both expertise and feelings. ⊚ ⊚

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true false

1

7)

Big data can make information more hard to find and less usable. ⊚ ⊚

8)

true false

Instinct, insight, and intuition are synonymous; that is, they are the same thing. ⊚ ⊚

true false

9) A decision maximizes shareholder value when it increases profits for an organization because these profits are eventually distributed to shareholders. ⊚ ⊚

true false

10) In a complex decision context, there is one right answer, but many unknowns obscure cause-and-effect relationships. In this kind of situation, the most effective decision making method is intuition. ⊚ ⊚

true false

11) Bounded rationality means solving problems by producing the best possible solution based on a set of highly desirable conditions. ⊚ ⊚

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true false

2

12) You are taking an OB course that meets Mondays and Wednesdays, and your professor gives unannounced quizzes each week. It’s the Sunday before a class, and you are deciding whether to study for a potential quiz or watch football. Two of your classmates have decided to watch the game rather than study because they don’t think there will be a quiz the next day. The next morning you walk into class and the professor says, “Take out a sheet of paper for the quiz.”

You turn to your friends and say, “I knew we were going to have a quiz; why did I listen to you?” This reflects the anchoring bias. ⊚ ⊚

true false

13) The two dimensions of decision-making style are value orientation and tolerance for ambiguity. ⊚ ⊚

14)

The tendency to experience groupthink decreases as a group becomes more cohesive. ⊚ ⊚

15)

true false

true false

Creativity involves a convergence between tacit and explicit knowledge. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

16) Evidence is used to ________ a decision whenever the decision process combines hard, objective facts with qualitative inputs, such as intuition or bargaining with stakeholders.

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A) B) C) D) E)

make process believe inform support

17) The ________ model of decision making assumes that managers are completely objective and possess all information for their decisions. In this model, decisions demonstrate excellent logic.

A) B) C) D) E)

intuition satisficing holistic evidence-based rational

18) Nicole is a manager at a fast food restaurant. She is under a lot of pressure from headquarters to increase her monthly profits. Nicole isn’t sure what the solution is for her financial dilemma. She decides to use the rational decision-making model to determine the best path for a solution. The problem has already been defined by headquarters. Now Nicole has to A) B) C) D) E)

generate alternative solutions. evaluate the alternative solutions. identify additional opportunities. implement a solution. evaluate the solution.

19) Jess has completed her two-year medical assistant program. She really wants to be a nurse, but needs to start working as soon as possible in order to pay her bills and loans.

Unbeknownst to her, one of her professors has put her name in for an award program at the local nursing college. She is notified that she is a finalist for the award—full paid tuition and a living stipend. This ________ can enable her to exceed her goals.

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A) B) C) D) E)

problem opportunity propportunity holistic hunch alternative

20) Which of the following statements about tendencies in managerial decision making is false?

A) Managers make decisions too quickly.

B) Managers don’t invest resources to properly study the problem and alternative courses of action.

C) Managers study the problem too extensively and collect too much data.

D) Managers take the easy solution without rigorously considering alternatives.

E) Managers don’t consider all the relevant data.

21) At Peter James Consulting, managers are in the process of submitting their budget cuts for the next fiscal year. In evaluating alternatives, managers should consider all of the following except A) B) C) D) E)

Will these cuts impact the quality of our service?

What is the budget impact of these changes?

Are these the right choices to make for our company?

Is this the choice that I, personally, would like to make?

Is this the best use of our resources company-wide?

22) ________ can help managers enhance business operations by automating business processes, gaining insight through data analysis, and engaging with customers and employees.

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A) B) C) D) E)

Augmented reality Artificial intelligence Big data Robots Surveys

23) Despite the information available, Becky consistently uses her cell phone to text when driving down the highway. This is an example of ________ decision making.

A) B) C) D) E)

rational nonrational optimizing normative alternative

24) Which of the following is one of the assumptions underlying nonrational models of decision making?

A) B) C) D) E)

Managers do not possess complete information.

Rational decision making is easy.

The context for managerial decisions is simple and stable.

Decisions can be made with certainty.

Managers do not face restrictions when making decisions.

25) ________ is the idea that decision makers are restricted by constraints when making decisions.

A) B) C) D) E)

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Normative intuition Holistic intuition Bounded rationality Optimal satisfaction Explicit knowledge

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26) Kendall is shopping for a rug for her new dorm room. She’s been to numerous stores and they all seem to be similar in price and she is running out of time before she has to move in. She is not particular on which one she chooses and decides to go with the rug that seems to be the most neutral in color. Kendall considers this a(n) ________ or “good enough” solution.

A) B) C) D) E)

satisficing optimizing minimizing intuitive rationalizing

27) Rachel bought a table at a thrift store for $20. She had a feeling it might be valuable.

When cleaned up and assessed, the table turned out to be an antique from the 1700s, worth $3,250. What was Rachel using to make her decision?

A) B) C) D) E)

28)

satisficing rationalization intuition explicit knowledge evidence-based decision making

The forms of intuition are A) B) C) D) E)

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tacit and explicit. formal and informal. rational and nonrational. holistic hunches and automated experiences. directive and analytical.

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29) Teresa has a problem. She is working on three projects and the deadline for Project C was moved up. This particular client, Client C, is fairly easy-going and never puts any pressure on her unless it’s absolutely necessary. Teresa decides to talk to Client A who always wants the project results a few days before the actual deadline. There might be some flexibility with that timeline. Teresa is using ________ in order to make this decision.

A) B) C) D) E)

30)

her expertise a managerial style rational processes informal guidelines optimizing abilities

One of the benefits of using intuition to make decisions is that it can A) B) C) D) E)

be useful when you have unlimited resources. help managers who are bounded. speed up the decision-making process. help managers understand all of the highly desirable conditions. slow down the decision-making process so you don’t make a mistake.

31) Roger runs a small nonprofit group. He wants to buy a copier, because he knows it will be cheaper than going to the copy store. One of the other employees remarks that they should make do with an inexpensive copier from Walmart or Staples, but Roger wants one that will copy legal documents and collate reports. Roger may be impacted by ________ bias.

A) B) C) D) E)

framing hindsight anchoring availability confirmation

32) ________ bias is especially evident in entrepreneurs who are deciding to start and sustain new ventures.

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A) B) C) D) E)

Representativeness Overconfidence Escalation of commitment Framing Confirmation

33) An example of the ________ heuristic occurs when you see news reports about people losing their jobs, and then start believing that you are in danger of being laid off. You start lying awake in bed each night worrying that you are about to be fired.

A) B) C) D) E)

availability hindsight representativeness anchoring framing

34) ________ represent(s) a choice based on a familiar situation and a partially subconscious application of learned information related to it.

A) B) C) D) E)

Holistic hunches Automated experiences Expertise Feelings Intuition

35) In a complicated decision environment, a manager should use the ________ method of decision making.

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A) B) C) D) E)

36)

heuristic rational satisficing nonrational intuition

We all use shortcuts or ________ when making decisions.

A) B) C) D) E)

bounded rationality holistic hunches rational thought personal biases judgmental heuristics

37) ________ represent(s) cognitive shortcuts or biases that are used to simplify the process of making decisions.

A) B) C) D) E)

Normative intuitions Judgmental heuristics Holistic hunches Explicit knowledge Tacit knowledge

38) The Smith family decided that their annual spring break trip would be to Disney World.

For the past two visits there, it was enjoyable for the whole family, easy to plan, and they’ve had a “magical” experience each time. This is an example of ________ bias.

A) B) C) D) E)

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confirmation availability representativeness overconfidence framing

10

39) Ryan is looking to buy a used car. He seems to be most concerned with the color and style of the car, and uses those criteria as a basis for evaluating the value of the car, rather than considering how well the engine or the transmission is maintained. This is an example of A) B) C) D) E)

confirmation bias. availability bias. anchoring bias. overconfidence bias. framing bias.

40) ________ bias occurs when knowledge of an outcome influences our belief about the probability that we could have predicted the outcome earlier.

A) B) C) D) E)

Confirmation Availability Representativeness Hindsight Framing

41) A decision maker is influenced by the manner in which a problem or question is stated.

This represents the ________ bias.

A) B) C) D) E)

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confirmation availability representativeness overconfidence framing

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42) Three years ago, the City of Recker committed to build a park and music venue by the river. It was expected to cost $2.5 million and be paid for from an additional meals tax in the community. The residents pushed back. Local restaurants suffered as people ate out less or patronized restaurants in neighboring communities. The project has stalled, but the town council kept pushing it on. This spring, a flood devastated the venue. The town council appears to have suffered from ________ bias.

A) B) C) D) E)

confirmation availability escalation of commitment overconfidence framing

43) Marketing firms strive to ensure that people are aware of their products because people assume that if they have heard about certain products, the products will work well. Which of the following biases are the marketing firms trying to take advantage of?

A) B) C) D) E)

creativity availability fundamental attribution error representativeness inclusion

44) A big snowstorm was coming and you decided to make a trip to the grocery store to stock up on water, food and other essentials. Since you’ve lived in Southern Ohio for several years, you know that everything shuts down even when a small snowfall occurs. The storm hits the next day and you are thankful that you stocked up because the roads and all local businesses are closed. You used which decision-making bias?

A) B) C) D) E)

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45) A manager of an advertising firm appointed two employees to strike an advertising deal with one of their big clients. They were chosen as they had made a similar agreement previously with another client. Which of the following biases was the manager engaging in?

A) B) C) D) E)

representativeness anchoring framing bias fundamental attribution error self-serving bias

46) Which of the following is true about the effective use of AI for gaining a competitive advantage?

A) B) C) D) E)

Machine learning alone is the key to gaining a competitive advantage.

Shifting employees to more value-added job tasks is successful.

Automating process does not show a return.

There isn’t proof of moral violations with AI. The relationship and interactions between AI and humans is simple.

47) Josephine is about to graduate from college and is excited about joining her two roommates to start a small coffee shop near campus. She has never started a business before, but she is sure that her business degree has taught her everything she needs to know. The three of them have enough money for their initial costs and figure that they can cover their expenses with the cash flow from the business. Which heuristic is probably involved?

A) B) C) D) E)

48)

representativeness anchoring availability fundamental attribution error overconfidence

Which of the following statements is true?

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A) B) C) D) E)

Evidence-based decision making should never be used in making decisions.

Evidence-based decision making should never be used in informing decisions.

Evidence-based decision making should never be used in supporting decisions.

Evidence-based decision making should always be used in supporting decisions.

Evidence-based decision making should sometimes be used in supporting decisions.

49) Evidence collected after the fact can be used to convince an external audience that the organization is following a sound course of action in a complex and ambiguous decision context.

On the positive side, this can lead to A) B) C) D) E)

shareholders questioning management. confidence and goodwill about the company. less input from employees. insecurity about management decision making. supplying only the most pertinent information.

50) The senior managers of Optimum Inc., a multinational information technology firm, were concerned that people were not buying their computers. They were shocked to hear of a salesperson recommending to customers to buy something other than an Optimum PC because they were of poor value. This small incident motivated the organization to conduct an extensive survey to understand real customer experience in order improve their products accordingly. This was an example of A) B) C) D) E)

a normative process. evidence-based decision making. satisficing. a nonrational process. escalation of commitment.

51) The ________ style of decision making can foster an idealistic and indecisive approach to decision making.

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A) B) C) D) E)

analytical conceptual directive behavioral ambiguity

52) Lily graduates from high school and is ready to go to college. However, she also loves sports. She wants to join a basketball academy and become a professional basketball player. Lily finds her uncertainty about her future very stressful and is psychologically uncomfortable about it. This implies that Lily has a(n) A) B) C) D) E)

low tolerance for ambiguity. conceptual decision-making style. low need for structure. analytical style of decision making. high social concern.

53) When Jamie comes to work in the morning, the first thing he does is head to the employee lounge where he grabs a cup of coffee and talks to coworkers for several minutes. This implies that he probably has a A) B) C) D) E)

low tolerance for ambiguity. high tolerance for ambiguity. task orientation. low need for structure. social orientation.

54) Marvin is a medical technician who administers stress tests. He has a low tolerance for ambiguity and is oriented toward task and technical concerns when making decisions. The ________ style is well suited for this position.

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A) B) C) D) E)

analytical conceptual directive behavioral consultative

55) A person with a low tolerance for ambiguity who is oriented toward people and social concerns when making a decision portrays which style?

A) B) C) D) E)

analytical conceptual directive behavioral consultative

56) Jolene is a mathematics major. She has a high tolerance for ambiguity and tends to overanalyze many situations. What style does Jolene represent?

A) B) C) D) E)

analytical conceptual directive behavioral consultative

57) Carla tends to take long-term view and rely on discussions with others to acquire information. She has a high tolerance for ambiguity and is oriented toward people and social concerns when making decisions. Which decision-making style does Carla possess?

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A) B) C) D) E)

58)

analytical conceptual directive behavioral consultative

Individuals who are directive in decision-making style A) B) C) D) E)

risk being autocratic and focusing on the short term. sometimes overanalyze situations. rely on intuition and discussions with others to acquire information. are good at finding creative solutions to problems. have a tendency to avoid conflict.

59) Ginni Rometty and her management team must analyze business and technology trends worldwide to determine the best course of action for increasing company revenues and moving the company forward in an era of digital disruption. What type of decision-making style does Ginni possess?

A) B) C) D) E)

60)

directive analytical conceptual behavioral ambiguous

Individuals who are conceptual in decision-making style A) B) C) D) E)

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risk being autocratic and focusing on the short term. sometimes overanalyze situations. rely on intuition and discussions with others to acquire information. adopt a short-term perspective. have a tendency to avoid conflict.

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61)

The primary intent of Bagley’s decision tree model is to A) B) C) D) E)

62)

A(n) ________ is a graphical representation of the process underlying decisions.

A) B) C) D) E)

63)

improve rationality in decision making. assist in conducting evidence-based decision making. help in making more ethical decisions. reduce bias in decision making. increase creativity in decision making.

PERT chart GANNT chart decision tree flowchart organizational chart

The first question asked in Bagley’s decision tree is: A) B) C) D) E)

Is the proposed action legal?

Is the proposed action ethical?

Does the proposed action maximize shareholder value?

Does the proposed action affect any stakeholders?

Would it be ethical not to take the proposed action?

64) Wanston operates factories in Southeast Asia. After a fire burned down one of the factories, Wanston needs to decide whether to continue operating in a damaged building or to wait until the damage has been repaired and chance losing orders. What might the ethical decision be?

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A) The ethical decision might be to close the plant because safety rules are so lax.

B) The ethical decision might be to move al employees to the United States and grant them citizenship.

C) The ethical decision might be to keep your customers happy, no matter what the cost.

D) The ethical decision might have been to keep employees working through the repair cycle so they can get a paycheck.

E) The ethical decision might be to ask employees to enter the building only after the structural problems had been fixed, and to ask customers for some leeway in filling orders.

65)

Which of the following is not a question in Bagley’s decision tree?

A) B) C) D) E)

66)

Which of the following is not an advantage of group decision making?

A) B) C) D) E)

67)

Is the proposed action legal?

Is the proposed action ethical?

Does the proposed action maximize shareholder value?

Does the proposed action affect any stakeholders?

Would it be ethical not to take the proposed action?

greater commitment to a decision less time spent making a decision better understanding of the decision rationale greater pool of knowledge more visible role modeling

Which of the following is not an advantage of group decision making?

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A) B) C) D) E)

goal displacement greater pool of knowledge different approaches to a problem greater commitment to a decision more visible role modeling

68) ________ is a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members’ strivings for unanimity override their motivation to realistically appraise alternative courses of action.

A) B) C) D) E)

69)

________ is the sense of “we-ness” that overrides individual differences and motives.

A) B) C) D) E)

70)

Brainstorming Brainwriting Brainwashing Groupthink Goal displacement

Group coherence Group cohesiveness Groupthink Peer pressure Stereotyping

In groupthink, the “inherent morality” symptom is likely to A) B) C) D) E)

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breed excessive optimism. cause groups to underestimate opponents. cause groups to interpret silence as assent. question loyalty of dissenters. cause the group to ignore ethical considerations.

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71)

Which of the following is not a symptom of groupthink?

A) B) C) D) E)

mindguards illusion of unanimity self-censorship illusion of invulnerability minority dissent

72) Richard and his graphic design team have brainstormed for hours on a logo for a new client. All the ideas have been displayed on the overhead projector and the entire team must now vote and come to a(an) ________ to support the outcome.

A) B) C) D) E)

consensus solution viewpoint opinion judgment

73) Kathryn is looking for ideas on how best to grow her small business. She and her three partners sit down to brainstorm suggestions. Which of the following rules will help ensure a positive brainstorming session?

A) B) C) D) E)

74)

Offer criticisms of ideas right away so you don't waste time.

Don’t be too focused … let your mind wander.

Encourage wild ideas.

Let everyone jump in to the conversation.

Focus on the quality of the ideas…not the quantity.

The first stage of the creative performance behavior process is

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A) B) C) D) E)

problem formulation/definition. preparation/information gathering. idea generation. idea evaluation. idea validation.

75) Selecting the most creative and promising idea from among multiple options relies on analytical and mainly conscious thinking. This is ________, the final stage of the creative performance process.

A) B) C) D) E)

problem formulation problem definition preparation/information gathering idea generation idea evaluation/validation

76) Many organizations, such as Google, Zappos, Salesforce.com, and Etsy, are designing the work environment to encourage casual conversations among employees who don’t generally work together. They also are “installing playful prompts, like trivia games, to get workers talking in traditional conversational dead zones, such as elevators.” It is thought that ________ demonstrate a form of social support for employees, leading them to put more effort into creative behaviors.

A) B) C) D) E)

low-performance work systems high stress work environments high-performance work systems independent low stress work environments

77) Managers should not use a “one size fits all” approach when linking rewards to ________ behavior.

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A) B) C) D) E)

78)

positive creative negative intrinsic extrinsic

________ and ________ drive creative performance behaviors.

A) B) C) D) E)

Task; person focus Tolerance for ambiguity; locus of control Heuristics; biases Alternatives; solutions Person factors; environmental characteristics

79) Max needs to create a plan for his final art project. Inez, also in the class, passes by and sees Max sitting at an outdoor café, having coffee. He seems really relaxed. Inez asks him how come he isn’t stressed thinking about the final project. What does this scenario indicate?

A) B) C) D) E)

Coffee can help stimulate creative ideas.

Doing “nothing” may be one of the most important creative things we can do.

Max has a good relationship with his art instructor so he’s not worried.

Max does his best creative work right before the due date, so he’s not in any rush.

It’s easy to ask for an extension for the project.

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

80) Describe the stages in the rational model of decision making. What is good and bad about this model?

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81) Tucker Automotive enters into a $750 million dollar partnership with VQI Research.

Management has decided that VQI could help them be on the cutting edge of self-driving cars.

Tucker did no research and has no idea about the potential market or possible government and safety regulations that might be imposed. But Tucker knows that the personal transportation environment is changing quickly. What type of decision-making model does this reflect?

Describe the process in detail as well as any potential constraints.

82) In what types of situations should a manager use rational and nonrational models of decision making? Explain, using specific examples.

83) You and your roommate are going shopping. As you walk down the street, you see movers lifting a large couch out of a truck and onto the sidewalk. You both quickly cross to the other side of the street. You don’t want to get in the way of the movers or risk being injured by a piece of furniture. This is an example of judgmental heuristics. Why is knowing about these important for managers? Identify and define at least six judgmental heuristics and give an example of each.

84) By listening to the news and other online media we hear a lot of negativity and an emphasis on unusual events like mall shootings and plane crashes. By hearing these stories, we overestimate their frequency. Because this information is recent, we overestimate its importance.

The problem is that recent information is not necessarily the best or most accurate.

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85) What is evidence-based decision making? Give an example. Discuss the three ways in which evidence can be used in decision making, and describe when the use of evidence is appropriate.

86) Martin’s Stores Inc. has entered into a partnership with FindIt. FindIt, the retailer’s latest search engine for Martins.com, includes semantic data. Seemless, a platform that was designed in-house, relies on text analysis, machine learning and even synonym mining to produce relevant search results. Martin’s says adding semantic search has improved online shoppers completing a purchase by 10 to 15 percent. In terms of benefits to Martin’s, that could mean millions of dollars. What is “big data”? Why is it important for organizations?

87) Define decision-making style. Identify the four styles, and describe the dimensions that underlie these styles. Which of these reflects your decision-making style?

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88) Norwood, South Carolina, had been a thriving community thanks to the Herndon Furniture Plant which provided jobs for almost half of the residents. To remain competitive, the plant eliminated about half of their furniture lines, outsourcing them to China. Norwood suffered a serious economic downturn.The local congressman set up a committee to try to address economic issues in the town and surrounding areas. One of the recommendations was to create an outdoor sports and entertainment destination by the Tentee River that runs through town. The state provided some funds for a recreation analyst to create a plan. This plan involved a study of the river, plans for overflow water in case of flooding, and a four-year program to build facilities.The plan was accepted by the committee, but to take full advantage of state funds, donations, and tax credits, the River Center had to be operational within two years. The committee was led by a local business person who was aggressive, overly optimistic, and more conceptual in his approach toward decision making. He believed that everything would work out just fine, and he convinced to committee to move forward without conducting the full range of studies. The committee was most concerned about starting the project as it would bring jobs to the areas and less concerned about doing feasibility studies. Despite some controversy, certain aspects, like the overflow plan, were put on hold until after the facility was operational. It’s not clear that the committee had completed consensus about starting the work, but the leader pushed it through just the same.

89) Think of Bagley’s decision tree model of decision making. Discuss the steps in the decision tree. Is use of this model beneficial for people as well as organizations? How? Describe a specific situation that you experienced in which this model would be helpful.

90) In an OB course, the professor divides the class into teams of five. Alice is leader of her team. Their assignment—to be completed within the class period—is to create an original problem-solving activity. To develop this activity, students will need to use creativity, negotiation, and decision making, as well as communication and time management. What does Alice have to do to enhance creativity and group decision making?

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91) What is “groupthink”? What causes it? How would a manager be able to recognize that groupthink is occurring? Now describe a situation in which you experienced or viewed groupthink.

92) At Superba College, student surveys indicate that students really dislike the food served at the student union. The dean decides to create a student panel to brainstorm ideas on how to improve the food without raising costs for the students or the school. How does brainstorming work? What can the dean do to make sure that the brainstorming efforts are effective?

93)

Define “creativity.” What causes creativity? What are the stages of the creative process?

94) As a technical writer you are experiencing the dreaded “writer’s block” and can’t seem to finish the last three sections of the instruction manual for the company’s new coffee maker. Offer up some ways in which to renew your creativity by shaking up your routine.

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Answer Key Test name: Chap 11_3e 1) TRUE 2) FALSE 3) TRUE 4) FALSE 5) FALSE 6) TRUE 7) FALSE 8) FALSE 9) TRUE 10) TRUE 11) FALSE 12) FALSE 13) TRUE 14) FALSE 15) TRUE 16) D 17) E 18) A 19) B 20) C 21) D 22) B 23) B 24) A 25) C 26) A Version 1

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27) C 28) D 29) A 30) C 31) E 32) B 33) A 34) B 35) B 36) E 37) B 38) C 39) C 40) D 41) E 42) C 43) B 44) E 45) A 46) B 47) E 48) E 49) B 50) B 51) B 52) A 53) E 54) C 55) D 56) A Version 1

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57) B 58) A 59) B 60) C 61) C 62) C 63) A 64) E 65) D 66) B 67) A 68) D 69) B 70) E 71) E 72) A 73) C 74) A 75) E 76) C 77) B 78) E 79) B

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80) The rational model of decision making explains how managers should make decisions. There are four generic stages associated with rational decision making (see Figure 11.2).• Stage 1: Identify the Problem or Opportunity-Problem. Identification is the first stop in solving any type of problem. Managers also have to make decisions regarding opportunities. Whether you face a problem or an opportunity, the goal is always the same: to make improvements that change conditions from their current state to a more desirable one.• Stage 2: Generate Alternative Solutions. For many people this is the exciting part of decision making. The step where you get to be creative, think outside the box, and share your ideas of how things should be done.

Brainstorming, for instance, is a common technique used by both individuals and groups to generate potential solutions. A research study revealed that managers struggled during this stage because of three key decision-making blunders: (1) rushing to judgment, (2) selecting readily available ideas or solutions, and (3) making poor allocation of resources to study alternative solutions. Decision makers thus are encouraged to slow down when making decisions, to evaluate a broader set of alternatives, and to invest in studying a greater number of potential solutions.• Stage 3: Evaluate Alternatives and Select a Solution. In this stage, evaluate alternatives in terms of several criteria. Not only are costs and quality important, but you should consider the following questions: (1) Is it ethical? (If not, don’t consider it.) (2) Is it feasible?

(If time is an issue, costs are high, resources are limited, technology is needed, or customers are resistant, for instance, then the alternative is not feasible.) (3) Will it remove the causes and solve the problem?• Stage 4: Implement and Evaluate the Solution Chosen. Once a solution is chosen, it needs implementation. And after implementation, stakeholders need to evaluate how effectively the solution solves the problem.The rational model is prescriptive, outlining a logical process Version 1

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that managers should use when making decisions. As such, the rational model is based on the notion that managers optimize when making decisions. Optimizing involves solving problems by producing the best possible solution and is based on a set of highly desirable conditions— having complete information, leaving emotions out of the decisionmaking process, honestly and accurately evaluating all alternatives, time and resources are abundant and accessible, and people are willing to implement and support decisions. Practical experience, of course, tells us that these conditions are all rarely met, and assumptions to the contrary are unrealistic. Herbert Simon in 1978 earned the Nobel Prize for his work on decision making. He put it this way: “The assumptions of perfect rationality are contrary to fact. It is not a question of approximation; they do not even remotely describe the processes that human beings use for making decisions in complex situations.”Three benefits of trying to follow a rational process as much as realistically possible are quality, transparency, and responsibility.

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81) Nonrational models of decision making explain how managers actually make decisions. The models typically build on assumptions that decision making is uncertain, that decision makers do not possess complete information, and that managers struggle to make optimal decisions. One of these models is Herbert Simon’s normative model.Herbert Simon’s normative model describes the process that managers actually use when making decisions. The process is guided by a decision maker’s bounded rationality. Bounded rationality represents the notion that decision makers are bounded or restricted by a variety of constraints when making decisions. These constraints include any personal characteristics or internal and external resources that reduce rational decision making. These limitations result in the tendency to acquire manageable rather than optimal amounts of information.

Constraints of bounded rationality cause decision makers to fail to evaluate all potential alternatives, thereby causing them to satisfice (i.e., choosing a solution that meets some minimum qualifications, one that is good enough).

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82) Integrate rational and nonrational models by identifying four kinds of decision environments and an effective method of decision making for each.1. Simple. A simple context is stable, with clear cause-andeffect relationships, so the best answer can be agreed upon. The effective method of decision making is the rational model. Decision makers gather information, categorize it, and respond in an established way.2.

Complicated. There is a clear relationship between cause and effect, but some people may not see it, and more than one solution may be effective. The effective method of decision making is the rational model.

Decision makers investigate and analyze options.3. Complex. There is one right answer, but many unknowns obscure cause-and-effect relationships. The effective method of decision making is intuition.

Decision makers start by experimenting, testing options, and probing to see what might happen as they look for a creative solution.4.

Dynamic/Chaotic. Cause-and-effect relationships change so fast that no pattern emerges. The effective method of decision making is both intuition and evidence-based decision making. Decision makers act first to establish order and then find areas where it is possible to identify patterns so that aspects of the problem can be managed.

83) We make decisions and judgments every day. Judgmental heuristics represent cognitive shortcuts or biases that are used to simplify the process of making decisions. There are both pros and cons to the use of heuristics. Because these shortcuts derive from knowledge gained from past experience, they can help managers make decisions. At the same time, however, they can lead to bad decisions, particularly for people facing severe time constraints. Eight biases that commonly affect decision making are:Confirmation biasOverconfidence biasAvailability biasRepresentativeness biasAnchoring biasHindsight biasFraming biasEscalation of commitment bias

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84) What type of bias is being demonstrated here and how can you make decisions differently? When have you found yourself stating an opinion or making a decision based on something that recently happened without gathering all of the research?Availability bias is a decision maker’s tendency to base decisions on information readily available in memory.

To counteract this, we must think about other positive events that are happening around us. Look back in history for other facts before making any biases about a current situation.

85) Evidence-based decision making (EBDM) is defined as a process of conscientiously using the best available data and evidence when making managerial decisions. Evidence is used in three different ways: to make a decision, to inform a decision, and to support a decision. Evidence is used to make a decision whenever the decision follows directly from the evidence. Evidence is used to inform a decision whenever the decision process combines hard, objective facts with qualitative inputs, such as intuition or bargaining with stakeholders. These two uses of evidence are clearly positive and should be encouraged. The same cannot be said about using evidence to support a decision. Evidence is used to support a decision whenever the evidence is gathered or modified for the sole purpose of lending legitimacy to a decision that has already been made.

This application of evidence has both positive and negative effects.

Students should give an example of EBDM.

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86) Big data reflects the vast quantity of data available for decision making. It encompasses the collection, sorting, and analysis of that information, and the techniques to do so. The analysis of big data is expected to revolutionize all aspects of our lives, and many companies are not prepared for this change. Managers and companies that effectively utilize big data are expected to gain competitive advantage.

Big data creates value in the following ways:It can make information more transparent and usable.It allows organizations to measure and collect all types of performance information, enabling them to implement initiatives to enhance productivity.It allows narrower segmentation of customers.It can be sued to develop new products.One problem with big data is that private or sensitive information is more easily obtained, which means it can be leaked to others.

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87) A decision-making style is how an individual perceives and comprehends stimuli and the general manner in which he or she chooses to respond to such information. Students should draw the model of Figure 11.4. Value orientation reflects the extent to which an individual focuses on either task and technical concerns or people and social concerns when making decisions. The second dimension, tolerance for ambiguity, is the individual difference indicating the extent to which a person has a high need for structure or control in his or her life. When the dimensions of value orientation and tolerance for ambiguity are combined, they form four styles of decision making: directive, analytical, conceptual, and behavioral.People with a directive style have a low tolerance for ambiguity and are oriented toward task and technical concerns when making decisions.People with an analytical style have a much higher tolerance for ambiguity and they tend to overanalyze a situation.People with a conceptual style have a high tolerance for ambiguity and tend to focus on the people or social aspects of a work situation.The behavioral style is the most people-oriented of the four styles.

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88) Three months before the River Center was to open, the river flooded.

All of the docks and buildings were destroyed. Norwood was worse off than when the plan started.Apply the 3-Step Problem-Solving Approach and the Organizing Framework to suggest potential solutions for this problem.Apply the 3-Step Problem-Solving Approach to OBStep 1: Define the problem.Look first at the Outcomes box of the Organizing Framework in Figure 11.7 to help identify the important problem(s) in this case. Remember that a problem is a gap between a desired and a current state.Step 2: Identify causes of the problem by using material from this chapter, summarized in the Organizing Framework shown in Figure 11.7.Causes will appear in either the Inputs box or the Processes box. Which are person factors and which are situation factors?

Now consider the Processes box shown in Figure 11.7. Consider concepts listed at all three levels. For any concept that might be a cause, ask yourself, Why is this a cause? Again, do this for several iterations to arrive at root causes.Step 3: Make your recommendations for solving the problem.Consider whether you want to resolve it, solve it, or dissolve it. Which recommendation is desirable and feasible?Given the causes identified in Step 2, what are your best recommendations?

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89) Harvard Business School Professor Constance Bagley suggests that a decision tree can help managers make more ethical decisions. A decision tree is a graphical representation of the process underlying decisions, and it shows the consequences of making various choices.

Follow Bagley’s decision tree, shown in Figure 11.5, by asking the following questions: (1) Is the proposed action legal? (2) If yes, does the proposed action maximize shareholder value? (3) If yes, is the proposed action ethical? (4) If no, would it be ethical not to take the proposed action?The decision tree cannot provide a quick formula that managers and organizations can use to evaluate every ethical question. Ethical decision making is not always clear-cut and it is affected by crosscultural differences. Organizations are encouraged to conduct ethics training and to increase awareness about cross-cultural issues when the work involves people with mixed cultural backgrounds. The decision tree does provide a framework for considering the trade-offs between managerial and corporate actions and managerial and corporate ethics.

90) To enhance creativity, Alice should focus on: motivation; letting the subconscious mind do its work; seeking out the unusual; and making sure there is a little time to laugh.To take advantage of group decisionmaking, Alice should focus on: (1) greater pool of knowledge, (2) different approaches to a problem, (3) greater commitment to a decision, (4) better understanding of decision rationale, and (5) more visible role modeling. She will have to watch out for (1) social pressure, (2) a few people dominate, (3) goal displacement, and (4) groupthink.

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91) Groupthink is a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members’ strivings for unanimity override their motivation to realistically appraise alternative courses of action. Groupthink happens when members fail to exercise sufficient reality testing and moral judgment due to pressures from the group. Groupthink is more likely when there are high levels of cohesiveness or a sense of “we-ness” that overrides individual differences and motives. There are eight common symptoms of groupthink: (1) invulnerability, (2) inherent morality, (3) rationalization, (4) stereotyped views of opposition, (5) self-censorship, (6) illusion of unanimity, (7) peer pressure, and (8) mindguards.

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92) Brainstorming helps groups generate multiple ideas and alternatives for solving problems. Developed by advertising executive A. F. Osborn, brainstorming can apply in a variety of contexts. They include solving problems, developing creative ideas for new products, removing performance roadblocks, and developing action plans to achieve goals.

Brainstorming sessions begin by asking participants to silently generate ideas or solutions, which then are collected either in public or anonymously and summarized in some fashion (such as on a whiteboard or a flip chart).The dean can follow the seven rules for brainstorming used by IDEO, a product design company:• Defer judgment. Don’t criticize during the initial stage of generating ideas. Avoid phrases such as “We’ve never done it that way,” “It won’t work,” “It’s too expensive,” and “Our manager will never agree.”

• Build on the ideas of others. Encourage participants to extend others’ ideas by avoiding “buts” and using “ands.”

• Encourage wild ideas. Encourage out-of-the-box thinking. The wilder and more outrageous the ideas, the better.

• Go for quantity over quality. Guide participants to generate and write down as many new ideas as possible. Focusing on quantity encourages people to think beyond their favorite ideas.

• Be visual. Use different colored pens (e.g., red, purple, blue) to write on big sheets of flip chart paper, whiteboards, or poster board that is put on the wall.

• Stay focused on the topic. Appoint a facilitator to keep the discussion on target.

• Keep to one conversation at a time. Set ground rules that no one interrupts another person, dismisses someone’s ideas, shows disrespect, or otherwise behaves rudely.

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93) Creativity is the process of producing new and useful ideas concerning products, services, processes, and procedures. Figure 11.6 illustrates a model of creativity. A combination of person factors and environmental characteristics influences creative performance behaviors, which in turn influence creative outcome effectiveness. Researchers believe that the four behaviors constituting creative performance behaviors unfold according to the following sequence: (1) problem formulation/definition, (2) preparation/information gathering, (3) idea generation, (4) idea evaluation/validation. Figure 11.6 shows that person factors and environmental characteristics go into producing the four creative performance behaviors.First, creativity requires motivation and domain-relevant knowledge. People need to be motivated to apply their knowledge and capabilities to create new ideas, new products, and solutions to all sorts of problems. The Big Five personality dimensions, an innovative cognitive style, self-efficacy, willingness to tolerate ambiguity, and proactive personality, all are positively associated with creative performance behaviors.Meaningful work, positive relationships with supervisors and coworkers, informational feedback, and spatial configuration of work settings all have a positive impact on creative performance behaviors. Organizational climate and organizational culture also contribute to the exhibition of creative behaviors.

Managerial behavior and organizational policies and procedures are key ways to influence organizational climate and culture.

94) Some tips that offer a quick and powerful creative boost include; change your commute, listen to noise, move your lunch, change your workspace, try a creativity exercise (ex. pick an everyday object like a coffeepot and write a few sentences about what it reminds you of), etc.

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CHAPTER 12 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) The base of power that most people think of as authority and that is anchored to one’s formal position is known as legitimate power. ⊚ ⊚

true false

2) Referent power is derived from personal characteristics and social relationships that effectively gain others compliance. ⊚ ⊚

true false

3) People who do what is required, exert no extra effort, and provide no extra input are said to be resisting. ⊚ ⊚

true false

4) Managers who obtain compliance primarily because of their formal authority to make decisions have legitimate power. ⊚ ⊚

true false

5) Effective empowerment involves giving decision-making authority to all employees in each and every situation. ⊚ ⊚

true false

6) Empowerment is an either-or proposition; either a subordinate is empowered or not— there are no “degrees” of empowerment.

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⊚ ⊚

true false

7) When managers turn over decision-making authority to employees and remove themselves from the process altogether is the highest degree of empowerment. ⊚ ⊚

true false

8) Recent research and practice have shown that the four elements—meaning, competence, self-determination, and impact at work—that are important for individuals also foster psychological empowerment in teams, but not for whole organizations. ⊚ ⊚

9)

Structural empowerment is an input into psychological empowerment. ⊚ ⊚

10)

true false

true false

Manipulation are the conscious efforts to affect and change a specific behavior in others. ⊚ ⊚

true false

11) Coalition building is getting others to support your efforts to persuade someone to do something. ⊚ ⊚

true false

12) Rational persuasion, consultation, collaboration, and inspirational appeals are most effective at building commitment.

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⊚ ⊚

true false

13) People’s perceptions of politics (POP) have been linked to many undesirable outcomes such as decreased job satisfaction, organizational commitment, increased stress, and turnover intentions. ⊚ ⊚

true false

14) Impression management is any attempt to control or manipulate the images related to a person, organization, or idea. ⊚ ⊚

true false

15) Research shows that most interviewer impressions of job candidates are formed rationally through careful questioning. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

16) To have more effective meetings, managers should A) B) C) D) meetings.

E)

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experiment with the numbers and frequencies of meetings held. allow meetings to go longer than scheduled; schedules are only guidelines. create a general agenda showing just the time, date, and place of the meeting. insist that only problems be fully discussed, and possible solutions aired at later set general goals for each meeting.

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17) Diego is a housekeeper at Hotel 365 and has a guest approach him about the TV not working in his room. Diego immediately calls the maintenance department and the TV gets fixed within 10 minutes. Diego even brings the guest a bottle of wine for the trouble. What style of empowerment does Diego’s manager appear to exhibit?

A) B) C) D) E)

18)

domination delegation networking consultation participation

________ power is the basis of power that most people think of as authority.

A) B) C) D) E)

Reward Coercion Referent Legitimate Expert

19) Dewey, a manager at the Busy Bee Restaurant, gives Alice her schedule for the next week. Alice knows she must follow that schedule. What kind of power is Dewey exercising?

A) B) C) D) E)

reward coercion referent legitimate expert

20) Individuals or organizations have ________ power if they can obtain compliance by promising or delivering positive reinforcement.

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A) B) C) D) E)

reward coercion referent legitimate expert

21) In his annual performance review meeting with Eileen, who has been working at the company for two years, Ruben suggests that if she keeps up her good work she is likely to be offered a promotion within the next year. Ruben is exercising his ________ power.

A) B) C) D) E)

22)

reward coercion referent legitimate expert

Sharing power via empowerment is a means of increasing your own A) B) C) D) E)

rewards. expertise. power. salary. knowledge.

23) The ability to make threats or deliver punishment gives an individual or organization ________ power.

A) B) C) D) E)

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reward coercion referent legitimate expert

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24) Alexa, a manager, explains to Harvey that if he is late to work one more time in the next six weeks he will be suspended without pay for a day. Alexa is exercising ________ power.

A) B) C) D) E)

reward coercion referent legitimate expert

25) Jeff has been a project assistant for XYZ Corporation for five years. Recently he was asked to train Harriet, a new employee. He suggests that she use an Excel worksheet to lay out the projects she is currently working on, and she complies. He is using ________ power.

A) B) C) D) E)

reward coercion referent legitimate expert

26) ________ power comes into play when one’s personal characteristics and social relationships become the reason for compliance.

A) B) C) D) E)

Reward Coercion Referent Legitimate Expert

27) Therese is a charismatic person who is often able to get other employees to work late on special projects by being very friendly and fun to be around. She is exercising her ________ power.

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A) B) C) D) E)

reward coercion referent legitimate expert

28) ________ power is the type of influence a person exercises independent of his or her job or position.

A) B) C) D) E)

Reward Coercion Legitimate Personal Political

29) ________ power is the type of influence a person exercises because of the job he or she holds.

A) B) C) D) E)

Reward Personal Political Referent Position

30) Meghan resents Tom’s promotion to sale manager. She knows she has performed as well as Tom and feels that his promotion was not deserved. She doesn’t verbally express this, but when Tom runs a meeting, she doesn’t participate or contribute. Rather, she looks at her phone or out the window. This passive-aggressive reaction to Tom’s influence attempt reflects Meghan’s

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A) B) C) D) E)

resistance. rebellion. compliance. commitment. coercion.

31) What type of management style is when the manager/leader and followers jointly make decisions?

A) B) C) D) E)

power sharing authoritarian influence sharing power distribution compliance

32) Fiona used an influence tactic on Gerald and got him to enthusiastically agree to her proposal. Gerald demonstrated initiative and persistence while completing the assignment. This is an example of A) B) C) D) E)

resistance. defiance. hindrance. compliance. commitment.

33) Marcy grudgingly agrees to Herb’s proposal and needs a lot of prodding to satisfy the minimum requirements. Marcy is exhibiting

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A) B) C) D) E)

hindrance. defiance. commitment. resistance. compliance.

34) Hugh tries his best to convince Irene about a new business proposal, but Irene presents some good counterarguments and stalls the proposal. This is an example of A) B) C) D) E)

compliance. adherence. allegiance. resistance. commitment.

35) During the regional debate one of the candidates was dressed very differently from the others. He was wearing a t-shirt that said “USA,” jeans, and sandals. He was trying to make a unique first impression by standing out from the “stuffy” other candidates. What type of action did this violate to make a killer first impression?

A) B) C) D) E)

36)

Consider your ornaments.

Remember your body speaks.

Bust bad moods and bad days.

Be interested to be interesting.

Set goals.

________ power tends to produce ________.

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A) B) C) D) E)

37)

Compliance can be a result of ________ power.

A) B) C) D) E)

38)

Negative legitimate; commitment Reward; compliance Positive legitimate; compliance Reward; commitment Expert; compliance

positive legitimate, expert, and referent negative legitimate, expert, and referent negative legitimate, coercive, and reward negative legitimate, reward, and expert positive legitimate, expert, and reward

What type of power tends to produce commitment?

A) B) C) D) E)

positive legitimate, expert, and referent negative legitimate, expert, and referent negative legitimate, coercive, and reward negative legitimate, reward, and expert positive legitimate, expert, and reward

39) You are a management consultant. During a training session, a manager from XYZ Energy Corporation asks you to summarize the best research evidence on the impact of the five bases of power on job performance, job satisfaction, and turnover. Which of these would be a correct response?

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A) Reward power has a stronger positive impact than referent power.

B) Legitimate power has a stronger positive impact than expert power.

C) Referent power has a weaker positive impact than legitimate power.

D) Expert and referent powers have a generally positive impact.

E) Coercive power has a positive impact on performance and a negative impact on satisfaction.

40) Professor Smith promises Professor Davis that he will buy him dinner if Professor Davis covers class for him one day while Professor Smith is presenting a paper at a conference.

Professor Davis agrees, although he is merely going to hand out an assignment to students and be available for questions if they have any. Professor Smith is using his ________ power and Professor Davis is ________.

A) B) C) D) E)

reward; committed reward; complying referent; committed referent; complying expert; complying

41) Which of the following is not an element of etiquette that you should carefully consider and practice?

A) B) C) D) E)

42)

Carry a portfolio/notepad to the interview.

Extend your hand first when meeting the interviewer.

Provide an uncertain handshake to the interviewer.

Keep your cell phone silenced.

Thank your interviewer for his/her time at the end of the interview.

________ power tends to produce ________.

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A) B) C) D) E)

43)

Positive legitimate; resistance Reward; commitment Expert; commitment Referent; compliance Legitimate negative; commitment

Which of the following statements about the effect of power is true?

A) B) C) D) E)

Expert power has a generally negative effect.

Referent power has a slightly positive effect.

Reward power has a generally negative effect.

Coercive power has a slightly negative effect.

Legitimate power has a slightly negative effect.

44) ________ is(are) the efforts to enhance employee performance, well-being, and positive attitudes.

A) B) C) D) E)

Organizational citizenship behavior Positive organizational behavior Organizational politics Empowerment Organization development

45) Maxine spends almost one day every week just managing email and at least another two days a week in meetings. She clearly needs help to accomplish all of her responsibilities. To do this will necessitate ________ and ________ empowerment.

A) B) C) D) E)

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reinforcement; expectancy equity; job structural; psychological expert; coercive legitimate; reward

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46)

The highest degree of empowerment is A) B) C) D) E)

authoritarian power. power sharing. power distribution. influence sharing. structural.

47) Fred always announces his decisions at weekly staff meetings. He doesn’t waste time asking for employee input because he already knows what he wants to do. This reflects ________, the lowest level of empowerment.

A) B) C) D) E)

power sharing influence sharing power distribution influence distribution authoritarian power

48) One of the psychological empowerment outcomes at the individual, team, and organization level includes A) B) C) D) E)

psychological capital. core self-evaluations. job characteristics. performance. managerial support.

49) Grace’s overriding goal is to increase productivity and competitiveness in her company.

She is willing to take her time, because she knows that ________ is a matter of degree, not an either-or proposition.

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A) B) C) D) E)

50)

When psychologically empowered, an employee feels all of the following except A) B) C) D) E)

51)

self-determination. agreeableness. meaning. competence. impact at work.

Psychological empowerment is related to A) B) C) D) E)

52)

domination consultation empowerment delegation growth

the job characteristics model. equity theory. self-efficacy. personality theory. political tactics.

________ is your personal evaluation of your ability to do your job.

A) B) C) D) E)

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Impact Meaning Self-determination Competence Significance

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53) Noreen is extremely happy to be working at QBiz. They are a socially conscious, community-focused company. Noreen knows that her goals align with those of her manager, team, and employer. Noreen has ________ in relation to her company.

A) B) C) D) E)

54)

impact meaning self-determination competence significance

________ is the feeling that your efforts make a difference and affect the organization.

A) B) C) D) E)

Impact Meaning Self-determination Competence Significance

55) You are a management consultant. An executive from Swell Systems asks you to present a workshop on empowerment to her managers. Which of the following ideas should you include?

A) B) C) D) E)

56)

Power can be handed to employees who are not prepared without any ill effects.

Power is a zero-sum situation where one person’s gain is another’s loss.

Social power is limited and requires win-win thinking.

Authoritarian managers have win-win thinking about employee empowerment.

Empowerment is a matter of degree, not an either-or proportion.

________ is(are) conscious efforts to affect and change a specific behavior in others.

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A) B) C) D) E)

Influence tactics Political tactics Impression management Power sharing Influence sharing

57) ________ is when you try to build enthusiasm by appealing to others’ emotions, ideals, or values.

A) B) C) D) E)

Ingratiation Consultation Exchange A coalition tactic An inspirational appeal

58) George has persuaded most of his department to support a cancer run this spring. He really wants to get Nathan on board since Nathan frequently runs in marathons. George asks Terry, Sandy, and Marvin to “work on Nathan.” This is using ________ to get others to support your efforts to persuade someone.

A) B) C) D) E)

59)

ingratiation consultation exchange coalition tactics legitimating tactics

Using ________ basing a request on explicit or implied support from superiors.

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A) B) C) D) E)

ingratiation consultation exchange coalition tactics legitimating tactics

60) Using ________ is a way of getting others to participate in planning, making decisions, and changes.

A) B) C) D) E)

61)

Of the following, the most frequently used influence tactic is A) B) C) D) E)

62)

ingratiation consultation exchange coalition tactics legitimating tactics

personal appeals. pressure. rational persuasion. coalition tactics. exchange.

________ people tend to be the most persuasive.

A) B) C) D) E)

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Happy Credible Demanding Patient Smart

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63) It’s Monday morning and you know by the end of the week that the performance reviews are going to be given out. You tell your manager that she looks really nice today and want to know where she got her shoes. You also offer to pick her up a cup of coffee during the next break. This is a soft influence tactic, known as A) B) C) D) E)

64)

Which of the following is a “hard” influence tactic?

A) B) C) D) E)

65)

exchange. coalition tactics. legitimating tactics. ingratiation. pressure.

consultation legitimating tactics ingratiation personal appeals rational persuasion

________ is expressed by demanding compliance or using intimidation or threats.

A) B) C) D) E)

Pressure Coalition building Legitimizing Consultation Ingratiation

66) Alexis, a customer service supervisor at ABC Airlines, typically seeks the full participation of her team members when planning, making important decisions, and implementing changes. Which one of the nine generic influence tactics is she using?

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A) B) C) D) E)

ingratiation personal appeals rational persuasion coalition tactics consultation

67) Carl needs a day off from his work. But he is apprehensive that David, his manager, will not grant the leave. Carl knows that David wants to shed a few pounds and has been hitting the gym for the past month. Before asking for the leave, Carl compliments David on his build and physique. It comes as no surprise to Carl that David grants him the leave! What kind of an influence tactic did Carl use?

A) B) C) D) E)

rational persuasion coalition tactic inspirational appeal ingratiation consultation

68) You are late in the preparation of the computer graphics for your final report and presentation. You run into a friend who is great at computer graphics just as he is heading out of the office at the end of the day and say, “I need your help for my project. If you could come back for two or three hours tonight and help me with these graphics, I will complete those spreadsheets you have been complaining about.” Which influence tactic are you using with your friend?

A) B) C) D) E)

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rational persuasion legitimating tactic personal appeal exchange consultation

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69) Ethan tried to convince his subordinates to accept a new policy by showing them that the policy is consistent with the organizational rules and policies. He also showed them that the people above him had already supported and sanctioned the policy. What influence tactic was Ethan using?

A) B) C) D) E)

70)

legitimating tactics exchange personal appeal ingratiation consultation

Which of the following is not a principle of persuasion?

A) B) C) D) E)

People tend to like those who like them.

People tend to resent and disrespect credible experts.

The belief in reciprocity is almost universal.

People tend to follow the lead of those most like themselves.

People tend to do what they are personally committed to do.

71) ________ are intentional acts of influence to enhance or protect the self-interest of individuals or groups that are not endorsed by or aligned with those of the organization.

A) B) C) D) E)

72)

Influence tactics Coalition tactics Organizational politics Political tactics Organizational citizenship behaviors

The critical aspect of organizational politics is the emphasis on

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A) B) C) D) E)

self-efficacy. bases of power. political tactics. self-interest. personality.

73) Meg manages a small nonprofit group that assists abused women. Recently Sarah, one of her employees, notices that Meg has been more focused on getting good press for herself than for the women that she helps. Meg wants to position herself to win the Personal Service Award from the mayor of their community. Sarah thinks they should work toward positioning their group for additional funding. In this case, political tactics that counter Meg’s interests will likely A) B) C) D) E)

harm the organization. cause the organization to restructure. benefit the organization. harm both Meg and the organization. help both Meg and the organization.

74) When couriers at UberEats of London and employees of McDonald’s teamed up to demand higher pay, they were part of a(n) ________.

A) B) C) D) E)

coalition consultation network alliance lobbying group

75) You own your own management consulting firm. At a recent seminar, the owner of a local supermarket chain asks you to help him differentiate between a coalition and a network.

Which of the following would be a correct response?

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A) B) C) D) E)

Networks are people-oriented.

Coalitions have longer-term agendas.

Coalitions involve the pursuit of general self-interests.

Coalitions always coincide with formal group membership.

Networks revolve around specific issues.

76) The ________ level of political action in organizations is characterized by the cooperative pursuit of general self-interests.

A) B) C) D) E)

coalition network alliance political aggregation project team

77) If you are strong at ________, your employees are likely to think that it is right to follow your lead.

A) B) C) D) E)

political tactics impression management influence management coalition building consultation

78) To make a good first impression in an interaction with another, a person should do all of the following except A) B) C) D) E)

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avoid bad moods. match your “ornaments” to your personality and intended message. talk a lot about yourself. set a specific goal for your interaction. be aware of your nonverbal behaviors.

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79)

Which of the following statements about impression management is false?

A) B) C) D) E)

80)

Impression management is generally damaging to careers.

Ingratiation can improve your performance appraisal results.

Ingratiation can make your boss like you more.

Too little impression management can cause you to be overlooked by your boss.

Too much impression management can get you labeled a “phony.”

Which of the following will not be effective for an apology?

A) B) C) D) E)

acknowledgement of wrongdoing acceptance of responsibility expression of regret promising the offense will not be repeated waiting until there has been time to heal

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

81) Identify and describe the five bases of power. What are the likely reactions people have to each type of power? Give an example of each basis of power, using the power a professor might have over a student.

82) Eleanor and her coworkers have all worked in Human Resources for over five years. The director of HR recently retired, and Eleanor was promoted to replace him. How will Eleanor utilize each of the bases of power now that she has been promoted to a managerial position over former coworkers? What advice should a person in this situation follow?

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83) What is meant by the phrase, “Empowerment is a matter of degree”? Describe the evolution of power from domination to delegation.

84) At Bedowin Hotels, management offers a money-back guarantee if the customer isn’t satisfied with everything. They also empower every employee to do what it takes to keep the guests happy—no manager approval is needed. Employees are engaged and feel in control of their positions. They also feel that they really impact the company’s bottom line. Define psychological empowerment. How does a person feel when he or she is empowered? What can a manager do to empower his or her subordinates?

85) You are one of the three finalists chosen to propose how the new lobby of the student center should be designed. You must influence the panelists that your creative design is functional, sustainable and trendy and will be within the budget. Not in your favor is that the other two finalists are certified interior designers and you are a student in the program. You must influence the panelists that you are the best choice. Pick at least three influence tactics that you might use. Also, what persuasion principles might come into play?

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86) Your grade in organizational behavior is composed of 30 percent teamwork. Your professor grades all teams’ assignments and gives all team members the same grade. The semester is half over and you find that you are doing more than your share of the work and your team’s project grades have averaged 90 percent, 75 percent, 83 percent, and 60 percent. You just received the last assignment grade of 60 percent and are wondering what you can do to improve the team’s performance.The five members of your team were randomly selected. You had never met three of these people and had limited interaction with the fourth, a woman named Tracy.

Two of the most outspoken members of the team are male and belong to the same fraternity. You and Tracy believe that these two are not doing their share of the work. They also have limited experience with topics in OB because they have no work experience and are accounting majors.

You have not discussed workload issues with them.The fifth member of your team, Zhauli, has good experience when it comes to OB issues as he previously worked in human resources for several years. Just the same, he is from China and lacks confidence expressing his opinions in English. His lack of speaking up is reinforced by the fact he is introverted.Your team has not created a charter and it constantly argues over who is going to run meetings and make project assignments. No one is accepted as the team leader. You find that you and Tracy are in conflict with the two fraternity brothers. You spoke with your professor about this and she told you to try working it out as team. She prefers that the team find a solution on its own.You just learned that the two fraternity brothers also went to see the professor and blamed you and Tracy for the team’s poor performance. They asked the professor whether they could be graded separately from the other team members. The syllabus does not accommodate such a request. These two team members do not know that you are aware of what they did. Using the 3-Step ProblemSolving Approach and the Organizing Framework, how would you handle this differently in the future. Moving forward, how can you improve your chances of this type of merger?

87) What does the political environment look like in your workplace? Is there political engagement with people who are strictly nonpolitical or people who are highly political? If you have an idea to present to your department, how would you build support for it? Think of an example and use some of the eight recommendations offered at the end of this chapter.

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88) What are organizational politics? Are politics good or bad for organizations? Provide an example to substantiate your position.

89) Sandy works freelance for a large publishing company. The company offers her a fulltime job. Sandy had previously worked for a large company and was “turned off” by the office politics. She knows it can be difficult to get things done. On the other hand, she doesn’t want to discount the benefits of a steady paycheck and benefits. Assuming Sandy takes the job, how can she avoid the bad organization politics and take advantage of the good?

90) Identify at least six of the most commonly used political tactics. Explain each and give an example of each from your own experience.

91) Wendy, Katie, and Celeste go to Human Resources to complain about their manager. He routinely asks them to do menial work (like getting him coffee) or personal errands, but never asks any of the male employees to do this type of work. Wendy, Katie and Celeste share little in common aside from this problem. What type of political action is this? Describe the three levels of political action.

92) Charlotte wants to get a good job after graduation. She is well aware that making a good impression is critical in getting the position she wants. Competition is fierce for good jobs these days. What is impression management? What should Charlotte do to create a positive first impression? Why are initial impressions important to managers?

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93)

How can you increase your own influence?

94) Terry is promoted to manager of the Hong Kong branch of his clothing manufacturer. In Texas, he was able to come to work in jeans and boots. But in Hong Kong, anyone in a leadership role needs to control and maintain the impression. Terry will have to wear a nice suit, carry a briefcase, and act in a professional manner. What does this scenario reflect?

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Answer Key Test name: Chap 12_3e 1) TRUE 2) TRUE 3) FALSE 4) TRUE 5) FALSE 6) FALSE 7) TRUE 8) FALSE 9) TRUE 10) FALSE 11) TRUE 12) TRUE 13) TRUE 14) TRUE 15) FALSE 16) A 17) B 18) D 19) D 20) A 21) A 22) C 23) B 24) B 25) E 26) C Version 1

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27) C 28) D 29) E 30) A 31) A 32) E 33) E 34) D 35) A 36) B 37) C 38) A 39) D 40) B 41) C 42) C 43) D 44) D 45) C 46) C 47) E 48) D 49) C 50) B 51) C 52) D 53) B 54) A 55) E 56) A Version 1

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57) E 58) D 59) E 60) B 61) C 62) B 63) D 64) B 65) A 66) E 67) D 68) D 69) A 70) B 71) C 72) D 73) C 74) A 75) A 76) B 77) B 78) C 79) A 80) E

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81) Five common forms or bases of power are: legitimate, reward, coercive, expert, and referent. (See Figure 12.2.)Legitimate power is the base of power that most people think of as authority and is anchored to one’s formal position. Managers who obtain compliance primarily because of their formal authority to make decisions have legitimate power. Positive legitimate power tends to foster commitment.Individuals or organizations have reward power if they can obtain compliance by promising or granting rewards. Pay-for-performance plans and positive reinforcement practices attempt to exploit reward power. Reward power tends to produce compliance.The ability to make threats of punishment and deliver actual punishment give an individual coercive power.

Coercive power tends to produce compliance.Valued knowledge or information gives an individual expert power over those who need such knowledge or information. The power of supervisors is enhanced because they know about work assignments and schedules before their employees do. Expert power tends to foster commitment.Referent power comes into play when one’s personal characteristics and social relationships become the reason for compliance. Charisma is commonly associated with referent power, but one does not need to be the life of the party to possess referent power, In Asian cultures, for instance, characteristics such as age, gender, or family name are sources of social status and referent power. One often overlooked and underestimated source of referent power is your network of relationships. One’s reputation is another example of referent power. Referent power tends to foster commitment.Students should give an example of each basis of power, using the power a professor might have over a student.

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82) The first three bases of power (legitimate, reward, and coercive) are often referred to as position power because the source of influence is associated with a particular job or position within an organization.

Managers, for instance, have legitimate, reward, and coercive power because they control your pay, work assignments, and your evaluations.

In contrast, expert and referent are forms of personal power, as they are sources of influence that you possess independent of your position or job. These two general sources of power frequently collide when you are promoted and then must manage the people who just yesterday were your peers. Such transitions are especially important and difficult for you to manage.Here is some good advice. If you’ve been promoted to lead your group, you suddenly have more legitimate power. But to be an effective leader, you need to exercise that power carefully in a way that doesn’t alienate but motivates your former coworkers. This applies at all levels of organizations. Advice on how to influence their former peers who are now subordinates: (1) Don’t show off. (2) Do accept responsibility. (3) Do your homework. (4) Pay attention to team members’ concerns.

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83) Empowerment is a matter of degree, not an either-or proposition.

Power can be shifted to the hands of nonmanagers step by step. The overriding goal is to increase productivity and competitiveness in organizations. Each step in this evolution increases the power of organizational contributors who traditionally were told what, when, and how to do things. See Figure 12.6.Domination/No Degree of Empowerment: Authoritarian power—manager/leader imposes decisions.Consultation/Increased degree of empowerment: Influence sharing—manager/leader consults with followers when making decisions.Participation/Increasing degree of empowerment: Power sharing—manager/leader and followers jointly make decisions.Delegation/Highest degree of empowerment: Power distribution—followers granted authority to make decisions.

84) Psychological empowerment occurs when employees feel a sense of meaning, competence, self-determination, and impact at work. If an employee feels that his or her work has meaning, is competent, and has some control (self-determination), then he or she is very likely to feel highly efficacious and perform at a high level. Figure 12.6 illustrates some of the key inputs to empower others and the resulting outcomes.

Empowering others is not simple, but what makes it easier is that the same levers can be used to influence empowerment across levels of an organization. Figure 12.6 illustrates some of these: structural empowerment, individual differences, job characteristics, managerial support, leadership, and organizational support.

85) First you should decide if you want to use hard or soft tactics. Then look at Table 12.1 to come up with some influence tactics that might work in this situation. For persuading the panel, hopefully the panel likes you and the fact that you are a student.

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86) Applying the 3-Step Problem-Solving Approach to OB involves:Using the Organizing Framework in Figure 12.9 and the 3-Step Problem-Solving Approach to help identify inputs, processes, and outcomes relative to this case.Step 1: Define the problem.Look first at the Outcomes box of the Organizing Framework to help identify the important problem(s) in this case. Remember that a problem is a gap between a desired and current state. In this case, you’re questioning the performance of your team.Step 2: Identify causes of the problem by using material from this chapter, which has been summarized in the Organizing Framework for Chapter 12 and is shown in Figure 12.9.Causes will tend to show up in either the Inputs box or the Processes box.Start by looking at the Organizing Framework (Figure 12.9) and decide which person factors, if any, are most likely causes of the defined problem. For each cause, explain why this is a cause of the problem. Think about personality and values.Follow the same process for the situation factors. For each ask yourself, Why is this a cause?Now consider the Processes box in the Organizing Framework. Are any processes at the individual, group/team, or organizational level potential causes of your defined problem? Think about emotions, empowerment, and impression management.Step 3: Make your recommendations for solving the problem.Consider whether you want to resolve it, solve it, or dissolve it. Which recommendation is desirable and feasible?

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87) An individual’s degree of political engagement is a matter of personal values, ethics, and temperament. The eight recommendations backed by research and practice include:1. Create a simple one-liner that captures your idea.

2. Get your idea on the agenda. Describe how it addresses an important need or objective and look for ways to make it a priority.

3. Score small wins early and broadcast them widely. Results build momentum and make it easier for other people to commit.

4. Form alliances with people who have the power to decide, fund, and implement.

5. Persist and continue to build support. Persuading others is a process, not an event.

6. Respond and adjust. Be flexible and accepting of other people’s input; the more names supporting your idea, the more likely you are to succeed.

7. Lock it in. Anchor the idea to the organization through budgets, job descriptions, incentives, and other operating procedures.

8. Secure and allocate credit. You don’t want your idea to be hijacked, nor do you want to blow your own horn. You need others to sing your praises to ensure you get the credit you deserve.

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88) Organizational politics are intentional acts of influence to enhance or protect the self-interest of individuals or groups that are not endorsed by or aligned with those of the organization. The critical aspect is the emphasis on self-interest, as this distinguishes politics from other forms of influence. Organizational politics are typically viewed as negative or counterproductive behaviors (e.g., manipulation, controlling information, undermining). This is a narrow and inaccurate view of organizational politics, because they also entail positive behaviors, such as persuading others to accept one’s point of view and aligning people to efficiently execute strategic objectives. It therefore is important for managers to understand organizational politics to realize the upside and avoid or manage the downside. Organizational politics cannot be eliminated. But political maneuvering can and should be managed to keep it constructive and within reasonable bounds.

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89) Here are eight recommendations backed by research and practice that Sandy can follow:1. Create a simple slogan that captures your idea.

2. Get your idea on the agenda. Describe how it addresses an important need or objective and look for ways to make it a priority.

3. Score small wins early and broadcast them widely. Results build momentum and make it easier for other people to commit.

4. Form alliances with people who have the power to decide, fund, and implement.

5. Persist and continue to build support. Persuading others is a process, not an event.

6. Respond and adjust. Be flexible and accepting of other people’s input; the more names supporting your idea, the more likely you are to succeed.

7. Lock it in. Anchor the idea into the organization through budgets, job descriptions, incentives, and other operating procedures.

8. Secure and allocate credit. You don’t want your idea to be hijacked, nor do you want to blow your own horn. You need others to sing your praises to ensure you get the credit you deserve.

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90) Table 12.2 shows some of the most commonly used political tactics:Building a network of useful contacts. Cultivating a support network both inside and outside the organization.Using “key players” to support initiatives. Getting prior support for a decision or issue. Building others’ commitment via participation.Making friends with power brokers. Teaming up with powerful people who can get results.Bending the rules to fit the situation. Interpreting or (not) enforcing rules to serve your own interests.Self-promotion. Blowing your own horn, but not doing the same for others’ accomplishments.Creating a favorable image (also known as impression management). Dressing for success.

Adhering to organizational norms and drawing attention to one’s successes and influence. Taking credit for others’ accomplishments.Praising others (ingratiation). Making influential people feel good (“brown nosing”).Attacking or blaming others. Used to avoid or minimize association with failure. Reactive when scapegoating is involved. Proactive when goal is to reduce competition for limited resources.Using information as a political tool. Involves the purposeful withholding or distortion of information. Obscuring an unfavorable situation by overwhelming superiors with information.

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91) The three levels are individual, coalition, and network. In this particular situation, Katie, Wendy and Celeste have formed a coalition.At the individual level, self-interests are pursued by the individual. A coalition is an informal group bound together by the active pursuit of a single issue. When the target issue is resolved, the coalition disbands. Political coalitions have fuzzy boundaries, meaning they are fluid in membership, flexible in structure, and temporary in duration.

Coalitions are a potent political force in organizations. A third level of political action involves networks. Networks are loose associations of individuals seeking social support for their general self-interests.

Politically, networks are people-oriented, while coalitions are issueoriented. Networks have broader and longer-term agendas than do coalitions.

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92) Impression management is defined as any attempt to control or manipulate the images related to a person, organization, or idea. Because impressions have been shown to relate to subsequent job offers, it is important to make a good first impression by being interested, focusing on body language, setting goals or intentions, and displaying a positive mood and emotion.Charlotte should focus on:Setting goals. When you’re preparing for an event (a meeting, social event, or conference), think of whom you’d like to meet and what you’d like to achieve from that introduction. Then plan your energy, introduction, and comments accordingly.Considering her ornaments. We’re not talking about Christmas trees or party favors, but instead about your jewelry, makeup, and clothes. This advice is for both men and women. Many people will draw conclusions from the type of watch you wear and how well it aligns with your clothes (sporty, gaudy, trendy). Makeup and jewelry are judged similarly. Be sure they match your personality and your intended message.Remembering that her body speaks. We’ve all heard that body language makes a difference, so pay attention to nonverbals. Find a way to video yourself in a social setting. Use this evidence to help you manage your body language habits in the future.Busting bad moods and bad days. If you’re in a bad mood before an important event, find a way to snap out of it—play some of your favorite music, work out, go shopping—or reschedule (or stay home). People will pick up on your mood, and you don’t want your body language to convey: “Hello, my name is Bad Mood Bob.”Being interested to be interesting. The best way to appear interesting is to appear interested. People tend to like people who like them; at least this is a good place to start. Rather than blather on about yourself, an excellent way to show interest is to ask questions about the other person. You may be able to do research ahead of time about the person or persons you’ll meet, and then make it part of your goal to ask them about what you learned.

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93) The appropriate choice and application of the power and influence tactics described already is a good place to start. But there are many other tools that can help you enhance your ability to influence others.Know what you want and believe you can get it.Credibility.Trustworthiness.Empathy.Strong communication capability.Be inspirational.Open-mindedness.

94) This scenario addresses impression management. The professional clothing and the dignified manner in which the person carries him or herself plays a large role in the impression management process. This can certainly be adapted for a cultural scenario. The clothing people choose to wear says a great deal about the person and the culture they represent. For example, most Americans are not overly concerned with conservative clothing. Most Americans are content with T-shirts, shorts, and showing skin. The exact opposite is true on the other side of the world.

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CHAPTER 13 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) Effective leadership is influenced not only by leadership behavior but also task-oriented traits and interpersonal attributes. ⊚ ⊚

true false

2) Broadly speaking, managers inspire others, provide emotional support, and try to get employees to rally around a common goal. ⊚ ⊚

3)

true false

Men were seen as displaying both more task and social leadership than women. ⊚ ⊚

true false

4) Leaders need cognitive abilities to derive effective solutions in short time spans with limited information. ⊚ ⊚

true false

5) Explicit leadership theory is the idea that people have beliefs about how leaders should behave and what they should do for their followers. ⊚ ⊚

true false

6) Followers admire and respect leaders who foster significance, community, and excitement. ⊚ ⊚

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true false

1

7) Initiating structure and transformational leadership are both task-oriented leader behaviors. ⊚ ⊚

true false

8) Molly is a senior manager at an IT firm and mentors many junior level employees who have started working with the company in the past year. She wants them to reach their full potential and engages with them during weekly lunch meetings to listen and get feedback on how they are fitting in and understanding their individual roles. This is an example of servantleadership. ⊚ ⊚

9)

Leader behavior is more important than leader traits when it comes to effectiveness. ⊚ ⊚

10)

true false

true false

Effective leader behaviors can be systematically improved and developed. ⊚ ⊚

true false

11) In Fiedler’s model, both high-control and low-control situations call for relationshipmotivated leadership. ⊚ ⊚

true false

12) According to House’s path-goal theory, employees with an internal locus of control are likely to prefer participative or achievement-oriented leadership.

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⊚ ⊚

true false

13) Transactional leaders transform followers to pursue organizational goals over selfinterests. ⊚ ⊚

true false

14) Idealized influence by a leader entails behaviors associated with instilling pride, respect, and trust within employees. ⊚ ⊚

true false

15) “Let me give you tangible support to help you reach your goals” is individualized consideration. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

16) Which of the following statements about leadership effectiveness is false?

A) You do not need to have a formal position of authority to be a leader.

B) Researchers have estimated that 50 percent of all managers around the world are incompetent or ineffective.

C) Leadership effectiveness is partly a function of situational factors.

D) Demographic characteristics such as gender have no effect on leadership behaviors.

E) Individual differences significantly impact leadership effectiveness.

17) Carol is a behind-the-scenes kind of person, but everyone wants her on their committee because those committees tend to meet their objectives. Which of the following statements might describe why people want Carol on their committee?

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A) B) C) D) E)

To be a leader, you must have formal authority.

Leadership can only be assessed at the group level.

Leaders must be evaluated at the beginning of a project.

The criteria for assessing leadership effectiveness are always unclear.

You do not need to have a formal position of authority to be a leader.

18) Which of the following interpersonal traits has research shown to have a negative relationship with leadership effectiveness?

A) B) C) D) E)

communication skills openness to experience emotional intelligence narcissism emotional stability

19) Michael wants to be president of his division. Everything he does is geared to that objective. He pushes his employees to meet higher quotas, criticizes anyone who doesn’t put in 10 to 12 hour days, and demands results before the due date. He is arrogant and dominant.

Michael is A) B) C) D) E)

behaving in a Machiavellian manner. exhibiting narcissism. having psychopathy. being ethnocentric. having the laissez-faire syndrome.

20) ________ is the use of manipulation, a cynical view of human nature, and a moral code that puts results over principles.

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A) B) C) D) E)

Machiavellianism Narcissism Psychopathy Ethnocentrism Laissez-faire syndrome

21) ________ is a lack of concern for others, impulsive behavior, and a lack of remorse or guilt when one’s actions harm others.

A) B) C) D) E)

Machiavellianism Narcissism Psychopathy Ethnocentrism Laissez-faire syndrome

22) According to research, which of the following statements about men’s and women’s leadership traits is true?

A) B) C) D) E)

23)

Men display more social leadership than women.

Women display more task leadership than men.

Men are more assertive than women.

Men are more autocratic than women.

Women are more autocratic than men.

The “dark triad” consists of which of the following?

A) B) C) D) E)

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narcissism, Machiavellianism, psychopathy extraversion, narcissism, psychopathy Machiavellianism, psychopathy, conscientiousness psychopathy, extraversion, narcissism intelligence, conscientiousness, agreeableness

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24) Daniel has been promoted three times. As he moves up in the organization, he will increasingly need A) B) C) D) E)

cognitive abilities. interpersonal skills. only business skills. only strategic skills. both business and strategic skills.

25) According to behavioral research by Jim Kouzes and Barry Posner, a leadership model should be based on all of the common behaviors that reflect honesty and integrity except for A) B) C) D) E)

model the way. inspire a shared vision. don’t shake things up. enable others to act. encourage the heart.

26) Drake is running for Congress during a time of conflict. He has a strong, craggy, dominant look—similar to Clint Eastwood. His campaign manager says that this gives him an advantage over his opponent. This reflects a A) B) C) D) E)

cognitive map. leadership prototype. path-goal schema. situational construct. follower construct.

27) The ________ approach attempts to identify the unique ways of acting displayed by effective leaders.

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A) B) C) D) E)

28)

leader prototypes trait situational behavior styles transformational leadership

Which of the following is not a general category of leader behaviors?

A) B) C) D) E)

transactional task-oriented relationship-oriented passive transformational

29) The primary purpose of ________ behaviors is to ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization.

A) B) C) D) E)

empowerment task-oriented relationship-oriented passive transformational

30) Clemson’s head football coach Dabo Swinney used what type of overall leadership behavior to lead his team to win two national championships in three years?

A) B) C) D) E)

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relationship-oriented transformational leadership passive empowerment task-oriented

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31) ________ focuses on clarifying employees’ role and task requirements and providing followers with positive and negative rewards contingent on performance.

A) B) C) D) E)

Transactional leadership Transformational leadership Consideration Empowerment Initiating structure

32) Jim is the daytime supervisor for an automobile assembly line. He supervises 45 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Jim is following the transactional model of leadership?

A) Jim has a certain idea about how he should behave as a leader and what he should do for his team of workers.

B) Jim sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment.

C) Jim’s leadership skills are most effective when applied to match the characteristics of the situation at hand.

D) Jim wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates.

E) Jim likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives.

33)

Transactional leadership encompasses all of the following except A) B) C) D) E)

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goal setting. social interaction. monitoring progress toward goal achievement. giving feedback. administering discipline.

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34) ________ includes communicating ethical values to others, rewarding ethical behavior, and treating followers with care and concern.

A) B) C) D) E)

Consideration Empowerment Servant leadership Ethical leadership Abusive supervision

35) Leaders increase psychological empowerment by engaging in behaviors that enhance perceptions of A) B) C) D) E)

intrinsic and extrinsic motivation. meaningfulness, self-determination, competence, and impact. hope, efficacy, resilience, and optimism. pride, joy, and achievement. leader-member relations, task structure, and leader position power.

36) Jen runs a medium-sized credit processing company. Everyone gets along and does their job, but Jen feels the employees are not really invested in the company. Jen volunteers as an ESOL teacher twice a week, helping immigrants learn English. She is inspired by doing this volunteer work, and she decides to offer all the employees an opportunity to volunteer “on the clock” at whatever they choose. Each employee will meet with Human Resources, create a plan and submit a schedule. Jen is ________ by empowering employees and leading for meaningfulness.

A) B) C) D) E)

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inspiring subordinates delegating important tasks supporting and coaching employees monitoring and rewarding employees providing training and mentoring

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37) Marge is managing several new strategies. Her team knows that she is under pressure to bring all these projects in on schedule and within budget. Marge wants to empower Jason, her assistant project manager, to lead for self-determination or choice. She should A) B) C) D) E)

38)

Managers should ________ in order to empower them, to lead for competence.

A) B) C) D) E)

39)

inspire subordinates delegate important tasks to employees support and coach employees monitor and reward employees help employees identify their passions at work

In empowering employees, to lead for progress, managers should A) B) C) D) E)

40)

inspire Jason to broaden his horizons. delegate important tasks to Jason. support and coach Jason. monitor and reward Jason. provide training and mentoring for Jason.

inspire subordinates. delegate important tasks. support and coach employees. monitor and reward employees. help employees identify their passions at work.

________ leadership focuses on increased benefit to others rather than to oneself.

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A) B) C) D) E)

41)

Transformational Relationship-motivated LMX Servant Inspirational

Which of the following is not a characteristic of a servant-leader?

A) B) C) D) E)

foresight building community charisma awareness empathy

42) Frank is the manager for a grocery store. He supervises 18 workers who perform service and clerical work that requires minimal training. Which of the following statements would indicate that Frank is following the servant-leadership model of leadership?

A) Frank seeks to develop leadership in others and focuses on objectives that surpass the immediate needs of the group.

B) Frank sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment.

C) Frank refrains from engaging in self-serving behaviors that hurt others and focuses on increased service to others rather than to himself.

D) Frank wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates.

E) Frank likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives.

43) Criticizing subordinates in front of colleagues and other managers and telling them that their ideas are stupid is referred to as ________ supervision.

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A) B) C) D) E)

44)

Fiedler’s contingency model identifies which leadership styles?

A) B) C) D) E)

45)

transactional or transformational task-motivated or relationship-motivated servant or laissez-faire active or passive trait or behavioral

Fiedler’s model uses the ________ scale to measure a person’s leadership style.

A) B) C) D) E)

46)

defensive transactional abusive neutral passive

least preferred coworker least preferred boss conscientiousness extraversion contingency

The dimensions of situational control in Fiedler’s model are A) B) C) D) E)

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LMX, task structure, and work facilitation. locus of control, task ability, and need for achievement. task structure and work group dynamics. leader-member relations, task structure, and position power.

LMX, task structure, and personal power.

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47) In Fiedler’s model, ________ refers to the extent that a leader has the support, loyalty, and trust of the work group.

A) B) C) D) E)

leader-member relations LMX ethical leadership relationship-motivation consideration

48) Wendy is a large-scale project manager. She can break down a project into its component parts, create the project timelines, and ensure that milestones are met. Wendy is much more focused on end results than specific roles or the overall mission of the organization. This is an example of ________ leadership.

A) B) C) D) E)

relationship-oriented task-oriented work group optimal position-oriented

49) In which of the following situations would a leader’s situational control be considered high?

A) B) C) D) E)

50) low?

leader-member relations good; task structure low; position power weak leader-member relations good; task structure high; position power weak leader-member relations poor; task structure high; position power strong leader-member relations poor; task structure low; position power strong leader-member relations poor; task structure low; position power weak

In which of the following situations would a leader’s situational control be considered

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A) B) C) D) E)

leader-member relations good; task structure low; position power weak leader-member relations good; task structure high; position power weak leader-member relations poor; task structure high; position power strong leader-member relations poor; task structure low; position power strong leader-member relations poor; task structure low; position power weak

51) Contingency theories propose that the effectiveness of a particular style of leader behavior depends on the A) B) C) D) E)

situation. leader. manager. employee. relationship.

52) Katie is a very positive manager. She’s optimistic about the company, the goals, and she rarely gets upset, even when things go wrong. Katie is a ________ leader.

A) B) C) D) E)

charismatic task-oriented consultative relationship-oriented laissez-faire

53) When a leader is setting challenging goals, emphasizing excellence, and demonstrating confidence in employees’ abilities, he or she is engaging in ________ behaviors.

A) B) C) D) E)

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path-goal-clarifying achievement-oriented work-facilitation supportive interaction-facilitation

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54) Fiona is the daytime supervisor for an online sales company. She supervises 57 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Fiona has little latitude when it comes to dismissing poor performers. However, she does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on in the company. Fiona has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by her employees. Although she would like greater autonomy to determine salaries, Fiona generally divides bonuses and raises equally among her employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler’s model, how would Fiona’s leader-member relations be described?

A) B) C) D) E)

nonexistent poor moderate good absolute

55) Jim is the daytime supervisor for an automobile assembly line. He supervises 45 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Jim has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the assembly line. Jim has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Jim generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler’s model, what would the task structure of Jim’s employees be considered?

A) B) C) D) E)

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absolute high medium low nonexistent

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56) Sam is a manager for a large dry cleaning establishment. He supervises 23 people who perform relatively routine jobs that require minimal training. The shop is unionized, so Sam has little latitude when it comes to dismissing poor performers. However, he does have the authority to transfer employees and has been known to reassign poor performers to less desirable jobs on the line. Sam has a reputation for only transferring employees with just cause, and generally is viewed as a fair supervisor by his employees. Although he would like greater autonomy to determine salaries, Sam generally divides bonuses and raises equally among his employees. To do otherwise would likely create conflict with union members and representatives. According to Fiedler’s model, how would Sam’s position power be described?

A) B) C) D) E)

expert political strong moderate weak

57) Marianne manages a landscaping company. She supervises 19 people who perform relatively routine jobs that require minimal training. Because she is only the manager, not the owner, Marianne has little latitude when it comes to dismissing poor performers. However, she can move employees to positions where they don’t receive tips. Marianne has a reputation for being fair. Although she would like greater autonomy to determine salaries, Marianne generally divides bonuses among her employees. Otherwise, the owner might think she is playing favorites. According to Fiedler’s contingency model, how would you characterize the level of situational control in these circumstances?

A) B) C) D) E)

negligible low moderate high absolute

58) Which of the following is not considered a contingency factor in House’s path-goal theory?

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A) B) C) D) E)

employee’s need for clarity employee’s need for achievement task structure work group dynamics leader acceptance

59) When a leader is resolving disputes and facilitating communication among subordinates, he or she is engaging in ________ behaviors.

A) B) C) D) E)

interaction-facilitation supportive value-based achievement-oriented path-goal clarifying

60) ________ behaviors are when a leader is planning, scheduling, organizing, and coordinating work.

A) B) C) D) E)

Interaction-facilitation Supportive Work-facilitation Achievement-oriented Path-goal clarifying

61) Martin is the daytime supervisor for a packaging assembly line. He supervises 38 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Martin is following the path-goal model of leadership?

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A) Martin has a certain idea about how he should behave as a leader and what he should do for his team of workers.

B) Martin does not feel like taking responsibility for leading his team because their jobs require minimal training.

C) Martin’s leadership skills are most effective when applied to match the characteristics of the situation at hand.

D) Martin wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates.

E) Martin likes to provide the guidance and support needed by employees and ties meaningful rewards to accomplishment of objectives.

62) Step 5 of the general strategies that managers can use across a variety of situations to support the logic of contingency leadership is A) B) C) D) E)

identify important outcomes. identify relevant leadership behaviors. identify situational conditions. decide how to make the match. match leadership to the conditions at hand.

63) Which of the following is not one of the key leader behaviors that are part of transformational leadership?

A) B) C) D) E)

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matching the behavior to the situation inspirational motivation idealized influence individualized consideration intellectual stimulation

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64) Rachel admires her nursing supervisor, Tracey. Tracey is happy to be working with patients and new nurses every day and connects with the patients so much that they often come back and visit her. She is a great supervisor because she shows trust in her team and respects when they don’t understand a procedure where she takes time to use it as a teaching opportunity and demonstrates the procedure. Which behavior of transformational leadership is Tracey demonstrating?

A) B) C) D) E)

65)

inspirational motivation idealized influence individualized consideration intellectual stimulation transactional leadership

Which of these would you not see from an inspiring transformational leader?

A) B) C) D) E)

inspirational motivation idealized influence individualized consideration intellectual stimulation authoritarian leadership

66) When a leader is trying to instill pride, respect, and trust within employees, he or she is engaging in A) B) C) D) E)

inspirational motivation. idealized influence. individualized consideration. intellectual stimulation. laissez-faire leadership.

67) Alana says to her subordinates, in essence, “Let me provide tangible support to help you reach your goals.” Alana is engaging in

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A) B) C) D) E)

inspirational motivation. idealized influence. individualized consideration. intellectual stimulation. charismatic behavior.

68) Connie knows that Benton Inc. is not growing. In fact, it’s lost a lot of business to new competitors. She asks her managers1. What is Benton Inc. doing wrong?

2. What can the company do to turn things around?

3. Should the goals or mission of the company change? She wants them to question the status quo and seek innovative and creative solutions to organizational problems. What kind of behavior is Connie exhibiting?

A) B) C) D) E)

69)

inspirational motivation idealized influence individualized consideration intellectual stimulation charismatic behavior

Research reveals that transformational leaders tend to be all of the following except A) B) C) D) E)

extroverted. neurotic. agreeable. female. proactive.

70) Tanya is the night supervisor for a data processing company. She supervises 26 workers who perform routine jobs that require minimal training. Which of the following statements would indicate that Tanya is following the transformational model of leadership?

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A) Tanya wants to develop a partnership with his team illustrated by reciprocal influence, mutual trust, respect and liking, and a sense of common fates.

B) Tanya seeks to motivate employees to pursue organizational goals above their own self-interests.

C) Tanya likes to provide the guidance and support needed by employees and ties meaningful rewards to completion of objectives.

D) Tanya sets goals, monitors progress toward goal achievement, and rewards and punishes people for their level of goal accomplishment.

E) Tanya’s leadership skills are most effective when applied to match the characteristics of the situation at hand.

71)

Leader-member exchange theory focuses on the leader’s A) B) C) D) E)

traits. behavior. vision. relationships with followers. position in the organization.

72) The leadership theory that is based on the assumption that leaders develop unique one-toone relationships with each of the people reporting to them is A) B) C) D) E)

73)

leader-member exchange. servant leadership. transformational. transactional. house’s path-goal.

In an in-group exchange, a leader is attempting to

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A) B) C) D) E)

74)

In an out-group exchange, a leader is attempting to A) B) C) D) E)

75)

inspire followers. create trust and mutual obligation. initiate structure. perform service to others. create more formality in expectations and rewards.

inspire followers. create trust and mutual obligation. initiate structure. perform service to others. create more formality in expectations and rewards.

Which of the following is false about LMX?

A) A high LMX is associated with individual-level behavior outcomes.

B) Differential treatment of team members due to LMXs of different quality can be problematic.

C) Leaders tend to create higher LMXs with employees they perceive as agreeable.

D) A low LMX with your boss is important.

E) Leaders who use transactional and transformational leadership have higher LMXs.

76)

Which of the following is not a characteristic of an out-group exchange?

A) B) C) D) E)

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economic exchange formality mutual liking negotiating the relationship between performance and rewards fewer common interests

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77) Kevin manages a group of eight project engineers, all of whom have worked for the company for over five years. Almost every day, Kevin and Joe, Carlos, and Kim, who are three of his subordinates, go to the cafeteria and play bridge while eating lunch. Joe, Carlos, and Kim receive very good performance reviews and are typically given the most challenging projects.

What theory best explains this situation?

A) B) C) D) E)

transformational leadership LMX transactional leadership House’s path-goal theory laissez-faire leadership

78) Joaquin is usually the first one to volunteer at the weekly team meetings to take on additional tasks like taking notes for the meeting. Joaquin would probably be categorized as a(n) A) B) C) D) E)

rebel. diplomat. partisan. independent. helper.

79) According to Hireology, a talent management consulting firm, one of the top leadership qualities companies are looking for in new hires or when promoting new leaders is A) B) C) D) E)

independence. flexibility. pride. humility. egoism.

80) You cannot lead without having ________ and you cannot follow without having ________.

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A) B) C) D) E)

followers, leaders leaders, followers helpers, leaders independents, rebels followers, helpers

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

81) In your own words, define “leadership.” Think of someone you know who you think of as a leader. How would you assess his or her effectiveness? How could this person become even more effective?

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82) Noreen is the assistant director of a nonprofit agency that provides assistance to children and families. Her department focuses on evaluating the skill-building programs the agency offers. Noreen reports directly to the board of directors of the agency. As a whole, the agency has been cautious in hiring this year because of increased competition for federal grant funding.

However, they have also suffered high staff turnover. Two directors have left, as well as three key research staff, and one staff person from the finance department.Noreen has a demanding schedule that requires frequent travel. She also supervises two managers, Caitlin and Dan, who in turn are responsible for five staff members each. Both managers have been appointed within the last six months.The first manager, Caitlin, comes with a background in research. She manages staff who provide research support to another department that delivers behavioral health services to youth. Caitlin supports her staff and is very task-oriented; however, she often takes a very black and white view of issues. Noreen thinks that Caitlin’s might be pushing her employees too hard. At the same time, Noreen recognizes that Caitlin is very motivated, driven, and expects the same from her staff.Dan, the second manager, has a strong background in social science research and evaluation. He manages staff that work on different projects within the agency. He is known as a problem solver and is extremely supportive of his staff. He tends to rely on relationship leadership, but he sometimes may go too far. Dan is very organized and has a wealth of experience in evaluation of family services. He is very capable and can sometimes take on too much.The managers are sensing that staff are becoming overworked and stressed.

Everyone is taking on increased responsibilities due to high staff turnover. Staff have also mentioned that Noreen’s “glass half-empty” conversation style leaves them feeling dejected. In addition, Noreen has not shared budgets with her managers, so they are having difficulty appropriately allocating work to staff. Noreen claims that she has not received sufficient information from the finance department to complete the budgets. The finance department said they have sent her all the information they have available.As staff become distressed, the managers become frustrated. They feel like they are unable to support their staff or problem solve without key information, such as the departmental budget. Using the 3-Step ProblemSolving Approach to OB and the Organizing Framework, identify the primary problem and suggest a possible recommendation.

83) Describe the trait approach to leadership. Identify and define at least six task or interpersonal attributes that have been shown by research to be associated, either positively or negatively, with effective leadership. From your experience, identify at least three leaders who have some combination of these traits. With which one are you most comfortable?

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84) Eugene is one of the most respected leaders at a large software company. He started as a junior level sales associate after college and after 12 years he has worked his way up to a vice president role. After completing many leadership training programs and attending several leadership conferences, he finds that he has found his calling and loves leading the sales and marketing division. As an employee that works for Eugene, what is your leadership prototype of Eugene? Describe and explain the four basic skills that Eugene possesses to be a great leader of his division.

85) Program Inc. is expanding their operations. They have two open managerial positions.

One is in customer service and one in production. The executive recruiter sends them several applicants for each open management position. They are ready to offer the customer service position to George, who demonstrates people-oriented behaviors. They have also presented an offer to Darla for the production role. Based on her interview and experience, she appears to be very task-oriented. Explain why management has decided to offer the positions to George and Darla. Describe the behavioral styles approach to leadership effectiveness. Identify and define the major categories of leader behaviors.

86) Define transactional leadership. Compare and contrast this with the initiating structure type of leader behavior.

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87) Matrix Co. was created as a nonprescriptive, collaborative think tank. The culture of the organization is very inclusive and brings in employees from all levels and territories. The corporate mission statement emphasizes “developing a team spirit, sharing ideas, and providing a common sense of purpose, community, and inspiration.”The environment is also very flexible.

There are many different working arrangements in place, and the company is very supportive of those with families. For example, one of the assistant vice presidents recently took seven months extended paternity leave. What is psychological empowerment? How can a company foster this kind of culture?

88) Describe the concept of servant-leadership. Identify at least five servant-leadership characteristics, and give an example of each.

89) Explain how a leader can demonstrate transformational leadership if he or she works virtually with a team of 25 associates who are dispersed all across the United States.

90) A wilderness group is camping in the national forest. This is their second adventure, but they don’t know each other very well. During the night, a fire starts. The group is scared and unclear about what the best course of action is.Think about the type of leadership that would be best in a natural disaster like a fire. In an uncertain situation the leader-member relations are usually poor, the task is unstructured, and the position power is weak. Using Fiedler’s contingency model of leadership, describe the ideal leader in this situation. Identify including the leadership styles, the dimensions of situational control, and the overall model .

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91) Describe House’s path-goal theory, including leader behaviors and contingency factors.

Describe and discuss at least one situation that shows how this model works. A second popular situational theory, proposed by Robert House in the 1970s and revised in 1996, is the path-goal theory, which holds that leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction. Leaders are expected to do this by (1) reducing roadblocks that interfere with goal accomplishment, (2) providing the guidance and support needed by employees, and (3) linking meaningful rewards to goal accomplishment.

92) Jerome believes that there is no one “best” way to lead a team. In other words, he thinks that leadership style should be adjusted based on the situation. More specifically, it is a combination of task behavior and relationship behavior. Identify the general strategies for practical application of situational theories of leadership. Give an example illustrating how this should be done.

93) Define transformational leadership and its components, and describe how it works. What are the implications of transformational leadership for managers?

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94) Octavia knows that, as a manager, it’s not always right to treat everyone on your team in the same way. For instance, she has a great relationship with Raoul and Sally. She trusts them, they work hard, and they’ve never let her down. To Octavia, these team members are invaluable, and she makes an extra effort to send challenging projects their way.She doesn’t think of Gannon, Lilly, and Kathleen in the same way. They don’t have far-reaching career goals, they’re less competent, and Octavia simply doesn’t trust them to the same extent. These team members get everyday responsibilities, and are not considered for promotions or challenging assignments.

Why doesn’t Octavia trust certain team members? Does she let that distrust, or the belief that they’re unreliable, influence how she relates to them? Does she, even subconsciously, withhold opportunities that might help them grow and succeed? This is an example of the leader-member exchange model of leadership. Describe the details of the LMX model, including the relationships and implications.

95) Briefly discuss what leaders want from followers, and what followers want from leaders.

What can an individual do to become a better follower? Are you a leader or a follower...or have you been both? Provide specific examples.

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Answer Key Test name: Chap 13_3e 1) TRUE 2) FALSE 3) FALSE 4) TRUE 5) FALSE 6) TRUE 7) FALSE 8) TRUE 9) TRUE 10) TRUE 11) FALSE 12) TRUE 13) FALSE 14) TRUE 15) TRUE 16) D 17) E 18) D 19) B 20) A 21) C 22) D 23) A 24) E 25) C 26) B Version 1

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27) D 28) A 29) B 30) E 31) A 32) B 33) B 34) D 35) B 36) A 37) B 38) C 39) D 40) D 41) C 42) C 43) C 44) B 45) A 46) D 47) A 48) B 49) B 50) E 51) A 52) D 53) B 54) D 55) B 56) E Version 1

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57) D 58) E 59) A 60) C 61) E 62) D 63) A 64) B 65) E 66) B 67) C 68) D 69) B 70) B 71) D 72) A 73) B 74) E 75) D 76) C 77) B 78) E 79) D 80) A

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81) Leadership is defined as a process whereby an individual influences a group of individuals to achieve a common goal. Assessing leadership effectiveness entails consideration of three issues.The Content of the Evaluation: “What Criteria Are Being Used to Assess Effectiveness?”

Effectiveness depends on what the evaluator wants.The Level of the Evaluation: “At What Level Are the Criteria Being Measured?”

Effectiveness can be measured at the individual, group, or organizational level. Evaluations at different levels also can produce different conclusions.The Rater’s Perspective: “Who Is Doing the Evaluation?”

Assessments of effective leadership can be made by different people or groups, and their view of effective leadership may vary.Figure 13.2 presents an integrated model of leadership. Starting at the far right of the model, you see that leadership effectiveness is the outcome we are trying to explain in this chapter. Note that effective leadership is influenced by four types of leadership behavior: task-oriented, relationship-oriented, passive, and transformational. Effective leadership also is affected by a combination of task-oriented traits and interpersonal attributes. Recall from Chapter 3 that individual differences significantly impact performance, and they vary from relatively fixed (intelligence) to somewhat flexible (self-efficacy).Moreover, Figure 13.2 represents how demographic characteristics such as gender and age, task-oriented traits, and interpersonal attributes influence an individual’s use of leader behaviors. The final component (situational factors) influencing leadership effectiveness involves our earlier discussions of contingency theory. That is, effective leadership requires using the “right” behavior at the “right” time.

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82) Apply the 3-Step Problem-Solving Approach to OBStep 1: Define the problem.Look first at the Outcomes box of the Organizing Framework in Figure 13.6 to help identify the important problem(s) in this case. Remember that a problem is a gap between a desired and a current state.Cases have protagonists (key players), and problems are generally viewed from a particular protagonist’s perspective. Take the perspective of the managers and staff.Step 2: Identify causes of the problem by using material from this chapter, summarized in the Organizing Framework shown in Figure 13.6.Causes will appear in either the Inputs box or the Processes box.Start by looking at Figure 13.6 to identify which person factors, if any, are most likely causes to the defined problem. Think about traits, skills and gender.Follow the same process for the situation factors. Think about the leader’s personality and style and the trust between leaders and followers.Now consider the Processes box shown in Figure 13.6. Consider concepts listed at all three levels. For any concept that might be a cause, ask yourself, Why is this a cause? Again, do this for several iterations to arrive at root causes. Think about each of the leadership styles.Step 3: Make your recommendations for solving the problem.Consider whether you want to resolve it, solve it, or dissolve it. Which recommendation is desirable and feasible? What kind of action plan can you create to implement these recommendations.

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83) Trait theory is the successor to what was called the “great man” theory of leadership. This approach was based on the assumption that leaders are born with some inborn ability to lead. In contrast, trait theorists believe that leadership traits are not innate, but can be developed through experience and learning. The trait approach attempts to identify personality characteristics or interpersonal attributes that can be used to differentiate leaders form followers.Table 13.1 lists positive task-oriented traits (i.e., intelligence, conscientiousness, open to experience, and emotional stability), positive interpersonal attributes of leaders (i.e., extraversion, agreeableness, communication skills, and emotional intelligence), and the negative “dark side” traits of narcissism, Machiavellianism, and psychopathy. Narcissism is defined as having a self-centered perspective, feelings of superiority, and a drive for personal power and glory. Machiavellianism entails the use of manipulation, a cynical view of human nature, and a moral code that puts results over principles. Psychopathy is characterized as a lack of concern for others, impulsive behavior, and a lack of remorse or guilt when one’s actions harm others.

84) A leadership prototype is a mental representation of the traits and behaviors people believe leaders possess. An example of a prototype of Eugene is that he is confident and trustworthy and offers very helpful feedback throughout the year, not just during performance reviews. The four basic skills for leaders that Eugene most likely possesses are cognitive abilities, interpersonal skills, business skills, and strategic skills. These are listed in Table 13.2. The student should elaborate on these skills and how Eugene uses these as a manager.

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85) The behavioral styles approach attempts to identify the unique behaviors displayed by effective leaders. These behaviors can be boiled down into four categories: task-oriented, relationship-oriented, passive, and transformational.The primary purpose of task-oriented behaviors is to ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organizations.

Darla is a good choice for the production position. Although there are a host of behaviors under this category such as planning, clarifying, monitoring, and problem solving, researchers have predominantly studied two types of task-oriented behaviors: initiating structure and transactional leadership.The purpose of relationship-oriented leadership is to enhance employees’ skills and to create positive work relationships among coworkers and between the leader and his/her employees. This appears to reflect George’s strengths. Examples include behaviors that are supportive, developmental, appreciative, and empowering. OB researchers have primarily investigated the impact of three relationshiporiented behaviors: consideration, empowerment, and servantleadership.Passive leadership, or laissez-faire leadership, represents a general failure to take responsibility for leading. Examples of laissezfaire leadership include avoiding conflict, failing to provide coaching on difficult assignments, failing to assist employees in setting performance goals, failing to give performance feedback, and failing to address issues associated with bullying.Transformational leaders transform followers to pursue organizational goals over self-interests.

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86) Transactional leadership focuses on clarifying employees’ role and task requirements and providing followers with positive and negative rewards contingent on performance. Both transactional leadership and initiating structure are task-oriented leadership behaviors, but initiating structure is leader behavior that is focused on organizing and defining what group members should be doing to maximize output. Transactional leadership encompasses all the fundamental managerial activities of setting goals, monitoring progress toward goal achievement, and rewarding and punishing people for their level of goal accomplishment.

Thus, transactional leadership is more concerned with ongoing management of activities, as opposed to initiating structure, which is focused on the starting setup for performance.

87) Empowering leadership represents the extent to which a leader creates perceptions of psychological empowerment in others.

Psychological empowerment reflects employees’ belief that they have control over their work. Psychological empowerment is expected to drive intrinsic motivation. Leaders increase psychological empowerment by engaging in behaviors that enhance perceptions of meaning, selfdetermination or choice, competence, and impact.

88) The term servant-leadership was coined by Robert Greenleaf in 1970. Greenleaf believed that great leaders act as servants, making the needs of others, including employees, customers, and community, their first priority. Servant-leadership focuses on increased service to others rather than to oneself. Servant-leadership is expected to promote leadership effectiveness because it focuses on providing support and growth opportunities to employees. Servant-leaders have the characteristics listed in Table 13.3: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community. Students will identify at least five characteristics and give an example of each.

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89) There are five important managerial implications for transformational leadership. If you are a virtual leader you should display transformational leader behaviors in your emails, tweets, webinars, and conference calls. The other important implications include: the establishment of a positive vision of the future, rely on other task-oriented and relationship-oriented behaviors and avoid a “wait-andsee” style, use the four transformational leadership behavior types shown in Figure 13.5 (inspirational motivation, idealized influence, individualized consideration, intellectual stimulation), be ethical or unethical.

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90) The oldest situational theory was developed by Fred Fiedler. He labeled the model contingency theory because it is based on the premise that a leader’s effectiveness is contingent on the extent to which a leader’s style fits or matches characteristics of the situation at hand.

Fiedler believes that leaders have one dominant or natural leadership style that is resistant to change. A leader’s style is described as either task-motivated or relationship-motivated. To determine an individual’s leadership style, Fiedler developed the least preferred coworker (LPC) scale. The scale asks you to evaluate a coworker you least enjoy working with on 16 pairs of opposite characteristics (such as friendly/unfriendly or tense/relaxed). Situational control refers to the amount of control and influence the leader has in her or his immediate work environment.There are three dimensions of situational control: leader-member relations, task structure, and position power. The dimensions of situational control vary independently, forming eight combinations of situational control that vary from high to low (see Figure 13.3). Task-oriented leadership should be most effective in either high-control situation (situations I–III in Figure 13.3) or low-control situations (situation VIII). Relationshiporiented leadership should be most effective in situations of moderate control (situations IV–VII in Figure 13.3).Students should describe and discuss at least one situation that illustrates how the model works.In this example, the task-oriented leader who gets things accomplished would be most successful. If the leader is considerate (relationship-oriented), they may waste so much time in the disaster, that things get out of control and lives are lost.

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91) Figure 13.3 shows that leadership effectiveness is influenced by the interaction between eight leadership behaviors and a variety of contingency factors. Two contingency factors—employee characteristics (i.e., locus of control, task ability, need for achievement, experience, and need for clarity) and environmental factors (i.e., task structure and work group dynamics)—are expected to cause different leadership behaviors to be more effective than others. Eight leader behaviors are path-goal clarifying, achievement-oriented, work facilitation, supportive, interaction facilitation, group-oriented decision making, representation and networking, and value-based. There are not enough direct tests of House’s revised path-goal theory to draw overall conclusions.

Nonetheless, there are three important takeaways from this theory. (1) Use more than one style of leadership. (2) Help employees achieve their goals. (3) Model your leadership style to fit various employee and environmental characteristics.Students should describe and discuss at least one situation that illustrates how the model works.

92) Five general strategies for practical application of situational theories of leadership are: (1) identify important outcomes; (2) identify relevant leadership behaviors; (3) identify situational conditions; (4) match leadership to the conditions at hand; and (5) determine how to make the match. Students should describe and discuss at least one situation that illustrates how the model works.The situational leader is a juggler of sorts who is constantly making small adjustments to keep all the balls in play. In this analogy, the balls represent the followers or employees who the juggler must treat as individuals to keep the project on its trajectory. Depending upon the needs of the employee, the situational leader adjusts the level of supervision or intervention to meet the individual’s circumstances.

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93) Transformational leaders transform followers to pursue organizational goals over self-interests. They do this by using leader behaviors (i.e., inspirational motivation, idealized influence, individualized consideration, and intellectual stimulation) that appeal to followers’ self-concepts–namely, their values, motives, and personal identity. Inspirational motivation, which includes the use of charisma, involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm. The focus of idealized influence is to instill pride, respect, and trust within employees. Individual consideration entails behaviors associated with providing support, encouragement, empowerment, and coaching to employees. Intellectual stimulation involves behaviors that encourage employees to question the status quo and to seek innovation and creative solutions to organizational problems.Figure 13.5 shows on the left-hand side that transformational leader behavior is first influenced by both individual and organizational characteristics. The third column from the left, further shows that the use of transformational leadership creates positive effects on followers and work groups. In turn, these positive effects are expected to lead to positive outcomes. Research supports these proposed linkages.Support for transformation leadership underscores five important managerial implications. (1) The establishment of a positive vision of the future-inspirational motivationshould be considered a first step at applying transformational leadership.

(2) The best leaders are not just transformational. (3) Transformational leadership affects outcomes at the individual, group, and organizational levels. (4) Transformational leadership works virtually. (5) Transformational leaders can be ethical or unethical.

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94) The leader-member exchange (LMX) model of leadership focuses on the quality of relationships between managers and subordinates as opposed to the behaviors or traits of either leaders or followers. It is based on the assumption that leaders develop unique one-to-one relationships with each of the people reporting to them. Two distinct types of LMX relationships are expected to evolve.High LMX relationships (i.e., in-group exchange) are characterized by a partnership of reciprocal influence, mutual trust, respect and liking, and a sense of common fates. These relationships become more social over time.Low LMX relationships (i.e., out-group exchange) tend to focus on the economic exchange between leaders and followers. In other words, the relationship tends to be more formal and it revolves around specifically negotiating the relationship between performance and pay. This relationship does not create a sense of mutual trust, respect, or common fate.The quality of an LMX is influenced by three categories of variables: follower characteristics, leader characteristics, and interpersonal relationship variables.There are three important implications of LMX theory.1. Expectations. Leaders are encouraged to establish high-performance expectations for all of their direct reports because favoritism and differential treatment within teams lead to negative outcomes.

2. Diversity. Because personality and demographic similarity between leaders and followers is associated with higher LMXs, managers need to be careful that they don’t create a homogenous work environment in the spirit of having positive relationships with their direct reports.

3. Initiative. It is important to take positive actions at improving a poor LMX.

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95) Leaders obviously want followers who are productive, reliable, honest, cooperative, proactive, and flexible. Leaders do not benefit from followers who hide the truth, withhold information, fail to generate ideas, are unwilling to collaborate, provide inaccurate feedback, or are unwilling to take the lead on projects and initiatives. Followers want organizational leaders to create feelings of significance (what one does at work is important and meaningful), community (a sense of unity encourages people to treat others with respect and dignity and to work together in pursuit of organizational goals), and excitement (people are engaged and feel energy at work).A pair of OB experts developed a four-step process for followers to use in managing the leader-follower relationship. (1) It is critical to understand your boss. (2) You need to understand your own style, needs goals, expectations, and strengths and weaknesses. (3) Conduct a gap analysis between the understanding you have about your boss and the understanding you have about yourself. (4) Build on mutual strengths and adjust or accommodate the leader’s divergent style, goals, expectations, and weaknesses.

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CHAPTER 14 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) An organization can have the best vision and strategy in the world, but it won’t be able to execute them unless its culture is aligned with its strategy. ⊚ ⊚

true false

2) Organizational culture operates on four levels: individual, group, organizational, and environmental. ⊚ ⊚

true false

3) Creative Critters uses a six-foot-tall stuffed lion named Softy as a catalyst to make sure employees do not ignore important but difficult topics. Softy is an artifact. ⊚ ⊚

true false

4) Person-environment fit (P-E) is defined as the compatibility between an individual and a work environment that occurs when their characteristics are well matched. ⊚ ⊚

true false

5) The identity of WelcomeMat employees is focused on the belief that employee satisfaction and customer loyalty are more important than corporate profits. In this case, the organizational culture provides employees with an organizational identity. ⊚ ⊚

true false

6) The culture value framework provides a practical way for managers to understand, measure, and change organizational culture.

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⊚ ⊚

7)

true false

Organizations tend to have one type of culture that is more dominant than the others. ⊚ ⊚

true false

8) Toms Shoes founder, Blake Mycoskie and his team have implemented practices to make their employees’ lives more fulfilling and balanced. Employee friendly practices include flexible work schedules, generous paid paternity leave, and no-meeting Mondays. These are examples of an organization with an adhocracy culture. ⊚ ⊚

true false

9) Companies with adhocracy-type cultures are decreasing in the United States because many companies are becoming risk-averse. ⊚ ⊚

10)

The military is a classic example of hierarchical organizational structure. ⊚ ⊚

11)

true false

true false

Team-based rewards reinforce a clan culture. ⊚ ⊚

true false

12) Organizational cultures can drive employee attitudes, performance, and organizational effectiveness, thereby leading to competitive advantage.

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⊚ ⊚

true false

13) A strategy represents a long-term goal that describes what an organization wants to become. ⊚ ⊚

true false

14) Programs that help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics are called realistic job previews. ⊚ ⊚

true false

15) A recent study showed that a lack of sleep increases your human capital but lowers performance. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

16) ________ is the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments.

A) B) C) D) E)

17)

Organizational climate Organizational culture Organizational strategy Strategic vision Strategic values

Which of the following is not a driver or cause of organizational culture?

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A) B) C) D) E)

18)

The levels of organizational culture are A) B) C) D) E)

19)

work attitudes and behaviors leaders’ behaviors organizational vision industry environment national culture

strategy, mission, and values. external environment and internal environment. observable artifacts, espoused values, and basic underlying assumptions. espoused values and enacted values. identity, commitment, and stability.

An enacted value is A) B) C) D) E)

the explicitly stated qualities and norms preferred by an organization. the physical manifestation of an organization’s culture. an organizational value that has been taken for granted. related to the organizational structure. the qualities and norms that are exhibited or converted into employee behavior.

20) Mottollo Pasta uses their website to explain that five traits make their culture distinctive—creativity, sustainability, family, community, and diversity. What level of organizational culture does this represent?

A) B) C) D) E)

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espoused values basic underlying assumptions enacted values observable artifacts sustainability

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21) ________ values are the explicitly stated values and norms that are preferred by an organization.

A) B) C) D) E)

Enacted Espoused Competing Corporate Strategic

22) Pereot Fragrances states that they are a “moving, flexible, innovative, customer-oriented global company that delivers real value to our shareholders by our unrelenting focus on performance and the unswerving dedication of our world-class, dedicated employees.” In a time of growth and record profits, the company decides to increase wages and profit-sharing. What level of organizational culture does this represent?

A) B) C) D) E)

23)

observable artifacts enacted values espoused values sustainability basic underlying assumptions

The functions of organizational culture are

A) making.

B) C) D) E)

organizational identity, collective commitment, social system stability, and senseclan, market, adhocracy, and hierarchy. stability, flexibility, internal, and external. anticipatory, encounter, and acquisition. inboarding and outboarding.

24) ________ is a company’s ability to make a profit with sacrificing the resources of its people, the community, and the planet.

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A) B) C) D) E)

Collective commitment Social system stability Sustainability Accountability Green initiative

25) Mantle Inc. is noted for its philosophy of having fun, holding parties, and celebrating. For example, staff in each city in which the firm operates are given a budget for parties. The company also uses a variety of performance-based awards and service awards to reinforce employees’ efforts. Its positive and enriching environment is supported by the very low employee turnover. What function of organizational culture does this represent?

A) B) C) D) E)

social system stability organizational socialization sense-making competing values mentoring

26) Northwest Bank wants to maintain a positive presence and a vision for the future—to stay around for the long term and to do good for communities. First, the bank works with employees, the people who deliver the promise day in and day out. Then, employees expand the process to include customers. Customers applying for a loan should write a statement about how they plan to stay around for the long term and do good for their communities. This is an example of A) B) C) D) E)

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organizational identity. collective commitment. competing values. social system stability. organizational socialization.

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27) Acme Movers is a company that ships goods and cargo to all locations in the United States. The employees understand that the company’s primary vision of timeliness, efficiency and low-cost services is important to maintain the competitive edge over other movers in the business. They constantly work to ensure that all deliveries reach their destinations on schedule, and the company, in turn, rewards the employees with performance-based awards and profitsharing. Which function of organizational culture is exemplified here?

A) B) C) D) E)

giving members an organizational identity facilitating collective commitment promoting social system stability shaping behavior by helping members make sense of their surroundings increasing the likelihood of shared feelings and emotions

28) The________ framework provides a practical way for managers to understand, measure, and change organizational culture.

A) B) C) D) E)

constructive validity cultural values culture validity competing values company values

29) ________ is(are) a powerful way to send messages to others about the values and behaviors the organization desires.

A) B) C) D) E)

30)

Formal statements Slogans Storytelling Role modeling Rites and rituals

Which of the following statements about organizational culture is true?

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A) A specific organization can have characteristics of only one type of culture.

B) While the CVF is an interesting approach, it has no research support.

C) Organizations tend to have one dominant type of culture.

D) The CVF model categorizes organizations into six types of culture.

E) An organization with a focus on its external environment pays most attention to its employees.

31) Which one of the organizations listed below demonstrates a clan culture listed in this chapter?

A) B) C) D) E)

Acuity Menlo Innovations Grupo Bimbo Publix McDonald’s

32) A(n) ________ culture encourages collaboration, trust, and mutual support among employees.

A) B) C) D) E)

33)

clan market hierarchy adhocracy hybrid

Clan organizations

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A) B) C) D) E) reliability.

34)

Organizations with adhocracy cultures are described as A) B) C) D) E)

35)

empower employees to take risks. drive toward productivity, profit, and customer satisfaction. have been shown to be generally ineffective. devote considerable resources to hiring and developing employees. assess effectiveness with measures of efficiency, timeliness, quality, safety, and

internally focused and valuing flexibility. externally focused and valuing flexibility. internally focused and valuing stability and control. externally focused and valuing stability and control. both internally and externally focused and valuing flexibility.

Adhocracy cultures

A) B) C) D) E) reliability.

empower employees to take risks. drive toward productivity, profit, and customer satisfaction. have been shown to be generally ineffective. devote considerable resources to hiring and developing employees. assess effectiveness with measures of efficiency, timeliness, quality, safety, and

36) You’re Kidding Me, Inc., is a company that develops video games. The company’s primary vision is innovation and quick adaptation to the changing environment of the gaming industry, particularly for children. The CEO of the company values creativity and frequently urges her employees to think outside the box in order come up with the next big idea. Which of the following best describes You’re Kidding Me’s organizational culture?

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A) B) C) D) E)

37)

adhocracy clan role market hierarchy

Organizations with market cultures are described as A) B) C) D) E)

internally focused and valuing flexibility. externally focused and valuing flexibility. internally focused and valuing stability and control. externally focused and valuing stability and control. both internally and externally focused and valuing flexibility.

38) In the ________ culture, employees are encouraged to set difficult goals and strive to achieve them. Employee performance is closely monitored and often directly rewarded or punished.

A) B) C) D) E)

39)

clan market hierarchy adhocracy hybrid

Market cultures

A) B) C) D) E) reliability.

empower employees to take risks. drive toward productivity, profit, and customer satisfaction. have been shown to be generally ineffective. devote considerable resources to hiring and developing employees. assess effectiveness with measures of efficiency, timeliness, quality, safety, and

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40)

Which of the following statements is true?

A) Organizational culture is related to profits.

B) Employees prefer to work in organizations that value stability and control.

C) Clan and market cultures are more likely to deliver higher customer satisfaction and market share.

D) Hierarchical characteristics are preferred when trying to improve operational outcomes.

E) Managers should make their cultures more autocratic-oriented.

41) A(n) ________ culture develops reliable internal processes, extensive measurement, and a variety of control mechanisms.

A) B) C) D) E)

clan market hierarchy adhocracy hybrid

42) Gannet Publishers has traditional layers of management and emphasis is placed on following the chain of command. Power, status, and position help the leaders within a hierarchy culture manage their employees. Gannett appears to have a(n) ________ culture.

A) B) C) D) E)

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empowered clan adhocractic market hierarchical

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43) General Widgets, Inc., manufactures high-quality widgets. The widget industry is mature and few innovations occur. The widgets have to be built exactly according to particular specifications provided by customers. This requires the use of controlled processes and precise measurements. The company also needs to maintain high efficiency in its production process in order to meet the market demand. For this company, stability is more important than flexibility.

Which of the organizational cultures is best suited for General Widgets?

A) B) C) D) E)

adhocracy culture clan culture modern culture hierarchy culture market culture

44) Culture clashes frequently happen when ________ within an organization interpret rules differently based on their levels within the organization.

A) B) C) D) E)

45)

cliques sub-groups divisions departments subcultures

Subcultures tend to form along all of the following lines except for A) B) C) D) E)

task roles. functional/occupational groups. geographical areas. divisions or departments. levels of management.

46) Georgia chose to work at Datafly Inc. because she felt welcomed in as though she was family. The onboarding process involved many employee socials, and Georgia was immediately able to contribute to several corporate project groups that valued her opinions. This is an example of ________ culture.

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A) B) C) D) E)

47)

________ is only weakly related to the adhocracy organizational culture.

A) B) C) D) E)

48)

clan market hierarchy adhocracy control

Positive work attitudes Operational efficiency Financial performance Positive employee behavior Product quality

Which of the following statements about culture change is false?

A) Leaders are the architects/developers of organizational culture.

B) Managers should use a structured approach to changing cultures.

C) Culture change should only be attempted when organizational survival is threatened.

D) Managers should consider how the current culture aligns with vision and strategy.

E) To change culture, start by targeting artifacts, espoused values, and basic assumptions.

49) ________ are levers for changing organizational culture, addressing all three levels of culture.

A) B) C) D) E)

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Design of physical space, work environments, and buildings Workflow and organizational structure Organizational activities, processes, or outcomes Deliberate role modeling, training, and coaching Formal statements

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50) Which of the following mechanisms for changing organizational culture addresses only the level of basic underlying assumptions of culture?

A) B) C) D) E)

leader reactions to critical incidents and organizational crises rites and rituals formal statements design of physical space slogans and language

51) ________ is the process by which a person learns the values, norms, and required behaviors that permit her or him to participate as a member of the organization.

A) B) C) D) E)

Anticipatory socialization Organizational socialization Mentoring A realistic job preview Coaching

52) Disney has invested over $1 billion in big data technology to identify the best way to provide customer service. This is a characteristic of ________ culture.

A) B) C) D) E)

53)

market clan hierarchy adhocracy flexible

Which of the following statements about organizational socialization is false?

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A) Socialization begins before an employee actually joins an organization.

B) The entire socialization process may range from a few weeks to a year to complete.

C) Socialization can take longer for one person than another, depending on individual differences.

D) Research shows that realistic job previews do not help reduce turnover.

E) There is no set way to “onboard” new employees.

54) Zach has been with Servco for a few years now and has a clear understanding about his role as an IT technician. The new work orders come in on Monday morning and he typically communicates back to the client by Thursday regarding his progress on the project. He knows the company policies well and has had a great mentor during his short tenure with the company.

This is the ________ stage of organizational socialization.

A) B) C) D) E)

mentoring anticipatory encounter change and acquisition networking

55) In which stage of the organizational socialization process would a realistic job preview normally be provided?

A) B) C) D) E)

mentoring anticipatory socialization encounter change and acquisition networking

56) Bill wants to work for the Chocolate Factory. He applies for a job and at the same time tries to find out as much as he can about the company on the Internet. He also asks his friend Charles, who already works there, about the work environment and employee benefits that the company offers. Which phase of organizational socialization is Bill currently in?

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A) B) C) D) E)

encounter anticipatory integration arrival change and acquisition

57) In the ________ phase of organizational socialization, employees’ values, skills, and attitudes start to shift as the new recruit discovers what the organization is truly like.

A) B) C) D) E)

mentoring anticipatory encounter change and acquisition networking

58) In which stage of the organizational socialization process would an onboarding program be provided?

A) B) C) D) E)

mentoring anticipatory encounter change and acquisition networking

59) A(n) ________ helps new recruits integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics and by clarifying work-role expectations and responsibilities.

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A) B) C) D) E)

onboarding program realistic job preview mentoring program sponsorship program developmental network

60) Amy has recently joined a new research institute. She had initially thought that her job would entail a lot of field work, which would allow her to gain some practical experience, but her manager just gives her a lot of paperwork instead. She is also learning to adjust to the strict dress code that the company enforces on all of its employees. Amy is in the ________ stage of the socialization process.

A) B) C) D) E)

change and acquisition anticipatory socialization adaptive modification encounter

61) American university students typically spend one year apiece as freshman, sophomores, juniors, and seniors. This is an example of which type of socialization tactics?

A) B) C) D) E)

collective individual variable fixed formal

62) Which of the following statements about applying organizational socialization research is true?

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A) Effective onboarding programs actually decrease retention because recruits who don’t “fit” tend to leave the organization.

B) Organizations can use socialization tactics to promote ethical behavior.

C) Employees experience no stress associated with becoming socialized into an organization.

D) Managers should not use a contingency approach to organizational socialization.

E) All recruits can be effectively socialized through standardized socialization programs.

63)

Which of the following is not a dimension along which socialization tactics can vary?

A) B) C) D) E)

individual versus collective fixed versus variable investiture versus divestiture serial versus disjunctive managerial versus peer

64) On her first day of work for ABC Company, Justine attended a full-day session with other new employees to learn about company policies and procedures. Each person in that session was introduced to a specific person whom they would all meet with once a week over the next two months to answer their questions about the company. This experience would be described as A) B) C) D) E)

collective and serial. random and disjunctive. divestiture and individual. investiture and variable. sequential and variable.

65) Peter is a resident surgeon at his local hospital. Before he could start his residency, he had to complete four years of medical school, and then two years of internship. Identify the socialization process that Peter had to undergo.

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A) B) C) D) E)

random socialization collective socialization sequential socialization informal socialization fixed socialization

66) Jimmy starts work at an accounting firm. On the first day of work, his boss takes him aside and tells him about the specifics of his job at the firm. Over the next few months, when they both have time, Jimmy’s boss gives him further advice, instructions, and personal training on unique tasks. Which of the following describes Jimmy’s socialization process at the accounting firm?

A) B) C) D) E)

formal fixed individual divestiture collective

67) Al starts work at a law firm. For the first three weeks that he’s there he is in constant contact with other new hires, all of whom wear lanyards distinguishing them from more tenured employees. Al and the other newcomers are put through a training session that introduces them to the values and policies of the firm, and clarifies the specific tasks that they would be performing. Al’s socialization is ________ in nature.

A) B) C) D) E)

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informal random collective divestiture serial

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68) Jill has joined the police academy. During the training process, Jill and the other cadets are made to wear uniforms and maintain an immaculate appearance. The trainers address her as “officer” instead of using her first name. All the cadets are told they are no longer ordinary citizens but representatives of the police force. This is the ________ form of organizational socialization.

A) B) C) D) E)

role play investiture informal divestiture random

69) ________ is the process of forming and maintaining intensive and lasting developmental relationships between a variety of developers and a junior person.

A) B) C) D) E)

Onboarding Realistic job preview Mentoring Networking Socialization

70) ________ is a process that focuses on improving an individual’s behavior and performance to resolve work issues or handle specific aspects of the job and may be short term.

A) B) C) D) E)

Coaching Mentoring Teaching Sponsoring Networking

71) Janice has transferred to the contract management group at the HMO that employs her.

She has been through two months of training and is now working closely with Nancy to better understand the values and expectations of the group. Janice is in the ________ phase of mentoring.

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A) B) C) D) E)

initiation separation redefinition cultivation reception

72) Fred wants to start his own business one day. In preparation, he is trying to network with a diverse group of people. Which of the following statements does this reflect?

A) Build a broad developmental network because the number and quality of your contacts influences your career success.

B) Seek consistency or congruence between your career goals and the type of developmental network at your disposal.

C) Develop a mentoring plan.

D) A mentor’s willingness to provide career and psychosocial assistance depends on the protégé/protégée’s ability and potential and the quality of the interpersonal relationship.

E) Recognize when it is time to move on to a new career.

73) Part professional association, social club, and networking group, the Brighton Beach Drummers Association meets at a variety of musical venues in New York. Members share a love of music and drums, but also discuss common experiences at work. This is an example of A) B) C) D) E)

human capital. coaching. social capital. mentoring. sponsorship.

74) Big Brothers Big Sisters is a volunteer ________ network that pairs adults with children.

A survey of adults who participated in the program when they were children revealed that the majority obtained values and principles that influenced them throughout their lives.

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A) B) C) D) E)

entrepreneurial opportunistic traditional financial mentoring

75) The ________ phase spans two to five years and entails the junior person receiving a host of career and psychosocial guidance.

A) B) C) D) E)

redefinition initiation traditional separation cultivation

76) Maria, a local high school student, has an interest in marine life. She applies for a mentee position and is matched up with a mentor who treats her interest in marine life as important. The scientist also helps Maria understand the relationship between statistics, an area where she is struggling in school, and her interest in marine life. Jenny begins to understand the statistics used by the scientist while conducting marine research. Which stage of the mentoring process is Maria experiencing?

A) B) C) D) E)

initiation cultivation development separation redefinition

77) Jamie is in the process of writing her doctoral thesis. She gets frequent guidance and advice from her thesis advisor whom she considers a close friend as well as a mentor. Jamie frequently seeks the help and advice of another professor at the same time, who also closely oversees her work. In what stage of the mentoring process is Jamie working?

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A) B) C) D) E)

counseling reception cultivation separation redefinition

78) After a year of mentoring, Andrew is starting his own bakery. He has listened to all of his mentor’s advice, especially about developing networks. To help him out, his father’s friend, who owns a supermarket, offers him a supply of flour and sugar at discount prices. Andrew’s close friend, who is a real estate agent, gives him advice on how to get a large loft in the downtown area at a reasonable price. His mother, who has strong political ties in the community, uses her contacts with locals to spread the word about Andrew’s new business. Andrew now possesses high level of ________ capital.

A) B) C) D) E)

entrepreneurial opportunistic social human friendship

79) Troy starts a job right out of college. He feels lucky to have found a position in the financial industry. Troy knows that he needs help to form and maintain the lasting developmental relationships that will further his career. Troy should first establish a(n) A) B) C) D) E)

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counseling plan. career plan. mentoring plan. opportunity proposal. entrepreneurial network.

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SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

80) Define organizational culture, and describe the four important characteristics of organizational cultures. What factors influence the formation of organizational culture? Provide an example of the organizational culture at your college. What is the main driver of that culture?

81) What does it mean to be a sustainable company? Identify a company that practices sustainability and uses it in its corporate vision. Explain how this vision is incorporated into the company’s observable artifacts, espoused values, enacted values, and basic underlying assumptions.

82) Hunter & Associates started as a small three-person firm. It has evolved to a 58-person company, managing over 100 projects for multiple clients. The managing team recognizes that the company needs to develop a “sense of itself,” and so focuses on defining the organizational culture. Identify and discuss the four functions of organizational culture. Use an example of a real organization to illustrate each of these functions.

83) Kindy Electronics outperformed the general market for over 15 years, but was suddenly forced to liquidate. The collapse was mainly due to not making strategic changes to its corporate culture. How can management evaluate the status of corporate culture? How can they implement change to this culture, as needed?

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84) Garvin Glass has been making and selling fine glassware since 2010. It designs and manufactures its products, and sells directly to customers, cutting out the middleman and keeping prices low.Garvin has a team dedicated to the company culture. They set up fun lunches, events, and programs. The company makes sure that there is always an upcoming event so the entire team has something to look forward to, and it uses methods to make sure the entire team works well together by insisting everyone helps keep break areas clean or sending random employees out to lunch together. What type of company culture does Garvin exhibit? How is this type of culture defined in the CVF? What are the pros and cons of working in this type of culture?

85) Sanderson, Inc. is a direct marketing company. It emphasizes beating the competition and rewards the sales force based on performance. Sales personnel who don’t meet their goals are often called in to the manager’s office at the end of the month. This is often referred to as “the walk of shame.” What type of company culture does Sanderson exhibit? How is this type of culture defined in the CVF? What are the pros and cons of working in this type of culture?

86) At Martin Tech, employees are encouraged to take risks. Experiments and innovation are the bonding experiences within the organization. The long-term goal is to grow and create new products or services. Martin Tech promotes individual initiative and freedom. What type of company culture does Martin Tech exhibit? What type of leader will thrive in this environment?

What does the company value?

87) What is a hierarchical culture? How is this type of culture defined in the CVF? What would it be like to work in this type of culture?

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88) You have just been hired in as the CEO of a large grocery store chain after leaving a position as COO of a similar but much smaller grocery store chain. Since you did a great job of incorporating a strong organizational culture at your last company, you have been given the task of implementing a change in culture that will give your organization a competitive advantage.

It’s not an easy task but list out your strategy for the first year on how you will make a culture change at your new organization.

89) Briefly describe at least six mechanisms that leaders can use to create culture change. For each, identify what level of culture is being addressed.

90) Sherry wants to go and work for an organization that she has known about her whole life.

Her father worked there, and after she graduates from college, she expects to work there, too.

Sherry’s comfort level is high because she feels familiar with the organization and its goals.

When Sherry is finally hired by the company, she begins to learn about the organization and its expectations of her—the good, the bad, and the ugly. People in the office that attempt to help her “get to know” the company and its expectations play an important role to her along the way.

Sherry is looking forward to contributing to the organization in a substantive way. Explain the process of organizational socialization, including the different phases that Sherry is going through. Why is this topic important for managers?

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91) Identify and describe what occurs in the phases of organizational socialization. Give an example of each phase from past experience—a job, a club, a class, a program.

92) Socialization tactics vary along a number of dimensions. Identify and describe these dimensions and give an example for each.

93) Thanks to Skype, webinars, and work-from-home initiatives, Tanner Company now employs the people they want instead of simply the people who are available to them. But, now that Tanner is spread out over multiple locations, the challenge is making sure that all of its people have a way of connecting to the big picture and understanding the organization’s vision, brand, identity, and rules—both written and unwritten. How can Tanner use mentoring to help develop junior talent and provide a road map on how to navigate the organization?

94) P.C Daunt has a culture that is known as the “Dauntless Way”—a culture driven around values of integrity, ethics, teamwork, and customer service. The company has continuously grown since its inception. Employees work in teams and consider themselves a family. There are monthly all-hands meetings to celebrate achievements and to share the status of the business.

Employees also are incentivized to achieve a combination of individual and team goals.

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Answer Key Test name: Chap 14_3e 1) TRUE 2) FALSE 3) TRUE 4) TRUE 5) TRUE 6) FALSE 7) TRUE 8) FALSE 9) TRUE 10) TRUE 11) TRUE 12) TRUE 13) FALSE 14) FALSE 15) FALSE 16) B 17) A 18) C 19) E 20) D 21) B 22) C 23) A 24) C 25) A 26) B Version 1

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27) D 28) D 29) C 30) C 31) A 32) A 33) D 34) B 35) A 36) A 37) D 38) B 39) B 40) C 41) C 42) E 43) D 44) E 45) A 46) A 47) C 48) C 49) D 50) A 51) B 52) A 53) D 54) D 55) B 56) B Version 1

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57) C 58) C 59) A 60) E 61) D 62) B 63) E 64) A 65) C 66) C 67) C 68) D 69) C 70) A 71) A 72) B 73) C 74) E 75) E 76) B 77) C 78) C 79) C

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80) Organizational culture is the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments. This definition highlights four important characteristics of organizational culture:Shared concept. Organizational culture consists of beliefs and values that are shared among a group of people.Learned over time. It is passed on to new employees through the process of socialization and mentoring.Influences our behavior at work. This is why “culture eats strategy for breakfast.”Impacts outcomes at multiple levels. Culture affects outcomes at the individual, group/team, and organizational levels.Figure 14.2 provides a conceptual framework for understanding the drivers and effects of organizational culture. Five elements drive organization culture:The founder’s valuesThe industry and business environmentThe national cultureThe organization’s vision and strategiesThe behavior of leaders 81) Sustainability is classified under Level 3 of organizational culture— basic underlying assumptions. It is defined as “a company’s ability to make a profit without sacrificing the resources of its people, the community, and the planet. Sometimes it involves ‘being green.’”

Corporate examples from the chapter include Kering SA (sources more than 40 percent of its products from certifiable sources) and Patagonia (focuses its corporate sales program to “mission-driven companies that prioritize the planet.”). Espoused values at Warby Parker are: treat customers the way you would like to be treated, create an environment where employees can think big, have fun, and do good, serve the community, and going green is good. An observable artifact at Facebook is the word “hack.” It is passed all around offices and symbolizes “the hacker way” of pursuing continuous improvement and challenging the status quo.

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82) An organization’s culture fulfills four important functions (see Figure 14.3): (1) organizational identity, (2) collective commitment, (3) social system stability, and (4) sense-making device.Function 1: culture provides employees with an organizational identity.Function 2: culture facilitates collective commitment.Function 3: culture promotes social system stability. Social system stability reflects the extent to which the work environment is perceived as positive and reinforcing, and the extent to which conflict and change are effectively managed.Function 4: culture shapes behaviors by helping members make sense of their surroundings. This function of culture helps employees understand why the organization does what it does and how it intends to accomplish its long-term goals.Students should give an example of a real organization to illustrate each of the four functions.

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83) The competing values framework (CVF) provides a practical way for managers to understand, measure, and change organizational culture.

It identifies four fundamental types of organizational culture, as shown in Figure 4.4.The CVF was originally developed by a team of researchers who were trying to classify different ways to assess organizational effectiveness. This research showed that measures of organizational effectiveness varied along two fundamental dimensions or axes. One axis pertained to whether an organization focuses its attention and efforts on internal dynamics and employees or outward toward its external environment and its customers and shareholders. The second was concerned with an organization’s preference for flexibility and discretion or control and stability. Combining these two axes creates four types of organizational culture that are based on different core values and different sets of criteria for assessing organizational effectiveness. The four types are clan, adhocracy, hierarchy, and market.In its illustration, Figure 14.4 outlines the competing values framework. Culture varies along two competing values: Flexibility and discretion versus stability and control, and internal focus and integration versus external focus and differentiation. This leads to four categories of organizations, each with its own unique thrust. Clan cultures are focused on internal and flexible; adhocracy on external and flexible; market on external and stability/control; and hierarchy on internal and stable/control.Figure 14.4 shows the strategic thrust associated with each cultural type along with the means used to accomplish this thrust and the resulting ends or goals pursued by each cultural type. Organizations can possess characteristics associated with each culture type. That said, however, organizations tend to have one type of culture that is more dominant than the others.

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84) Companies with a clan culture have an internal focus and they value flexibility rather than stability and control. These resemble a family-type organization in which effectiveness is achieved by encouraging collaboration, trust, and support among employees. This type of culture is very “employee-focused” and strives to instill cohesion through consensus and job satisfaction and commitment through employee involvement. Clan organizations devote considerable resources to hiring and developing their employees, and they view customers as partners.

Collaborating is the strategic thrust of this culture.That said, a lack of diversity, dissent and—sometimes—authority can pose a problem in achieving goals. Students should discuss what it would be like to work in such an organization, given this description.

85) Companies with a market culture have a strong external focus and value stability and control. Competition is the strategic thrust of these organizations. They have a strong desire to deliver results and accomplish goals. Because this type of culture is focused on external environment, customers and profits take precedence over employee development and satisfaction. The major goal of managers is to drive toward productivity, profits, and customer satisfaction. Students should discuss what it would be like to work in such an organization, given this description.Critics of the market model argue that the emphasis on individual achievement can promote dishonesty and an unpleasant—and thus unproductive—work environment.

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86) Companies with an adhocracy culture have an external focus and value flexibility. Creation of new products and services is the strategic thrust of this culture, which is accomplished by being adaptable, creative, and fast to respond to changes in the marketplace. Adhocracy cultures do not rely on the type of centralized power and authority relationships that are part of market and hierarchical cultures. They empower and encourage employees to take risks, think outside the box, and experiment with new ways of getting things done. So, leaders will be innovators, entrepreneurs, or visionaries.

87) Control is the strategic thrust within a hierarchy culture. The hierarchy culture has an internal focus, which produces a more formalized and structured work environment, and values stability and control over flexibility. This orientation leads to the development of reliable internal processes, extensive measurement, and the implementation of a variety of control mechanisms. Effectiveness in a company with this type of culture is likely to be assessed with measures of efficiency, timeliness, quality, safety, and reliability of producing and delivering products and services. Hierarchical cultures have been found to have both negative and positive effects. Students should discuss what it would be like to work in such an organization, given this description.

88) The four truths about culture change include:1. Leaders are the architects and developers of organizational culture.

2. Changing culture starts with targeting one of the three levels of organizational culture – observable artifacts, espoused values, or basic underlying assumptions.

3. The current culture probably closely aligns with the organization’s vision and strategic plan.

4. A structured approach works best when implementing culture change.

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89) Schein notes that changing organizational culture involves a teaching process. Organizational members teach each other about the organization’s preferred values, beliefs, norms, expectations, and behaviors. He further articulates specific mechanisms for changing organizational culture, and from his writing we identify 12 of the most potent, summarized in Table 14.11. Formal Statements. This method for embedding culture relies on using formal statements of organizational philosophy, mission, vision, values, and materials used for recruiting, selection, and socialization: They represent observable artifacts. Table 14.1 indicates that when using the formal statements mechanism, managers are operating at the observable artifact and espoused value levels of organizational culture.2. The Design of Physical Space, Work Environments, and Buildings. Physical spacing among people and buildings and the location of office furniture are different ways to send messages about culture. For example, an open office environment is more appropriate for an organization that wants to foster collaboration.

Table 14.1 indicates that when using the design of physical space, work environments, and buildings mechanism, managers are operating at the observable artifact and basic assumption levels of organizational culture.3. Slogans, Language, Acronyms, and Sayings. These elements of corporate culture often have a profound effect on the organization over time because they are easy to remember and repeat. Table 14.1 indicates that when using the slogans, language, acronyms, and sayings mechanism, managers are operating at the observable artifact and espoused value levels of corporate culture.4. Deliberate Role Modeling, Training Programs, Teaching, and Coaching by Others. Many companies structure training to provide an in-depth introduction about their organizational values’ basic underlying assumptions. Table 14.1 indicates that the deliberate role modeling, training, teaching, and coaching by others mechanism addresses all three levels of culture.5.

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Explicit Rewards, Status Symbols, and Promotion Criteria. This mechanism has a strong impact on employees due to its highly visible and meaningful nature. Reward systems are one of the strongest ways to embed organizational culture. It is important to remember what you learned about motivation when attempting to change culture via rewards.

It is essential to consider the various forms of justice. Table 14.1 indicates that this mechanism operates at the observable artifact and basic assumption levels of organizational culture.6. Stories, Legends, or Myths about Key People and Events. Story telling is a powerful way to send messages to others about the values and behaviors that are desired by the organization. Table 14.1 indicates that the stories, legends, or myths about key people and events mechanism addresses all three levels of culture.7. Organizational Activities, Processes, or Outcomes. Leaders pay special attention to those activities, processes and outcomes that they can measure, and control. This in turn sends strong messages to employees about acceptable norms and behavior. Table 14.1 indicates that the organizational activities, processes, or outcomes mechanism addresses only the basic assumption level of organizational culture.8.

Leader Reactions to Critical Incidents and Organizational Crises.

Neuroscience research shows that people learn and pay attention to the emotions exhibited by leaders. Positive emotions spread, but negative emotions travel faster and farther. Table 14.1 indicates that the leader reactions to critical incidents and organizational crises mechanism addresses only the basic assumption level of organizational culture.9.

Rites and Rituals. The power of this dimension of organizational culture is seen again and again. Rites and rituals represent the planned and unplanned activities and ceremonies that are used to celebrate important events or achievements. Table 14.1 indicates that the rites and rituals mechanism operates at the observable artifact and basic assumption levels of organizational culture.10. Workflow and Organizational Version 1

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Structure. Hierarchical structures are more likely to embed an orientation toward control and authority than a flatter organization. This partly explains why leaders from many organizations are increasingly reducing the number of organizational layers in an attempt to empower employees and increase employee involvement. Table 14.1 indicates that when using the rites and rituals mechanism, a manager is operating at the observable artifact and basic assumption levels of organizational culture.11. Organizational Systems and Procedures. Companies are increasingly using electronic networks as a tool to promote different types of cultures. This mechanism operates at the observable artifact and basic assumption levels of organizational culture as illustrated in Table 14.1.12. Organizational Goals and Criteria throughout the Employee Cycle. How a company handles basic HR duties (for recruitment, selection, development, promotion, layoffs, and retirement of people) defines and perpetuates a company culture. This mechanism operates at the observable artifacts and basic assumptions levels of organizational culture as illustrated in Table 14.1.

90) Organizational socialization is the process by which a person learns the values, norms, and required behaviors which permit him or her to participate as a member of the organization. This definition highlights that organizational socialization is a key mechanism used by organizations to embed their organizational cultures, particularly for new employees. In short, organizational socialization turns outsiders into fully functioning insiders by promoting and reinforcing the organization’s core values and beliefs.Feldman’s three-step model of organizational socialization addresses:1. Anticipatory socialization 2. Encounter 3. Change and acquisition

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91) Organizational behavior researcher Daniel Feldman has proposed a three-phase model of organizational socialization. As illustrated in Figure 14.7, the three phases are (1) anticipatory socialization, (2) encounter, and (3) change and acquisition.The anticipatory socialization phase occurs before an individual actually joins an organization. It is represented by the information people have learned about different careers, occupations, professions, and organizations. Because employees with unrealistic expectations are more likely to quit their jobs in the future, organizations may want to use realistic job previews. A realistic job preview involves giving recruits a realistic idea of what lies ahead by presenting both positive and negative aspects of the job.The second phase, encounter, begins when the employment contract has been signed. During the encounter phase employees come to learn what the organization is really like. It is a time for reconciling unmet expectations and making sense of a new work environment. Many companies use a combination of orientation and training programs to socialize employees during the encounter phase. Onboarding is one such technique.

Onboarding programs help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics and by clarifying work rate expectations and responsibilities. There is no one set way to onboard a new employee.The change and acquisition phase requires employees to master important tasks and roles and to adjust to their work group’s values and norms. This will occur only when employees have a clear understanding about their roles and they are effectively integrated within the work unit.Students should give an example of each.

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92) Table 14.2 presents a list of the categories of socialization processes or tactics used by organizations to help employees through this adjustment process:• Collective versus Individual: The collective tactic is grouping newcomers and exposing them to a common set of experiences (e.g. all new hires attend an orientation session on the same day). The individual tactic is treating each newcomer individually and exposing him or her to more or less unique experiences.

• Formal versus Informal: The formal tactic is segregating the newcomer from regular organization members during a defined socialization period. There is no effort to distinguish a newcomer in the informal tactic.

• Sequential versus Random: The sequential tactic is segregating a newcomer from regular organization members during a defined socialization period (e.g., army recruits must attend boot camp before they are allowed to work alongside established soldiers). The random technique is no effort to clearly distinguish a newcomer from more experienced members.

• Fixed versus Variable: The fixed technique is management setting a timetable for the assumption of the role. The variable technique is management setting no timetable and relies on contingencies for assumption of role.

• Serial versus Disjunctive: The serial tactic is the newcomer is socialized over time with the help of an experienced member (e.g., a buddy system of orientation). The disjunctive technique is the newcomer not provided a role model.

• Investiture versus Divestiture: the investiture technique is the affirmation of a newcomer’s incoming global and specific role identities and attributes. Divestiture is the denial and stripping away of the newcomer’s existing sense of self and the reconstruction of self in the organization’s image (e.g., during police training, cadets are required to Version 1

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wear uniforms and maintain an immaculate appearance; they are addressed as “officer” and told they are no longer ordinary citizens but representatives of the police force).Students should give an example of each.

93) One of the best ways to help develop junior talent and provide road maps on how to navigate an organization and one’s career is through a formal mentoring program where upper-level and experienced talent nurtures the junior talent. Mentoring is the process of forming and maintaining intensive and lasting developmental relationships between a variety of developers (people who provide career and psychosocial support) and a junior person. Mentoring can serve to embed an organization’s culture when developers and the protégé/protégée work in the same organization for two reasons. First, mentoring contributes to creating a sense of oneness by promoting the acceptance of the organization’s core values throughout the organization. Second, the networking aspect of mentoring also promotes positive interpersonal relationships.Five career functions that enhanced career development are:• Sponsorship • Exposure and visibility • Coaching • Protection • Challenging assignments Four psychosocial functions are: • Role modeling • Acceptance and confirmation • Counseling • Friendship

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94) Recent market pressures have caused the company to expand its core business of providing products to other companies that manufacture computer components to the consulting side of this market. Management believes the company has the human and social capital needed to expand into the services side of its markets.1. The company hires employees with no technology experience because it could not find people with the combination of technological and consulting experience.2. The computer components division and the consulting division began to compete for people and resources, leading to a break in the family-based culture that previously existed. In addition, each was expected to contribute equally to the company’s bottom line. Animosity has grown between the two divisions and finally management agreed to allow each to function independently. In addition, the reporting structure changed. Tech reported to tech managers; consulting reported to other consultants.In addition to internal conflict, it appears that subcultures are forming across the two divisions. This is partly due to the fact that the company has no formal socialization or onboarding process. Leaders also have different views about rewards and recognition. Leaders in the consulting business want to reward their employees based on total sales whereas the computer components incentivizes employees based on on-time delivery and customer satisfaction.The push to promote the new strategy has led to an environment in which employees were not allowed to question superiors. The director of human resources believes that employees feel that the culture is changing and there is no transparency from senior management. She also notes that employees are under unbearable pressure to do their jobs and to meet the firm’s ambitious goals with very limited resources to get the job done.Personnel have started to leave the company in large numbers and customer service has significantly declined. The chief executive officer and director of human resources are meeting later today to discuss a plan of action.Using the 3-Step Version 1

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Problem-Solving Approach and the Organizing Framework, identify the primary problem and make recommendations to address the issue.Apply the 3-Step Problem-Solving Approach to OB and the Organizing Framework:Step 1: Define the problem.Look first at the Outcomes box of the Organizing Framework in Figure 14.8 to help identify the important problem(s) in this case. Remember that a problem is a gap between a desired and a current state. State your problem as a gap, and be sure to consider problems at all three levels. If more than one desired outcome is not being accomplished, decide which one is most important and focus on it for steps 2 and 3.Step 2: Identify causes of the problem by using material from this chapter, summarized in the Organizing Framework shown in Figure 14.8.Causes will appear in either the Inputs box or the Processes box.Start by looking at Figure 14.8 to identify which person factors, if any, are most likely causes to the defined problem. Pay attention to human and social capital.Follow the same process for the situation factors. Pay attention to organizational climate and culture.Now consider the Processes box shown in Figure 14.8. Address PO fit, department/unit culture, and organization culture.Step 3: Make your recommendations for solving the problem.Consider whether you want to resolve it, solve it, or dissolve it.

Which recommendation is desirable and feasible?

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CHAPTER 15 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) Division of labor is achieved through the implementation of cross-functional and selfmanaged teams. ⊚ ⊚

true false

2) The organization’s official communication network is not visible in the organization chart. ⊚ ⊚

3)

true false

Narrow spans of control tend to create “taller” or more hierarchical organizations. ⊚ ⊚

true false

4) The idea of organization design is that organizations are more effective or successful when their structure supports the execution of corporate strategies. ⊚ ⊚

true false

5) AQR Co. has a horizontal structure. They attempt to dissolve departmental boundaries and reporting relationships as much as possible. ⊚ ⊚

6)

true false

Organizations with an open approach focus are team-oriented and process-oriented. ⊚ ⊚

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true false

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7) Acbar Inc. groups people according to similarity of products, services, customers, clients, or geographic regions. Acbar is called a functional structure. ⊚ ⊚

true false

8) Matrix structures are preferred by many organizations because of their ease of application. ⊚ ⊚

true false

9) The nonprofit organizations Red Cross and United Way have goals of feeding the homeless and others in need. This is their desire to be innovative. ⊚ ⊚

true false

10) In the Dr Pepper Snapple Group Strategy Map, the company’s internal process goals affect eight other goals. ⊚ ⊚

true false

11) Organic organizations are flexible networks of multitalented individuals who perform a variety of tasks. ⊚ ⊚

12)

true false

Decentralized organizations are more adaptable than centralized. ⊚ ⊚

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true false

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13) Qantile Inc. decides to save money by grouping together people who need similar materials and equipment. This is known as a functional structure. ⊚ ⊚

true false

14) Open boundary structures depend on managers’ ability to get results from people through the use of direct authority. ⊚ ⊚

true false

15) One of the agility techniques that organizations can use to foster innovation is to be responsive to change rather than following a detailed plan. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

16) Which of the following is not one of the common denominators of organizations?

A) B) C) D) E)

coordination of effort profit motive hierarchy of authority division of labor aligned goals

17) The Peter’s Group originated four years ago, and since then, the company has grown each year. Management has focused on making sure that the organization’s strategic goals cascade down through the organization so that the employees can work together in pursuit of common ends. Peter’s Group is using ________ in their organization.

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A) B) C) D) E)

coordination of effort the chain of command the hierarchy of authority division of labor aligned goals

18) ________ occur(s) when organizations divide the work in pursuing the common goal among groups and individuals performing separate but related tasks.

A) B) C) D) E)

Coordination of effort The chain of command The hierarchy of authority Division of labor Aligned goals

19) Using ________, Sensotix emphasizes using the chain of command to make sure the right people do the right things at the right time.

A) B) C) D) E)

coordination of effort the span of control the hierarchy of authority a division of labor aligned goals

20) ________ is achieved through formulation and enforcement of policies, rules, and regulations.

A) B) C) D) E)

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Hierarchy of authority The strategic plan Aligned goals Division of labor Coordination of effort

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21)

Aligned goals start with the A) B) C) D) E)

hierarchy of authority. organizational structure. organizational culture. organizational climate. strategic plan.

22) Martha wants her house fully cleaned on Monday. She takes the dusting, Marvin vacuums, Kit does the bathrooms, and Tina cleans the kitchen. ________ occurs when the common goal is pursued by individuals performing separate but related tasks.

A) B) C) D) E)

23)

Which of the following cannot be viewed in an organizational chart?

A) B) C) D) E)

24)

Division of labor Hierarchy of authority Unity of command Span of control Traditional structure

hierarchy of authority organizational culture division of labor span of control line and staff positions

________ is the number of people reporting directly to a given manager.

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A) B) C) D) E)

Span of control Span of authority Chain of command Unity of command Unity of control

25) Adam is a new product development manager for Hello2u.org, an Internet match-making service. He has only two employees reporting directly to him. From what you have read about organization charts, what do you know for sure?

A) B) C) D) E)

His subordinates enjoy greater autonomy than others.

His subordinates take part in the decision-making process.

He has a narrow span of control.

His subordinates are not closely supervised.

He is encountering low administrative costs.

26) Pierre is a foreman in a plant. He has 25 line workers who report to him on the night shift. From what you have read about organization charts, what do you know for sure?

A) B) C) D) E)

27)

His subordinates enjoy less autonomy than others.

His subordinates take part in the decision-making process.

He has a wide span of control.

His subordinates are closely supervised.

He is encountering high administrative costs.

Narrow spans of control are most likely in companies with a(n) A) B) C) D) E)

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clan culture. market culture. hierarchical culture. adhocracy culture. network structure.

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28)

Which of the following statements about span of control is true?

A) B) C) D) E)

Larger organizations tend to have wider spans of control.

Costs tend to be higher in organizations with narrow spans.

Complex tasks tend to require a narrower span of control.

Narrow spans of control are mostly found in clan cultures.

Senior-level executives tend to have wider spans of control.

29) Whole Foods Market’s approach to the growing and selling of organic food is a good example of a(an) A) B) C) D) E)

organic structure. learning organization. open system. divisional structure. modular structure.

30) The human body is an example of a(n)________ because it requires life-sustaining oxygen, nutrients, and water from the environment.

A) B) C) D) E)

31)

open system closed system learning system hierarchy flat organization

Which of the following is not an organizational subsystem of an organization?

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A) B) C) D) E)

managerial technical structural environmental psychosocial

32) A(n) ________ organization is composed of “a group of people working together to collectively enhance their capacities to create results that they truly care about.”

A) B) C) D) E)

information complex network learning closed

33) Mary Flowers, the founder of MedTran, an offsite transcription service, asks transcribers to discuss their potential problems at weekly staff meetings. ________ is the process that a learning organization uses to share information among its people.

A) B) C) D) E)

Information acquisition Information interpretation Knowledge integration Organizational memory Information distribution

34) As the faculty in the health and human services college were determining if it should offer a new degree in medicinal plant chemistry, each member of the faculty was tasked with learning what other institutions were doing across the nation. Then at the next all-college meeting, each member was to share at least one innovative idea. The faculty was practicing ________, a form of information sharing and accumulation across different parts of an organization.

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A) B) C) D) E)

information acquisition information interpretation knowledge integration organizational memory information distribution

35) The Meyers Motor Company to-day is very different from the same company of 1965, yet many essential characteristics remain so that “Meyers is still Meyers.” This suggests that organizations have ________, the means to retain and transmit information from past to future members of the social system.

A) B) C) D) E)

organizational memory information acquisition information distribution information interpretation knowledge integration

36) Government, church, and military organizations are based on a (n) ________ structure.

They have many layers of managers and red tape.

A) B) C) D) E)

horizontal open boundaryless traditional virtual

37) ________ rely on a vertical hierarchy and attempt to define clear departmental boundaries and reporting relationships.

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A) B) C) D) E)

Traditional structures Horizontal designs Open designs Boundaryless organizations Learning organizations

38) Many new companies and small businesses opt for a(n) ________ because they have a limited amount of employees.

A) B) C) D) E)

traditional structure horizontal structure open design boundaryless organization learning organization

39) ________ rely on leveraging technology and structural flexibility to maximize potential value through outsourcing and external collaboration.

A) B) C) D) E)

Traditional structures Horizontal designs Open designs Matrix organizations Divisional organizations

40) Mosco’s is a ________ in which management has largely succeeded in breaking down barriers among internal levels, job functions, and departments, as well as reducing external barriers between the organization and those with whom it does business.

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A) B) C) D) E)

41)

boundaryless organization learning organization matrix structure clan culture divisional structure

Which of the following is an open organizational design?

A) B) C) D) E)

matrix modular horizontal functional divisional

42) Roscoe Products produce widgets. Using a(n) ________, they are able to achieve economies of scale by specializing the application of labor to specific and standardized functions.

A) B) C) D) E)

43)

traditional design open design horizontal structure organic structure closed design

________ organizational design organizes people around the workflow.

A) B) C) D) E)

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Traditional Open Horizontal Mechanistic Closed

11

44) When a business doesn’t have control of all the environmental forces, it is called ________ design. For example, Acme Medical relies on predictions and contingencies to cope with unexpected input. Last year, an influenza epidemic affected suppliers, personnel, and even customers, causing lost production and lost profit.

A) B) C) D) E)

45)

traditional open horizontal functional divisional

A(n) ________ structure groups people according to the type of work they perform.

A) B) C) D) E)

divisional matrix functional horizontal open

46) Reorganizing from 10 to 6 divisional units (beauty; baby; feminine care; fabric and home care; family care and ventures; grooming; and healthcare), Proctor and Gamble has demonstrated that it operates as what type of structure?

A) B) C) D) E)

entrepreneurial project hollow modular divisional

47) Queen Electric is structured around five primary business divisions: Queen Power, Queen Oil & Gas, Queen Energy Connections, Queen Transportation, and Queen Digital. These business areas are subdivided further into either product or geographic divisions. What kind of structure has Queen Electric adopted?

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A) B) C) D) E)

divisional hollow matrix functional horizontal

48) Jared is the director of finance at Microtekna. His colleague William is the director of production at the same company. The company also has a director of IT, marketing and HR. What type of company does Microtekna operate as?

A) B) C) D) E)

functional hollow modular virtual horizontal

49) When organizations need stronger horizontal alignment or cooperation in order to meet their goals, a ________ structure is appropriate.

A) B) C) D) E)

divisional hollow matrix functional horizontal

50) The ________ structure enables Jerome Financial to upgrade and promote excellence around core capabilities, so they can be very focused on developing functional expertise in specific disciplines, such as marketing, money management, and lending.

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A) B) C) D) E)

divisional hollow matrix functional horizontal

51) In XYZ Aerospace, project engineers report both to a project manager for the particular work they are performing as well as the manager of engineering. This is a________ organization.

A) B) C) D) E)

52)

divisional hollow matrix functional horizontal

A horizontal approach to organizational design tends to focus on A) B) C) D) E)

specific customers. work processes. functional expertise. efficiency over effectiveness. use of information technology.

53) A fabric design company is known for the designs it develops, owing to its creative talent and knowledge of the market. This firm uses partner organizations to take orders, ship products, and manage employee benefits. The company has a ________ structure.

A) B) C) D) E)

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hollow modular matrix horizontal virtual

14

54) Wayneslock, when producing the Steamer Cabin Craft luxury yacht, assigned subcontractors to complete specific subassemblies and deliver them to Wayneslock Corporate for final assembly. This approach resulted in a leaner and simpler assembly line and lower inventory. Wayneslock is an example of a ________ structure.

A) B) C) D) E)

hollow modular matrix horizontal virtual

55) Simentec Inc., a tech support company, has over 150 employees working in five countries. The company allows workers to work from anywhere, and virtual meetings are the primary means of communication across the company. Simentec is a _________ structure—one whose members are geographically apart and work using information technology. It appears to customers as a single, unified organization with a real physical location.

A) B) C) D) E)

hollow modular matrix horizontal virtual

56) O’Connell Research is a small organization with four partners, each responsible for one primary function. The organization structure that is best for small companies is A) B) C) D) E)

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divisional. hollow. matrix. functional. horizontal.

15

57) One of the cons of ________ organizations is the potential for conflict when employees report to two bosses if those managers fail to coordinate.

A) B) C) D) E)

hollow modular matrix horizontal virtual

58) Tsunamet Cosmetics is highly responsive to its customers. This is one of the advantages of ________ organizations.

A) B) C) D) E)

59)

functional horizontal divisional hollow virtual

One of the pros of ________ organizations is a lower cost of entry and overhead.

A) B) C) D) E)

matrix functional hollow learning divisional

60) One of the problems that Featherstock Products faces is the coordination and communication across silos. Featherstock uses a ________ organization.

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A) B) C) D) E)

matrix functional hollow learning modular

61) Straight Line Co. faces heavy price competition and is under pressure to cut costs.

Management has decided to farm out some processes to outside companies, but they are concerned that this choice might result in loss of in-house capacity to innovate. Straight Line is using a ________ structure.

A) B) C) D) E)

matrix functional hollow learning divisional

62) ________ is the idea that organizations tend to be more effective when they are structured to fit the demands of the situation.

A) B) C) D) E)

Virtualness Contingency approach The closed systems theory A mechanistic approach A cultural fit process

63) ________ typically have a more open communication and contribution style. For example, at Google, the environment is unpredictable, but because of the freedom afforded the employees and management, it runs smoothly.

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A) B) C) D) E)

64)

Organic organizations Closed organizations Market cultures Virtual structures Functional organizations

Which of the following statements about mechanistic organizations is true?

A) Mechanistic organizations generally have open structures.

B) Mechanistic organizations generally are expected to produce reliability and consistency in internal processes.

C) Mechanistic organizations result in lower efficiency, quality, and timeliness.

D) Mechanistic organizations are more responsive to customer feedback.

E) Mechanistic organizations are inappropriate in industries where mistakes and errors can be catastrophic.

65) Managers should consider certain key factors when making decisions about how best to design an organization. These are A) B) C) D) E)

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strategy and goals, culture, climate, and human resources. strategy and goals, technology, size, and culture. culture, climate, human resources, and leadership. size, technology, and environmental change. strategy and goals, size, technology, and human resources.

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66) ABC International has just passed $250 million in sales, and its president decides to adopt a different organizational structure in order to better service its customers. The structure looks like this:• Commercial division. Focuses on all commercial customers and has its own product development and production employees.

• Retail division. Focuses on all retail customers in the United States, and has its own product development and production employees.

• International division. Focuses on all retail customers outside of the United States. It shares product development and production facilities with the retail division.

ABC International is now using a ________ structure.

A) B) C) D) E)

67)

hollow matrix functional mechanistic divisional

Which of the following is not a benefit of horizontal structures?

A) B) C) D) E)

faster and more efficient new product development encourage knowledge sharing greater creativity greater opportunities for functional specialization rapid communication and reduction of cycle time

68) P-O fit matters so that your personality and values match the climate and culture in an organization. If you’re planning on starting your own company because you prefer autonomy, flexibility, and empowerment, then you would fit into a company with which type of structure?

A) B) C) D) E)

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69) AI Machining takes 3-D prints from its clients and has the specialty parts manufactured to very precise specifications. This in turn helps the client with a faster turnaround for their customers’ projects. This is an example of ________ innovation.

A) B) C) D) E)

product process resource culture capital

70) The ________ translates an organization’s vision and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management system.

A) B) C) D) E)

balanced scorecard internal processes resource acquisition strategy map organization chart

71) Deliver-IT dispatches over 5,400 trucks from 165 service centers on a daily basis. The company picks up deliveries, consolidates them, and then delivers them to customers. This company:delivers 81 percent of packages on time.has an impressive driver safety record.uses driver mentors and trainers.links pay to safety measure. This reflects the ________ perspective.

A) B) C) D) E)

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resource acquisition goal accomplishment organizational culture strategic constituencies satisfaction internal processes

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72) Happy Helpers provides caregiver services to their local community. The company’s financial growth is dependent on getting more revenue from existing customers. To do this, management decides to A) merge with a caregiver group across the country.

B) sell the business to a nationwide nursing service.

C) invest in a pharmaceutical company.

D) supply personal care services (such as hair styling, shopping, etc...) to its clients.

E) handle Happy Helpers’ computer services internally, rather than farming it out to a tech company.

73) Management at the Relaxing Pines resort chain places great emphasis on customer satisfaction and loyalty. They emphasize quiet, luxurious rooms and personalized service. In fact, bonuses are based primarily on customer evaluations. What perspective does this reflect?

A) B) C) D) E)

financial customer internal processes goal accomplishment organizational culture

74) The ________ perspective focuses on providing employees with the capabilities, resources, and work environment they need to achieve their goals.

A) B) C) D) E)

goal accomplishment internal processes financial customer learning and growth

75) What tool can help employees understand how their work contributes to their employer’s overall success?

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A) B) C) D) E)

business plan corporate plan solution map strategy map external process diagram

76) While the rest of the academia is suffering from labor shortages, WhatsUp University averages five applicants for every position opening. With this ratio of applicants to openings, the university can pick and choose from among the top candidates. The organization is known to excel at meeting expectations. WhatsUp University is successful, most likely, because of what balanced scorecard perspective?

A) B) C) D) E)

internal processes customer external processes goal accomplishment financial

77) According to Kaplan and Norton, a(n) ________ is a “visual representation of a company’s critical objectives and the crucial relationships among them that drive organizational performance.”

A) B) C) D) E)

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78) A major pharmaceutical firm is developing a new medical drug for the market.

Stockholders are pressing for an early release date, as the drug is expected to generate significant profits. Unions representing production workers are pressing for wage increases, which would reduce the resources available for development and marketing, thus delaying the release date.

Consumer activists are pressing for increased testing which would both increase costs and delay the release date. Which balanced scorecard perspective is most applicable in this situation?

A) B) C) D) E)

resource allocation internal processes learning and growth customer financial

79) ________ is the creation of something new that makes money and finds a pathway to the consumer.

A) B) C) D) E)

Innovation Invention Creativity Integration Inspiration

80) Sunny Crackers introduces Wheat Flats, a cracker with more fiber, fewer calories, and great flavor. Wheat Flats is a great success. This is an example of ________ innovation.

A) B) C) D) E)

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SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

81) Comet & Sons is a publishing company with 150 employees. Sanders Inc. is a consulting company with 12 employees. Prenders Co. produces cupcakes with a staff of 245. Despite their differences, these are all organizations. What are the common denominators that these three companies share?

82) Using Figure 15.2 as your framework, create a fictional company that has a specific structure, a stated desire to be effective, and describe how it is innovative. How will the organization use these inputs to be effective?

83) Sanders Inc. is a small consulting firm. There are two supervisors, each managing four people. What type of span of control currently exists in Sanders Inc.?Now, explain the following:1. What are the positives related to this type of span of control?

2. What are the products with this type of span of control?

3. At what point should Sanders Inc. consider moving to a different span of control?

84) What is the open systems perspective of organizations? How does it differ from the closed systems perspective? Choose an example of an organization and analyze it from an open systems perspective.

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85) What is a learning organization? Describe the process through which organizations effectively learn. Now, provide an example—from your own experience—of a learning organization. As a member or employee, how did this learning organization benefit you personally?

86) Describe the three basic categories of organization design, and explain why each arose.

Identify an example of each.

87) Coffee Me! has a matrix organizational structure, which is a hybrid mixture of different features from the basic types of organizational structure. The following are the main features of the structure:functional structuregeographic divisionsproduct-based divisionsteams Describe the matrix structure. What examples can you think of that might apply to each of the main features of that structure? What are the benefits of the matrix structure? What problems might Coffee Me! face?

88) You are considering a leadership role with a virtual organization where you’ll be working from home in Chicago, IL but communicating with your direct manager in St. Louis, MO. Your team would also be spread across Europe and Asia. What benefits and what challenges are associated with working for a virtual organization with an internal virtual structure?

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89) Marah is a manager at a deep-sea research facility. She feels pressured to perform because she is responsible for assigning employees different roles within each project. Marah is afraid that she may be blamed if a project stalls or misses its deadline. What is the contingency approach to organizational design? Why does Marah feel pressured in this situation? What are the factors that managers should consider in getting the right “fit” between their organization and its design?

90) Define mechanistic and organic organizations. For which type of environment is each most appropriate?

91) Define decentralized and centralized decision making. Compare both of these forms of decision making in terms of:communication flowspeed and power of decision makingtype of organization this is best suited for

92) What are the generic approaches to assessing an organization’s effectiveness? Explain and give an example of each. Assessing organizational effectiveness is an important topic for an array of people including managers, stockholders, government agencies, and OB specialists. We consider a generic model of organizational effectiveness and explore its practical application. A good way to better understand this complex subject is to consider four generic approaches to assessing an organization’s effectiveness (see Figure 15.8). They are goal accomplishment, internal processes, strategic constituencies satisfaction, and resource acquisition.

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93) Pencet Motors has been called the gold standard of the automotive industry. In the first quarter of 2010, Pencet became top automotive manufacturer in the world. Pencet reached success in part because of its exceptional reputation for quality and customer care, along with its innovative efforts in automotive design and style. Despite the global recession and the tough economic times that American auto companies such as General Motors and Chrysler faced, Pencet enjoyed record profits and sales growth.

94) Complete Sports traditionally focused on products for team sports, such as soccer, football, baseball, etc. They have decided to expand into the camping marketplace, but understand they will face stiff competition. Complete Sports tackles this by (1) developing a new, reasonably priced, style of tent—one that can be suspended above the ground, and (2) creating a new marketing strategy for these tents though a variety of non-profit organizations, such as Boy Scouts and Girl Scouts. These are examples of process and product innovations.

Define each of these types of innovation. Then identify and explain each of the seven components of an innovation system.

95) Identify the supporting forces for innovation that organizations can adopt. Explain each and provide an example.

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Answer Key Test name: Chap 15_3e 1) FALSE 2) FALSE 3) TRUE 4) TRUE 5) TRUE 6) FALSE 7) FALSE 8) FALSE 9) FALSE 10) TRUE 11) TRUE 12) TRUE 13) TRUE 14) FALSE 15) TRUE 16) B 17) E 18) D 19) C 20) E 21) E 22) A 23) B 24) A 25) C 26) C Version 1

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27) C 28) B 29) C 30) A 31) D 32) D 33) E 34) C 35) A 36) D 37) A 38) B 39) C 40) A 41) B 42) A 43) C 44) B 45) C 46) E 47) A 48) A 49) C 50) C 51) C 52) B 53) A 54) B 55) E 56) D Version 1

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57) C 58) B 59) C 60) B 61) C 62) B 63) A 64) B 65) E 66) E 67) D 68) A 69) B 70) A 71) E 72) D 73) B 74) E 75) D 76) A 77) A 78) E 79) A 80) A

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81) From a design perspective, an organization is a system of consciously coordinated activities or forces of two or more persons. Four common denominators of all organizations are coordination of effort, aligned goals, division of labor, and a hierarchy of authority.

Coordination of effort is achieved through formulation and enforcement of policies, rules, and regulations. Aligned goals start from the development of a companywide strategic plan. These strategic goals are then cascaded down through the organization so the employees are aligned in their pursuit of common goals. Division of labor occurs when the common goals are pursued by individuals performing separate but related tasks. Hierarchy of authority, also called the chain of command, is a control mechanism dedicated to making sure the right people do the right things at the right time.

82) There are seven structures to choose from for the organizational design. Choose the best structure by considering how this fictional company is influenced by external and internal environments. The next step would be to consider how this company is going to be effective.

How will it make money, satisfy employees, customers, and shareholders? If it’s a non-profit, what is the mission (ex. feed the hungry). The last input is how will this fictional company be innovative to remain in business?

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83) Span of control refers to the number of people reporting directly to a given manager. Spans of control can range from narrow to wide. In Sanders Inc.’s case, it is a narrow span of control. Historically, spans of 7 to 10 people were considered best. More recently, however, corporate restructuring and improved communication technologies have increased the typical span of control. Although there is no consensus regarding the optimal span of control, managers should consider four factors when determining spans of control:organization sizeskill levelorganizational culturemanagerial responsibilitiesThere is an inverse relation between the span of control and the number of levels in hierarchy in an organization. For example, the narrower the span, the greater is the number of levels in an organization.Narrow span of control is more expensive as compared to wide span of control as there are more number of superiors and, therefore, there are greater communication problems between various levels of management. Wide span of control is best suited when the employees are not widely scattered geographically, as it is easy for managers to be in touch with the subordinates and to supervise them.In case of narrow span of control, there are comparatively more opportunities for growth as the number of levels are more. The more efficient and organized the superiors are in performing their tasks, the better it is to have wide span of management. The less motivated and confident the employees are, the better it is to have a narrow span of management so that the supervisors can spend time with them and supervise them well. The more standardized is the nature of work (for example, if same task can be performed using same types of inputs) the better it is to have a wide span of management as more number of employees can be supervised by a single supervisor. There is more flexibility, prompt decision making, effective communication between higher level and lower level management, and improved customer interaction in case of wide span of management. Technological Version 1

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advancements such as Internet, e-mails, mobile phones, etc. make it easy for superiors to widen their span of control as there is more effective communication.

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84) To better understand how organizational models have evolved over the years, we need to know the difference between closed and open systems. A closed system is said to be a self-sufficient entity. It is “closed” to the surrounding environment. In contrast, an open system depends on constant interaction with the environment for survival. The distinction between closed and open systems is a matter of degree.

Because every worldly system is partly closed and partly open, the key question is: How great a role does the environment play in the functioning of the system?Historically, management theorists downplayed the environment as they used closed-system thinking to characterize organizations as either well-oiled machines or highly disciplined military units. They believed rigorous planning and control would eliminate environmental uncertainty. But that approach proved unrealistic. Drawing on the field of general systems theory that emerged during the 1950s, organization theorists suggested a more dynamic model for organizations. The resulting open-system model likened organizations to the human body. Accordingly, the model in Figure 15.4 reveals the organization to be a living organism that transforms inputs into various outputs. The outer boundary of the organization is permeable. People, information, capital, and goods and services move back and forth across this boundary.Moreover, each of the five organizational subsystems—goals and values, technical, psychosocial, structural, and managerial—is dependent on the others. Feedback about such things as sales and customer satisfaction or dissatisfaction enables the organization to self-adjust and survive despite uncertainty and change. In effect, the organization is alive.Students should choose an example of an organization and analyze it from an open systems perspective.

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85) In recent years, organizational theorists have extended the opensystem model by adding a “brain” to the “living body.” Organizations are said to have humanlike cognitive functions, such as the abilities to perceive and interpret, solve problems, store information, and learn from experience. This has led to a stream of research that examines the process by which organizations learn. Peter Senge, a professor at the Massachusetts Institute of Technology, popularized the term “learning organization” in his best-selling book The Fifth Discipline. He described a learning organization as “a group of people working together to collectively enhance their capacities to create results that they truly care about.” A practical interpretation of these ideas results in the following definition: A learning organization is one that proactively creates, acquires, and transfers knowledge and that changes its behavior on the basis of new knowledge and insights.It is important to understand how organizations learn because learning is essential to an organization’s continuous improvement and renewal over time. As such, it is no surprise that organizational learning is positively associated with organizational performance and innovation. Researchers have shown that organizations learn by using five independent subprocesses (see Figure 15.4): information acquisition, information distribution, information interpretation, knowledge integration, and organizational memory.

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86) Our changing world means that businesses develop new forms of organization to respond to emerging business opportunities.

Management professor Richard L. Daft proposed three eras that each contributed its own broad category of organization and focus. See Table 15.1.Organizations defined by a traditional approach tend to have functional, divisional, and/or matrix structures. Each of these structures relies on a vertical hierarchy and attempts to define clear departmental boundaries and reporting relationships. With industrialization and mass production (mid-1800s through 1970s), organizations were able to achieve great economies of scale by specializing the application of labor to specific and standardized functions. The text mentions the divisions at GE.Organizations defined by a horizontal approach work hard to flatten hierarchy and organize people around specific segments of the workflow. A horizontal structure, sometimes called a team or process structure, relies on a horizontal workflow and attempts to dissolve departmental boundaries and reporting relationships as much as possible.

Increased complexity and increasingly rapid development cycles for new products in the 1980s made this type of structure attractive. The traditional approach of dividing up work according to functions, products, and customers frustrates managers who want to focus on bringing people together, without internal boundaries keeping them apart. If you want people to share knowledge, collaborate, and continually improve the way things are done, a horizontal design is a good option. The text mentions W.L Gore & Associates.Organizations defined by an open approach tend to have hollow, modular, or virtual structures. Each of these structures relies on leveraging technology and structural flexibility to maximize potential value through outsourcing and external collaboration. Rapid technological improvements and the rise of emerging economies with pools of skilled workers willing to work for less than in developed economies have contributed to the Version 1

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increase in the popularity of these structures since the mid-1990s. Open designs help organizations respond more rapidly to customer and market changes. They also potentially reduce costs and increase innovation. The text mentions Scopic Software as an example of a virtual organization.

87) Organizations use matrix structures when they need stronger horizontal alignment or cooperation in order to meet their goals. A matrix structure combines a vertical structure with an equally strong horizontal overlay. This generally combines functional and divisional chains of command to form a grid with two command structures, one shown vertically by funding, and the other shown horizontally, by product line, brand, customer group, or geographic region. Such a structure can provide a reasonable counterbalance among important stakeholders. Application of a matrix structure is not easy. Matrix organizations have a bad reputation for being too complex and confusing.Functional Structure. The functional structure feature of Coffee Me!’s organizational structure refers to grouping based on business function. For example, the company may have an HR department, a finance department and a marketing department. These departments are most pronounced at the top levels of Coffee Me!’s organizational structure, such as at the corporate headquarters.Geographic Divisions. Coffee Me!’s organizational structure also involves geographic divisions.Product-based Divisions.

Coffee Me!’s also uses product-based divisions in its organizational structure. These divisions address product lines.Teams. Teams are used in different parts of Coffee Me!’s organizational structure, such as different coffee shops across the country.

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88) Virtual structures have the following pros and cons:Pros: ability to respond nimbly to market opportunity, to provide product extension or one-stop-shop service to leverage organizational assets distributed across partners forming the virtual firm; low exit costs if initial opportunity vanishes.Cons: requires high level of communication to avoid redundancy; wide distribution of employees can undermine trust and coordination; likely fails to promote strong employee loyalty or organizational identification.Other things to consider are the time zone communication barriers and language differences. As a leader you should also be considering the personal characteristics, needs and values of the employees who will be working for you. How often does the team get together and what type of technology is used and what may be more effective?

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89) According to the contingency approach to organization design, organizations tend to be more effective when they are structured to fit the demands of the situation. One of the first design considerations is whether the organization would flourish with centralized or decentralized decision making. This distinction underscores the difference between mechanistic and organic organizations. Experts suggest that managers should consider four key issues when making decisions about how best to design an organization: strategy and goals, technology, size, and human resources.A manager in an organization with a contingency approach may feel pressured to perform because she is responsible for assigning employees different roles within each project. The manager may be blamed if a project stalls or misses its deadline. A business with a contingency approach controls the behavior of its employees through strict job descriptions, which cause it to succeed; without this control, the business may fail.A business that uses the contingency approach can meet tight project deadlines easily. This approach may cause problems over the long term since a business focuses on current problems, while ignoring its duty to equip employees with skills that are relevant in the future. A business may lack skilled employees for projects over the long term.A manager with a demanding leadership style may encounter difficulties managing IT employees who prefer autonomy and simple delegation. It is important for a manager to adapt his leadership style to match the culture of a business and the needs of its employees.

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90) A landmark contingency design study was reported by a pair of British behavioral scientists, Tom Burns and G. M. Stalker. In the course of their research, they drew a very instructive distinction between what they called mechanistic and organic organizations.Mechanistic organizations are rigid bureaucracies with strict rules, narrowly defined tasks, and top-down communication. A mechanistic organization generally would have one of the traditional organization designs described earlier in this chapter and a hierarchical culture. The “orderliness” of this structure is expected to produce reliability and consistency in internal processes, thereby resulting in higher efficiency, quality, and timeliness. When environment was relatively stable and certain, the successful organizations tended to be mechanistic.Organic organizations are flexible networks of multitalented individuals who perform a variety of tasks. Organic organizations are more likely to use horizontal designs or those that open boundaries between organizations.

Organic organizations tend to be successful when the environment is unstable and uncertain.

91) Centralized decision making occurs when key decisions are made by top management. Decentralized decision making occurs when important decisions are made by middle- and lower-level managers. Generally, centralized organizations are more tightly controlled while decentralized organizations are more adaptive to changing situations.Comparing Centralization versus DecentralizationCommunication flow: Centralized is vertical; decentralized is open and free.Decision making: Centralized is slow; decentralized is comparatively faster.Power of decision making: Centralized has top management making decisions; decentralized lets multiple persons have the power of decision making.Best suited for: Centralized is best for small sized organizations; decentralized is best for large sized organizations.

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92) Goal accomplishment is the oldest and most widely used effectiveness criterion for organizations. Key organizational results or outputs are compared with previously stated goals or objectives.

Deviations, either plus or minus, require corrective action. Effectiveness, relative to the criterion of goal accomplishment, is measured by how well the organization meets or exceeds it goals. The goal accomplishment approach is appropriate when “goals are clear, consensual, time-bounded, measurable.”Internal processes dimension of effectiveness focuses on “what the organization must excel at” to effectively meet its financial objectives and customers’ expectations. A team of researchers have identified four critical high-level internal processes that managers are encouraged to measure and manage. These processes influence productivity, efficiency, quality, safety, and a host of other internal metrics. The processes include organizational activities associated with (1) innovation, (2) customer service and satisfaction, (3) operational excellence, and (4) being a good corporate citizen.

Companies tend to adopt continuous improvement programs in pursuit of improving their internal processes. The internal processes approach is appropriate when organizational performance is strongly influenced by specific processes.A strategic constituency is any group of individuals who have some stake in the organization—for example, resource providers, users of the organization’s products or services, producers of the organization’s output, groups whose cooperation is essential for the organization’s survival, or those whose lives are significantly affected by the organization. Strategic constituencies generally have competing or conflicting interests. This forces executives to do some strategic juggling to achieve workable balances. The strategic constituencies approach is appropriate when powerful stakeholders can significantly benefit or harm the organization.The final criterion, resource acquisition, relates to inputs rather than outputs. An organization is deemed effective Version 1

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in this regard if it acquires necessary factors of production such as raw materials, labor, capital, and managerial and technical expertise. The resource acquisition approach is appropriate when inputs have traceable effects on results or output.Students should give an example of each.

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93) However in 2010, Pencet was forced to recall almost six million cars and trucks due to faulty gas tanks. This recall significantly reduced the company’s profits. When researching how this happened, it was concluded that Pencet’s “just-in-time” production process was a key factor. The just-in-time system works by having raw materials and supplies delivered to the assembly line exactly at the time they are to be used. This system has little room for slack resources, emphasizes the importance of efficiency on the part of employees, and minimizes wasted resources. It also necessitates that production has accurate and timely sales forecasts. Because of the use of a functional structure, production and sales did not cooperate or effectively communicate.Meanwhile, the company had handled smaller past recalls successfully, even sending teams to individuals’ homes to pick up their cars for servicing. The recalls were small enough in number that the company maintained its quality ranking. The company did not, however, conduct post mortems of these recalls, inhibiting the learning around how best to handle recalls. But now that Pencet had experienced such rapid growth and expansion, it strained resources all across the organization and slowed response time. In this case, public confidence was shaken, and management seemed to be absent from the public eye.

Moreover, the organizational culture was more typical of an adhocracy culture, one that focuses on innovation, than a hierarchy in which consistency, accuracy, and timeliness are emphasized.Using the 3-Step Problem-Solving Approach and the Organizational Framework, identify the main problem the Pencet is facing and suggest recommendations for addressing the situation.Assessing organizational effectiveness is an important topic for an array of people including managers, stockholders, government agencies, and OB specialists. The Balanced Scorecard (BSC) provides managers with a comprehensive view of the organization in terms of four perspectives; (1) financial, (2) customer, Version 1

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(3) internal business processes, and (4) learning and growth (which looks at employee welfare and development), see Figure 15.8). Financial perspective examines, How do we look to shareholders? Corporate financial strategies and goals generally fall into two buckets: revenue growth and productivity growth. Customer perspective examines how customers see us. Companies will acquire and retain more customers, thereby growing market share, when they provide high-quality products and services people want and in a timely manner. Internal business process perspective examines, What must we excel at? Managers are encouraged to measure and manage innovation, customer service and satisfaction, operational excellence, and good corporate citizenship.

Learning and growth perspective examines, Can we continue to and create value? This perspective focuses on providing employees with the capabilities, resources, and work environment they need to achieve customer, internal business processes, and financial goals. Students should give an example of each.

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94) Product innovation is the introduction of a good or service that is new or has significantly improved characteristics or intended uses; a process innovation refers to the implementation of a new or significantly improved production or delivery method. Evidence from firm innovation surveys suggests that the share of firms with a product or process innovation varies significantly across countries and that firms often adopt mixed modes of innovation, meaning that they combine product and process innovations.Research and practice have identified seven components of an innovation system: innovation strategy; committed leadership; innovative culture and climate; required structure and processes; necessary human capital; human resource policies, practices, and procedures; and appropriate resources.Create an Innovation Strategy: Many companies fail in their improvement efforts because they lack an innovation strategy. An innovation strategy, which amounts to a plan for being more innovative, requires a company to integrate its innovation activities into its business strategies. This integration encourages management to invest resources in innovation and generates employee commitment to innovation across the organization.Commitment from Senior Leaders: One of the biggest lessons we have learned from our consulting experience is that the achievement of strategic goals is unlikely without real commitment from senior leaders.Foster an Innovative Culture and Climate: A recent survey by the Boston Consulting Group identified risk-averse culture as the key obstacle to innovation. Academic research also supports the conclusion that an innovative culture and climate are associated with the creation of new ideas and products. These findings reflect the fact that innovation requires experimentation, failure, and risk taking, and these are all aspects of an organization’s culture. Many senior leaders understand this link.Required Structure and Processes: Organizational structure and internal processes can promote innovation if they foster collaboration, Version 1

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cross-functional communication, and agility.Develop the Necessary Human Capital: We defined human capital in Chapter 14 as the productive potential of an individual’s knowledge and actions: a person factor in the Organizing Framework. Research has identified several employee characteristics that can help organizations innovate. For example, innovation has been positively associated with the individual characteristics associated with creativity, creative-thinking skills, intrinsic motivation, the quality of the relationship between managers and employees, and international work experience.Human Resource Policies, Practices, and Procedures: Human resource policies, practices, and procedures need to be consistent with and reinforce the other six components of an innovation system. Companies that know this are more likely to be innovative and to have higher financial performance.Appropriate Resources: Organizations need to put their money where their mouths are. If managers want innovation, they must dedicate resources to its development. Resources can include people, dollars, time, energy, knowledge, and focus.

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95) Innovation won’t happen as a matter of course. It needs to be nurtured and supported. Organizations can support innovation by providing the appropriate resources:• The necessary human capital.

Human capital is the productive potential of an individual’s knowledge and actions. Research has identified several employee characteristics that can help organizations innovate. For example, innovation was positively associated with the individual characteristics associated with creativity, the level of skills and abilities possessed by people, employees’ self-efficacy for innovation, and the quality of the relationship between managers and employees.• The right organizational culture and climate. Organizational culture, composed of core values and beliefs held by employees; and organizational climate, which consists of employees’ perceptions of formal and informal organizational policies, practices, procedures, and routines, impact innovation. For example, a recent meta-analysis revealed that innovation was positively associated with market, adhocracy, and clan cultures. Moreover, employees also were more innovative when the human resources policies and procedures encouraged employees to innovate and when the company linked rewards to innovative behavior.• The appropriate resources.

Organizations need to put their money where their mouths are. If managers want innovation, they must dedicate resources to its development. Resources come in multiple forms. They can include dollars, time, energy, and focus. • The required structure and processes.

Organizational structure is a prime contributor to innovation.

Organizational processes are an organization’s capabilities in management, internal processes, and technology that are used to turn inputs into outcomes. Processes play a critical role in innovation.

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help innovate. Although crowdsourcing has pros and cons, and limited research has examined its effectiveness, we agree with the conclusion of two experts: “In the end, though, crowds expand the capabilities of companies; they should be viewed as another tool for organizational problem solving.”

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CHAPTER 16 TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.

1) Internal forces for change include demographic changes in the organization’s workforce. ⊚ ⊚

true false

2) Technology advancement is used to build customer loyalty in companies such as Chipotle. This is an example of an external force. ⊚ ⊚

true false

3) At ABS Inc., the market research group is now operating on flextime. Initially, ABS allowed the sales group to do so. This is an example of adaptive change. ⊚ ⊚

true false

4) One key assumption underlying many models of change is that highly desired change will happen without much resistance. ⊚ ⊚

true false

5) Early in the change process, a manager should use variable schedules of reinforcement with extrinsic rewards to reinforce new behaviors. ⊚ ⊚

true false

6) The systems model of change can be used to diagnose what to change, but other models must be used to determine how to evaluate the success of a change effort. ⊚ ⊚

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7)

Vision statements represent the reason that organizations exist. ⊚ ⊚

true false

8) Strategic plans are based on analyses of an organization’s strengths, weaknesses, opportunities, and threats, known as a SWOT analysis. ⊚ ⊚

true false

9) The four targeted elements of change are organizational arrangements, social factors, methods, and people. ⊚ ⊚

true false

10) One advantage of Kotter’s eight-step process of implementing change is that it is relatively easy and simple to implement. ⊚ ⊚

true false

11) Resistance to change is a dynamic interaction among recipient characteristics, change agent characteristics, and the relationship between the recipient and the change agent. ⊚ ⊚

true false

12) Albert wants to track his team’s progress on a spreadsheet, rather than using new project management software. He believes that this has always worked well in the past. In this case, past success may cause Albert to resist change. ⊚ ⊚

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true false

2

13)

All stress is associated with negative emotions or outcomes. ⊚ ⊚

true false

14) Presenteeism occurs when employees show up but are sick or in no condition to work productively. ⊚ ⊚

true false

15) Expecting perfection from employees will help raise the bar and will discourage resistance to change. ⊚ ⊚

true false

MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.

16) An example of internal forces for change is A) B) C) D) E)

changing customer preferences. international competition. demographic changes. participation/suggestions by employees. mergers and acquisitions.

17) Glenda, the plant manager for ABC Corporation, views the results from the latest survey of employee attitudes. The results show that job satisfaction in the manufacturing plant has dropped significantly since the last survey. This is a ________ source of change.

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A) B) C) D) E)

18)

Included in demographic changes are all of the following except A) B) C) D) E)

19)

managerial behavior technological demographic human resource problem shareholder

gender. immigration. job dissatisfaction. skill level. education.

________ is(are) an example of social and political pressures for change.

A) B) C) D) E)

Ethical lapses by senior management of firms Selling across borders Executive compensation Big data and advanced analytics Social media

20) Able, Baker, and Charlie, Ltd., is an accounting partnership. The Internal Revenue Service has implemented new procedures for filing taxes beginning next year. What kind of change does this represent?

A) B) C) D) E)

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market changes social and political pressures managerial behavior technological advancements demographic characteristics

4

21) XYZ, Inc., makes consumer products such as shampoo, conditioner, deodorant, and toothpaste. Recently, market research conducted at a university revealed that consumer tastes have changed, and consumers now want their products to come in pastel colors. Currently, XYZ’s products all follow a deep blue packaging scheme. What source of change is this?

A) B) C) D) E)

human resource problem managerial decisions demographic characteristics manufacturing changing customer preferences

22) Organizations are changing benefits and aspects of the work environment in order to attract, motivate, and retain diverse employees. This is which type of external force?

A) B) C) D) E)

23)

market changes social and political pressures managerial behavior technological advancements demographic characteristics

Which of the following is not an example of an internal force for change?

A) B) C) D) E)

employee dissatisfaction change of CEO high absenteeism excessive conflict between managers and the board of directors negative feedback from customers

24) ________ change is at the high end of the continuum of complexity, cost, and uncertainty.

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A) B) C) D) E)

Innovative Adaptive Radically innovative Product Process

25) ________ are exemplified by persistently high unemployment levels among young people around the world creating a strong force for change felt by governments and organizations.

A) B) C) D) E)

Social pressures Market changes Political pressures Technological advancements Demographic characteristics

26) The corporate staff in the accounting department at ABC Corporation went on 12-hour days during the holiday season, just like the regular retail employees do during that season. This is an example of a(n) ________ change.

A) B) C) D) E)

innovative adaptive radically innovative product process

27) When Mr. Brown, the new CEO of XYZ Department Stores, took over, his first action was to get rid of the organization’s existing marketing strategy, which was heavily based on couponing. He replaced it with a strategy of low prices every day, a policy with which some of its competitors were having much success. This was a(n) ________ change.

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A) B) C) D) E)

innovative adaptive radically innovative product process

28) Experimental University’s president recently announced that instead of professors giving grades to students in their classes, students would give themselves grades. This would be a(n) ________ change.

A) B) C) D) E)

innovative adaptive radically innovative product process

29) When Meet & Greet went public, the company had fewer than 15 engineers working on mobile applications. It was almost entirely focused on users accessing the site from desktop computers. Four years later, the company has over 250 engineers working on mobile apps—a strong signal that mobile apps are at the center of the company’s strategy. This is an example of ________ from the desktop.

A) B) C) D) E)

30)

changing refreezing distracting resistance unfreezing

Readiness for change has all of the following components except for

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A) B) C) D) E)

stress level is high. necessity for change. top-management support for change efforts. personal ability to cope with change. perceived personal consequences of change.

31) In the last step of Lewin’s model of change, ________, role modeling is probably the most powerful way to get others to follow.

A) B) C) D) E)

changing refreezing motivation resistance unfreezing

32) The first stage of change, the ________ stage, involves preparing the organization to accept that change is necessary, which involves break down the existing status quo before you can build up a new way of operating. According to Lewin, key to this is developing a compelling message showing why the existing way of doing things cannot continue.

A) B) C) D) E)

reinforcing resisting unfreezing changing freezing

33) By doing attitude surveys of all staff, Cue Manufacturing shows management that moral is quite low and, as a result, the risk to safety is quite high. Management knows they have to take action. They decide to modify employee shift hours and breaks. Once employees and managers begin to see how these actions are benefiting them, the company and those around them, they will begin to participate more fully in the transition. This occurs during the ________ stage of the Lewin model.

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A) B) C) D) E)

reinforcement unfreezing motivation change refreezing

34) After identifying a problem with employee morale, Cue Manufacturing instituted changes in employee shift hours and breaks. When managers and staff finally accepted the new changes, Cue was able to present modified job descriptions and modified long-term schedules. The ________ stage of the Lewin model addresses helping people and the organization institutionalize the changes.

A) B) C) D) E)

freezing motivating change refreezing training

35) Mr. Henshaw, CEO of MBA Bank, decides that the organization needs to provide more convenient service to customers. He decides to increase the bank’s service hours from 8 hours a day, Monday through Friday, to 12 hours a day, plus 8 hours a day each weekend day. He has his assistant compile a report that gives data on how the number of open hours of many banks is correlated with their customers’ satisfaction and presents the data to his executive committee.

What stage of Lewin’s change process is Mr. Henshaw operating in?

A) B) C) D) E)

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freezing unfreezing reinforcement refreezing resistance

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36) Sweetie’s Sweets is a hospitality company, whose ________ is “dedicated to providing high-quality desserts in a comfortable atmosphere for clients who seek a fun gourmet experience outside restaurants.”

A) B) C) D) E)

37)

strategic plan vision statement mission statement SWOT analysis organizational structure

________ are big-picture, long term, and existential, and they can’t be too general.

A) B) C) D) E)

Value statements Visions Mission statements SWOT analysis’ Organizational structures

38) ________ imply nothing about change; ________ outline how organizations will get to the desired state.

A) B) C) D) E)

39)

Missions; visions Visions; strategic plans Strategic plans; SWOT analyses SWOT analyses; visions Visions; missions

The ________ for TED is “Spread ideas.”

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A) B) C) D) E)

mission statement vision statement strategic plan SWOT analysis values statement

40) A(n) ________ outlines the organization’s long-term direction and the actions necessary to achieve planned results.

A) B) C) D) E)

strategic plan vision statement mission statement SWOT analysis organizational structure

41) Which of these is an analytical framework that can help your company develop a strategic plan?

A) B) C) D) E)

competing values analysis SWOT analysis systems analysis force field analysis organization development analysis

42) As part of developing its next strategic plan, Mortimer, Inc., assesses what it does well and what it does poorly, as well as reviews the environmental threats and opportunities. It is conducting a(n) ________ analysis.

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A) B) C) D) E)

competing values SWOT systems force field organization development

43) The ________ includes inputs, strategic plans, target elements of change, and outputs. It is a very practical approach that can diagnose what to change and how to evaluate the success of a change effort.

A) B) C) D) E)

organizational structure plan systems model of change social factors method organizational arrangement three-stage model of planned change

44) ________is the step of Kotter’s eight-step model that involves eliminating barriers to change.

A) B) C) D) E)

Establishing a sense of urgency Communicating the change vision Empowering the broad-based action Generating short-term wins Anchoring new approaches in the culture

45) The step of Kotter’s eight-step model that involves the guiding coalition using credibility from short-term wins to create more change is

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A) B) C) D) E)

establishing a sense of urgency. communicating the change vision. empowering the broad-based action. consolidating gains. anchoring new approaches in the culture.

46) In organizational development (OD), you can approach the organization as if it were a sick patient. Which of the following is false about this approach to OD? A) B) C) D) E)

47)

“Refreeze” its mission statement.

“Diagnose” its ills.

Prescribe an “intervention.”

“Evaluate” progress or effectiveness.

Implement an “intervention.”

The stages of OD are, in order, A) B) C) D) E)

diagnosis, evaluation, intervention, and feedback. evaluation, diagnosis, intervention, and feedback. feedback, evaluation, diagnosis, and intervention. evaluation, feedback, diagnosis, and intervention. diagnosis, intervention, evaluation, and feedback.

48) A(n) ________ is someone who is a catalyst in helping organizations to deal with old problems in new ways.

A) B) C) D) E)

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recipient mentor initiator change agent dynamic force

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49)

The recommended way to look at resistance to change is to view it as caused by

A) primarily the personality of the recipient.

B) recipient characteristics, change agent characteristics, and the relationship between the change agent and the recipient.

C) mistakes the change agent makes and personal distress.

D) cultural differences only.

E) personal distress and cultural differences.

50) Brandon is Mark’s manager. When the leader of Mark’s team leaves, Mark is given additional responsibilities as acting team leader. Brandon wants him to take the team in a new direction. However, the company does not give Mark a raise or promise of a bonus. What mistake has Brandon, the change agent, made?

A) B) C) D) E)

Brandon has exhibited poor leadership style.

Brandon had poor timing.

Brandon had a lack of tact.

Brandon disrupted cultural traditions.

Brandon failed to legitimize change.

51) Harold’s boss has just told him that he will be moved to a new office in order to allow space for a new copier for the office. Harold is very unhappy with the prospect of having to pack up all his things and then reorganize them in his new area. He also is having trouble understanding why the new copier has to be in his space, instead of someone else’s. How would you describe the most likely cause of Harold’s resistance?

A) B) C) D) E)

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fear of failure loss of status dispositional resistance fear of the unknown peer pressure

14

52) Sam has worked for the company for 30 years and is very good, although slow at his job of putting together reports on the department’s performance. Recently, Susan, his new manager, talked with him about adopting a new software program that would make his job easier and quicker to accomplish, and allow him to take on additional responsibilities. Sam doesn’t want to adopt this new software because his old way of doing the reports has worked just fine. How would you describe the most likely cause of Sam’s resistance?

A) B) C) D) E)

fear of failure loss of status dispositional resistance past success peer pressure

53) The business department at WhatsUp University is planning to split into two departments, one for accounting and finance and another for marketing and management. As a result, the present department chair, Professor Bland, will lose his full-time release from teaching and also share his position on the dean’s council with whoever the other department chair will be.

He is against the change, stating that it will cause many problems. How would you describe the most likely cause of Dr. Bland’s resistance?

A) B) C) D) E)

fear of failure loss of status dispositional resistance fear of the unknown peer pressure

54) Janis is in charge of marketing for a department store sale. During previous sales, she has had success using only radio advertisements to draw customers into the store for a sale. A colleague suggests TV commercials as another approach to marketing. Janis is resistant to change because she knows that the radio advertisements have worked. What form of resistance to change is Janis exhibiting?

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A) B) C) D) E)

climate of mistrust peer pressure lack of tact loss of job security past success

55) Jamie is a prize-winning weightlifter who desires to increase the amount of weight she can bench press in a matter of weeks. When a person aims for a goal with a deadline, it can be a source of stress. However, Jamie has enough time to work steadily toward a realistic goal. This is known as “good” stress or A) B) C) D) E)

56)

Which of the following is false about stress?

A) B) C) D) E)

57)

un-stress. de-stress. eustress. positive stress. distress.

Stress is contagious.

Your boss is often the biggest source of stress.

All stress is bad.

Baby Boomers feel less stressed than other generations.

Personal debt is an emerging source of stress.

________ is(are) an example of a stressor at the individual level.

A) B) C) D) E)

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Excessive job demands A manager providing inadequate direction A high-pressure environment Life–work imbalance An unreliable team member

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58) Jeremy is a business student at ABC University. He is currently enrolled for 18 credits, mostly of quantitative courses with high workloads. He also works 25 hours a week as a bartender. Final exams are coming soon and he is worried about his grades. How would you characterize the cause(s) of Jeremy’s stress?

A) B) C) D) E)

conflicting expectations perceived control over events unclear expectations work overload job characteristics

59) Nola graduated from her MBA program last year and took on a high-paying position as a consultant-in-training at McCrabree Consulting. She often works 60-80 hours per week, and mostly her assignments are in cities across the country; she rarely stays home for more than two days at a time. This is all part of the way consulting operates, as she was told by the people who ran the firm’s orientation session. In fact, at that session, the facilitator brought in consultants who had worked at the firm for several years who stressed that the firm believes in pushing employees to the limit. Nola is definitely feeling the stress! What would you characterize as the level of her stressors?

A) B) C) D) E)

60)

individual managerial group organizational extra-organizational

An example of a stressor at the group level is A) B) C) D) E)

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excessive job demands. a manager providing inadequate direction. a high-pressure environment. life–work imbalance. a job with no autonomy.

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61)

________ are perceptions of whether a stressor is irrelevant, positive, or negative.

A) B) C) D) E)

Coping strategies Primary appraisals Secondary appraisals Tertiary appraisals Escape strategies

62) Meegan is a little stressed over an assignment. She just can’t seem to identify an easy way to get this work done, but she’s not one to give up. Finally, she says: “If this way fails, I can always try another method.” This indicates a positive A) B) C) D) E)

63)

________ is a coping strategy in which you avoid or ignore stressors.

A) B) C) D) E)

64)

coping strategy. primary appraisal. secondary appraisal. tertiary appraisal. escape strategy.

Escape Symptom management Primary Secondary Outcome control

The ABCDE method of cognitive restructuring describes the letter “B” to mean

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A) B) C) D) E)

65)

list your beliefs about the event. who will it benefit. identify the consequences of your beliefs. formulate a counterargument to your initial beliefs. brainstorm how the problem will diminish.

Which of the following is not one of the five tips for effective change?

A) B) C) D) E)

Set realistic change goals.

Ensure senior leader involvement and commitment.

Change after you see others getting on board.

Be clear on “why.”

Align performance management practices.

66) Employees are more likely to resist change when they perceive the personal ________ outweigh(s) the ________.

A) B) C) D) E)

67)

preferences; choices choices; preferences benefits; costs costs; benefits solution; reaction

A common sign of resistance is a lack of A) B) C) D) E)

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trust. interest. energy. time. collaboration.

19

68) When Rob took over the regional distribution center, there was talk about the center being closed due to poor infrastructure. The employee morale was down but Rob remained optimistic in fighting for the 100 jobs as this location. He worked with the local government to give the center a significant tax break which allowed the company to remain at this location for at least another 5 years and use the funds to modify the roofing issues. Which strategy did Rob use with his employees to overcome resistance to change?

A) B) C) D) E)

inspire recognize progress positivity expect mistakes model, measure, and reward collaboration

69) Productive ________ can occur when doing something new and when no one has previous experience or knowledge on how best to succeed.

A) B) C) D) E)

70)

People are more apt to use control coping when they possess all of the following except A) B) C) D) E)

71)

stress communication failure process outcomes

high self-esteem. high self-efficacy. problem-solving skills. a take-charge attitude. negativity.

Which of the following is a common pitfall that effective change agents should avoid?

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A) B) C) D) E)

do not fear failure personality conflicts well-structured plans great communication skills foster trust

72) Claire is working 24/7 to meet a deadline. She often uses ________, a method for stress reduction that involves focusing one’s attention on a single point of reference with an awareness of the breath.

A) B) C) D) E)

muscle relaxation meditation cognitive restructuring holistic wellness biofeedback

73) ________is a method for stress reduction that involves removing yourself from your work by possibly taking a walk for a moment to energize several times a day.

A) B) C) D) E)

Muscle relaxation Meditation Cognitive restructuring Holistic wellness Regular breaks

74) Tony has a full course load and a full-time job. He has tried everything he can think of to help him deal with his stress, but nothing has worked and he has developed a negative attitude.

What method relies on fostering positive emotions, using mindfulness, flourishing, and developing a positive organizational climate?

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A) B) C) D) E)

muscle relaxation meditation cognitive restructuring holistic wellness biofeedback

75) To productively express your frustrations without losing control and allowing your emotions to cause additional problems you should do all of the following except A) B) C) D) E)

avoid ranting in public. talk to a friend about a problem first. send a rant via email. rant to not expect to solve your problems. rant to not expect to solve other people’s problems.

76) Barbara is managing two franchises and is a single mother of three children. Which stress-reduction technique would Barbara find inexpensive and easy to use?

A) B) C) D) E)

77)

meditation biofeedback cognitive restructuring holistic wellness therapy

The first step of the ABCDE method of cognitive restructuring is A) B) C) D) E)

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identify the consequences of your beliefs. list your beliefs about the event or problem. describe how energized and empowered you feel at the moment. formulate a counterargument for your initial thoughts and beliefs. name the event or problem.

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78)

________ is the last step of the ABCDE method of cognitive restructuring.

A) B) C) D) E)

To identify the consequences of your beliefs To list your beliefs about the event or problem To describe how energized and empowered you feel at the moment To formulate a counterargument for your initial thoughts and beliefs To name the event or problem

SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.

79) JerryUp was one of the original cell phone providers. While it remained profitable for many years, after the advent of the Apple iPhone, the company realized that it missed its opportunity to stay in the lead of the cell phone market.

80) One of the external forces for change are demographic characteristics. Explain why working with immigrants and different generations is a motivating factor for organizations to change aspects of the working environment in order to attract, motivate, and retain diverse employees. What are the current racial demographics trends and give some examples of what an organization can do to accommodate this group in the workforce?

81) Barbara’s Cookies has led the market in the family treats sold in most major grocery stores. A new competitor, Danny’s Delights, has targeted Barbara’s market. Barbara decided to reevaluate their offerings and change the recipe of their market leading chocolate chip cookies to include nuts. The market responded very negatively. Management decided to stay with the new recipe. Market share fell drastically.

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82) Annotate Publishing Services (APS) uses freelancers to service its clients. They have traditionally solicited new freelancers through word of mouth and/or “Join Our Team” contact sheets on the company website. Management notices a decline in people expressing interest in joining their company. In the past, APS did not use any social media for recruiting. One of the partners takes responsibility for using social media to entice new freelancers.

83) Describe Lewin’s change model, identifying the key assumptions that underlie it.

Describe each stage of the model. Now think of an organization that you belong to (or have belonged to) that is changing. How does it reflect Lewin’s change model? Most models of organizational change originated from the landmark work of social psychologist Kurt Lewin.

Lewin developed a three-stage model of planned change that explained how to initiate, manage, and stabilize the change process.

84) Friendly Health provides home health services. It is a participatory arrangement that eliminates the need for constant trips to the hospital for routine procedures. Patients take their own blood pressure, and so forth, using devices hooked up near their bed at home. The results are transmitted to the hospital immediately for analysis by staff.

85) What are the inputs into the systems model of change? Describe and give examples of each.

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86) ABC Company wants to foster a team approach to problem solving. As such, management has changed the reward system to reinforce team rather than individual performance. What are target elements of change? Why is it important for managers to know about these? In this case, how will the arrangement impact the company’s culture and employees?

87)

Describe the eight steps of Kotter’s model for leading organizational change.

88) What is organization development? What is the philosophy behind OD? How does it work and why is it important?

89) Compass Inc. is planning to reorganize the company toward a product line focus rather than a geographic perspective. Management recognizes that, in general, people prefer stability and comfort over change in their professional lives. They are expecting some resistance to this change.

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90) Amazing Inc. recently established a corporate vision of being the largest provider of audio-video installations in the state of Arizona. In turn, the company created a strategy of growing market share by 20 percent and increasing customer satisfaction by 25 percent. Last year, sales showed no growth and customer satisfaction ratings had slightly decreased.

91) Michele has been working in a data-entry capacity for three years. As the company has downsized, she is taking on more and more work. She is suffering eyestrain from staring into computers. She has been disciplined for stepping away from her computer for unauthorized breaks. She is never complimented about the quality of work she produces.

92) You are a stressed college student with lots of responsibilities at your part time job which is a necessity to help pay down some of your debt. What options do you have to reduce stress?

Which of these options work best for you and why?

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Answer Key Test name: Chap 16_3e 1) FALSE 2) TRUE 3) TRUE 4) FALSE 5) FALSE 6) FALSE 7) FALSE 8) TRUE 9) TRUE 10) FALSE 11) TRUE 12) TRUE 13) FALSE 14) TRUE 15) FALSE 16) D 17) D 18) C 19) B 20) B 21) E 22) E 23) E 24) C 25) E 26) B Version 1

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27) A 28) C 29) E 30) A 31) B 32) C 33) D 34) D 35) B 36) C 37) C 38) A 39) A 40) A 41) B 42) B 43) B 44) C 45) D 46) A 47) E 48) D 49) B 50) E 51) C 52) A 53) B 54) E 55) C 56) C Version 1

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57) A 58) D 59) D 60) B 61) B 62) C 63) A 64) A 65) C 66) D 67) E 68) C 69) C 70) E 71) B 72) B 73) E 74) C 75) C 76) A 77) E 78) C

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79) • The share price of JerryUp fell from $95 to $7 per share.

• Top technology managers deserted the company for other, more forward-thinking competitors.

• The economy went into a downward spiral, with traditional consumers tightening their belts. In addition, younger customers were interested in phones that were loaded with apps. JerryUp wasn’t able to meet the needs of either group.Identify the basic forces that cause change for organizations and describe the categories within each. Which of these forces have impacted JerryUp and what does the company need to do to rebound?Causes or forces for organizational change can be organized into two broad categories-internal and external forces.External forces for change originate outside the organization. Such forces often apply to your organization and its competitors or even entire industries. External forces therefore can dramatically affect why an organization exists, as well as which markets it participates in and how. For instance, external changes can either present new opportunities for organizations to realize their potential and grow or they can cause the ultimate demise or failure of a business. Four key external forces for change are demographic characteristics (i.e., age, education, skill level, gender, and immigration), technological advancement, market changes, and social and political pressures. The focus here should be on demographic characteristics (i.e., age, education, skill level, gender, and immigration), technological advancement, and market changes.Internal forces for change come from inside the organization. These forces may be subtle, such as low job satisfaction, or they can manifest in outward signs, such as low productivity, conflict, or strikes. Internal forces for change come from both human resource problems and managerial behavior and decisions.

Human resource problems stem from employees’ perceptions about how they are treated at work and the match between individual and organization needs and desires. Dissatisfaction is a symptom of an Version 1

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underlying employee problem that should be addressed. Unusual or high levels of absenteeism and turnover also represent forces for change.

Excessive interpersonal conflict between managers and their subordinates or the board of directors is a sign that change is needed.

The focus here should be on human resource problems and managerial behavior.

80) External forces for change exist outside of the organization and one of these forces is demographic characteristics. Businesses have had to change many aspects of their operations including what products and services they offer and how they are delivered, to how they attract, hire, and retain employees. Asians are now the fastest-growing immigrant group in the United States.

81) The board of directors responded by hiring a new CEO. When the new CEO arrives, what advice should Barbara’s Cookies executives take?

It is common for new executives to “clean house.” When new CEOs take charge, they often bring in their own people. About a quarter of CFOs, for example, are gone within one year of a new chief executive taking the reins. CFOs that have survived such changes in leadership offer three pieces of advice that executives and others can benefit from: 1. Communicate. “It’s better to err on the side of over communication … there’s so much [the incoming CEO] needs to learn.” Share both jobcritical details and information about the culture, people, and customers.2. Identify the CEO’s strengths and compensate for the weaknesses. It can be helpful to learn the knowledge and skill gaps and do what you can to cover them. This will prevent the new executive from being blindsided. Complement his or her skills and knowledge.3.

Don’t be an obstacle or resister. Embrace the change. “If you don’t believe in the direction the boss is going, and you don’t say why, and you sit there and simmer with resentment, that’s not a good place to be.”

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82) What type of change is this? Identify the three general types of change and describe how they differ from each other.This reflects innovative change.The many kinds of change are often described in terms of three general types—adaptive, innovative, and radically innovative—based on their relative complexity, cost, and uncertainty.Adaptive change is the least complex, costly, and uncertain.

It involves reimplementation of a change in the same organizational unit at a later time or imitation of a similar change by a different unit.Innovative change falls midway on the continuum of complexity, cost, and uncertainty.Radically innovative change is at the high end of the continuum of complexity, cost, and uncertainty.This is displayed in Figure 16.4.

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83) The three stages are unfreezing, changing, and refreezing. It is important to highlight some key assumptions underlying this model and many of the others: (1) learn and unlearn, (2) motivation, (3) people make or break, (4) resistance, (5) reinforce.The focus of unfreezing is to create the motivation to change. Individuals are encouraged to replace old behaviors and attitudes with new ones. The initial challenge in the unfreezing process is creating and communicating a convincing reason to change. The most common, but not necessarily the most effective, way of doing this is to present data or compelling arguments highlighting how current practices are now obsolete or less than ideal.Changing is where the rubber meets the road and change occurs.

Because change involves learning and doing things differently, this stage entails providing employees with new information, new behavioral models, new processes or procedures, new equipment, new technology, or new ways of getting the job done.The goal of refreezing is to support and reinforce the change. Change is supported by helping employees integrate the changed behavior or attitude into their normal way of doing things. This is accomplished by first giving employees the chance to exhibit the new behaviors or attitudes. Once this happens, positive reinforcement is used to encourage the desired change. More specifically, early in the change process it is especially helpful to use continuous reinforcement with extrinsic rewards. This helps establish clear links between the desired new behaviors and the reinforcing reward or recognition. And don’t forget role modeling. Walking the talk of change is arguably the most powerful way to get others to follow.

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84) This technology is very expensive, so Friendly Health management wants to investigate the acquisition, and eventual purchase, of software to facilitate and help coordinate the home health care portion of their business.The systems approach to change is based on the notion that any change, no matter how large or how small, has ripple effects. Describe the systems model of change as it relates to this scenario. What questions should Friendly Health ask?A systems model of change is similar to the Organizing Framework of OB. It is a bit more complex, as shown in Figure 16.6. This model includes inputs, strategic plans, target elements of change, and outputs. It is a very practical approach and can be used to diagnose what to change and to determine how to evaluate the success of a change effort. Inputs include mission statements, vision, and readiness for change. Strategic plans outline an organization’s long-term direction based on strengths, weaknesses, opportunities, and threats (SWOT) analysis. Target elements of change (i.e., organizational arrangements, social factors, methods, and people) are the components of an organization that may be changed. Outputs represent the desired end results or goals of a change.

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85) A systems model of change is similar to the Organizing Framework of OB. It is a bit more complex, as shown in Figure 16.6. This model includes inputs, strategic plans, target elements of change, and outputs.

It is a very practical approach and can be used to diagnose what to change and to determine how to evaluate the success of a change effort.Inputs: The starting point for organizational change should be asking and answering the question: “Why change?” Leaders need to get clear on the overarching motive or reason for change. It then is essential to assure that the intended changes align with the organization’s mission, vision, and resulting strategic plan.Mission statements represent the “reason” organizations exist. A vision is a compelling future state for an organization, and it also is another important input in the systems model of change. Consider how the difference between mission and vision affects the organizational change. Missions typically imply little or nothing about change, but instead simply define the organization’s overall purpose. In contrast, effective visions describe a highly desirable future and outline how the organization will get there, which markets, services, products, and people will be involved, and how all of these elements align with the organization’s values. Readiness for change is defined as beliefs, attitudes, and intentions regarding the extent to which changes are needed and the capacity available to successfully implement those changes. Effective change at work requires both the employees and the employer to be willing and able to change. Readiness has four components: (1) necessity for change, (2) top management support for change efforts, (3) personal ability to cope with changes, and (4) perceived personal consequences of change.Students should give an example of each.

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86) Target elements of change are the components of an organization that may be changed. They essentially represent change levers that managers can push and pull to influence various aspects of an organization. The choice of which lever to use, however, is based on a diagnosis of a problem, or problems, or the actions needed to accomplish a goal. A problem exists when managers are not obtaining the results they desire—when a gap exists. The target elements of change are used to diagnose problems and to identify change-related solutions. As shown in Figure 16.6, there are four targeted elements of change: (1) organizational arrangements, (2) social factors, (3) methods, and (4) people.Each target element of change contains a subset of more detailed organizational features. For instance, the “social factors” component includes consideration of an organization’s culture, group processes, interpersonal interactions, communication, and leadership.

There are two final issues to keep in mind about the target elements.

First, the double-headed arrows in the figure connecting each target element of change convey the message that change ripples across an organization. For example, changing a reward system to reinforce team rather than individual performance (an organizational arrangement) is likely to impact organizational culture. Second, the “people” component is placed in the center of the target elements of the change box because all organizational change ultimately impacts employees and vice versa.

Organizational change is more likely to succeed when managers proactively consider the impact of change on employees.

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87) John Kotter, an expert in leadership and change management, believes that organizational change most often fails not because of inadequate planning but because of ineffective implementation. To help overcome this, he proposed an eight-step process for leading change (see Figure 16.7).1. Establish a sense of urgency: Unfreeze the organization by creating a compelling reason for why change is needed.

2. Create the guiding coalition: Create a cross-functional, cross-level group of people with enough power to lead change.

3. Develop a vision and strategy: Create a vision and strategic plan to guide the change process.

4. Communicate the change vision: Create and implement a communication strategy that consistently communicates the new vision and strategic plan.

5. Empower the broad-based action: Eliminate barriers to change and use target elements of change to transform the organization. Encourage risk and creative problem solving.

6. Generate short-term wins: Plan for and create short-term “wins” or improvements. Recognize and reward people who contribute to the wins.

7. Consolidate gains and produce more change: The guiding coalition uses credibility from short-term wins to create more change. Additional people are brought into the change process as change cascades throughout the organization. Attempts are made to reinvigorate the change process.

8. Anchor new approaches in the culture: Reinforce the changes by highlighting connections between new behaviors and processes and organizational success. Develop methods to ensure leadership development and succession.

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88) Organization development (OD) differs from the previously discussed models of change. And while its origins are in Lewin’s approach, it does not entail a structured sequence as proposed by Lewin and Kotter. OD does, however, possess the same diagnostic focus associated with the system model of change. That said, OD is much broader in orientation than any of the previously discussed models.

Many OD experts and practitioners argue that employee empowerment is central to this approach to change.Throughout its history OD has combined academic rigor with practical application, which has led some experts to say it is the most common approach to organizational change today. Three fundamental aspects have helped it earn this distinction:1.

OD is about planned change aimed at increasing “an organization’s ability to improve itself as a humane and effective system.”

2. OD takes theories and results from the laboratory and applies them to the real life–work settings.

3. OD takes a distinctly democratic and participative approach to solving conflict and problems. This means that an organizational development approach to organizational change is not simply a top-down approach where senior leaders prescribe changes or directives to be followed by employees. Instead, OD advocates the involvement of all players in identifying needed changes, planning how to make such changes, and then the ultimate implementation and evaluation of change efforts.One way to think of OD is to follow a medical metaphor and approach the organization as if it were a “sick” patient, “diagnose” its ills, prescribe and implement an “intervention,” and “evaluate” progress. If the evaluation reveals that positive change has not occurred, this information provides feedback that is used to refine the diagnosis and/or consider the extent to which the intervention was effectively implemented.1. Diagnosis: What are the problem and its causes?

2. Intervention: What can be done to solve the problem?

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3. Evaluation: Is the intervention working?

4. What does the evaluation suggest about the diagnosis and the effectiveness of how the intervention was implemented?

89) Describe the dynamic view of resistance to change, listing factors in each of the portions of the model.

Dynamic perspectives of resistance describe the causes as an interplay of change recipient characteristics, change agent characteristics, and the relationship between the two. Figure 16.9 presents a model of resistance that illustrates the relationships among the three key causes. Six key recipient characteristics are: dispositional resistance to change, surprise and fear of the unknown, fear of failure, loss of status and/or job security, peer pressure, and past success.Five of the key change agent characteristics are: decisions that disrupt cultural traditions or group relationships, personality conflicts, lack of tact or poor timing, leadership style, and failing to legitimize change. In general, resistance is reduced when change agents and recipients have a positive, trusting relationship.

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90) To accomplish these strategies, the company is considering a reorganization. The current structure is organized around blocks of customers who purchase similar products (a product-based structure), and the CEO feels the company is losing sales due to this structure. The vice president of Human Resources, Martin Gibson, is tasked with examining the issue and proposing an alternative structure.The current structure has led to duplication in staff across departments, increasing labor costs, and political behavior. The company’s market culture is reinforced by the company’s reward system. The reward system is based on individual performance, which motivates employees to focus on achieving their own goals at the expense of cooperating and working with other departments. The CEO wonders if a clan culture and different reward system is needed.The CEO is a very assertive individual with high self-esteem, low emotional intelligence, keen business knowledge, and has an analytical and directive approach toward decision making.

Some wonder if he will take Martin’s recommendations to heart. Word on the floor is that the CEO already has his mind made up about a new structure and people are becoming cynical about the changes that will be made. These beliefs are being fueled by the fact that no one from senior management has communicated anything about the new vision and strategy to employees.Employees are starting to feel insecure, stockholders are uncomfortable with the idea of changing the structure, and some customers believe the CEO has lost touch with the industry.Using the 3-Step Problem-Solving Approach to OB and the Organizing Framework, identify the problems here and the process that Garnett should follow to proceed.Apply the 3-Step Problem-Solving Approach to OBStep 1: Define the problem.Look first at the Outcomes box of the Organizing Framework in Figure 16.12 to help identify the important problem(s) in this case. Remember that a problem is a gap between a desired and a current state. State your problem as a gap, and Version 1

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be sure to consider problems at all three levels.Step 2: Identify causes of the problem by using material from this chapter, summarized in the Organizing Framework shown in Figure 16.12.Causes will appear in either the Inputs box or the Processes box.

Start by looking at Figure 16.12 to identify which person factors, if any, are most likely causes to the defined problem. Address the impact of change and the stressors that accompany it.Follow the same process for the situation factors. How does the company mission and vision change?Now consider the Processes box shown in Figure 16.12.

Consider concepts listed at all three levels. For any concept that might be a cause, ask yourself, “Why is this a cause?” Focus on leading and managing change and stress.Step 3: Make your recommendations for solving the problem.Consider whether you want to resolve it, solve it, or dissolve it. Which recommendation is desirable and feasible? Create an action plan for implementing your recommendations.

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91) Describe the model of occupational stress, including a summary of the levels of stressors, types of appraisal, coping strategies, and different types of outcomes. Then give an example of each type of stressor from your own life.Figure 16.11 presents a very useful and comprehensive model of occupational stress. It comes from psychology and health research and practice, and importantly, it can help you understand and manage your own stress more effectively.The model begins with four potential types of stressors, which are factors that produce stress. The four types are: individual, group level, organizational level, and extraorganizational.Two types of cognitive appraisals (i.e., primary appraisals and secondary appraisals) determine whether a particular stressor is actually experienced as stress, and to what degree it is stressful.

Combined, these appraisals influence the choice of your coping strategies and in turn the subsequent outcomes.Coping strategies are characterized by the specific behaviors and cognitions used to cope with a situation. People use a combination of three approaches to cope with stressors and stress (i.e., control strategy, escape strategies, and symptom management strategies). Stress has psychological/attitudinal, behavioral, cognitive, and physical health consequences or outcomes.

Students will give an example of each type of stressor from their own life.Many of the sources of stress at work have a different character— they are more subtle, more pervasive, and come from a variety of factors. Whether it’s increased workload, eyestrain from staring into computers, disciplinary action by a supervisor, or never being complimented about the quality of work she produces, these all cause a “fight or flight” response to be triggered. Because we have “gotten used” to working in stressful environments, however, we may be unaware of the body’s reaction. Yet even if we are not conscious of it, the demands of being in a constant state of stress can produce outcomes such as decreases in job satisfaction, increases in emotional exhaustion, burnout, Version 1

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as well as absenteeism and turnover.

92) Some common and widely used stress-reduction techniques are through meditation, yoga, taking regular breaks, exercise, socializing, having a hobby, playtime and cognitive restructuring.

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